REPORT TO CONGRESS 

ON THE BENEFITS 

OF THE PRESIDENT’S 

E-GOVERNMENT INITIATIVES 

Fiscal Year 2008 
 

Table of Contents 

Executive Summary........................................................................................................................... i 

Summary of E-Government Initiatives................................................................................................ 1

Department of Agriculture .............................................................................................................. 30

Department of Commerce............................................................................................................... 40

Department of Defense .................................................................................................................. 50

Department of Education................................................................................................................ 58

Department of Energy.................................................................................................................... 66

Department of Health and Human Services ...................................................................................... 74

Department of Homeland Security................................................................................................... 85

Department of Housing and Urban Development .............................................................................. 97

Department of the Interior............................................................................................................ 104

Department of Justice .................................................................................................................. 113

Department of Labor.................................................................................................................... 123

Department of State..................................................................................................................... 132

U.S. Agency for International Development .................................................................................... 139

Department of Transportation....................................................................................................... 145

Department of the Treasury.......................................................................................................... 154

Department of Veterans Affairs ..................................................................................................... 162

U.S. Army Corps of Engineers ....................................................................................................... 170

Environmental Protection Agency .................................................................................................. 172

General Services Administration .................................................................................................... 179

National Aeronautics and Space Administration............................................................................... 186

National Archives and Records Administration................................................................................. 193

National Science Foundation ......................................................................................................... 195

Nuclear Regulatory Commission .................................................................................................... 202

Office of Personnel Management................................................................................................... 205

Small Business Administration ....................................................................................................... 211

Smithsonian Institution................................................................................................................. 219

Social Security Administration ....................................................................................................... 220

Corporation for National and Community Service ............................................................................ 226

Institute of Museum and Library Services....................................................................................... 227

National Endowment for the Arts................................................................................................... 229

National Endowment for the Humanities ........................................................................................ 231

Office of Management and Budget................................................................................................. 233

Securities and Exchange Commission............................................................................................. 234

Attachment A – E-Gov Web Screenshots .......................................................................... Attachment A 

Attachment B – FY 2008 E-Gov Funding – By Agency........................................................ Attachment B 

Attachment C – FY 2008 E-Gov Funding – By Initiative...................................................... Attachment C 

Attachment D – FY 2008 E-Gov Funding – Agency Bureaus ............................................... Attachment D 

Attachment E – FY 2007 E-Gov Funding – By Agency ........................................................ Attachment E 

Attachment F – FY 2007 E-Gov Funding – Agency Bureaus .................................................Attachment F 

Attachment G – FY 2006 E-Gov Funding – By Agency........................................................ Attachment G 
 

Attachment H – FY 2006 E-Gov Funding – Agency Bureaus ............................................... Attachment H 

Attachment I – FY 2002 through FY 2005 E-Gov Funding – By Agency ................................Attachment I 

Attachment J – E-Gov Initiative Development Status & Risk Plan.........................................Attachment J 

Attachment K – E-Gov Initiative Risks .............................................................................. Attachment K

Attachment L – E-Gov Milestones & Goals .........................................................................Attachment L 

Attachment M – E-Gov Initiative Funding History ..............................................................Attachment M 
i 

Executive Summary for E-Government Benefits Report to Congress 

The Federal government is delivering results through expansion and adoption of electronic government 

principles and best practices in managing information technology (IT). Through the implementation of 

these principles, the government is increasingly providing timely and accurate information to the citizens 

and government decision makers while ensuring security and privacy. 

In the fall of 2001, the Office of Management and Budget (OMB) and Federal agencies identified 24 EGovernment (E-Gov) Initiatives which were approved by the President’s Management Council. Operated, 

managed and supported by agencies, these Initiatives provide high-quality, common solutions such as 

citizen tax filing, Federal rulemaking, and electronic training. Beneficiaries include citizens, businesses, 

and Federal and state government employees. 

In the spring of 2004, OMB announced the formation of five Line of Business (LoB) task forces. 

Additional LoBs were established in 2005 and 2006, bringing the total number of LoBs to nine. The LoBs 

were identified through a comprehensive analysis of agencies’ enterprise architecture data seeking to 

determine common solutions and methodologies in order to improve service delivery to agencies, 

increase operational efficiencies, and decrease unnecessary duplication in common administrative areas. 

In August 2006, OMB released Memorandum 06–22 (M–06–22), Cost Savings Achieved Through E–

Government and Line of Business Initiatives. M–06–22 requested agencies to identify legacy investments 

impacted by agency use of an E-Gov or LoB initiative and develop baseline cost estimates for these 

investments. Going forward, it is expected agencies savings will be realized by the migration of functions 

from their legacy systems, which can be terminated, to government wide common solutions. 

Agencies were requested to measure actual costs for the identified investments on an ongoing basis to 

provide the basis for estimating these savings. Based on agency-reported estimated costs for 2007 as 

compared to agency-reported actual costs for the 2007, estimated gross cost savings is approximately 

$508 million. 

2007 Baseline Cost Estimate—Investments 

Impacted by E-Gov 

2007 Actual 

Costs 

2007 Gross 

Cost Savings 

$7,331M $6,823M $508M 

OMB is continuing to work with agencies to identify additional legacy investments impacted by E-Gov and 

LoB initiatives. 

Selected examples of how citizens and Federal employees are benefiting through the use of the 

Presidential E-Government Initiatives include: 

 Recruitment One-Stop – USAJobs.gov, the Federal online recruitment service, receives over 

300,000 visits daily from job seekers looking for information regarding career opportunities with the 

Federal government. This is an increase of 25% over last year.

 IRS Free File – For the 2007 filing season, as of October 2007, by the use of IRS Free File, the 

government has already saved more than $9 million. In the 2006 filing season, 78% of those who 

used Free File reported “very” high satisfaction with Free File. And, of those who use Free File in 

2006, 95% indicated they plan on using it for 2007.

 E-Travel – The Treasury Department’s participation in the E-Travel initiative allowed the Department 

to save $402,000 in travel management fees in FY 2007.
ii 

 Grants.gov – The applicant community submitted over 180,681 applications with 286,886 

submissions received since the beginning of the Grants.gov initiative. For fiscal year (FY) 2007, the 

number of submissions more than doubled the total of the previous year. 

 E-Training – 

Intragovernment Collaboration - The E-Training initiative, 

along with GoLearn.gov, provided oversight in the 

development of the on-line training program developed 

by the Federal Employee/Workforce Native Education and 

Training (FEWNET), a sub-working group of the Indian 

Affairs Executive Working Group. FEWNET was formed in 

January of 2007 to address how to best improve federal 

consultation and collaboration with Indian tribes. 

FEWNET identified a need for an easily accessible 

curriculum that could introduce key concepts and 

concerns relevant to Indian tribes. 

The Environmental Protection Agency, the Advisory 

Council on Historic Preservation, and the Department of 

Justice, with support from numerous agencies including 

the Departments of Interior, Agriculture, Housing and 

Urban Development, Health and Human Services and 

Energy, the General Services Administration, and the 

Small Business Administration, developed the Working 

Effectively with Tribal Governments on-line training 

program. The training program completed development on November 1, 2007 and is available for use 

by federal employees through hosting by the Office of Personnel Management. 

Agency Savings - The Treasury Department previously had five separate Learning Management 

Systems (LMS) servicing over 110,000 employees and, through a collaborative process, consolidated 

these disparate LMSs to one system in FY 2007. This consolidation eliminated redundant software 

and hardware, thereby decreasing future operations and maintenance costs. Additionally, Treasury 

will leverage its buying power to lower the cost of future upgrades and enhancements. The 

Department can now electronically collect, maintain, and report training information and monitor 

professional development Department-wide. The transformation from a bureau-centric to an 

enterprise-wide approach will ensure that the Department is able to fully address the growing need 

to meet Treasury mission requirements through delivery of quality and cost-effective training.
iii 

 USA Services (USA.gov) – Recently, Time magazine named USA.gov, the official web portal for 

the U.S. government, as one of “25 Sites We Can’t Live Without.” USA.gov joins the notable ranks of 

other websites featured on the “Can’t Live Without” list such as Amazon, eBay, Google, WebMD and 

Yahoo.com. The article associated with the announcement is located at the following link: 25 Sites 

We Can’t Live Without.

 E-Rulemaking (Regulations.gov) – Below is an excerpt from Susan Dudley, the Administrator for 

OMB’s Office of Information and Regulatory Affairs at Regulations.gov 5th Anniversary Ceremony:

To find out information on a rule, we used to have to go to an agency's docket room – deep in the bowels of a 

government building – and make copies of relevant information (at 5 cents a page). That meant only those 

sophisticated in the ways of Washington were able to influence rulemaking. The Administration's e-Rulemaking 

initiative changes this by providing all American citizens a greater voice in the regulatory decision-making 

process. 

We don't have to go back 25 years to see significant changes. Over the last five years e-Rulemaking has 

transformed access to the federal government rulemaking process. 

 Regulations.gov has brought government wide-information together, and made it searchable, so a 

rule watcher doesn't need to know what agency is issuing a specific rule. 

 A visitor to Regulations.gov can find regulations on a particular subject, determine whether they are 

open for comment, access important supporting documents, file comments on proposals, and even 

read comments filed by others. 

 And it has adopted features that – 5 years ago – we didn't consider important to the rulemaking 

process, such as RSS feed, book marking etc. 

Another E-Rulemaking advancement is the online publication of the Unified Agenda and Regulatory Plan. For 

the first time last month, they became available in an electronic format that offers users an enhanced ability to 

obtain and search for information on upcoming US regulations. The shift from paper to the Internet will help 

save Federal regulatory agencies an estimated $800,000 per year, and allow the public to search current 

regulatory information and, within the next few months, historical content. 

 GovBenefits.gov – GovBenefits.gov provides a single point of access for citizens to locate 

information and determine potential eligibility for government benefits and services. In FY 2007, 

GovBenefits.gov received over 250,000 visits per month by citizens and, provided over 400,000 

referrals to benefit programs each month. 
iv 

Below is a description of the sections included in the report: 

 E-Government Report (Initiative Summaries and Agency Narratives) – Provides a 

summary of the purpose of each E-Government Initiative followed by individual agency reports 

describing the relevance of the initiatives to which the particular agency provides funds.

 Attachment A (E-Gov Web Screenshots) – Provides images of public interfacing EGovernment websites. 

 Attachment B (Funding for E-Government by Agency) – Provides, by agency, funding 

contributions to E-Government Initiatives in which the agency participates. Includes FY 2008 

agency contributions. 

 Attachment C (Funding for E-Government by Initiative) – Provides, by E-Government 

Initiative, agency funding contributions to the initiative. Includes FY 2008 agency contributions. 

 Attachment D (Breakout of Funding by Agency/Bureau) – Provides a breakout for each 

agency, by bureau, of funding sources for the E-Government Initiatives in which the agency 

participates in FY 2008. Both the E-Government funding request and the amount to be provided 

by agency are reflected. Bureau listing is based on Appendix C of OMB Circular A-11 

(“Preparation, Submission, and Execution of the Budget”). 

 Attachments E through H (Funding by Agency for FY 2006 & FY 2007) – Provides, by 

agency and by bureau, funding contributions to E-Government Initiatives in which agencies 

participated in FY 2006 and FY 2007. This information is as reported in the FY 2006 and the FY 

2007 E-Gov Benefits Reports to Congress. 

 Attachment I (Funding by Agency for FY 2002 through FY 2005) - Provides, by agency, 

funding contributions to E-Government Initiatives in which the agency participated in during each 

year from FY 2002 through FY 2005. 

 Attachment J (Initiative Development Status & Risk Plan) – Provides, the current EGovernment Initiative Development Status as reported by the initiative. Also includes a note 

corresponding to the risk plan for each agency. 

 Attachment K (E-Gov Initiative Risks) – Provides, the E-Government Initiative risks as 

reported by the initiative. 

 Attachment L (E-Gov Milestones & Goals) – Provides a full lifecycle view of the EGovernment Initiatives. 

 Attachment M (E-Gov Initiative Funding History) – Provides the E-Gov initiative funding 

history as reported by managing partner agency publicly available business cases. 

OMB submits this report to fulfill reporting requirements under Section 737 of Division D – Financial 

Services and General Government of the Consolidated Appropriations Act of 2008 (Pub. L. No. 110-161). 

Below is a crosswalk of where the information is located within the report: 

Division D, Section 737 – 

Financial Services and General Government Location in Benefits Report 

Sec. 737 (d) (1) - a  its objectives, Initiative Summaries 

description of each  benefits, Initiative Summaries and Agency Narratives 
v 

Division D, Section 737 – 

Financial Services and General Government Location in Benefits Report 

 development status, Attachment J – E-Gov Initiative Development Status 

& Risk Plans (as reported by initiatives) 

The E-Gov initiatives are evolutionary. While most 

have accomplished their initial goals and have 

achieved initial operating capability, they have 

increased their goals as they have transitioned from 

projects to programs. 

 risks, Attachment J – E-Gov Initiative Development Status 

& Risks (as reported by initiatives) and Attachment 

K – E-Gov Initiative Risks 

 cost effectiveness, Included as part of Initiative Summaries and Agency 

Narratives where available. 

Managing partner agencies include qualitative and 

quantitative benefits as part of their exhibit 300’s as 

required by OMB Circular A-11 section 300, part IV, 

questions 6 and 8. Agencies are required to make 

exhibit 300’s publicly available per A-11 section 

22.6. 

initiative including but 

not limited to: 

 estimated date of full 

operational capability 

Attachment L – The E-Gov Milestones & Goals, 

includes a full lifecycle view of the initiatives 

The E-Gov initiatives are evolutionary. While most 

have accomplished their initial goals and have 

achieved initial operating capability, they have 

increased their goals as they have transitioned from 

projects to programs that do not have finite enddates. 

 costs to date, Attachment M – E-Gov Initiative Funding History (as 

reported by agencies in their OMB exhibit 300 

submissions) 

Sec. 737 (d) (2) - the 

total development cost 

of each initiative by 

fiscal year including:  the estimated costs to 

complete its development 

to full operational 

capability, 

Initiative costs to date are included in Attachment M 

– E-Gov Initiative Funding History. 

The estimated cost to completion is not yet available 

as initiative governance boards have not yet 

determined and voted upon the costs to operate in 

out-years. 

As initiatives post updated exhibit 300’s to their 

websites, as required by OMB Circular A-11 section 

22.6, additional development costs will be available. 
vi 

Division D, Section 737 – 

Financial Services and General Government Location in Benefits Report 

 estimated annual 

operations and 

maintenance costs 

Initiative operations and maintenance costs to date 

are included as part of Attachment M – E-Gov 

Initiative Funding History. 

The estimated annual operations and maintenance 

costs is not yet available as initiative governance 

boards have not yet determined and voted upon the 

costs to operate in out-years. 

As initiatives post updated exhibit 300’s to their 

websites, as required by OMB Circular A-11 section 

22.6, additional annual operations and maintenance 

costs will be available. 

Sec. 737 (d) (3) - the sources and distribution of funding 

by fiscal year and by agency and bureau for each initiative 

including agency contributions to date and estimated 

future contributions by agency 

The following are included as Attachments – 

 2008 funding by agencies – Attachment B 

 2008 funding by bureaus – Attachment D 

 2006 and 2007 charts included in previous 

Benefits Reports – Attachments E through H 

 2002 through 2005 funding by agencies – 

Attachment I 

For estimated future contributions, the information 

is not available. Initiative governance boards have 

not yet determined and voted upon funding amount 

and algorithms in out-years. 

For Funding from 2002 through 2005, bureau 

funding is not included. Prior to FY 2006, OMB did 

not track this data. 

As the President’s Management Agenda explained in 2001, the E-Government initiatives serve citizens, 

businesses, and federal employees by delivering high quality services more effectively and at a lower 

overall cost. Instead of expensive “stove-piped” operations, agencies work together to develop common 

solutions which achieve mission requirements at reduced overall cost, thereby making resources available 

for higher priority needs. For example, the E-Rulemaking initiative managed by the Environmental 

Protection Agency is replacing 20 existing individual agency electronic regulatory systems and over 150 

paper-based docket systems with a common system which results in lowered costs, modernized 

technology and improved service and burden reduction to agencies and citizens alike. Thus, there are no 

agency activities which will not be implemented or partially implemented as a result of the transfers or 

reimbursements to the E-Gov Initiatives. 

Note: This report addresses agency funding contributions. Agency contributions reflect commitments of 

funding and/or in-kind services provided by partner agencies to initiative managing partner agencies in 

support of developing, implementing, and/or migrating to E-Gov common solutions. Contribution amounts 

are determined annually through collaborative, inter-agency E-Gov Initiative governance structures and 

subject to approval by OMB. 

“Fee-for-service” contributions represent transfers of funds by partner agencies to initiative service 

providers in exchange for services rendered by initiative service providers. The amounts are typically 

based on a transaction/usage-based fee structure (e.g., for payroll processing, payroll service providers 
vii 

base their service fees on the number of employees at a customer agency; for Recruitment One-Stop, 

agencies are assessed a service fee based on the number of recruitment actions they processed in the 

prior year). Initiative service providers use fees collected from partner agencies to cover ongoing 

operational costs, perform routine maintenance, and support their customer base. 
 Page 1 

Summary of E-Government Initiatives 

This section provides a summary overview of all E-Government Initiatives and Line of Business Initiatives. 

Initiatives are broken into five portfolios and the lines of business: 

• Government to Citizen; 

• Government to Business; 

• Government to Government; 

• Internal Efficiency and Effectiveness; 

• Cross-Cutting; and 

• Lines of Business. 

Additional information about E-Government Initiatives and Line of Business Initiatives can be found at 

www.egov.gov. In December 2006, OMB in conjunction with the E-Gov initiative program managers 

concluded an effort to refine and upgrade performance measures in three key dimensions: 

• Adoption/Participation – The degree to which the relevant community (agencies, bureaus, other 

organizations) participates in the initiative. Participation is demonstrated by contribution of 

information, involvement in governance, etc.; 

• Usage – The level of use by the targeted end user; and 

• Customer Satisfaction – End user satisfaction with the initiative’s products and/or services. 

These metrics are available to view at the E-Gov website – www.egov.gov. 
 Page 2 

Government to Citizen Portfolio

GovBenefits.gov – Managing Partner Department of Labor (DoL) 

GovBenefits.gov empowers people to make decisions for themselves and their families by providing a 

single website where they have access to information on nearly 1,000 government benefit and assistance 

programs. GovBenefits.gov features an easy-to-use online screening tool to help individuals or 

caseworkers quickly determine potential eligibility for benefit programs. By answering a few questions 

regarding income, marital or employment status, and family size, users are guided to a list of benefits 

they may be eligible to receive. Program descriptions and contact information are provided for each 

benefit program. 

GovBenefits.gov significantly reduces the amount of time individuals spend 

identifying and accessing relevant information about government benefit 

programs matching their specific needs. GovBenefits.gov allows local 

government or social service caseworkers to quickly identify and match 

alternative programs with an individual’s specific needs. 

GovBenefits.gov provides the infrastructure for all partner agencies to 

benefit from cost avoidance as a direct result of the site’s pre-screening 

functionality. Costs are avoided by GovBenefits.gov reducing the number 

of telephone calls to benefit program call centers. That is, it is expected as 

GovBenefits.gov usage increases, the volume of phone calls to government 

benefit programs will decrease. However, GovBenefits.gov delivers the 

greatest value to citizens directly by saving them both time and frustration 

when looking for information spread across millions of web pages. In 2007, 

visitors to GovBenefits.gov saved an estimated 1,000,000 hours in their 

search for benefits. The time savings is based on 3.2 million visitors saving 

an average of 20 minutes using GovBenefits.gov versus other research 

methods. 

Since the inception of GovBenefits.gov, the number of citizens using the site to locate benefit information 

has increased over 700 percent from an average of 35,000 visitors a month when the site launched in 

2002 to over 250,000 visitors a month in 2007. Some specific groups using GovBenefits.gov as a 

resource include Seniors, Veterans, Caseworkers, Disaster Relief Victims, Congressional Representatives, 

Volunteer Organizations, Career Centers, and Community Faith Based Organizations. 

Disaster Assistance Improvement Plan – Managing Partner Department of Homeland 

Security (DHS) 

The goal of the Disaster Assistance Improvement Plan (DAIP) is to design, launch and manage a 

centralized and continuously updated clearinghouse from which disaster victims may obtain information 

regarding Federal disaster assistance, State and local government programs, and private sector sources 

for disaster assistance. 

The program has three basic components: a web portal for intake, a central database for tracking, and 

several individual agencies which provide the actual benefits. The web portal will be provided by another 

E-Gov Initiative, GovBenefits.gov. The central database will be managed by the Federal Emergency 

Management Agency (FEMA). Individual agencies will create and maintain online connections to the 

central database and will determine and distribute the actual disaster benefits. The overall system is 

designed to reduce unnecessarily duplicative application forms and processes and strengthen controls for 

improper payments and other forms of fraud, waste, and abuse. 

GovBenefits.gov 

Highlights... 

3⁄4 GovBenefits.gov named a 

finalist in the 2006 Harvard 

Ash Institute Innovations 

In Government Award. 

3⁄4 Named a finalist in the 

2007 Excellence.gov 

competition recognizing the 

program’s continued 

performance 

3⁄4 In early 2008, GovBenefits 

will launch its first 

Customized Connection 

with the Social Security 

Administration, bringing 

the power of 

GovBenefits.gov’s 

technology to SSA.gov 
 Page 3 

DAIP was approved by the President on September 14, 2007. FEMA immediately established a program 

management office, began inventorying all Federal disaster benefits programs, and devising technical 

strategies to interconnect with legacy IT systems operated by individual agencies. Although DAIP was 

established in response to a specific event, the intent of DAIP is clearly aligned with the objectives of EGov initiatives. It will streamline benefits to citizens, alleviate fraud, and reduce duplication of agency 

efforts. 

Persons interested in disaster assistance will be able to review information regarding Federal, State and 

local government programs, as well as private sector resources for disaster assistance. This portal will 

pre-screen for Federally-funded benefit programs and users will be passed transparently to FEMA’s 

National Emergency Management Information System (NEMIS) Individual Assistance Center (IAC) to 

apply for benefits. Applicants will provide the required personal information for the specific programs for 

which they may qualify, which is then pulled and adjudicated by the appropriate agencies. At this point 

the interface will also allow for other data exchange, such as change of address or fraud investigations. 

A flexible interface between NEMIS and the agencies will provide the capability to transform and 

sequence data to meet individual recipient agency business rules and interface needs. An Interagency 

Memorandum of Understanding and Interagency Security Agreement between FEMA and each agency 

will ensure that privacy and security requirements for all agencies are followed. 
 Page 4 

The DAIP will launch on December 31, 2008. It will include: 

• All basic programmatic disaster information on GovBenefits.gov with the pre-screening 

questionnaire; 

• A single application including all Federally-funded programs that are centrally administered; and 

• Other data exchange programs including referral information for Federally-funded programs and 

resources available to disaster victims. 

 

The DAIP is working on gathering additional information and after the initial launch will have integrated 

into the single application: 

• Programs administered at the State and local level; and 

• Public assistance programs that provide services victims frequently find themselves in need of as 

a result of a disaster. 

The benefits to citizens are clear, as articulated in the DAIP video at 

http://www.fema.gov/multimedia/daip/video.wmv, which captures the thoughts of actual persons 

impacted by the Katrina disaster. 

For Federal agencies, the benefits are also significant. Encouraging on-line applications provides a lower 

cost alternative for government processing of benefit applications. Consolidation of the application 

processes, identity verification and authentication of applicants and validation of submitted information 

allows for reduction of fraud, waste, and abuse. The surge capability that will be available with DAIP will 

meet each agency’s needs for enhancements as a result of additional applications in response to a large 

scale disaster without costly agency investments in standby infrastructure. 

E-Loans – Managing Partner Department of Education (ED) 

E-Loans created a single point of access for Federal loan program information on the Web at 

GovLoans.gov which was subsequently integrated within the GovBenefits.gov website. The goal for ELoans has been to provide visitors with a “plain speak” experience, educating citizens on Federal loan 

programs, directing them to the best available loan program information at government and private 

sector websites. E-Loans also identified ways to improve back-office loan functions that greatly impact 

customer service. These back-office processes include lenders reporting to the government, government 

management of default and lender performance data, and the government receipt of payments from 

lenders. 

The E-Loans initiative provides citizens a more transparent and citizen-focused Federal loan experience. 

Not only do citizens have quicker and easier access to Federal loan program information on the Web, but 

they also benefit from lower costs and faster overall service resulting from the coordinated efforts of the 

E-Loans partners. 
 Page 5 

Recreation One-Stop 

Highlights... 

3⁄4 Provides Citizens 

Information on 3,200+ 

Federal Recreation Sites 

3⁄4 Manages National 

Recreation Reservation 

System (NRRS) launched 

in FY 2007 

3⁄4 Enables Public-Private 

Sector Exchange of 

Recreation Data 

IRS Free File – Managing Partner Department of the Treasury (Treasury) 

The IRS’s Free File program allows eligible taxpayers to prepare and electronically file their tax returns 

over the Internet using free commercial software, reducing burden and 

costs to taxpayers. This free filing service is available at www.irs.gov and 

is made possible through a partnership between the government and the 

Free File Alliance, a coalition of tax preparation software manufacturers. 

The Free File Alliance, created by an agreement between the IRS and 

industry, consists of 19 tax preparation service providers, each of which 

provides an offer of free services to at least 10 percent of all taxpayers. 

The total of all free offers by the Alliance is available to over 70 percent 

of all taxpayers. The IRS has helped to promote the consortium and the 

availability of free services, and ensures the members of the consortium 

meet standards of service, security, and privacy protection. 

In FY 2007, the IRS received nearly 4 million tax returns through Free 

File, representing a cost-savings to the government of approximately $9.2 million in processing costs of 

an electronic return compared to that of paper. The Free File program has generated $45.5 million in cost 

savings to the government since its beginning in 2003. 

Recreation One-Stop – Managing Partner Department of the Interior (DoI) 

The Recreation One-Stop initiative makes it easier for citizens to plan a vacation and make a reservation 

for a campsite, cabin, or tour at Federal recreation sites. The initiative provides a customer-friendly 

recreation portal (www.recreation.gov) with information for planning visits to more than 3,200 Federal 

recreation sites. 

 

The initiative has created a Recreation Information Data Base 

(RecData.gov) to standardize and disseminate public domain information 

about Federal recreation sites. Making this data available to other 

organizations (e.g., state tourism agencies, and AAA) with recreationrelated databases, websites, and publications allows citizens to find 

consistent information through a wide range of recreation-related 

“channels.” Additional sites continue to be added to the data base 

including those of a new partner, the American Battle Monuments 

Commission. 

In FY 2007, the consolidated recreation reservation system, the National 

Recreation Reservation Service (NRRS) was launched 

(www.recreation.gov). Customers who need campground or tour 

reservations are able to save additional time by making reservations through the same portal they use to 

discover opportunities on America’s public lands. 

In FY 2008, improvements to the web portal are focused on improving the internal effectiveness and 

efficiency of internal, back-office operations. 

USA Services – Managing Partner General Services Administration (GSA)

The mission of USA Services is to respond to citizen inquiries about the government in an accurate, 

timely, and consistent manner. USA Services uses the existing infrastructure of the Federal Citizen 

Information Center and the USA.gov portal to provide citizen-centric solutions to USA Services also acts 

as a citizen customer service solution provider for other federal agencies and E-Government Initiatives. 

Recently, Time magazine named USA.gov as one of “25 Sites We Can’t Live Without.” USA.gov joins the 

 IRS Free File 

Highlights... 

3⁄4 As of October 21, 2007, 

nearly 4 million individual 

federal tax returns were 

prepared and e-filed 

through Free File services. 

3⁄4 Per a Free File survey 

conducted in June 2007, 

95% of Free File users 

who were surveyed intend 

to use Free File again next 

year. 
 Page 6 

notable ranks of other websites featured 

on the “Can’t Live Without” list such as 

Amazon, eBay, Google, WebMD and 

Yahoo.com. The article associated with the 

announcement is located at the following 

link: 25 Sites We Can’t Live Without. 

In particular, USA Services: 

• Allows citizens to get information 

from federal agencies in both 

English and Spanish via the 

Internet, publications, telephone, 

and e-mail in a privacy-protected environment; 

• Provides services to agencies for misdirected telephone and e-mail inquiries and provides contact 

center services through FirstContact; 

• Reduces partner agency expenses for infrastructure, procurement, and labor within the agency or 

for expenses related to contact centers responding to e-mail and telephone calls; and 

• Provides leadership and tools to other agencies including government-wide contracts, standards, 

best practices and tools. 

In FY 2006, USA Services helped agencies save over $31.9 million through the FirstContact contract 

vehicle, “Tier 1” service support, 1-800-FED-INFO, and misdirected email/call services. 

On December 3, 2007, USA Services 

became a 

2007 President’s Quality Award 

Winner 

“In recognition of agencywide performance 

in the area of Expanded Electronic 

Government” 
 Page 7 

Government to Business Portfolio 

Business Gateway – Managing Partner Small Business Administration (SBA)

Business Gateway, Business.gov, is the official business link to the U.S. Government providing a single 

access point to government services and information to help the nation's businesses. Business Gateway 

offers information on a government-wide basis including forms, compliance assistance resources, and 

business library information. Business Gateway consists of three key components: 

• Business Compliance Portal – Business.gov is the one-stop cross-agency resource offering 

consolidated business compliance and regulatory information across federal agencies regulating 

U.S. businesses; 

• Federal Forms Listing – Forms.gov is 

an online Forms Catalog providing 

citizens and businesses with a 

common access point and ability to 

search federal agency forms; and 

• Data Harmonization – This is an 

ongoing effort to find data collection 

forms across the Federal government 

to reduce redundancy, resulting in 

more efficient data collection and 

sharing. 

As a cross-agency resource, Business Gateway 

helps federal agencies realize the vision of 

citizen-centric government by enabling ready 

access to traditionally siloed information – 

accessible only on an agency-by-agency basis. 

By organizing comprehensive compliancerelated information across the Federal 

government, Business Gateway effectively 

operates from the perspective of providing a 

valuable service to the stakeholders of each 

participating agency. 

Business Gateway provides citizens with onestop, equal access to cross-agency compliance 

information and encourages and simplifies 

regulatory compliance for citizens and businesses. (Additionally, the initiative reduces burden to 

American businesses by reducing the time and costs that owners incur as they search for regulations and 

forms across multiple agency web sites. 

In recognition of Business Gateway’s efforts, the initiative was selected as a recipient of a 2008 

Government Information Technology Executive Council (GITEC) Project Management Excellence award. 

E-Rulemaking – Managing Partner Environmental Protection Agency (EPA)

E-Rulemaking provides citizens one access point to view and comment on rules and notices. This 

initiative allows agencies to fulfill the E-Gov Act of 2002 requirement to ensure a publicly accessible 

website contain electronic dockets for rule-makings. 
 Page 8 

The E-Rulemaking initiative includes two important components: 

1) Regulations.gov – the public website that provides citizens, small businesses, educators, multinational corporations, civic organizations, and all levels of government one-stop Internet access 

to view, download, and submit comments on all Federal rulemakings. Agencies are required to 

ensure their public regulatory dockets are electronically accessible and searchable using 

www.regulations.gov and accept electronic submissions via the website. 

2) Federal Docket Management System (FDMS) - an advanced “back-end” docket management 

system that provides Department and Agency staff better internal docket management 

functionality and the ability to publicly post all relevant documents on regulations.gov (e.g., 

Federal Register documents, proposed rules, notices, supporting analyses, and public comments). 

The E-Rulemaking program provides 

substantial benefits as an electronic docket 

solution for agencies to manage their 

regulatory information (FDMS) and to provide 

the documents to the public for comments 

and other submissions (Regulations.gov). 

The Initiative is helping to manage and 

disseminate Federal regulatory information 

far beyond traditional paper publications and 

paper-based docket processes. 

In addition to the process benefits the ERulemaking solution offers, it is estimated to 

provide cost avoidance benefits over 

traditional baseline paper processes to a level 

of $30 million over five years. The electronic 

docket solution selected by E-Rulemaking 

governance bodies is a centralized 

architecture that is configurable for each 

participating entity allowing role-based 

access to develop workflow and collaboration processes to manage their content. This centrally managed 

solution is estimated to save a range of $106 – $129 million over five years as compared to other 

alternatives that seek the same benefits but are based on decentralized architectures. These figures 

were calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program 

to develop a Cost-Benefit Model. 

The FDMS is a centralized "web" application incorporating commercial- off-the-shelf technology to provide 

a secure, robust electronic repository (meeting DOD 5015.2 Records Management Standards) to maintain 

agency rulemaking and non-rulemaking docket materials, supporting analyses materials, and public 

submissions. Through a customizable agency interface, FDMS provides agency users with the ability to 

manage docket materials through the use of role-based access controls; workflow and collaboration 

processes; creating/managing/revising content; comment management; and integrated COTS scanning 

solutions. 

During FY 2007, a number of features were added to FDMS and Regulations.gov that have greatly 

enhanced the services each provides. On Regulations.gov, public users can now bookmark documents 

that they need to frequently reference, sign-up for an RSS feed of all Federal Register documents posted 

each day, receive email notifications when specified docket-level activities occur (such as a publication of 

Federal Register document, the addition of supporting material or comment). The E-Rulemaking Program 

and its partner agencies also recently deployed on Regulations.gov the sitemaps protocol which enables 

popular search engines to locate Federal Register rule or notice documents posted each day on the site. 

On the FDMS side, electronic record-keeping functionality has been incorporated which allows 

Regulations.gov 5th Anniversary Ceremony, January 22, 2008

(from left to right) Row 1: Jeanne Shepitka (E-Rulemaking, EPA), Shanita Brackett (ERulemaking, EPA), Wendy Liberante (OMB), Asfara Moghis (E-Rulemaking, EPA); 

Row 2: John Moses (E-Rulemaking, EPA), Tim Crawford (E-Rulemaking, EPA), Patrick 

Micielli (E-Rulemaking, EPA), Vic Forney (E-Rulemaking contractor support) 
 Page 9 

Departments and Agencies to manage their FDMS rulemaking records in one electronic location, meeting 

their record-keeping requirements and reducing costs to manage paper documents. 

From September 25, 2005 through October 21, 2007, Regulations.gov: 

• Received 131.5 million hits (an average of 5.3 million per month, an increase of nearly 152 

percent since its deployment in late September 2005); 

• Enabled the public to view or download more than 50 million pages (an average of 2 million 

pages per month, an increase of 300 percent since October 2005); 

• Enabled the public submission of more than 123,000 comments on behalf of 115 rulemaking 

entities (an average of 4,900 comments per month, an increase of 1065 percent since October 

2005). As a comparison, the previous version of Regulations.gov site received 13,000 public 

comments during its entire 33 months of operation; 

• Posted more than 977,000 documents (more than 10,000 documents added monthly); and 

• Enabled agencies to post more than 523,000 public submissions (including public comments 

submitted by paper, email, and fax) which is an increase of approximately 1,065 percent since 

September 2005. 

Twenty-nine departments and independent agencies (constituting more than 90% of Federal rulemaking 

activity) have fully implemented FDMS as of January 15, 2008. More than 3,900 Federal agency users 

from more than 160 rulemaking entities are registered users of FDMS. 

Expanding Electronic Tax Products for Businesses – Managing Partner Department of the 

Treasury (Treasury) 

Expanding Electronic Tax Products for Businesses reduces the tax-reporting burden on businesses while 

improving the efficiency and effectiveness of government operations. 

The initiative is comprised of seven projects delivering benefits by reducing the number of tax-related 

forms businesses must file, providing timely and accurate tax information to businesses, increasing the 

availability of electronic tax filing, and modeling simplified federal and state tax employment laws. 

These projects include: 

• Form 94x Series 

• Form 1120/1120S 

• Form 8850 

• Internet Employer Identification Number (EIN) 

• Harmonized Wage Reporting 

• Single Point Electronic Filing of Form W-2/3 

• Standardized EIN 

Federal Asset Sales – Managing Partner General Services Administration (GSA) 

The Federal Asset Sales (FAS) Initiative manages a one-stop online marketplace for federal agencies to 

sell underutilized, non-utilized, retail, seized, and forfeited assets. 

FAS, through GovSales.gov, enables the general public to search for personal property, and real property 

assets for sale across the Federal Government, through a single online marketplace, regardless of 

whether the item is available online or offline via live auction. The Federal Asset Sales portal successfully 

linked all participating real property portal agencies (GSA, United States Department of Agriculture, 

Department of Housing and Urban Development, Department of Veterans Affairs) and personal property 

sales centers (General Services Administration, United States Department of Agriculture, Department of 

Justice, Department of the Treasury) to a central website. 
 Page 10 

Personal property assets include: business equipment, vehicles (fleet), furniture, jewelry, and other 

miscellaneous assets. Real property assets include: industrial, commercial, agricultural, and residential 

real estate. 

As of Q4 FY 2007, the GovSales.gov portal traffic has averaged over 225,000 hits each quarter and is 

increasing at a rate of over 7,500 hits per quarter. Since its October 2006 launch, the portal has 

registered approximately 1,000,000 visitors. 

The following table presents GSA and USDA sales data and is cumulative thorough Q3 FY 2007. Sales 

data reporting for the rest of the initiative will commence in Q1 FY 2008 per initiative milestones. 

GSA and USDA Combined Personal Property Asset Sales Information 

(Cumulative through Q3 FY 2007)

Total Gross 

Sales Revenue 

Total Net 

Sales Revenue 

Net Sales Revenue 

% Increase 

(Net /Gross ) 

Total number of 

Agency Assets 

Sold 

Q1 $31,394.43* Q1 $27,552.55* Q1 87% Q1 28,273 

Q2 $49,752.20* Q2 $45,175.43* Q2 90% Q2 28,492 

Q3 $203,451.01* Q3 $194,298.50* Q3 95% Q3 68,557 

 *Financial amounts in thousands of dollars 

For citizens and businesses, FAS makes it easier to locate government assets for sale and improves the 

promotion of government sales through a centralized, citizen-centered website/portal. FAS’ stakeholders 

include federal agencies, state and local governments, and the general public. 

For federal agencies, FAS provides a standardized mechanism to list and inventory government-owned 

property. Additionally, FAS enables agencies and bureaus with limited resources to leverage economies 

of scale to reach a broader customer base and receive greater exposure of their assets. 

International Trade Process Streamlining – Managing Partner Department of Commerce 

(DoC) 

The International Trade Process Streamlining (ITPS) initiative makes 

it easier for small and medium-sized enterprises (SMEs) to obtain the 

information and documents needed to conduct business abroad. 

The Department of Commerce (DoC), through the International Trade 

Administration, has the mandated responsibility to coordinate the 

export promotion and finance activities of the 19 federal agencies 

through the Trade Promotion Coordinating Committee (TPCC). 

The TPCC is to “provide a central source of information for the business community on Federal export 

promotion and export financing programs” (15 U.S.C. 4727 (0)(2)). 

Export.gov, the government’s existing online portal for small business export assistance information, has 

been enhanced to meet the mandate and is integrated with the 1-800-USA-Trad(e) call center and the 

domestic and foreign offices staffed by trade specialists. Export.gov provides online information about 

foreign market intelligence, trade leads, trade shows, export finance, and other valuable information and 

directs SMEs toward local Export Assistance Centers or to relevant offices in the foreign markets. 

ITPS Highlight... 

Export.gov helps DoC and the 

TPCC meet the mandate to 

“provide a central source of 

information for the business 

community on Federal export 

promotion and export 

financing programs” 
 Page 11 

E-Vital Highlight... 

3⁄4 18 U.S. states and 

territories have 

implemented EDR, as of 

September 2007 

3⁄4 8 States plan to 

implement in FY 2008 

Government to Government Portfolio 

Disaster Management – Managing Partner Department of Homeland Security (DHS)

The initiative benefits DHS and all of its bureaus and agencies by improving incident-related information 

sharing for emergency response personnel. Through the DisasterHelp.gov portal, citizens, businesses and 

other organizations can access timely planning and response information and emergency response to 

disasters. 

The Disaster Management Interoperability Services (DMIS) platform and the data exchange standards 

project provide agencies the ability to exchange data smoothly during an emergency incident and during 

day-to-day operations with any other user of DMIS software. The Open Platform for Emergency Networks 

(OPEN) system is the infrastructure enabling the exchange of information between systems complying 

with the messaging standards Disaster Management (DM) is facilitating in support of practitioner 

requirements. The DMIS toolset and OPEN backbone allow agencies to communicate collaboratively with 

local communities during an emergency. The following details use of these resources: 

• West Virginia - The state of West Virginia uses E-Team with OPEN to exchange Common 

Alerting Protocol (CAP) messages. This solution was developed and tested by the state 

Emergency Management office. In the six months before the transition, 180 CAP alerts were 

posted via OPEN. 

• Los Angeles City Tactical Incident Information Pilot – Los Angeles City is conducting a 30 

vehicle trial with DM messaging standards and OPEN focused on exchanging and sharing data 

between hand-held sensors, HazMat response teams, and vehicles during joint operations. Upon 

completion of the trial, Los Angeles City plans to expand technologies to Los Angeles County and 

work with Immigration and Customs Enforcement at Ports of Call as well as the Los Angeles 

Health authorities. 

• National Oceanic and Atmospheric Administration (NOAA) HazCollect Deployment - 

The National Weather Service began rolling out the HazCollect system to local emergency 

responders at the end of March 2007. HazCollect allows local emergency managers to submit 

non-weather emergency alerts via CAP through OPEN to be broadcast on NOAA Weather Radio. 

 This capability is expected to reduce the time it takes to produce and generate an alert from 7 

minutes to less than 2 minutes. 

Over 5,100 first responders have been trained to use DMIS tools and DMIS has been used in over 350 

incidents. There are over 2,000 Collaborative Operating Groups (COGS) in DMIS. 

Furthermore, the following report significant cost avoidance through use of these tools: 

Cost Avoidance by not having to replicate OPEN: 

• DHS S&T Biological Warning and Characterization (BWIC) = $2.75M 

• National Weather Service HazCollect Alert and Warning System = $2.00M 

• City of Los Angeles Fire Department = $3.00M 

Cost Avoidance by not having to replicate DMIS: 

• US Navy = $4.50M 

E-Vital – Managing Partner Department of Health and Human 

Services (HHS)

The E-Vital initiative assists states in automating the paper-bound 

death registration process through an electronic, web-based system 

called Electronic Death Registration (EDR). EDR connects the various 

death registration participants (e.g., funeral directors, physicians, 

hospitals, medical examiners, coroners) with the states’ jurisdiction’s 
 Page 12 

Bureau of Vital Statistics. The States’ EDR systems also contain an online real-time Social Security 

number verification process. 

Per the Intelligence Reform and Terrorism Prevention Act of 2004 (IRTPA – Pub. L. No. 108-458), SSA is 

to work with the Department of Health and Human Services and the Department of Homeland Security to 

assist the States with the following: 

• Computerizing their birth and death records; 

• Matching birth and death records within each State and among the States; and 

• Recording the fact of death on birth certificates of the deceased. 

States have indicated it costs between $2M and $5M to build and implement an EDR system. 

As of September 2007, 18 U.S. states and territories have implemented EDR. 8 States plan to implement 

in FY 2008. 

Geospatial One-Stop – Managing Partner Department of the Interior (DoI)

The Geospatial One-Stop initiative (GOS) promotes coordination and alignment of geospatial data 

collection and maintenance among all levels of government. By providing the building blocks for a 

National Spatial Data Infrastructure (NSDI), GOS: 

• Provides one-stop web access to geospatial information through development of a portal 

• Encourages collaborative planning across the government for future investments in geospatial 

data 

• Expands partnerships that help leverage investments and reduce duplication 

• Facilitates partnerships and collaborative approaches in the sharing and stewardship of data 

The availability of up-to-date and accessible geospatial information helps leverage resources and support 

programs such as economic development, environmental quality, and homeland security. The vision for 

GOS is to revolutionize E-Government by providing a geographic component for use in all E-Government 

activities across local, State, tribal, and Federal governments. GOS goals are: 

• To provide fast, low cost, reliable access to geospatial data needed for Federal, State, and local 

government operations. 

• To facilitate government-to-government interactions needed for vertical missions such as 

homeland security and to improve delivery of services to the public. 

• To obtain multi-sector input for coordination, development, and implementation of geospatial 

(data and services) standards to create the consistency needed for interoperability and to 

stimulate market development of tools. 

The Geospatial One-Stop Web portal continues to gain support from data providers and end users. The 

number of records in the system has grown from about 100,000 in FY 2005 to over 150,000 in FY 2007. 

The portal also features a “Marketplace” for information on potential opportunities to leverage resources 

and collaborate on data purchases. The number of partnership opportunities in the Marketplace grew 

from approximately 600 in FY 2005 to over 2000 in FY 2007. The number of visits to the site has 

increased from approximately 30,000 per month in 2005 to about 60,000 per month in 2007. 

Grants.gov – Managing Partner Department of Health and Human Services (HHS)

Grants.gov is the Federal Government’s single website providing information on over 1000 grant 

programs – representing more than $450 billion dollars awarded by the 26 grant-making agencies and 

other Federal grant-making organizations. The initiative enables federal agencies to publish grant 

funding opportunities and application packages online while allowing the grant community (state, local, 

and tribal governments, education and research organizations, non-profit organizations, public housing 
 Page 13 

agencies, and individuals), which includes over 1 million organizations, to search for opportunities and 

download, complete, and electronically submit applications. 

 

Grants.gov is the Federal Government’s single website providing 

information on over 1000 discretionary grant programs – representing 

more than $450 billion dollars awarded by the 26 grant-making agencies 

and other Federal grant-making organizations. The initiative enables 

federal agencies to publish grant funding opportunities and application 

packages online while allowing the grant community (state, local, and 

tribal governments, education and research organizations, non-profit 

organizations, public housing agencies, and individuals), which includes 

over 1 million organizations, to search for opportunities and download, 

complete, and electronically submit applications. 

 

Grants.gov achieved tremendous growth during FY 2007 far exceeding the projected Fiscal Year goal of 

130,000 submissions and registering a substantial increase over FY 2006’s of 90,045. Grants.gov 

received a total of 180,681 in FY 2007 – a 100 percent increase. 

All 26 major Federal grant making agencies posted 100 percent of their synopses for discretionary 

funding opportunity announcements on Grants.gov. Application package postings were at 100 percent, 

with a few approved exceptions. 3,199 discretionary application packages were posted in FY 2007, 2,908 

of those accompanying a matching synopsis. The remaining 291 approved exemptions included 

fellowships and collaborative grants (government-wide processing is still in the initial functional 

requirements phase with agencies and Grants.gov), or were not discretionary applications but were 

Requests for Information, broad agency announcements, or by the nature of their business process had 

not been posted within the quarter that was being measured. By the end of FY 2007, 2,908 opportunities 

were available for electronic application through Grants.gov. 

Additionally, 3,144 discretionary synopses were posted in FY 2007, with 8,201 posted since the launch of 

the Grants.gov website and 286,886 application submissions have being processed by Grants.gov since 

full processing was deployed in FY 2004. These submissions cover all agency and application populations 

– small to large, research to state and local governments, not for profit, and so on. 

Through the government-wide Grants.gov Memorandum of Understanding and Service Level Agreement 

with all 26 federal agencies, Grants.gov provided contact center operations servicing over 151,253 calls 

and 65,457 emails on behalf of the grant making agencies and the Grants.gov Program Management 

office serviced and trained over 11,000 people including federal, state and local grant administrators, 

congressional workshops, and grant organizations. Additionally, over 20,000 registration brochures were 

distributed during FY 2007. Grants.gov instituted quarterly satellite web casts beginning in January 2007 

to provide outreach, status and technical and program management status and support servicing the 

grant community. 

Through the use of Grants.gov agencies are able to reduce operating costs associated with online posting 

and application of grants. Additionally, agencies are able to improve operational effectiveness through 

use of Grants.gov by increasing data accuracy and reducing processing cycle times. 

SAFECOM – Managing Partner Department of Homeland Security (DHS)

SAFECOM is a communications program of DHS. SAFECOM, in collaboration with its Federal partners, 

provides research, development, testing and evaluation, guidance, tools, and templates on interoperable 

communications-related issues to Federal, State, tribal, and local emergency response agencies. The 

Office of Emergency Communications (OEC) supports SAFECOM’s development of guidance, tools, and 

templates. The Office for Interoperability and Compatibility (OIC) supports SAFECOM-related research, 

Grants.gov 

Highlights... 

3⁄4 Registered over 92,000 

Authorized Organization 

Representatives with 

Grants.gov 

3⁄4 Received 180,861 

submissions in FY 2007 – 

an increase of 100% over 

FY 2006 
 Page 14 

development, testing, evaluation, and standards. OEC is managed by the Directorate for National 

Protection and Programs. OIC is managed by the Science and Technology Directorate. SAFECOM 

promotes coordination and cooperation across all levels of government in support of achieving short-term 

interoperability and long-term compatibility. 

 

Resources provided by SAFECOM to emergency responders to increase interoperable communications 

capabilities include: 

• Practitioner validated statewide planning methodologies; 

• Coordinated grant guidance; 

• Communications requirements; and 

• Lessons learned and standard operating procedures 

To address the most urgent interoperability needs, SAFECOM is OEC’s development and implementation 

of a National Emergency Communications Plan to support and promote the ability of emergency response 

providers and relevant government officials to continue to communicate in the event of natural disasters, 

acts of terrorism, and other man-made disasters; and ensure, accelerate, and attain interoperable 

emergency communications nationwide. Additionally, SAFECOM is helping to ensure that all public safety 

agencies have the necessary tools and resources to meet the immediate demands for interoperability 

when responding to an emergency. SAFECOM guidance, tools, and templates help guide the migration of 

the emergency response community’s existing communications systems to work more effectively with 

greater interoperability. 

The scope of the community served by SAFECOM is broad; the customer base includes over 50,000 local 

and state public safety agencies and organizations and over 100 federal agencies are engaged in public 

safety disciplines, including law enforcement, firefighting, public health, and disaster recovery. 

In FY 2007, SAFECOM’s Federal partners and the state, tribal, and local emergency response 

communities benefited significantly from its work on the following: 

• developing guidelines and criteria for public safety communications systems; 

• assessing interoperable communications capabilities (survey of 22,400 emergency response 

agencies); 

• coordinating testing and evaluation processes for interoperability products; 

• standardizing public safety communications equipment with grant guidance; 

• coordinating communications planning; and 

• providing tools and guidance. 
 Page 15 

Internal Efficiency and Effectiveness Portfolio

E-Clearance – Managing Partner Office of Personnel Management (OPM) 

The E-Clearance Initiative streamlines and improves the quality of the current security clearance process 

through automation and the use of common systems and policies. The initiative leverages information 

technology to improve the effectiveness and efficiency of the personnel security investigations process. 

E-Clearance assists in reducing the time required for processing clearance-level employees, while 

increasing reciprocity among federal agencies. 

The E-Clearance Initiative is currently implementing three components to improve the current security 

clearance process: 

• The Electronic Questionnaire for Investigations Processing (E-QIP) – an automated on-line 

version of the security clearance application form SF-86, transferring paper processes to an 

electronic environment; 

• The Clearance Verification System (CVS) – provides the Office of Personnel Management and all 

partnering agencies access to the clearance data of each participating agency database; and 

• Imaging of Investigative Records – the imaging of investigative records held by investigative 

agencies and making records available electronically, among all authorized federal users. 

The E-Clearance initiative reduces processing times for clearance-level employees and increases 

reciprocity among federal agencies. It streamlines the investigation and re-investigation process through 

automation, reduced reliance on paper files, and improves data accuracy and analysis. 

Enterprise Human Resources Integration – Managing Partner Office of Personnel 

Management (OPM) 

The Enterprise Human Resources Integration (EHRI) initiative is transforming Human Resource (HR) 

processes from paper-based to electronic. EHRI’s electronic Official Personnel Folder (eOPF) offering 

provides implementing agencies with a standard approach to the conversion, storage, access, sharing, 

and archiving of existing paper HR records. EHRI also offers a set of analytical tools that operate in 

conjunction with the OPM data warehouse containing personnel data from across the Executive Branch. 

EHRI enables workforce planning, forecasting, and analysis; streamlines employee transfer; and 

enhances retirement processing throughout the Executive Branch. 

The initiative is achieving cost savings that are recognized on a per folder basis. The total cost avoidance 

per folder is estimated at $44.23. In FY 2007, EHRI increased the number of converted folders to more 

than 600,000. 

E-Payroll – Managing Partner Office of Personnel Management (OPM) 

The E-Payroll Initiative standardizes and consolidates government-wide 

Federal civilian payroll services and processes by simplifying and 

standardizing human resources (HR)/payroll policies and procedures and 

better integrating payroll, HR, and finance functions. Prior to beginning 

the initiative, 26 federal agencies provided payroll services. Four 

providers have been selected to furnish payroll services for the Executive 

branch. Migration of the 22 non-continuing payroll providers to one of 

the four selected E-Payroll Providers is underway. 

The initiative benefits agencies by permitting them to focus on mission 

related activities rather than on administrative payroll functions. Payroll processing costs are reduced 

through economies of scale and avoiding the cost of duplicative capital system modernization activities. 

In late 2001, the Joint Financial Improvement Program conducted a study for OMB analyzing the payroll 

E-Payroll Highlights... 

3⁄4 Reduction of nearly 30% 

in average annual cost per 

W-2 in 2007 

3⁄4 Savings of $11 million 

annually for HHS 

3⁄4 Savings of $3.2 million 

annually for EPA 
 Page 16 

service delivery across the Federal Government. Agencies participating the study reported a cost of 

payroll processing expressed in the cost per W-2 at an average of $176 per year, with the high range 

being $663. Upon migration to the four e-Payroll Providers, the average annual cost per W-2 for FY 2007 

will be approximately $126 (a decrease of nearly 30 percent). The initiative also promotes 

standardization of business processes and practices and unified service delivery. 

E-Records Management – Managing Partner National Archives and Records Administration 

(NARA) 

The E-Records Management (ERM) Initiative provides policy guidance to help agencies better manage 

their electronic records. The purpose of ERM guidance is to allow records information to be effectively 

used to support timely and effective decision making, enhance service delivery, and ensure 

accountability. The initiative is developing policies and guidance in three major issue areas: Enterprisewide electronic records management, Electronic Information Management Standards, and transferring 

permanent records to NARA. 

E-Training – Managing Partner Office of Personnel Management (OPM) 

E-Training provides a premier electronic training environment to support the development of the Federal 

workforce. The initiative advances the accomplishment of agency missions through simplified and onestop access to E-Training products and services. E-Training is working to enhance the ability of the 

Federal Government to attract, retain, manage, and educate the highly 

skilled professionals needed for a flexible and high-performing 

government workforce. 

To date, E-Training has over 1,156,387 registered users and more than 

3.2 million classes have been completed. The E-Training Initiative 

benefits the government and the Federal workforce by: 

• Reducing redundancies; achieving economies of scale; acquiring and developing e-Learning 

content; purchasing learning technology infrastructure (e.g., Learning Management Systems, 

Learning Content Management Systems and other Information Technology hardware/software); 

and consolidating and sharing hardware and software; 

• Offering user-friendly access to high-quality E-Training environment; and 

• Encouraging E-Learning investments as part of the strategic, systematic, and continuous 

development of Federal government human capital. 

Just one example of results provided by E-Training was when the 

initiative, along with GoLearn.gov, provided oversight in the 

development of the on-line training program developed by the 

Federal Employee/Workforce Native Education and Training 

(FEWNET), a sub-working group of the Indian Affairs Executive 

Working Group. FEWNET was formed in January of 2007 to 

address how to best improve federal consultation and collaboration 

with Indian tribes. FEWNET identified a need for an easily 

accessible curriculum that could introduce key concepts and 

concerns relevant to Indian tribes. 

EPA, the Advisory Council on Historic Preservation, and DoJ, with 

support from numerous agencies, developed the Working 

Effectively with Tribal Governments on-line training program. The 

training program completed development on November 1, 2007 

and is available for use by federal employees through hosting by 

OPM. 

E-Training Highlights... 

3⁄4 Over 1,156,387 registered 

users 

3⁄4 Over 3.2 million classes 

completed 
 Page 17 

E-Gov Travel Highlights... 

3⁄4 Ten agencies are fully deployed 

3⁄4 Using an ETS provider, HUD 

decreased the voucher processing 

cost on average from $75 per 

voucher to $13.75 

3⁄4 ETS has decreased travel 

reimbursement processing time from 

more than 7 days to an average of 3 

days 

3⁄4 Travel reservations made online is 

>60% for those agencies using ETS 

E-Gov Travel – Managing Partner General Services Administration (GSA)

The E-Gov Travel Service (ETS) is a government-wide web-based service that provides standardized 

travel management practices to consolidate federal travel, minimize cost and produce superior customer 

satisfaction. The ETS is commercially hosted to minimize technology development costs to the 

government and guarantee refreshed functionality for basic travel services included in the master 

contract. From travel planning and authorization to the review and approval of post-travel 

reimbursement, this end-to-end service streamlines travel management and will enable the government 

to capture real-time visibility into the buying choices of travelers and assist agencies in optimizing their 

travel budgets while saving taxpayers money. 

The benefits of the ETS include: 

• Increased cost savings associated with overall reduction in 

Travel Management Center transaction service fees; 

• Improved strategic source pricing through cross-government 

purchasing agreements; 

• Improved business process functionality as a result of 

streamlined travel policies and processes; 

• Enhanced security and privacy controls for the protection of 

government and personal data; and 

• Improved agency oversight and audit capabilities. 

As the ETS is a fully integrated, end-to-end travel solution, program cost avoidance is realized by a 

reduction of traveler and manager time for planning, arranging, authorizing, approving and post-travel 

reimbursement processing. Travelers also benefit from ETS’ increased efficiency in the end-to-end 

electronic solution as their reimbursements are expedited. Additional initiative savings are realized from 

the elimination of costly paper-based systems, the decommissioning of legacy travel systems and the 

reduction of agency overhead by consolidating the number of travel contracts. Prior to ETS, the 

estimated overall government-wide on-line adoption rate for travel reservations was approximately 6 

percent. To date, in agencies using the ETS end-to-end, the on-line booking engine (OBE) adoption rate 

is over 60 percent resulting in dramatic cost savings as a result of lowering travel agent service fees. 

 

The 24 Business Reference Model (BRM) agencies are in various stages of their respective ETS 

deployments. Ten agencies (DoE, ED, DoL, DoT, GSA, HUD, NARA, NSF, OPM and VA) are fully deployed 

and using ETS for their end-to-end travel services. An additional eight agencies (DHS, State, EPA, HHS, 

SBA, Treasury, USAID, and USDA) have begun their ETS deployments and are partially using the end-toend ETS solution for their travel. The remaining six agencies (DoC, DoI, DoJ, NASA, NRC, and SSA) are 

scheduled to begin their ETS deployments in FY 2008. Of the 18 agencies that have completed or begun 

their ETS deployments, voucher production for FY 2007 constituted approximately 20 percent of the total 

potential voucher population. 

Integrated Acquisition Environment – Managing Partner General Services Administration 

(GSA) 

Federal agencies have been actively embracing the use of electronic commerce and working toward 

increased efficiencies in the acquisition process in response to legislation and policy changes. However, 

lack of coordination among agencies has led to duplication of effort, stove-piped information systems, 

lack of data/messaging standards, lack of scale, and insufficient leverage. 

The Integrated Acquisition Environment (IAE) initiative creates a secure business environment facilitating 

and supporting cost-effective acquisition of goods and services by agencies, while eliminating 

inefficiencies in the current Federal acquisition landscape. Through IAE, common acquisition functions 

and services provide benefits to all agencies, such as the maintenance of information about organizations 
 Page 18 

(e.g., banking, certifications, business types, capabilities, performance), are managed as a shared 

service. IAE benefits the government and commercial organizations by improving cross-agency 

coordination to help the government to better use its buying power, while providing commercial 

organizations maximum visibility and transparency into the process. In addition, agencies focus on 

agency-specific needs such as strategy, operations, and management while leveraging shared services 

for common functions. 

IAE operational objectives include: deploying a single point of registration and validation of supplier data 

accessed by all agencies; implementing a central point for consolidated collection and access of statistical 

and management information related to government acquisitions; releasing a directory of interagency 

contracts to simplify selection and facilitate leverage of Government buying; providing standard 

transactions; and developing standard glossary and vocabulary to facilitate exchange of data between 

and within agencies. 

Integrated Acquisition Environment – Loans and Grants – Managing Partner General 

Services Administration (GSA) 

In efforts to ensure all awards transactions uniquely identify the award recipient, the Integrated 

Acquisition Environment (IAE) leveraged its relationship with Dun & Bradstreet (D&B) to establish a 

method by which agencies can get a Data Universal Numbering System (DUNS) number as the unique 

identifier for each recipient. While this capability exists for contracts, work continues in order to fully 

support the determination of unique identifiers for Grants & Loans transactions. This funding is to assist 

the government in acquiring the functionality required on a government-wide basis to support this 

capability. 

Recruitment One-Stop – Managing Partner Office of Personnel Management (OPM) 

The Recruitment One-Stop initiative provides an online portal (USAJobs.gov) where citizens can easily 

search for employment opportunities throughout the Federal Government. This initiative has evolved 

from an innovative E-Gov Project to an overwhelmingly successful, fully operational, steady-state 

program. USAJOBS is a state of the art recruitment system that simplified the Federal Job search process 

for both job seekers and agencies. Through USAJobs.gov users have access to the following: 

• Centralized repository for all competitive service job vacancies; 

• Standardized online recruitment services; and 

• Intuitive job searches including email notifications for jobs of interest. 

Recruitment One-Stop benefits the agencies by: 

• Decreasing hiring time for managers; 

• Reducing the delay associated with filling critical agency vacancies; and 

• Enhancing competition with the private sector for the best and brightest for Federal service. 

On average, USAJobs.gov has 240,000 visitors per day (the online portal has serviced over 300 million 

visitors to date) and 100,000 resumes are created monthly. USAJobs.gov has consistently been ranked in 

the top three of Federal job search sites as determined by the American Customer Satisfaction Index, EGovernment Satisfaction Index. 
 Page 19 

Cross-Cutting Portfolio 

E-Authentication – Managing Partner General Services Administration (GSA) 

E-Authentication is a cross-cutting initiative, established to provide the critical capability of validating 

identity (via the presentation of electronic identity credentials) of a citizen, business, or government 

accessing an online Federal service/system. The E-Authentication initiative created a government-wide, 

standards-based, National Institute of Standards and Technology and Office of Management and Budget 

compliant identity federation, the E-Authentication Federation. Federation member agencies allow their 

E-Gov users convenient and secure use credentials issued by trusted third-party Federation credential 

providers (both government and commercial). This solution will enable the growth of E-Government as 

citizens, businesses, and other governments easily reuse credentials (e.g., pins/passwords and Public key 

infrastructure (PKI) certificates) across multiple government services. This approach provides a uniform 

process for establishing electronic identity and eliminates the need for each initiative to develop a 

redundant solution for the verification of identity and electronic signatures. 

E-Authentication has developed a common infrastructure to support this authentication service 

component of the Federal Enterprise Architecture. Selected aspects of the infrastructure include policy 

and guidance, credential assessment framework, deployment testing and implementation guides and 

tools. 

As of September 30, 2007, 76 agency systems are members of the Federation. Eight credential service 

providers are also members of the Federation, providing third-party credential provisioning and 

management to E-Gov users. Benefits of E-Authentication include increased security, mitigated risk, 

savings in time and money, and enhanced customer service (e.g., the ability to reuse credentials across 

multiple agency online services.) 
 Page 20 

Lines of Business

Budget Formulation and Execution LoB – Managing Partner Department of Education (ED) 

The focus of the Budget Formulation and Execution Line of Business (BFE LoB) is to build a “budget of 

the future” by promoting information sharing across government agency budget offices and building a 

“community of practice.” With this collaboration, the budget community can start to develop common 

tools and identify best practices for all aspects of budget formulation and execution. The BFE LoB strives 

to find common solutions linking budget formulation, execution, planning, performance, and financial 

information. 

Specific goals of the BFE LoB include improvement and enhancements of: 

• the efficiency and effectiveness of agency and central processes for formulating and executing 

the Federal Budget; 

• the integration and standardized exchange of budget formulation, execution, planning, 

performance measurement, and financial management information and activities across the 

government; 

• capabilities for analyzing budget formulation, execution, planning, performance, and financial 

information in support of decision-making; 

• capabilities for aligning programs and their outputs and outcomes with budget levels and actual 

costs to institutionalize budget and performance integration; and 

• the efficiency and effectiveness of the federal budgeting workforce. 

The BFE LoB will provide solutions related to technology, human capital and governance: 

• Technology solutions identify tools agencies can use to enhance budgeting, analysis and, 

document production; make available government-wide capabilities for secure collaboration, 

online meetings, data collection, and tracking; and aggregate procurements of budgeting tools to 

achieve cost efficiencies (e.g., SmartBUYs). 

• Human Capital solutions strengthen the federal budgeting profession by sharing best practices for 

all budgeting activities, creating a community of practice, identifying training and educational 

opportunities, and defining career path options. 

• Governance solutions provide for year-round coordination via a program management office, 

build a technical architecture including the promotion of modules that agencies can “pick and 

choose” to meet individual needs for maximum flexibility, further the idea of sharing and re-use, 

and set standards for data and data exchange. 

Specific ongoing BFE LoB activities include: 

• Meeting of six initiative specific workgroups on a regular basis; 

• Develop a decision matrix for budget systems requirements and evaluation of agency budgeting 

systems against the matrix for government-wide use; 

• Support of the effort to make available the first fee-for-service budget formulation system, the 

Budget Formulation and Execution Manager (BFEM) by Treasury; 

• Explore government-wide capabilities for capturing, processing, and managing data [Note these 

facilities have already demonstrated value with the Earmarks data collection exercise in the 

spring of 2007 and several quick-turnaround exercises being piloted this fall. Centralized 

capabilities for data collection, agencies will benefit from increased data collection capabilities, 

reduced errors, and reduced time spent manually consolidating data]; 

• Work with a cross agency team to document standard budget execution processes and identify 

intersections with financial management processes, which will benefit agencies by reducing 

redundant architecture efforts, automating more of the processes to save time and avoid the 

possibility of discrepancies and errors; 

• Collaborate with agencies, including OPM and the Council of Human Capital Officers, to 

professionalize the budget career by combining agency efforts to define budget career paths, 
 Page 21 

core competencies, leadership development, certification programs, and share ideas in areas 

such as succession planning and retention and recruitment within the budget community; and 

• Host of training sessions covering a variety of budget and finance topics, benefiting employees 

from over 25 agencies. 

Case Management LoB – Managing Partner Department of Justice (DoJ)

The Case Management Line of Business (CM LoB) defines case management as activities associated with 

the collection, qualification, analysis, and use of information either for law enforcement purposes, to 

prevent acts of terrorism, or to defend the government (including its officers and agents) against legal 

challenges. 

A case represents the collection of information coalescing around one or more subjects of official interest 

to a case manager (e.g., an intelligence analyst, an investigative agent, or a Federal attorney). 

Automated case management systems are employed to facilitate the identification, organization, storage, 

workflow, and communication of case-related information. 

The CM LoB is working to standardize case management solutions used in the Federal Government. 

Examples of agencies that have continue to leverage CM LoB work product include the Department of the 

Treasury and the Department of Homeland Security. 

Specific goals of the CM LoB include: 

• developing a common solutions architecture enabling case management data to be shared 

efficiently within and across agencies; 

• improving effectiveness and efficiency of investigation and litigation case management business 

processes; 

• identifying common case management processes across components and agencies to drive 

process standardization and system consolidation; 

• addressing immediate and long-term case management needs and opportunities in the Federal 

case management community; and 

• providing guidance for future case management investments across the Federal Government. 

Using the common solutions architecture identified by CM LoB, DoJ will continue to implement the 

Litigation Case Management System (LCMS) and Sentinel. The projects will be referenced in our 

Enterprise Architecture and our Information Sharing segment. This information is shared with requesting 

agencies at a detailed level and certain project documents are posted on Core.gov. 

Federal Health Architecture LoB – Managing Partner Department of Health and Human 

Services (HHS)

Federal Health Architecture (FHA) is a partnership among federal 

agencies, the Office of Management Budget (OMB) and managed by 

the Office of the National Coordinator for Health IT (ONC). The 

Department of Health & Human Services acting as the Managing 

Partner, along with the Department of Defense and the Department of 

Veterans Affairs acting as Lead Partners, provides funding for the 

program. These agencies collaborate to advance health information 

interoperability between federal agencies, and between agencies and 

the tribal, state, local and private sectors. 

Federal healthcare expenditures encompass 40 percent of the 

FHA LoB Involvement: 

The federal strategy for 

connecting to the Nationwide 

Health Information Network 

was formulated to address the 

needs of programs like the 

“Wounded Warrior,” “LongTerm Care and Disability,” and 

the Pandemic and All-Hazards 

Preparedness Act (PAHPA) by 

implementing standard health 

information exchanges
 Page 22 

estimated $2.1 trillion cost of all national healthcare spending1. FHA, utilizing the wide range of expertise 

within the federal sector, results in agencies enacting steps to achieve healthcare quality improvement for 

the American public. This provides greater efficiencies and streamlined processes. 

FHA is governed by principles that focus on achieving the vision of interoperable health information in 

support of the agency priorities, Federal mandates, and the national Health IT agenda to enable better 

care, increase efficiency, and improve health. FHA’s priorities are driven by value, where FHA will 

demonstrate the value of each of task or activity and ensure that every undertaking is Stakeholderdriven. This ensures alignment of FHA objectives, deliverables and timeframes to agency priorities and 

mandates. 

These principles provided the framework for FHA activities in FY 2007. Accordingly, the accomplishments 

listed were undertaken to address the real world needs of our citizenry, defined by our national health IT 

agenda, and administered by our Managing and Lead Partner federal agencies through the development 

of effective products and services. 

• Food Safety: The FHA Food Safety Work Group created a target solution to identify 

opportunities for interoperability that will contribute to protection of our food supply, enhance 

food safety, and protect public health. The food safety import process was selected by the crossagency team as its area of focus. Participating in this process were six departments (USDA, HHS, 

DoC, DoD, DHS, and EPA) responsible for the safety of domestic and imported foods. 

• Interoperable Standards: The adoption of electronic health records for most Americans will 

contribute to a reduction of medical and pharmaceutical errors and offer efficiencies that will 

enhance care. In this last year, FHA facilitated a process providing for input, implementation, 

and implementation measurement of federal standards to address national needs to support 

emerging health information exchanges. In the last year, this effort identified cross federal 

standards needs and participated in the national standards harmonization activities. As the next 

step, FHA will create the tools and solutions required to help agencies implement the standards 

recognized by the Secretary of HHS. 

• Terminologies to Advance Medical Care: Partnerships were forged with 23 federal agency 

components that use health data for agreements to build adopted standards into their health IT 

architecture. FHA collaboration with the Food and Drug Administration (FDA), the Department of 

Veterans Affairs (VA), the National Library of Medicine (NLM), the National Cancer Institute 

(NCI), the Centers for Medicare and Medicaid Services (CMS), and the Department of Defense 

(DoD), resulted in the standards education and dissemination of Federal Medication 

Terminologies now available to the public through the National Cancer Institute Internet 

website. 

• Nationwide Health Information Exchange Strategy (Federal Agency Participation): 

The FHA Nationwide Health Information Network-Connect (NHIN-C) Initiative defines a federal 

strategy to foster the exchange of health information between federal agencies and the private 

sector through connection to the emerging NHIN. The federal strategy for connecting to the 

NHIN was formulated to address the needs of programs and legislative initiatives like the 

“Wounded Warrior Act,” “Long-Term Care and Disability,” and the Pandemic and All-Hazards 

Preparedness Act (PAHPA) by implementing standard health information exchanges. 

Financial Management LoB – Managing Partner General Services Administration (GSA) 

The Financial Management LoB (FM LoB) will improve the cost, quality, and performance of financial 

management systems by leveraging shared services solutions and implementing other Government-wide 

reforms fostering efficiencies in Federal financial operations. The FM LoB allows agencies to use common 

 

1

 Per report issued by the HHS Assistant Secretary for Planning and Evaluation – available at 

http://aspe.hhs.gov/health/costgrowth/ 
 Page 23 

systems and standard financial business processes. These standard 

systems and processes enable more efficient and effective Federal 

financial operations. An emphasis is being placed on greater 

standardization, transparency and business process improvements as 

opposed to solely technology improvements. 

Leveraging shared services solutions will allow the FM LoB to improve the 

cost, quality, and performance of financial management systems. As the 

FM LoB increases standardization in the financial community, there will be 

more effective utilization in financial operations across the Federal 

Government. Agencies will be able to improve their financial management decision making and program 

performance. Better decisions will lower risk, cost, and improve stewardship and accounting across the 

Federal Government. 

Current OMB FM LoB policy calls for agencies to conduct a competition among Federal and Commercial 

Shared Services Providers (SSP) when it is time to modernize their financial system. The FM LoB initiative 

benefits agencies by leveraging the SSPs’ economy of scale and expertise in IT and financial processing 

to provide more efficient and experienced services to multiple federal agencies. Commercial SSPs have 

not yet been designated to support the same range of services provided by Federal SSPs. 

Benefits of SSPs: 

• Avoiding Cost: The most significant benefit of using a SSP is the cost avoided by federal 

agencies that don't have to set up, configure, operate and maintain their own financial system. 

• Minimizing Risk: New Agency SSP customers reduce costs and risk when migrating onto an 

existing and already compliant SSP financial system. 

• Avoiding Duplicate Operational Costs: Using a single production instance instead of having 

each customer maintain their own instance avoids a host of redundant costs and standard 

application management and IT support functions. 

• Minimizing Upgrade Costs: Not customizing the commercial off the shelf software minimizes 

the cost of upgrades by reducing the analysis and testing required for each upgrade. 

• Sharing Application Support Costs: The most significant and sustained cost savings come 

from sharing common application support for a single production instance that has not been 

customized and that supports standard business processes. 

• Facilitating Best Practices: Getting Federal standards properly and consistently implemented 

has been achieved at Federal SSPs through many years of enhancing common “best practice” 

business processes. 

In early FY 2008, the standard business process for Payment Management will be released and a draft 

pertaining to the standard business processes for Funds Control and Receivable Management will be 

issued. A sequence plan and strategy will be issued to identify the sequence of events required to 

implement the Standard Business Processes including the Common Government-wide Classification 

Structure, which was released in July 2007. Additionally, a draft Charge Card interface data requirements 

document that identifies the data elements to develop a government-wide interface standard has been 

issued. The Performance Measures Working Group is analyzing the full body of collected performance 

metric data for best practices in order to establish standardization of data collection among agencies. 

Geospatial LoB – Managing Partner Department of the Interior (DoI) 

The Geospatial Line of Business (Geospatial LoB) will better serve agencies’ missions and the nation’s 

interests by building upon the policy foundation of OMB Circular A-16 (“Coordination of Geographic 

Information and Related Spatial Data Activities”) and the President’s Management Agenda. The purpose 

FM LoB Highlight... 

Each agency using the GSA 

FM LoB service provider saves 

approximately $200k per year 

and alleviates the need for 

duplicate staff. The smooth 

and well managed transition 

has resulted in a high level of 

satisfaction from transitioned 

agencies. 
 Page 24 

of the Geospatial LoB is to develop a more strategic, coordinated, and leveraged approach to producing, 

maintaining, and using geospatial data and services across the Federal government. Specific goals of the 

Geospatial LoB include: 

• Governance - Establishment of a governance mechanism that fosters collaboration across the 

public sector; 

• Planning and Investment - A coordinated government-wide planning and investment strategy 

that will maximize return on the taxpayer’s investment; and 

• Optimization - Optimizing and standardizing geospatial data and services to promote sharing and 

achieving cost economies. 

Recent Geospatial LoB activities include the following: 

• Conducted baseline data collection activities and used results update Business Case & refine LoB 

tasks & deliverables for FY 2008 and FY 2009; 

• Completed LoB Performance Management Strategy and draft Performance Management Plan; 

and 

• Established Program Management Office (PMO). 

Tasks for FY 2008 and FY 2009 include: 

• Evaluate and define the nine stages of the geospatial data life cycle and identify common 

capabilities to allow cost-benefit return on investment (ROI) for shared services; 

• Expand smart-buy (and alternatives) efforts for geospatial data and technologies and consider 

shared licenses for smaller agencies which could be managed by a designated agency; 

• Develop and implement common grants language for geospatial information and services; and 

• Develop and implement geospatial requirements language for Federal contracts. 

To achieve these goals, the Geospatial LoB must develop a future operating environment within the 

Federal government in which participating organizations, stakeholders, partners, and individuals interact 

with and manage geospatial assets to support business-driven requirements. 

Funding bureaus will receive value from the development of the LoB primarily through improved business 

performance and cost savings. Enhanced governance processes, improved business planning and 

investment strategies, and optimization and standardization of geospatial business data and services will 

produce the following: 

• collaborative management of geospatial investments will be made more adaptable, proactive and 

inclusive; 

• enterprise business needs and agency core mission requirements will be identified, planned, 

budgeted, and exploited in a geospatial context; 

• long-term costs of geo-information delivery and access will be reduced while minimizing 

duplicative development efforts; 

• effective, yet less costly commercial off the shelf (COTS) systems and contractual business 

support operations will replace legacy geospatial applications; and 

• business processes will be optimized and knowledge management capabilities will exist for 

locating geospatial data and obtaining services. 

Benefits will be delivered to two broadly defined types of constituents: citizens and government users. 

• Citizens - who gain benefit from geospatially enabled services through maps and location-aware 

applications and technologies (e.g. cell phones, PDA’s, and GPS) will benefit through a more 

effective use of taxpayer dollars to receive those services; and 

• Government Users - who discover, evaluate, and use geospatial assets in the support of decisionmaking will benefit by more efficiently delivering services for mission needs and to citizens 

through easy to find, high quality, and timely geospatial data and services. 
 Page 25 

Grants Management LoB – Managing Partners Department of Health and Human Services 

(HHS) and National Science Foundation (NSF) 

Grants Management Line of Business (GM LoB) creates a common solution 

for grants management promoting citizen access, customer service, and 

agency financial and technical stewardship. The initiative focuses on 

developing a standardized and streamlined process and approach to grants 

management across the Federal government as required under Public Law 

106-107 and the Federal Financial Assistance Management Improvement 

Act of 1999. GM LoB seeks to consolidate over 100 grants management 

systems deployed at 26 grant-making agencies. 

Three agencies have been designated as Federal Consortium Lead 

agencies: 

• Department of Education (ED); 

• Department of Health and Human Services – Administration for 

Children and Families (HHS/ACF); and 

• National Science Foundation (NSF). 

The Consortium model allows operations and maintenance (O&M) costs, and development, 

modernization, and enhancement (DME) costs to be spread across agencies, decreasing the burden on 

any one agency. Automated business processes available through Consortium Lead agencies will 

decrease agency reliance on manual and paper-based processing, further reducing cost. 

Citizens will benefit from time savings as a result of quicker notification and faster payments due to an 

automated system for grants processing. Through continued emphasis on standardization, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use systems will be improved and reliance on call 

center technical support will be reduced. Consortium Lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

The Program Management Office (PMO) facilitates streamlining efforts of the 26 grants-making agencies 

participating in GM LoB, including the three Consortium Leads. The PMO supports governance, reporting, 

consortia/migrating efforts, and standards and streamlining. It helps improve the efficiency and quality 

of GM LoB-related activities and products in the following ways: continued, effective communications with 

participating agencies, collaboration among agencies, OMB, and the Grants Policy Committee (GPC), and 

development of standard definitions, information collection protocols, and performance monitoring 

against established initiative milestones. The GM LoB also facilitates collaboration and implementation of 

GPC-developed standard forms and reporting procedures. In August 2007, the Grants Executive Board 

extended PMO support to GPC and the Grants Committee of the Transparency Act Task Force, facilitating 

agency dialogue and coordination across these efforts. 

The GM LoB PMO also plays a key role in coordination and leveraging investments among Grant 

Management Line of Business, the Financial Management Line of Business, and Grants.gov. It is helping 

to define standard interfaces and processes and assists in identifying challenges and opportunity areas 

that need to be addressed by the grants community. 

The GM LoB to date has created numerous benefits for agencies. It has placed continued and consistent 

visibility on the need for agencies to analyze their grants management systems and identify core grants 

management system needs. Additionally, the GM LoB allowed agencies to experience cost savings 

through the sharing of O&M costs and DME costs across agencies. The GM LoB also played a role in a 

reduction in the number of systems of record for grants data within agencies, as well as enhancing 

Grants Management 

LoB Highlights... 

Three agencies have been 

designated as Federal 

Consortium Leads: 

 Department of Education 

 Department of Health and 

Human Services -

Administration for Children 

and Families 

 National Science 

Foundation 
 Page 26 

agencies’ abilities to provide agency and government-wide reports on grant activities and results. GM 

LoB has also helped agencies comply with the Federal Financial Assistance Management Improvement 

Act of 1999 and the Federal Funding Accountability and Transparency ActFATA of 2006. Examples of 

these achievements are evidenced in the agency-specific benefits contained later in this document. 

The GPC, a Committee of the U.S. Chief Financial Officers Council, is charged with improving 

management of Federal financial assistance government-wide. To carry out that role, the Committee 

recommends financial assistance policies and practices to OMB and coordinates related interagency 

activities. The GPC serves the public interest in collaboration with other Federal-wide grants initiatives. 

Its efforts complement and are highly interactive with the GM LoB. 

Human Resources Management LoB – Managing Partner Office of Personnel Management 

(OPM) 

The Human Resources Management (HR) LoB vision is to create government-wide, modern, costeffective, standardized, and interoperable HR solutions to provide common core functionality to support 

the strategic management of Human Capital through the establishment of Shared Service Centers (SSCs). 

Driven from a business perspective rather than a technology focus, the solutions will address distinct 

business improvements enhancing the government’s performance of HR services in support of agency 

missions delivering services to citizens. 

A major component of the HR LoB initiative is the use of SSCs. Recently, GSA approved four privatesector providers to provide human resource services under the HR LoB effort: Accenture, Allied 

Technology Group, Carahsoft Technology and IBM. Agencies now have these four private-sector 

providers to choose from along with five agency providers OMB approved in the FY 2006 budget request: 

Department of Agriculture, Department of the Interior, Department of the Treasury, Department of 

Health and Human Services and Department of Defense. 

Leveraging shared services solutions will allow the HR LoB to significantly improve HR service delivery, 

save taxpayer dollars, and reduce administrative burdens. 

Selected accomplishments from 2007 include: 

• Began the process to establish a schedule of private sector SSCs by issuing a Solicitation 

requesting the private sector submit offers outlining their solutions. Vendor proposals on the 

Solicitation were received on September 6, 2007; 

• Developed a Migration Planning Guidance document to assist agencies in preparing for and 

managing a migration of their human resources functions to an SSC; 

• Developed the Target Requirements for SSCs version 3.0. Version 3.0 contains policy updates to 

the target requirements previously published in version 2.0; 

• Developed the Service Component Model (SCM) version 2, which provides agencies and SSCs 

with the business services and preferred means of delivery for the entire HR function defined in 

the Business Reference Model; 

• Developed the Entrance on Duty (EOD) Concept of Operations (CONOPS). The EOD CONOPS 

describes the functional requirements for bringing an employee on-board, proposes a process 

and technology model for delivering EOD services, and recommends an overall strategy for 

agencies to acquire the future solution; and 

• Developed the HR Shared Services and Service Delivery Best Practices report, which provides 

agencies and SSCs with private sector best practices and benchmarks as they transform to a new 

HR delivery model. 

During FY 2008 the HR LoB will: 

• Develop the Technical Model, which will establish a common view of technology and compile a 

set of applicable government standards for each of the technology services identified; 
 Page 27 

• Develop a Separation Management Concept of Operations. This CONOPS will describe the 

functional requirements for off-boarding an employee, propose a process and technology model 

for delivering these services, and recommend an overall strategy for agencies to acquire the 

future solution; 

• Develop a report compiling case studies on Federal HR best practices. This report will document 

case studies of Federal HR best practices for agency management to leverage for planning 

purposes; 

• Develop a report addressing strategies for retained HR at agencies, because agency migrations to 

SSCs will create opportunities to transform the HR function remaining at agencies; and 

• Begin a benchmarking study of the SSCs and payroll providers to establish a baseline of service 

delivery performance. 

Information Systems Security LoB – Managing Partner Department of Homeland Security 

(DHS) 

The Information Systems Security Line of Business (ISS LoB) is an interagency effort led by the 

Department of Homeland Security to identify common security processes and technologies to improve 

information security program performance, reduce costs, and increase efficiency. The ISS LOB is not a 

“one size fits all” approach to security services. Rather, each customer agency will retain its security 

budget, and will work with shared service centers to establish cooperative strategies for government-wide 

purchase. In doing so, agencies can free resources for mission-specific and other tailored security 

requirements beyond what is offered in the ISS LOB. 

The initiative selected three agencies as shared service centers for security awareness training, the 

Department of Defense, the Office of Personnel Management, and the Department of State – in 

coordination with the United States Agency for International Development. Additionally, two agencies 

were selected as shared service centers for security reporting, the Department of Justice and the 

Environmental Protection Agency. 
 Page 28 

Agencies are now using training and reporting services provided by the initiative. As a result, agencies 

are avoiding duplicative investment in common security tools, ensuring a baseline level of training and 

reporting performance, and refocusing their efforts to other complex and critical security issues at their 

agency. 

The initiative also identified additional security services and tools demanded by agencies, including 

vulnerability assessment, network mapping and discovery, and baseline configuration management tools. 

These tools can help agencies develop an accurate inventory of information resources managed at their 

agency, and maintain an up-to-date awareness of information security threats. The initiative is now 

establishing mechanisms to help agencies quickly acquire these tools in a cost-effective manner. 

The ISS LoB will also assist the Trusted Internet Connections (TIC) initiative in optimizing the federal 

government’s individual network services into a common federal solution. This common solution 

facilitates the reduction of the government’s external connections, including Internet points of presence, 

to a target of fifty. ISS LoB will support TIC’s goals by developing TIC reports and communications, 

chartering the TIC Network Architecture workgroup, and reviewing agency Planned of Action and 

Milestones (POA&Ms) for TIC implementation. 

IT Infrastructure LoB – Managing Partner General Services Administration (GSA) 

The Federal government’s commodity IT infrastructure consumes approximately $22 billion per year 

(approximately 1/3 of the Federal IT budget).2

 The IT Infrastructure Line of Business (ITI LoB) is 

focused on enabling government to realize significant cost savings in IT infrastructure while maintaining 

or improving service levels across the Federal enterprise, thus allowing departments/agencies to restore 

focus on the execution of their respective missions. 

The ITI LoB benefits the Federal Government and the specific implementing agencies directly in the 

following areas: 

• Enhanced productivity and improved mission delivery enabled by a performance-focused IT 

infrastructure investment discipline; 

• Improved consistency and standardization of services and supported platforms; 

• Improved approach to technology infusion characterized by greater consistency and focus; 

• Maximized Federal buying power through the aggregation of hardware and software purchases; 

• Increased efficiency through the aggregation of supporting services (e.g., intrusion detection, 

incident reporting) and supporting administrative processes; and 

• Added Labor savings resulting from the reduction in management overhead activities and in the 

hiring of technical experts. 

The ITI LoB continuously works to further refine the opportunities for IT infrastructure consolidation and 

optimization and develop government-wide common solutions. The government-centric and customerdriven ITI LoB will become a resource center for agencies that are implementing or upgrading their IT 

infrastructure. Agencies will be able to utilize lessons learned, best practices, standards, and 

implementations plans available through the ITI LoB. The ITI LoB will be responsive to changes in 

national requirements, presidential directives, and government-wide initiatives to ensure agencies have 

access to the most up to date resources. 

Agencies will be able to improve mission delivery and enhance productivity by using the resources made 

available by the ITI LoB. Greater efficiency will occur in infrastructure investments through the reduction 

of redundant labor, unnecessary services, and inefficient services. Additionally, agencies will have access 

 

2

 FY06 IT Infrastructure Number (Exhibit 53, Part2) 
 Page 29 

to standardized infrastructure platforms and industry-wide performance metrics to validate and/or 

improve existing performance. 

The ITI LoB convened a task force to analyze opportunities for IT consolidation and optimization. The 

core common solution recommended by the task force is a Federal-wide process for performance 

measurement of cost efficiency and service levels for three commodity infrastructure areas (End User 

Systems & Support, Mainframes and Servers Systems & Support, and Telecommunications Systems & 

Support) compared to industry averages adjusted for any uniquely Federal requirements. 

In FY 2008, the ITI LoB will perform baseline data collection and benchmarking analyses that will enable 

monitoring, analyzing and reporting agency progress toward their IT infrastructure performance targets. 

Accordingly, benefit metrics, benefit data, and cost savings data (including cost avoidance and 

operational cost savings) are not yet available. 
 Page 30 

Department of Agriculture 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Agriculture (USDA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

 Recreation One-Stop 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants 

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

At the initial launch of DAIP, all disaster assistance and public assistance programs that may be of 

relevance to disaster victims will be included in the pre-screening functionality of DAIP. Disaster victims 

who may be eligible for benefits under these Department of Agriculture programs will be presented with 

information about the programs, including referral information for state/local offices that an applicant can 

go to in order to apply for these benefits. Once the Department of Agriculture is integrated, DAIP may 

provide an online application intake/update application/review status capability that will drive cost savings 

by directing applicants to lower cost alternatives. DAIP also provides the agency the benefit of an 

alternate mechanism for providing information to disaster victims. This will support delivery of assistance 

to disaster victims and will reduce agency direct inquiries about individual assistance. 
 Page 31 

Recreation One-Stop (Managing Partner DoI) - 

Forest Service (FS) - provides information related to recreational activities in our national forests and 

grasslands and manages the contract for hosting on the Recreation One-Stop portal. Citizens looking to 

utilize recreational services have a central place to search in order to obtain site descriptions, recreation 

activities, directions, and links to more-detailed information about at a specific location. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) – (data for forms and compliance links are as of 

October 30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits USDA’s “customers” (e.g., farm owners, food industries, agricultural chemical 

producers, etc.), many of whom are subject to complex regulatory requirements across multiple 

agencies. 

• USDA’s constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with Small Business Paperwork Relief Act 

(SBPRA), and reduction in burden hours. Through increased outreach, more constituents will be 

able to realize these benefits. 

• USDA will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for USDA. 

 Maintenance savings: Business.gov’s search technology will provide USDA with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 548 forms (to date) available on Forms.gov, 

USDA saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 2,504 USDA compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity. DoI and DoL together saved $341,000 in the first three years of 

their vertical, and are expected to save $570,000 over 5 years. 

Benefits to USDA agencies: 

• Food Safety Inspection Service (FSIS) – Business Gateway provides citizens with an 

additional access point to FSIS’ documentation, guidance materials for federally inspected 

establishments to use in designing and implementing sanitation standard operating procedures. 

Business.gov has compliance information and 313 links relevant to inspected facilities.

• Farm Service Agency (FSA) – Business Gateway provides farmers another access point to find 

all 229 forms to ensure they are complying with all applicable rules and regulations and able to 

effectively operate their businesses. Business.gov currently contains 461 links to 231 guidance 

resources. 

• Animal and Plant Health Inspection Service (APHIS) – APHIS has made compliance 

assistance resources available to business entities in several formats. Business Gateway provides 

another access point to compliance information. In addition, Business.gov currently contains 122 

links to 6 forms associated with animal and plant inspections.

• Forest Service – Business Gateway supports the Forest Service by providing an additional 

vehicle for private forest land owners to access compliance and regulatory information. 

Business.gov currently offers 5 Forest Service forms.
 Page 32 

• Rural Business-Cooperative Service – Business Gateway provides an additional access point 

to 27 forms to assist rural businesses with their compliance needs.

• Agricultural Marketing Service (AMS) – Business Gateway provides access to forms and 

resource information that assist businesses working within the six commodity programs (Cotton, 

Dairy, Fruit and Vegetable, Livestock and Seed, Poultry, and Tobacco). Business.gov currently 

contains 709 links to 45 forms. 

• Agricultural Research Service – Business Gateway provides citizens with an additional access 

point for research documents and forms. Business.gov currently contains links to 5 Agricultural 

Research Service guidance forms. 

• Rural Development Housing Service – Business Gateway provides rural citizens and lenders 

with access to loan forms to assist them on their way to home ownership. Business.gov currently 

contains links to 83 such forms. 

• Grain Inspection, Packers and Stockyards Administration (GIPSA) – Business Gateway 

provides farms and small businesses that slaughter cattle greater access to compliance 

information they need to ensure their meat is USDA certified. Business Gateway also provides 

grain producers with another channel to access regulations and laws governing biotechnology. 

Business.gov currently contains 90 links and 116 forms for GIPSA. 

• Natural Resources Conservation Service (NRCS) – Business Gateway offers compliance 

information for companies such as those vying for Biomass Research and Development projects, 

funded by USDA. Business.gov currently has 5 NRCS forms and 92 links for NRCS. 

• Foreign Agricultural Service (FAS) – Business.gov gives farmers and businesses wishing to 

export their goods to foreign markets greater access to compliance information. Business.gov 

has 392 links to sites such as Export.gov and contains 11 forms related to the agricultural 

exporting industry. 

• Rural Utilities Service – Business.gov connects private utilities to the government, giving them 

greater access to compliance information, forms, and regulations.

E-Rulemaking (Managing Partner EPA) - 

USDA’s mission is to provide leadership on food, agriculture, natural resources, and related issues based 

on sound public policy, the best available science, and efficient management. By delivering collaborative 

services, the E-Rulemaking Program supports USDA’s goal of transforming the delivery of information and 

services. E-Rulemaking’s Web site, Regulations.gov, allows USDA’s customers to receive USDA Federal 

Register publications more efficiently. This saves USDA time that can be used for other mission critical 

activities. 

With the assistance of the E-Rulemaking Program, USDA moved from a non-electronic, paper-based 

process to an online electronic system to support its efforts of improving citizens’ knowledge of and 

access to USDA, enhancing collaboration with public and private organizations, improving internal 

efficiency by promoting enterprise-wide solutions, and ensuring the security of information provided by 

USDA. USDA bureaus were among the first agencies to migrate to FDMS in September 2005 and the last 

of its 25 agencies completed migration in December 2006. 

Between January and October 2007, Regulations.gov posted 300 Federal Register rule and proposed 

rules and 843 notice documents on behalf of USDA and its bureaus and agencies. During this same time, 

the public submitted 7,133 comments through Regulations.gov. 

USDA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. USDA 

gains substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

USDA’s transition to FDMS and Regulations.gov, enabling the Department to discontinue agency specific 

efforts to develop, deploy, and operate agency specific individual online docket and public comment 

systems. 
 Page 33 

Benefits to USDA bureaus (all statistics are from January 2007 through October 2007 unless otherwise 

noted): 

• Agricultural Marketing Service (AMS) – AMS implemented FDMS in Q1 FY 2007. The 

system enables AMS to solicit and post comments and supporting materials for its 131 Federal 

Register rules and proposed rule documents in addition to 53 notices. AMS received more than 

3,100 public comments on these documents. 

• Agricultural Research Service (ARS) – ARS posted 14 Federal Register notice documents and 

1 rule document. 

• Animal Plant Health Inspection Service (APHIS) – APHIS carries out its goal to protect and 

promote agricultural health through a very active regulatory development and notification 

program. APHIS posted 105 Federal Register notices and 92 rules and proposed rules. APHIS 

received more than 3,500 public comments via Regulations.gov. 

• Cooperative State Research, Education, and Extension Service (CSREES) – CSREES 

posted 1 Federal Register rule and 1 notice document in Regulations.gov.

• Farm Service Agency (FSA) – FDMS helps farmers and ranchers gain access to regulations on 

income as USDA seeks to conserve resources, provide credit, and relieve operations from the 

effects of disaster. FSA posted 18 Federal Register notices and 10 rules and proposed rules in 

Regulations.gov. 

 Commodity Credit Corporation (CCC) – CCC posted 28 Federal Register notices and 

8 rules and proposed rules in Regulations.gov. 

• Food and Nutrition Service (FNS) – FNS posted 23 Federal Register notices and 6 rules and 

proposed rules in Regulations.gov. The agency received 106 public comments.

• Food Safety Inspection Service (FSIS) – FSIS enhances public health and well-being by 

protecting the public from food-borne illness and ensuring the nation’s meat, poultry, and egg 

products are safe, wholesome, and correctly packaged. FDMS provides citizens and businesses 

electronic access to critical regulatory information. FSIS posted 33 Federal Register notices and 6 

rules and proposed rules in Regulations.gov. The public submitted 125 comments via 

Regulations.gov and posted more than 125 digitized paper comments on these actions. 

• Foreign Agricultural Service (FAS) – The Foreign Agricultural Service posted 13 Federal 

Register notices in Regulations.gov.

• Forest Service (FS) – FDMS helps improve citizens’ knowledge of and access to U.S. Forest 

Service information on the nation’s vast forests and grasslands. The Forest Service posted 298 

Federal Register notices and 19 rules and proposed rules and received 13 public comments in 

Regulations.gov.

• Grain Inspection, Packers and Stockyards Administration (GIPSA) – GIPSA posted 37 

Federal Register notices and 14 rules and proposed rules in Regulations.gov and received 16 

comments.

• Natural Resources Conservation Service (NRCS) – FDMS helps NRCS establish leadership 

and partnerships with consumers and businesses by providing direct, electronic access to 

regulatory information on conserving, maintaining, and improving earth’s natural resources and 

environment. NRCS posted 30 Federal Register notices to Regulations.gov. 

• Risk Management Agency (RMA) – RMA posted 2 Federal Register notices in 

Regulations.gov.

 Farm Crop Insurance Corporation (FCIC) – FCIC posted 20 Federal Register rule 

and proposed rules and 25 notice documents in Regulations.gov. FCIC received 18 

comments on these actions. 

• Rural Development – There are several agencies within Rural Development that provide 

support for rural customers and businesses: Rural Business and Cooperative Service, Rural 

Housing Service, and Rural Utilities Service. The Rural Business and Cooperative Service posted 

15 rules and proposed rule, 7 notices, and 38 public comments; Rural Housing Service posted 23 

notices, 5 rule and proposed rules, and 125 public comments; and Rural Utility Service posted 28 

notices, 12 rules and proposed rules, and 74 public comments to Regulations.gov.
 Page 34 

• Department Headquarters (Staff Offices) – USDA Staff Offices posted 113 Federal Register

notices and 7 Federal Register rules and proposed rule documents. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits USDA, and specifically the bureaus of Foreign Agricultural Service, Risk 

Management Agency, Food and Nutrition Service, Food Safety and Inspection Service, Agricultural 

Marketing Service, Animal and Plant Health Inspection Service, Forest Service, Natural Resources 

Conservation Service, Agricultural Research Service, Cooperative State Research, Education, and 

Extension Service, Economic Research Service, and Rural Development, by providing a single location to 

publish funding opportunities and application packages, and by providing a single site for the grants 

community to locate and apply for grants using common forms, processes, and systems. 

Electronic application submissions increase each year on Grants.gov, which supports the fact that the 

ambit of the Grants.gov brand continues to expand. USDA uses government-wide forms almost 

exclusively, so the look and feel of applying for a USDA grant through Grants.gov remains consistent to 

the user regardless of whether the program is originated from headquarters in Washington, D.C. or a 

state office in rural America. Grants.gov has also allowed USDA to avoid the cost of maintaining multiple 

front-end systems allowing applicants to search and apply for grants online. 

 

In FY 2007, USDA posted matching application packages with 100 percent of the 144 funding 

opportunities announced through Grants.gov, and received 6,614 electronic applications from the grants 

community via Grants.gov. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) - 

USDA began migrating its travel services to Northrop Grumman Mission Systems (NGMS), one of the 

three designated E-Gov Travel Service (ETS) providers, in Q3 FY 2007. USDA consolidated 427 Travel 

Management Center (TMC) orders into a single task order, improving centralized control and 

management of travel contracts and reducing resource oversight allocation. This also enabled better 

visibility into travel trends and spending which provides better management decision making. 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, USDA improves its ability to make informed 

and efficient purchasing decisions across the agency and allows it to replace manual processes. If USDA 

were not allowed to use the IAE systems, they would need to build and maintain separate systems to 

record vendor and contract information, and to post procurement opportunities. Agency purchasing 

officials would not have access to databases of important information from other agencies on vendor 

performance and could not use systems to replace paper-based and labor-intensive efforts. 

• Central Contractor Registration (CCR): Provides USDA a single source of trading partner 

data. CCR Tools enable USDA access to current socio-economic and financial information as 

needed for their contractors, grantees and agricultural entitlement programs without 

maintenance. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 
 Page 35 

 Public / Federal Security: Enables the elimination of excluded parties from receiving 

contact awards, protecting the tax payers' investment and Federal contract spending. 

Users include banks and mortgage companies 

• Excluded Party Listing Service (EPLS): Provides USDA with the automated collection and 

management of Individual Subcontract Reports (Formally SF-294) and Summary Subcontract 

Reports (Formally SF-295) data. Access via standard internet browser enables USDA to search 

for excluded parties prior to award of contracts, grants and other entitlement programs and 

financial awards. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

 Small Business / Prime Contractors: Provides an automated filing and reporting 

capability for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Electronic Subcontract Reporting System (eSRS): Subcontract reporting. For USDA, the 

eSRS automates the collection and management of Individual Subcontract Reports (ISR, formerly 

SF-294) and Summary Subcontract Reports (SSR, formerly SF-295) data. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunities (FBO): Source for contracting opportunities. FBO is a source 

for contracting opportunities. Enables the USDA to automate management of the competitive 

notice processes.

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities, and provides transparency into 

the Federal acquisition process. 

• Federal Technical Documents System (FedTeDS): Controls access to secure but 

unclassified documents. FedTeds provides USDA with a secure service for storage and 

distribution of secure but unclassified documents for solicitations and Agricultural Alerts such as 

Anthrax and Mad Cow Disease. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System-Next Generation (FPDS-NG): Provides USDA with an 

automated capability to directly report awards real time from the new online back office contract 

writing system and extract reports of award data.

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representations and Certifications Application (ORCA): Online Representation 

and Certification replaces solicitation Section K. Automates the previous Section K paper 

response to solicitations to USDA.

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to USDA for both service and 

construction programs. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 
 Page 36 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including USDA, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for Commerce and any Commerce component that is in need of a budget 

formulation or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. USDA 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. USDA currently has 184 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed Migration Planning Guidance, informing agencies how to evaluate and select 

Shared Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 
 Page 37 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Agriculture has responsibility for four of the data layers outlined in the OMB Circular 

A-16. USDA is looking forward to returns from the Geospatial LoB in terms of efficiency and synergy 

across the government. Solution benefits include institutionalizing a governance model that increases 

buy-in of all stakeholders in decisions related to the development of the National Spatial Data 

Infrastructure (NSDI) as well as expedited and more coordinated completion of nationally significant data 

sets. 

Benefits to USDA bureaus: 

• The Natural Resources Conservation Service (NRCS) provides leadership in a partnership effort to 

help America's private land owners and managers conserve their soil, water, and other natural 

resources. In addition to sharing OMB Circular A-16 co-lead responsibilities for Climate and 

Watershed Boundaries data themes with other agencies, NRCS has the sole lead responsibility for 

the Soils data theme. NRCS will benefit from cost savings by using shared geospatial and IT 

services, increased procurement efficiencies through combined acquisitions, and knowledge of 

best practices. 

• The Forest Service (FS) sustains the health, diversity, and productivity of the Nation's forests and 

grasslands to meet the needs of present and future generations. FS will be able to optimize 

business processes and improve knowledge management capabilities for locating data and 

obtaining services. 

• The Farm Service Agency (FSA) supports the National Agricultural Imagery Program that will 

benefit from reduced long-term costs of geo-information delivery and access while minimizing 

duplicative data acquisition efforts. 

• The Foreign Agricultural Service (FAS) relief operations after a disaster will benefit from business 

processes that will be optimized and knowledge management capabilities will exist for locating 

geospatial data and obtaining services. 

• The Risk Management Agency (RMA) will benefit from enhanced governance processes, improved 

business planning and investment strategies, and optimization and standardization of geospatial 

business data. 

• The Animal and Plant Health Inspection Service (APHIS) will benefit from enterprise business 

needs and agency core mission requirements which are identified, planned, budgeted, and 

exploited in a geospatial context. 

• Through programs such as the National Research Initiative Competitive Grants Program the 

Cooperative State Research Education & Extension Service (CSREES) has historically been 

involved in research that leverages geospatial data. CSREES will receive benefits from the 

Geospatial LoB through optimization and standardization of geospatial data. 

• The Economic Research Service (ERS) is USDA's principal social science research agency and will 

benefit from creation of specific geospatial budgeting codes to understand what investments are 

potentially duplicative. 

• The National Agricultural Statistics Service (NASS) serves the basic agricultural and rural data 

needs of the country by providing objective, important, and accurate statistical information and 

services to farmers, ranchers, agribusinesses, and public officials. This data is vital to monitoring 

the ever-changing agricultural sector and carrying out farm policy. Enhanced governance 
 Page 38 

processes, improved business planning and investment strategies, and optimization and 

standardization of geospatial business data will benefit NASS’s research. 

• Rural Development (RD) helps rural areas to develop and grow by offering Federal assistance 

that improves quality of life and will benefit from cost savings by using shared geospatial and IT 

services increased procurement efficiencies through combined acquisitions and knowledge of best 

practices. 

Grants Management LoB (Managing Partners HHS and NSF) - 

USDA manages 165 grant programs disbursing approximately $54 billion annually. USDA anticipates the 

key benefit to its bureaus, including Foreign Agricultural Service (FAS), Farm Service Agency (FSA), Risk 

Management Agency (RMA), Food and Nutrition Service (FNS), Food Safety and Inspection Service 

(FSIS), Agricultural Marketing Service (AMS), Animal and Plant Health Inspection Service (APHIS), Forest 

Service (FS), National Resources Conservation Service (NRCS), Agricultural Research Service (ARS), 

Cooperative State Research, Education, and Extension Service (CSREES), Economic Research Service 

(ERS), and Rural Development (RD), will include having a centralized location to download all 

applications, make awards, and track awards to closeout. Currently, USDA's grant programs are 

decentralized and function at the sub-agency level. GM LoB will impact all thirteen bureaus, simplifying 

application processes, providing timely reporting and delivery of services, and increasing coordination 

among USDA service providers. Automated business processes available through Consortia will decrease 

agency reliance on manual and paper-based processing. Consortium Lead agencies will spread 

operations and maintenance (O&M) costs, and development, modernization, and enhancement (DME) 

costs across agencies, decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across USDA and the 

government, and the development of common reporting standards, improving USDA’s ability to provide 

agency- and government-wide reports on grant activities and results. GM LoB will help USDA comply 

with the Federal Financial Assistance Management Improvement Act of 1999 and the Federal Funding 

Accountability and Transparency Act of 2006. Service to constituents will be improved through the 

standardization and streamlining of government-wide grants business processes. The public will receive 

time savings as a result of quicker notification and faster payments due to an automated system for 

grants processing. Furthermore, GM LoB will minimize complex and varying agency-specific requirements 

and increase grantee ease of use on Federal grants management systems. Constituents will benefit as 

they will have fewer unique agency systems and processes to learn; grantees’ ability to learn how to use 

the system will be improved and reliance on call center technical support will be reduced. Consortium 

Lead agencies will also provide grantees with online access to standard post-award reports, decreasing 

the number of unique agency-specific reporting requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

USDA operates the National Finance Center, one of the approved service providers for the HR LoB. This 

initiative allows USDA to spread the cost of managing HR systems and processes across a larger 

customer base, reducing agency costs to operate these systems and processes. Additionally, USDA’s 

involvement in the HR LoB allows them to help shape the government-wide solution as well as best 

practices and lessons learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), 0performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 
 Page 39 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits USDA through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The IT Infrastructure LoB 

(ITI LoB) will provide USDA with best practice data and industry-wide performance metrics to validate 

and/or improve existing performance. 

USDA is in the process of consolidating its network infrastructure under the Universal 

Telecommunications Network project, its email through the Enterprise Messaging project, and recently 

initiated project planning for data center consolidation. USDA anticipates that access to the metrics 

established by the ITI LoB will enable the USDA to verify that the consolidated infrastructures are 

achieving the desired results of improving performance while reducing costs. Further, the USDA 

anticipates that the ITI LoB will provide valuable information regarding infrastructure best practices and 

strategies. 

USDA’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for USDA related acquisitions that will prove valuable 

when negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, 

because of this program. 

USDA expects to realize significant benefit in improved mission delivery. The bulk of this activity will 

come as a result of an enhanced infrastructure that takes advantage of direct electronic interface with 

USDA customers. Infrastructure certification and accreditation will be significantly enhanced above what 

it is today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of 

this program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 40 

Department of Commerce 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Commerce (DoC) is providing funding in FY 2008 to the following 

E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

 International Trade 

Process Streamlining 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment

 Integrated Acquisition Environment - 

Loans and Grants

Lines of Business 

(LoB) 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with information that is relevant to individuals affected by a disaster, the Department of 

Commerce will integrate with DAIP to provide an alternate mechanism for providing information to 

disaster victims. This will support delivery of assistance to disaster victims and will reduce agency direct 

inquiries about individual assistance. 
 Page 41 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits DoC’s “customers” (e.g., exporters and importers, etc.), the businesses that are 

the foundation of the U.S. economy – all of which are subject to complex regulatory requirements across 

multiple agencies. 

• DoC’s constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with the Small Business Paperwork Relief Act 

(SBPRA), and reduction in burden hours. Through increased outreach, more constituents will be 

able to realize these benefits. 

• DoC will receive: 

 Contact center savings: DoC has two compliance-related contact centers - Trade 

Information Center and AESDirect Call Center. Due to the use of Business.gov and 

Forms.gov a decrease in misdirected calls is expected to result in cost savings for DoC. 

 Maintenance savings: Business.gov’s search technology will provide DoC with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 592 forms (to date) available on Forms.gov, 

DoC saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses DoC 2,105 compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; in the case of DoC, for example, pharmaceuticals and defense 

trade control may offer such potential. DoI and DoL together saved $341,000 in the first 

three years of their vertical, and are expected to save $570,000 over 5 years. 

Benefits to Department of Commerce bureaus: 

• Economic Development Administration (EDA) – As a resource to businesses of all sizes, 

Business Gateway provides access to government resources and information needed to generate 

jobs, retain existing jobs, and stimulate industrial and commercial growth. Business Gateway 

currently provides 16 EDA forms. 

• Census Bureau – Business Gateway furthers the Census Bureau’s mission by increasing 

businesses’ access to census data and resources by providing 63 Census forms on Business.gov. 

• Economics and Statistics Administration (ESA) - Business Gateway helps businesses 

comply with ESA reporting requirements of key statistics used for economic analysis and 

reporting. Additionally, Business Gateway helps ESA create awareness and stimulate usage by 

offering U.S. businesses access to daily releases of key economic indicators from the Bureau of 

Economic Analysis.

• International Trade Administration (ITA) – Business Gateway supports ITA’s mission by 

increasing access to trade information businesses need through 35 ITA forms and multiple ITA 

links on Business.gov.

• National Oceanic and Atmospheric Administration (NOAA) – Business Gateway offers 196 

forms and 920 links to NOAA’s resources via Business.gov, enabling businesses to protect marine 

resources, fishing stocks, and ecosystems. 

• U.S. Patent and Trademark Office (USPTO) – For many businesses, securing patents and 

trademarks is essential to establishing strategic advantages over competitors. Business Gateway 

provides 197 USPTO links and 147 USPTO forms to help businesses understand, abide by, and 

benefit from intellectual property regulations. 
 Page 42 

• Bureau of Industry & Security (BIS) – Business Gateway increases businesses’ awareness of 

and compliance with BIS regulations related to the export of sensitive goods and technologies, 

etc. Business Gateway currently provides 377 BIS links and 42 BIS forms on Business.gov.

• National Institute of Standards and Technology (NIST) – Business Gateway helps NIST 

increase U.S. businesses' awareness of its technologies, measurement methods, standards, and 

technical regulations through 11 forms and multiple links on Business.gov.

• National Telecommunications & Information Administration (NTIA) – Business Gateway 

helps NTIA increase awareness of and compliance with NTIA policy through 4 forms on 

Business.gov.

E-Rulemaking (Managing Partner EPA) - 

The E-Rulemaking Program supports DoC’s core strategic goal to “provide the information and tools to 

maximize U.S. competitiveness and enable economic growth for American industries, workers, and 

consumers” by ensuring online access to regulatory material which affects every facet of American 

businesses and consumer activities. Through use of a single web-site, Regulations.gov, DoC and its subagencies can provide industry, businesses, and the public quick and easy access to proposed rulemakings 

and other DoC actions. DoC can achieve cost savings from managing its significant volume of regulatory 

and notice activities and materials associated with these actions electronically. 

DoC completed its migration to the Federal Docket Management System (FDMS) in September 2007. ERulemaking’s implemented agencies can manage all rulemaking materials (e.g., Federal Register

documents; supporting analyses; and public comments) in a secure, centralized repository which provides 

the public with a single-point of contact on the Internet at Regulations.gov. DoC published a total of 

2,209 Federal Register notices and 628 rules and proposed rules from January to October 2007. 

DoC benefits in several ways through its participation and reliance on FDMS and Regulations.gov. DoC 

gains substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

DoC’s transition to FDMS and Regulations.gov, enabling the Department to discontinue agency specific 

efforts to develop, deploy, and operate agency specific individual online docket and public comment 

systems. Over five years, it is estimated that DoC would avoid costs of nearly $17 million over having the 

Department independently create alternative options that would provide similar services. These figures 

were calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program 

to develop a Cost-Benefit Model. 

Benefits to Department of Commerce bureaus (all statistics are from January 2007 through October 

2007 unless otherwise noted):

• Census Bureau – FDMS helps Census by increasing the Bureau’s outreach through the provision 

of an additional access post to the Bureau’s regulatory information and material. Census posted 

41 Federal Register notices in Regulations.gov. 

• Economic Development Administration (EDA) – EDA assists economically distressed 

communities by promoting a favorable business environment through its strategic investments in 

public infrastructure and technology. FDMS supports these goals of capacity-building by 

implementing an application that increases ease of electronic access. EDA posted 11 Federal 

Register notices in Regulations.gov. 

• International Trade Administration (ITA) – Through a single Internet connection, FDMS 

helps ITA reach out to small businesses by providing an easy-to-find single access point to the 

Administration’s regulatory information and material. ITA posted 386 Federal Register notices and 

5 rules and proposed rules in Regulations.gov. 

• National Oceanic and Atmospheric Administration (NOAA) – FDMS provides an online 

portal that helps the public, industry, and businesses access NOAA’s significant regulatory 

material. NOAA implemented FDMS in September 2007. NOAA posted 534 Federal Register
 Page 43 

notices and 362 rules and proposed rules in Regulations.gov and received 71 comments from the 

public through the system. 

• Bureau of Industry Security – Regulations.gov provides worldwide access to BIS regulatory 

material. BIS posted 7 rules and proposed rules, and 6 public submissions in the Regulations.gov. 

• U.S. Patent and Trademark Office – By disseminating both patent and trademark 

information, the USPTO promotes an understanding of intellectual property protection and 

facilitates the development and sharing of new technologies worldwide. USPTO posted 36 

Federal Register notices, 36 rules and proposed rules, and 9 public submissions in 

Regulations.gov 

• National Institute of Standards and Technology – NIST's mission is to promote U.S. 

innovation and industrial competitiveness by advancing measurement science, standards, and 

technology in ways that enhance economic security and improve our quality of life. The 

Undersecretary of the Office of Technology and Policy oversees NIST, along with NTIA. NIST 

posted 66 Federal Register notices and 4 rules and proposed rules in Regulations.gov

• National Telecommunications and Information Administration (NTIA) – NTIA published 

7 notices and 3 proposed rules in the Federal Register. 

• Committee for the Implementation of Textile Agreements (CITA) – CITA published 753 

notices and 8 rules and proposed rules in the Federal Register.

• Bureau of Economic Analysis – EAB posted 4 rules and proposed rules and 4 notices in 

Regulations.gov. 

• Foreign Trade Zone Board (FTZB) – FTZB posted 52 notices in Regulations.gov. 

• Minority Business Development Agency (MBDA) – MBDA posted 6 notices in 

Regulations.gov.

• Department of Commerce-HQ – The Office of the Secretary of the Department of Commerce 

published 71 notices in the Federal Register and posted 6 rules and proposed rules in 

Regulations.gov. 

International Trade Process Streamlining (Managing Partner DoC) - 

The International Trade Administration (ITA) and other Federal export promotion and finance agencies 

benefit by having their programs and services included in Export.gov as it enhances their ability to 

achieve their respective missions. Export.gov continues to see increased activity: 

• 39 percent increase in average monthly visits increased in FY 2007 

over FY 2006 (515,202 vs. 371,701). 

• 28 percent increase in the number of unique visitors in FY 2007 over 

FY 2006 (2,873,816 vs. 2,241,046) 

• 118 percent increase in the number of trade leads viewed in FY 2007 

over FY 2006 (286,289 vs. 131,079) 

• 28 percent increase in the number of U.S. companies registered on 

export.gov in FY 2007 over FY 2006 (38,039 up from 29,751) versus 

a 12 percent increase in FY 2006 over FY 2005. 

Export.gov’s registry of U.S. firms is shared with Trade Promotion Coordinating Committee (TPCC) 

partner agencies (over 19 federal agencies) to improve their respective outreach and customer service 

initiatives. ITPS and Export.gov is fully paid for by DoC/ITA because it is integral to delivering its services 

to its customers and because of ITA’s cross-agency leadership responsibilities. The current funding 

amounts support and maintain the operations of ITPS and Export.gov, all development work on the 

technical solution has already been completed. 

ITPS Highlight... 

Export.gov helps DoC and the 

TPCC meet the mandate to 

“provide a central source of 

information for the business 

community on Federal export 

promotion and export 

financing programs.”
 Page 44 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits DoC and specifically the bureaus of Office of the Secretary, National Oceanic and 

Atmospheric Administration, National Institute of Standards and Technology, International Trade 

Administration, Minority Business Development Administration, and the Economic Development Agency 

by providing a single location to publish grants funding opportunities and application packages, and by 

providing a single site for the grants community to locate and apply for grants using common forms, 

processes, and systems. With all bureaus posting Federal Funding Opportunity’s on Grants.gov, DoC is 

increasing the diversity of its grants applicant pool agency-wide. During FY 2007, DoC posted 77 

synopses and 190 application packages on Grants.gov and received 3,438 submissions. This constituted 

100 percent of the Department’s actions. All DoC bureaus are contributing to the $520,570 E-Gov 

funding request to fund Grants.gov. The size of a bureau's contribution is determined by the percentage 

of the total DoC awards that bureau makes, on average, in a fiscal year. 

Furthermore, by eliminating the need for DoC to develop an independent front-end grants system, 

Grants.gov has saved the Department of Commerce approximately $4,000,000. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) - 

DoC is currently scheduled to begin migrating its travel services to Electronic Data Systems (EDS), one of 

the three designated E-Gov Travel Service (ETS) providers, in Q1 FY 2008. Once the EDS is deployed, 

DoC will have standardize travel management practices to consolidate federal travel, minimize cost, 

security and privacy controls for the protection of government and personal data, improve agency 

oversight, and have strategic source pricing through cross-government purchasing agreements. 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoC improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DoC were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems that replace paper-based and labor-intensive efforts. For FY 2007, DoC received estimated 

benefits of $2,236,547 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $24,835 and estimated operational cost savings of 

$135,481. 

Also, DoC hosts the Wage Determination Online (WDOL) system for the IAE initiative. WDOL replaces 

the paper-based system to calculate Service Contract Act and Davis Bacon Act wage determinations for 

each contract action. 

• Central Contractor Registration (CCR): Provides DoC single source of trading partner data. 

CCR Tools enable DoC access to current socio-economic and financial information as needed for 

their contractors, grantees and grant reviewers without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 14,366 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. In addition, provides DoC Hurricane Center a single source of 

reliable trading partner information in affected areas for rapid response. 
 Page 45 

• Excluded Party Listing Service (EPLS): Provides DoC with the list of parties excluded from 

receiving Federal Contracts. Access via standard internet browser enables DoC to search for 

excluded parties prior to award of contracts, grants and other entitlement programs.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 3,192 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the DoC, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 14 hours for the 

agency in FY 2007. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DoC to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 18,909 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities, and provides transparency into 

the Federal acquisition process. 

• Federal Technical Documents System (FedTeDS): Controls access to secure but 

unclassified documents. FedTeDS provides DoC with a secure service for storage and distribution 

of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. This resulted in a savings of 

approximately 70 hours for the agency in FY 2007. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoC with an 

automated capability to directly report awards real time from the new online back office contract 

writing system and extract reports of award data.

 Discontinue feeder systems; facilitate real time reporting integrated with agency contract 

writing systems. In addition, provides DoC Hurricane Center a single source of reliable 
 Page 46 

contract award accomplishment data based on the National Interest Action (NIA) 

indicator. This resulted in a savings of approximately 2,660 hours for the agency in FY 

2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representations and Certifications Application (ORCA): Online Representation 

and Certification replaces solicitation Section K. Automates the previous Section K paper response 

to solicitations to DoC.

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of 4,126 hours 

for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoC for their programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of 1,421 hours for the agency in FY 2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide standards developed by the FM 

LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 
 Page 47 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

While the FM LoB has made great strides in developing government-wide standards and solutions, the 

initiative will continue to improve upon those solutions in order to maximize efficiency and address 

concerns by partner agencies. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Commerce has responsibility for eight of the data layers outlined in the OMB Circular 

A-16, and is looking forward to the returns on investments from the Geospatial LoB with regard to the 

efficiency and synergy across the government. Two major bureaus within DoC will benefit greatly from 

this initiative – the National Oceanic & Atmospheric Administration (NOAA) and the Census Bureau. 

NOAA manages baseline maritime, climate, elevation, geodetic control, shoreline, and marine boundaries 

data. These data are used by both public and other federal agencies. The Census Bureau governmental 

units and cultural demographics data provides the characteristics of people, the nature of the structures 

in which they live and work, the economic and other activities they pursue, the facilities they use to 

support their health, recreational and other needs, the environmental consequences of their presence, 

and the boundaries, names and numeric codes of geographic entities used to report the information 

collected for purposes of reporting the Nation's official statistics. DoC is confident that in the future all 

aspects of the LoB captured from agency collaboration will help realize the vision and the benefits 

intended by managing geospatial data through a Federal portfolio. 

Grants Management LoB (Managing Partners HHS and NSF) - 

In FY 2007, DoC managed 3,493 grant awards equaling approximately $2.5 billion. DoC’s bureaus, 

including Departmental Management (DM), Economic Development Administration (EDA), International 

Trade Administration (ITA), Minority Business Development Agency (MBDA), National Oceanic and 

Atmospheric Administration (NOAA), and National Institute of Standards & Technology (NIST), will have a 

centralized location to download all applications and disburse/track grants to closeout. Automated 

business processes available through Consortia will decrease agency reliance on manual and paper-based 

processing leading to more effective and efficient processes. Consortium Lead agencies will spread 

operations and maintenance (O&M) costs, and development, modernization, and enhancement (DME) 

costs across agencies, decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data at DoC and across the 

government and develop common reporting standards. This will improve DoC’s ability to provide agencyand government-wide reports on grant activities and results. Migrating to a Consortium Lead agency will 

help DoC comply with the Federal Financial Assistance Management Improvement Act of 1999 and the 

Federal Funding Accountability and Transparency Act of 2006. 

Commerce has six operating units that award grants and utilizes three grants systems. By adhering to 

the GM LoB objectives cost avoidance will be realized by the largest Commerce Grant-making operating 

units, the National Oceanic and Atmospheric Administration (NOAA), the National Institute of Standards 

and Technology (NIST), and the Economic Development Administration (EDA). 
 Page 48 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification and 

faster payments due to an automated system for grants processing. Furthermore, GM LoB will minimize 

complex and varying agency-specific requirements and increase grantee ease of use on Federal grants 

management systems. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium Lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DoC benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. DoC’s involvement in the HR LoB allows them to help shape the government-wide solution as 

well as best practices and lessons learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoC through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoC with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

 

Summarized below are selected activities DoC and its operating units have undertaken to optimize the IT 

infrastructure consistent with the principles outlined in the Infrastructure Optimization (IOI) Common 

Solutions document. While DoC has made significant progress, the agency believes there are more 

opportunities to reduce redundancies, improve efficiency, and increase collaboration among the operating 

units that will be realized through application of IT infrastructure optimization best practices. 

• NOAA: Web Server Consolidation — Aggregation, Consistency and Standardization. The 

National Oceanic and Atmospheric Administration (NOAA) is pursuing a strategy of physical 

consolidation of critical Web servers. 

• Census: Server Migration – Aggregation, Consistency and Standardization, Technology 

Infusion. The Census Bureau is evaluating and testing Linux blade servers in its efforts to 

consolidate and standardize on a Linux operating system and related hardware. On a corporate 

level, key applications, such as the Master Address File/Topologically Integrated Geographic 

Encoding and Referencing (MAF/TIGER) System, are currently being migrated to blade servers. 

• PTO: Increase Network Capability — Improved Mission Delivery, Greater Efficiency in 

Infrastructure Investments. The Patent and Trademark Office (PTO) is currently planning to 

upgrade to the PTOnet switching infrastructure, “PTOnet III”. 
 Page 49 

• PTO: Support for More Patent Examiners — Improved Mission Delivery. PTO is piloting a 

Patents’ Hoteling Program, which includes providing patent examiners with home access to 

necessary systems. This will provide space to add examiners more quickly and cost-effectively. 

• Commerce: E-mail Consolidation – Aggregation, Consistency and Standardization. Commerce has 

started an effort to consolidate to a standard e-mail solution for all Operating Units. The Office of the 

Secretary migration was completed in FY 2007. 

• Commerce: Financial System Server Consolidation –Aggregation, Consistency and 

Standardization. Commerce is moving forward to consolidate servers for the Commerce Business 

System at the Census data center in Bowie, MD. 
 Page 50 

Department of Defense 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Defense (DoD) is providing funding in FY 2008 to the following EGovernment Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

 Integrated Acquisition Environment - 

Loans and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Federal Health Architecture LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) – 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

While DoD is not considered a regulatory department, DoD continues to support Business Gateway in the 

service of American citizens as follows: 

• DoD submitted the list of compliance assistance resources and the Small Business Paperwork 

Relief Act point of contact as required by OMB and the Small Business Administration. 
 Page 51 

• DoD is responsible for assuring its compliance assistance resources populated on the 

Business.gov portal are accurate and relative to small businesses. 

• DoD posted 100 forms to the forms catalog with the necessary meta data for forms categorized 

as “public use” forms, which display OMB control data under the Paperwork Reduction Act. 

E-Rulemaking (Managing Partner EPA) - 

DoD’s implementation of the Federal Docket Management System (FDMS) has enhanced DoD and its 

military branches’ with the ability to receive public comment on a world-wide basis. FDMS provides DoD 

with centralized and immediate access to materials supporting their actions in addition to the comments 

received via the Internet. FDMS also provides DoD personnel working abroad a collaboration tool to share 

information in real time. 

With a single online website, FDMS enables DoD to improve public access to all rulemaking materials, 

provide a central location for the public to find and comment on regulatory actions that affect their lives, 

and in addition, reduces data storage costs and allows regulation writers an easy way to have crossagency/ cross-government collaboration on regulatory matters. Between January and October 2007, DoD 

and its military branches posted 595 Federal Register notices and 169 rules and proposed rules in 

Regulations.gov. DoD received more than 750 public comments on these actions via Regulations.gov. 

DoD benefits in several ways through its participation and reliance on FDMS and Regulations.gov. DoD 

gains substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

DoD’s transition to FDMS and Regulations.gov, enabling the Department to discontinue agency specific 

efforts to develop, deploy and operate agency specific individual online docket and public comment 

systems. Over five years, it is estimated that DoD would avoid costs of nearly $700,000 over having the 

Department independently create alternative options that would provide similar services. These figures 

were calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program 

to develop a Cost-Benefit Model. 

Benefits to Department of Defense bureaus (all statistics are from January 2007 through October 2007 

unless otherwise noted): 

• Department of the Air Force – USAF posted a total of 40 Federal Register notices and 4 rules 

and proposed rules in Regulations.gov.

• Defense Acquisition Regulation Services (DARS) – DARS posted 26 notices and 84 rules 

and proposed rules in Regulations.gov and received 76 public comments.

• Department of the Navy – The Navy posted 59 Federal Register notices and 8 rules and 

proposed rules in Regulations.gov and received 4 public comments. 

• Department of the Army – The Army posted 49 Federal Register notices and 6 rules and 

proposed rules in Regulations.gov. 

• Corps of Engineers – The Corps of Engineers posted 43 Federal Register notices and 9 rules 

and proposed rules in Regulations.gov and received 37 public submissions. 

• Department of Defense, Office of the Secretary – The Defense headquarters posted 142 

Federal Register notices 28 rules and proposed rules in Regulations.gov and received more than 

540 comments.
 Page 52 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits DoD research programs by providing a single location to publish grants funding 

opportunities and application packages, and a single site for the grants community to locate and apply for 

grants using common forms, processes, and systems. DoD uses Broad Agency Announcements (BAAs) 

as its primary means of solicitation for research. Most of its BAAs may potentially result in award of 

grants, agreements, or contracts. Therefore, DoD publishes synopses of those BAAs at both Grants.gov 

and FedBizOpps.gov. Use of Grants.gov has increased the ability of potential awardees to locate grants 

opportunities in which they may be interested. 

As a result of outreach, training, and monitoring, in FY 2007, DoD met the 100 percent goal through 

posting of an application package for each of its 175 synopses. DoD received almost 10,000 applications 

via Grants.gov—one of the highest numbers among the federal agencies. Both DoD and the applicant 

community benefited because, in some cases, DoD components were able to receive applications 

electronically where that capability did not previously exist. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoD improves its ability to make informed 

and efficient purchasing decisions and enables it to replace manual processes. If DoD were not allowed 

to use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, DoD received estimated 

benefits of $107,925,656 based on the processes, personnel, roles, steps, and actions involved. In 

addition, the agency realized an estimated cost avoidance of $3,436,595 and estimated operational cost 

savings of $18,747,814. 

DoD is the system steward for the Central Contractor Registration (CCR), Online Representations and 

Certifications (ORCA), and Federal Agency Registration (FedReg) systems for IAE. These systems allow 

all agencies to maintain vendor registration through a single source, track information on 

intergovernmental transfers, and post classified, sensitive acquisition information safely. 

• Central Contractor Registration (CCR): Provides DoD single source of trading partner data. 

CCR Tools enable DoD access to current socio-economic and financial information as needed for 

their contractors, grantees, and other entitlement program participants without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 445,766 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DoD to 

search for excluded parties prior to award of contracts, grants and other entitlement programs.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 99,059 hours for the agency in FY 2007. 
 Page 53 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DoD to automate management of the competitive notice processes. In addition, provided 

DoD with the ability to support the rebuilding efforts in both Iraq and Afghanistan by providing 

for unrestricted access to rebuilding requirements. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 899,729 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeds provides DoD with a secure 

service for storage and distribution of secure but unclassified documents for solicitations such as 

aircraft, ships, electronics and weapons and materials drawings and specifications for the services 

as needed. Within the DoD FedTeDS has eliminated the need for extranets and reliance on 

drawings and specification room providers. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. This resulted in a savings of 

approximately 11,718 hours for the agency in FY 2007. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoD with an 

automated capability to directly report awards real time from the DoD contract writing systems 

and extract reports of award data.

 Reduced reliance and positioning to discontinue the DoD feeder system; facilitate real 

time reporting integrated with agency contract writing systems. The department expects 

to realize actual labor saving beginning in FY 2009. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DoD. In addition, automated DoD specific Representation and Certifications further eliminate 

paper requirements on solicitations. Finally, automated the Standard Form 330 page 2 to reduce 

the redundant paper requirement for the Architect-Engineering business process in the Army 

Corp of Engineers.

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

196,304 hours for the agency in FY 2007. 
 Page 54 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoD for services and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 133,591 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including Defense, BFE LoB, in conjunction with Department of the Treasury as 

the system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for Defense and any Defense component that is in need of a budget 

formulation or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. Defense 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. Defense currently has 348 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 
 Page 55 

Federal Health Architecture LoB (Managing Partner HHS) - 

DoD’s Military Health System (MHS) mission supports our national security by providing health services 

required for the approximately 1.425 million personnel currently on active duty in the military and 

selected members of the 1.26 million personnel in the seven reserve components, who support our 

nation’s military operations, regardless of tenure or location. Specific to active duty members, or 

activated reservists, the MHS supports a smooth transition from the DoD to the Department of Veteran 

Affairs (VA) upon discharge to civilian life, which requires the diligent, timely, and complete transfer of 

medical records from DoD to VA systems. 

An interagency task force studying the disability rating system for wounded warriors has called for cutting 

the time wounded or sick service members wait for a disability rating in half. The effective transfer of 

health information between agency healthcare delivery systems is an integral component of this goal. 

FHA provided the following services to achieve this goal: 

Standards Lifecycle: FHA has continued its core mission to identify, recommend, and implement healthrelated standards in areas such as medical vocabularies (e.g., disabilities terminology standards and 

allergy terminology standards), messaging, data, and security. This includes facilitating federal partner 

review of the Healthcare Information Technology Standards Panel (HITSP) harmonized and developed 

Requirements, Design and Standards Selection (RDSS) documents and Interoperability Specification 

Inspection Testing (ISST) procedures related to laboratory results reporting, bio-surveillance, medication 

history, registration summary, and emergency responder - Electronic Health Record (EHR). 

Planning: An important step for both DoD and VA is to develop a transition strategy, the roadmap on 

how an agency will transform its business to meet the goal. Transition strategy and planning is a key 

element of an enterprise architecture lifecycle. It captures the information that will take an agency from 

its current (as-is) environment to a target (to-be) state. FHA’s role in architecting products from the 

National Health IT Agenda also provides a visible feed to DoD and VA transition planning and strategies. 

FHA will achieve this by providing summary data of business transformation activities for federal agencies 

that exchange health care information as active duty military personnel transfer to the VA health system. 

These summaries of business transformation activities will contribute to a better perspective and 

understanding of transformation efforts at a global level. Benefits from having this global perspective 

include: 

• Tangible progress reported; 

• Viable solutions detailed; 

• Incremental milestones tracked; 

• Reusable strategies exposed; and 

• View of collaborative cross agency activities. 

Measuring Progress: FHA has made available to DoD an Investment Planning Guide and Reporting Guide 

to advise federal agencies of the impact that health IT has on their mission and operations. 

Education: Accompanying all FHA initiatives are educational sessions as well as course instruction to 

regarding standards and their implementation. Some 56 DoD personnel have participated in this effort. 

 

Supporting Participating in Health Information Exchanges: Through its NHIN-Connect initiative, FHA has 

assisted DoD and other agencies in participating in the development of the Nationwide Health 

Information Network. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 
 Page 56 

The Common Government-wide Accounting Code standard allows CFOs to aggregate and report data 

across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Defense is looking forward to the returns on investments from the Geospatial LoB 

with regard to the efficiency and synergy across the government. The LoB provides more immediate 

access to geospatial information that would lead to improved productivity, improved mission delivery, and 

increased service to citizens. Geospatially enabling traditional business data will improve business 

process efficiency, allow for geographically based work planning and investment processes, assist in 

infrastructure asset tracking, improve mission delivery, and promote use of business intelligence in the 

Department’s decision support systems. The LoB is intended to establish methods for improved 

processes of doing business using geospatial information. 

Grants Management LoB (Managing Partners HHS and NSF) - 

DoD manages more than 6,000 grants and agreements that result in annual obligations of over $3.2 

billion. Most of the agreements are for research and related purposes. DoD also provides awards to 

State National Guard offices, to communities impacted by base realignment and closure activities, as well 

as support for other economic development activities. DoD’s research and related activities account for 

about two-thirds of the dollars and about 80 percent of the transactions. 

Automated services available through Consortia will decrease agency reliance on manual and paperbased processing, benefiting those program areas that handle larger numbers of transactions. 

Consortium Lead agencies will spread operations and maintenance (O&M) costs, and development, 

modernization, and enhancement (DME) costs across agencies, decreasing the burden that any one 

agency must bear. 

GM LoB will enable the adoption of common reporting standards, improving DoD’s ability to provide 

agency- and government-wide reports on financial assistance activities and results. 
 Page 57 

Service to constituents will be improved through the standardization and streamlining of business 

processes. There will be greater commonality in the government’s “face” that is presented to the 

recipient community. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium Lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DoD is one of the five Federal HR LOB Shared Service Centers (SSC), as designated by OPM, to provide 

human resource, payroll and other human resource services and solutions to the Federal workforce. DoD 

provides HR LOB services to the entire DoD Civilian population along with a number of non-DoD Federal 

Departments and agencies. DoD leverages the HR LoB vision and principles to support and deliver 

Government-wide, modern, cost-effective, standardized, and interoperable HR solutions. These solutions 

provide core and non-core functionality and services to support the strategic management of human 

capital and addressing duplicative HR systems and processes across the Federal Government. DoD has 

leveraged this initiative to streamline HR operations and service delivery across the department and 

deliver HR solutions to our customers. It also allows DoD to distribute the cost of managing HR systems 

and processes across a larger customer base, reducing costs to operate these systems and solutions. 

Additionally, DoD's involvement in the HR LoB allows them to help shape the Government-wide solution 

as well as contribute to, and benefit from, best practices and lessons learned as developed and shared by 

the HR LOB SSC community. 

The DoD SSC has worked with OPM, the HR LOB SSC's and customers to develop and validate target 

requirements for SSC and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function. This unified 

understanding provides a tangible basis for standardization and common solutions -- the dimensions that 

underlie the Human Resources Line of Business. Federal agencies are able to use this information and 

guidance to formulate their specific agency requirements for HR functions and manage the transition to a 

SSC. Since each agency does not have to formulate its own HR enterprise architecture; this unified effort 

has allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping 

of individual agency architectures to OMB's Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoD through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoD with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Over the past ten years, the DoD has worked to optimize its IT infrastructure by consolidating DoD data 

computing centers operated by the Defense Information Systems Agency (DISA), reducing the number of 

mainframe computing centers from 194 to 5 today and saving hundreds of millions of dollars per year in 

infrastructure operating costs by doing so. More recently, the Department of the Navy has experienced 

operational benefits through its implementation and deployment of the Navy Marine Corps Intranet – the 

ultimate advantage is increased combat readiness and effectiveness for the war fighter. 

The IT Infrastructure Line of Business focuses on many of the same issues that DoD has faced and 

highlights the importance of taking a federated approach allowing IT executives to manage trade offs 

between IT infrastructure efficiency and effectiveness within the context of the impact to the agency 

mission. DoD will leverage the ITI LoB in the continued optimization of its infrastructure through what is 

called the Enterprise Information Environment Mission Area. 
 Page 58 

Department of Education 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Education (ED) is providing funding in FY 2008 to the following EGovernment Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with information that is relevant to individuals affected by a disaster, the Department of 

Education will integrate with DAIP to provide an alternate mechanism for providing information to 

disaster victims. This will support delivery of assistance to disaster victims and will reduce agency direct 

inquiries about individual assistance. 
 Page 59 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

Business Gateway provides cost savings and expanded services to ED. Cost savings are derived by 

reduced call center costs due to reduced call volumes. Business Gateway’s outreach efforts have led to 

additional outlets for advertisement of ED’s service offerings. Furthermore, Business Gateway’s increased 

access to consolidated regulatory compliance information benefits ED and its mission of “promoting 

educational excellence for all Americans.” 

Educational institutions need to be aware of, and comply with, laws and regulations from numerous 

agencies. Rather than having to visit multiple agency websites, school administrators can access the 

government resources through one simple gateway, Business.gov. Business.gov now contains 55 ED 

forms and 214 ED links. 

• Burden reduction: Businesses looking for ED compliance regulations can save time and money 

by going to Business.gov 

• Online forms: By making 55 forms (to date) available on the Forms.gov website, citizens have 

quick and easy web access to ED forms. 

• Regulatory compliance: The Business.gov website enables ED to comply with the reporting 

requirement for the Small Business Paperwork Relief Act (SBPRA). 

• Core mission support: The Business Gateway initiative supports ED in meeting its public service 

commitment for customer transparency by providing its business customers with available and 

seamless access to information about its compliance requirements. 

Benefits to ED bureaus: 

• Office of Postsecondary Education (OPE) – Business Gateway provides 13 forms in support 

of students, teachers, and administrators at the postsecondary level. 

• Federal Student Aid (FSA) – ED’s participation in Business Gateway allows the agency to 

better communicate FSA’s regulations and policies to the business community through its 21 FSA 

forms.

• Office of Safe and Drug Free Schools (OSDFS) – Business Gateway supports safe schools by 

providing 12 ED forms to businesses involved in ensuring drug-free schools.

• Office of Special Education and Rehabilitative Services (OSERS) – Business Gateway 

helps those with disabilities to obtain education-related grants and helps those conducting 

disability and rehabilitation research by providing three forms.

E-Rulemaking (Managing Partner EPA) - 

The Department of Education’s mission is to strengthen the Federal commitment to assuring access to 

equal educational opportunity for every individual. In addition, the Department seeks to increase 

involvement of the public in Federal education programs. Through the use of FDMS, the E-Rulemaking 

Program supports ED’s outreach efforts by providing a simple, easy-to-use access point for all 

Department regulatory material. ED completed its migration to FDMS in March 2007. 

By implementing FDMS, ED’s internal rulemaking business processes have been made more transparent 

and open for public participation. ED is able to offer centralized and immediate access to materials 

supporting their rulemaking actions in addition to the comments received via the Internet. Further, FDMS 

provides ED a secure, centralized electronic repository for managing its rulemaking development via 

distributed management of data and role-based user access. Between January and October 2007, ED 

posted 124 Federal Register notices and 16 rules and proposed rules in Regulations.gov. ED received 

more than 1,256 public comments on these actions via Regulations.gov. 
 Page 60 

ED benefits in several ways through its participation and reliance on FDMS and Regulations.gov. ED gains 

substantial benefits by improving the transparency of its rulemaking actions as well as increasing public 

participation in the regulatory process. Direct budget cost savings and cost avoidance result from ED’s 

transition to FDMS and Regulations.gov, enabling the Department to discontinue agency specific efforts 

to develop, deploy, and operate agency specific individual online docket and public comment systems. 

Over five years, it is estimated that ED would avoid costs of nearly $400,000 over having the Department 

independently create alternative options that would provide similar services. These figures were 

calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program to 

develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative continues to benefit the Department of Education (ED) and its grant programs 

by providing a single location to publish grant funding opportunities and application packages, and by 

providing a single site for the grants community to apply for grants using common forms, processes, and 

systems. The Department was the first to post an application on Grants.gov and one of the initial 

adopters of utilizing Grants.gov to receive applications. The Department met the 100 percent target in 

FY 2007 (including approved OMB exceptions). Since inception, ED has posted approximately 650 

funding opportunities and nearly 300 application packages on Grants.gov. To date, ED has received 

approximately 15,000 electronic applications from the grants community via Grants.gov. As such, ED 

ranks in the top 5 in the number of applications received via Grants.gov since inception. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) – 

Through adoption of the tools and services provided by IAE, ED improves its ability to make informed and 

efficient purchasing decisions and allows it to replace manual processes. If ED were not allowed to use 

the IAE systems, they would need to build and maintain separate systems to record vendor and contract 

information, and to post procurement opportunities. Agency purchasing officials would not have access 

to databases of important information from other agencies on vendor performance and could not use 

systems to replace paper-based and labor-intensive efforts. For FY 2007, ED realized estimated benefits 

of $297,661 based on the processes, personnel, roles, steps, and actions involved. In addition, the 

agency realized an estimated cost avoidance of $11,559 and estimated operational cost savings of 

$63,059. 

• Central Contractor Registration (CCR): Provides ED single source of trading partner data. 

CCR Tools enable ED access to current socio-economic and financial information as needed for 

their contractors, grantees, and other entitlement program participants without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 3,196 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables ED to 

search for excluded parties prior to award of contracts, grants, and other programs.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 
 Page 61 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 710 hours for the agency in FY 2007. 

 Public/Federal Security: EPLS enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal 

 Contract Spending: Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For ED, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

ED to automate management of the competitive notice processes.

 Cost savings are realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. This resulted in a savings of 

approximately 1,155 hours for the agency in FY 2007. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Technical Documents System (FedTeDS): Controls access to secure but 

unclassified documents. FedTeds provides ED with a secure service for storage and distribution 

of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, & expenditures related to: printing, photocopying, ink & paper usage, 

postage, maintenance of interested vendor lists; mailing, correction of mailing addresses, 

settling disagreements over misaddressed mailings, investigation of returned nondeliveries of notices, etc. The automated management of the processes is estimated to 

avoid labor equivalent to 2.5 government man-hours per subject transaction based upon 

the processes, personnel, roles, steps, and actions involved. 

 Public / Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides ED with an 

automated capability to directly report awards real time from the ED contract writing systems and 

extract reports of award data on demand.

 Discontinue the ED feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 486 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to ED. In addition, automate ED specific Representation and Certifications to further eliminate 

paper requirements on solicitations. Finally, automated the Standard Form 300 page 2 

equivalent to reduce the redundant paper requirement for the Architect-Engineering business 

process.
 Page 62 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

252 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to ED for services and construction 

programs. 

 Cost savings are realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 153 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including ED, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for Energy and any Energy component that is in need of a budget formulation 

or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. ED will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 
 Page 63 

Grants, Financial Management, Performance, and Planning. ED currently has 100 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. Education is beginning to actively use the Community site for collaborations within their 

agency and with other agencies. Examples include posting budget guidance, collaborating with Chief 

Information Officers on Exhibit 300s, and sharing information with OMB. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Education (ED) administers programs which provide financial aid for eligible 

applicants for elementary, secondary, and college education; for the education of individuals with 

disabilities and of those who are disadvantaged or gifted; and for the education of immigrants, American 

Indians, and people with limited English proficiency. ED would benefit from geospatial systems and data 

to meet their mission goals by using location-based applications to more effectively manage their 

programs. The LoB provides more immediate access to geospatial information that would lead to 

improved productivity, improved mission delivery, and increased service to their customers. Geospatially 

enabling traditional business data will improve business process efficiency, allow for geographically based 

work planning and investment processes, assist in infrastructure asset tracking, improve mission delivery, 

and promote use of business intelligence in the department’s decision support systems. 

Grants Management LoB (Managing Partners HHS and NSF) - 

ED made approximately 17,000 discretionary and formula grant awards in FY 2007 equaling 

approximately $42 billion. As a Consortium Lead, ED has access to best practices and guidance on 

setting up Consortium operations, descriptions of vendors in the grants market, research on grant-making 
 Page 64 

agencies to aid marketing efforts, and white papers on service level agreements (SLAs), funding and 

pricing strategies, and marketing and outreach. While ED’s full life-cycle consortia grants management 

system is not yet operational and to date has not realized cost savings, it is expected that the overall cost 

savings will be realized government-wide after the system has been implemented and Consortium 

partners have migrated and shut down their agency-specific systems. However, there is a potential to 

begin realizing some government-wide cost savings beginning of fiscal year 2008 after ED implements 

the first phase of their grant offering in Q1 FY 2008 and partnerships are formed to utilize the initial 

offering. 

ED anticipates the key benefit will be having a centralized location to download all applications, make 

awards, and track awards to closeout. Automated business processes available through Consortia will 

decrease agency reliance on manual and paper-based processing. Consortium Lead agencies will spread 

operations and maintenance (O&M) costs, and development, modernization, and enhancement (DME) 

costs across agencies, decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across the 

government and the development of common reporting standards, improving ED’s ability to provide 

agency- and government-wide reports on grant activities and results. As a Consortium Lead agency, use 

of a consolidated grants management solution will help ED and its partners comply with the Federal 

Financial Assistance Management Improvement Act of 1999 and the Federal Funding Accountability and 

Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will save time as a result of quicker notification and faster 

payments due to an automated system for grants processing. Furthermore, GM LoB will minimize 

complex and varying agency-specific requirements and increase grantee ease of use on Federal grants 

management systems. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium Lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

ED benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. ED’s involvement in the HR 

LoB allows it to help shape the government-wide solution as well as best practices and lessons learned as 

developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 
 Page 65 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits ED through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

ED with best-practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given that ED is primarily located in the Washington, DC area, ED stands to benefit most from the 

information and solutions relating to End User Systems & Support, and Mainframes and Servers Systems 

& Support. 

ED’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for ED related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

ED expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with ED 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 66 

Department of Energy 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Energy (DoE) is providing funding in FY 2008 to the following EGovernment Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with information that is relevant to individuals affected by a disaster, the Department of 

Energy will integrate with DAIP to provide an alternate mechanism for providing information to disaster 

victims. This will support delivery of assistance to disaster victims and will reduce agency direct inquiries 

about individual assistance. 
 Page 67 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits DoE’s “customers” (e.g., petroleum producers, energy providers, waste 

management businesses, etc.), many of whom are subject to complex regulatory requirements across 

multiple agencies. This project reduces DoE’s forms processing, systems development, and maintenance 

costs, consistent with DoE's support of the President’s Management Agenda. In addition, Business.gov 

contains more than 1,700 compliance links. 

• DoE’s constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with the Small Business Paperwork Relief Act, 

and reduction in burden hours. Through increased outreach, more constituents will be able to 

realize these benefits. 

• DoE will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for DoE. 

 Maintenance savings: Business.gov’s search technology will provide DoE with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 153 forms (to date) available on Forms.gov, 

DoE saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses more than 1,700 DoE compliance links 

(to date) providing cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; In the case of DoE, for example, an Energy vertical that ties 

together DoE, Environmental Protection Agency, Department of Transportation, and 

others in a process that monitors “cradle-to-grave” energy generation for the petroleum 

and nuclear industries offers such potential. Department of the Interior and Department 

of Labor together saved $341,000 in the first three years of their vertical, and are 

expected to save $570,000 over 5 years. 

Benefits to Department of Energy bureaus: 

• Environmental and Other Defense Activities – Business Gateway assists private contractors 

employed by DoE in the process of cleaning up contaminated sites and disposal of radioactive 

waste through easy access to regulatory forms and information. Similarly, Business Gateway 

provides companies within the energy sector with ready access to the environmental regulations 

with which they must comply.

• Energy Programs – Business Gateway furthers Energy Programs’ mission to increase the 

viability and deployment of renewable energy technologies and increase energy efficiency in all 

aspects of the economy. Business.gov increases access to Energy Efficiency and Renewal Energy 

Office (EERE) information and helps educate businesses on energy-efficient technologies and on 

financing sources available to fund industrial energy efficiency improvements.

• National Nuclear Safety Administration (NNSA) – Business Gateway helps the NNSA fulfill 

its mission by increasing access to information and resources through links to relevant areas of 

DoE’s website. 

• Power Marketing Administrations – Business Gateway helps the Power Marketing 

Administrations by increasing access to their regional web sites through the 126 DoE forms and 

1,773 links on Business.gov. 
 Page 68 

E-Rulemaking (Managing Partner EPA) - 

The Department of Energy manages rulemaking materials (e.g., Federal Register documents; supporting 

analyses; and public comments) in a secure, centralized repository which provides the public with a 

single-point of contact on the Internet at Regulations.gov. By implementing the Federal Docket 

Management System (FDMS), DoE’s internal rulemaking business processes will be made more 

transparent and open for public participation. Further, FDMS provides DoE with a secure, centralized 

electronic repository for managing its rulemaking development via distributed management of data and 

role-based user access, reducing data storage costs, and allowing regulation writers an easy way to 

collaborate on rulemaking actions. Between January and October 2007, DoE posted 2,156 Federal 

Register notices and 93 rules and proposed rules in Regulations.gov. DoE received 65 public comments 

on these actions via Regulations.gov. 

DoE benefits in several ways through its participation and reliance on FDMS and Regulations.gov. DoE 

gains substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

DoE’s transition to FDMS and Regulations.gov, enabling the Department to discontinue agency specific 

efforts to develop, deploy and operate agency specific individual online docket and public comment 

systems. Over five years, it is estimated that DoE would avoid costs of nearly $1.5 million over having the 

Department independently create alternative options that would provide similar services. These figures 

were calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program 

to develop a Cost-Benefit Model. 

Benefits to Department of Energy bureaus (all statistics are from January 2007 through October 2007 

unless otherwise noted):

• Energy Efficiency and Renewal Energy Office (EERE) – FDMS benefits the EERE by 

supporting its outreach to states, local communities, private individuals, and businesses. EERE 

posted 60 Federal Register notices and 28 rules and proposed rules in Regulations.gov and 

received 9 comments. 

• Energy Information Agency (EIA) – EIA posted 38 Federal Register notices and 17 rules and 

proposed rules in Regulations.gov. 

• Southwest Power Administration (SWPA) – SWPA posted 2 Federal Register notices in 

Regulations.gov.

• Western Area Power Administration (WAPA) – WAPA posted 19 Federal Register notices 

and 1 proposed rule in Regulations.gov. 

• Bonneville Power Administration (BPA) – BPA posted 6 Federal Register notices in 

Regulations.gov. 

• Department of Energy Headquarters – DoE HQ posted 152 Federal Register notices, 13 rules 

and proposed rules, and 65 public submissions in Regulations.gov and received 31 comments.

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits DoE and specifically the National Nuclear Security Administration (NNSA), Office of 

Corporate Management, Office of Electricity Delivery and Energy Reliability, Office of Energy Efficiency, 

Office of Environment, Safety, and Health, Office of Environmental Management, Office of Fossil Energy, 

Office of Legacy Management, Office of Nuclear Energy, Office of Radioactive Waste Management, and 

Office of Science by providing a single location to publish grants funding opportunities and application 

packages, and by providing a single site for the grants community to locate and apply for grants using 

common forms, processes, and systems. Specifically: 

• DoE’s applicants now have easy access to opportunities at other agencies they might not have 

been aware of previously; 
 Page 69 

• Applicants to other agencies who were not aware of DoE’s programs now have visibility into 

DoE’s announcements which may result in reaching a more diverse pool of applicants; and 

• Grants.gov has provided an incentive for DoE to further standardize and streamline its processes 

to use the common set of forms available at Grants.gov to the extent possible and minimize the 

use of DoE, program office, and program specific forms. 

In FY 2007, DoE posted 93 synopses and 93 application packages on Grants.gov. DoE received a total 

of 6,270 applications through Grants.gov in FY 2007. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoE improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DoE were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, DoE received estimated 

benefits of $1,047,956 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $327,822 and estimated operational cost savings of 

$1,788,383. 

• Central Contractor Registration (CCR): Provides DoE single source of trading partner data. 

CCR Tools enable DoE access to current socio-economic and financial information as needed for 

their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 5,477 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DoE to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 1,217 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the DoE, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. eSRS enabled DoE to discontinue 

and sunset its legacy system. 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 205 hours for the 

agency in FY 2007. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 
 Page 70 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DoE to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 8,806 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeds provides DoE with a secure 

service for storage and distribution of secure but unclassified documents for solicitations for 

conventional power plants, nuclear power plants and nuclear waste sites throughout the United 

States. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoE with an 

automated capability to directly report awards real time from the DoE contract writing systems 

and extract reports of award data on demand.

 Discontinue the DoE feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 1,082 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DoE. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

1,921 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoE for service and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 
 Page 71 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 2,259 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies including the Department of Energy, BFE LoB, in conjunction with the Department 

of the Treasury as the system owner, made available the first shared fee-for-service budget formulation 

system, the Budget Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently 

gathering requirements for a new Performance Measure Manager (PMM) module that will allow users to 

automate the definition, collection, and reporting of all types of performance measures. The PMM will be 

available in 2008. The BFEM system is an option for Energy and any Energy component that is in need of 

a budget formulation or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. Energy 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. Energy currently has 137 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. Energy is beginning to actively use the Community site for collaborations within their agency 

and with other agencies. Examples include posting budget guidance, collaborating with Chief Information 

Officers on Exhibit 300s, and sharing information with OMB. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs_. 
 Page 72 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Energy (DoE) is looking forward to returns on investments from the Geospatial LoB 

including: 

• Improved communication and transparency of the Federal Geographic Data Committee (FGDC). 

• The Geospatial LoB‘s Common Solution Technical Architecture (CS/TA) calls for a realignment of 

the roles & responsibilities for the operational oversight and management of the FGDC. This 

realignment will allow a multi-agency leadership and prioritization of activities necessary to 

effectively and efficiently direct the Federal government’s geospatial goals and objectives as 

identified in the Geospatial LoB. 

• Service Level Agreements (SLAs) will provide an opportunity to establish a consistent level of 

geospatial services across the Federal government that DoE will leverage. 

• SmartBUY License Vehicles will be used to leverage economies of scale to broker national 

procurement contract vehicles (services, hardware, software, data) for the Federal community 

resulting in incremental cost savings that will also benefit the DoE. 

Grants Management LoB (Managing Partners HHS and NSF) - 

As of the end of FY 2007, DoE had 5,975 active assistance awards with total obligations to date of 

approximately $24 billion. DoE anticipates the key benefit will be having a centralized location to 

download all applications, make awards, and track awards to closeout. DoE had previously centralized 

the receipt of applications from all DoE offices into a single back office system. Automated business 

processes will decrease agency reliance on manual and paper-based processing and operations and 

maintenance (O&M) costs, and development, modernization, and enhancement (DME) costs across 

agencies, decreasing the burden that any one agency must bear. 

DoE will be implementing a single solution for processing the entire award cycle for both our procurement 

and assistance activities DoE-wide. DoE does not yet have any cost savings data. In FY 2009, DoE will 

begin to achieve some cost savings as we will be able to begin decommissioning some of the legacy 

systems which will be replaced by our GM LoB single solution. GM LoB will lead to a reduction in the 

number of systems of record for grants data across DoE and the government and the development of 

common reporting standards, improving DoE’s ability to provide agency- and government-wide reports on 

grant activities and results. Migrating to a single solution will help DoE comply with the Federal Financial 
 Page 73 

Assistance Management Improvement Act of 1999 and the Federal Funding Accountability and 

Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DoE benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. DoE’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoE through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoE with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

DoE is a large, decentralized organization where the infrastructure supports about 15,000 users that will 

be consolidated via the DoE IT A76 contract and over 90,000 users segmented in over 20 Management 

and Operating (M&O) contracts. Both the management of DoE’s complex infrastructure and the 

measurement of performance can be difficult in this environment. The ITI LoB will define benchmarks in 

key infrastructure service areas against which agencies will be able to determine whether infrastructure 

operations are cost effective and efficient or whether improvements are necessary. This will allow DoE to 

focus on those service areas where improvements will generate the maximum value to the agency. 
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Department of Health and Human Services 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Health and Human Services (HHS) is providing funding in FY 2008 

to the following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 E-Vital 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Federal Health Architecture LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

At the initial launch of DAIP, all disaster assistance programs that may be of relevance to disaster victims 

will be included in the pre-screening functionality of DAIP. Disaster victims, who may be eligible for 

benefits under these HHS programs, will be presented with information about these programs, including 

referral information for state/local offices that an applicant can go to in order to apply for these benefits. 

Once HHS is integrated, DAIP may provide an online application intake/update application/review status 

capability that will drive cost savings by directing applicants to lower cost alternatives. 
 Page 75 

As an agency that also provides information that is relevant to individuals affected by a disaster, the 

Department of Health & Human Services will integrate with DAIP to provide an alternate mechanism for 

providing information to disaster victims. Both conduits of information to disaster victims will support 

delivery of assistance to disaster victims and will reduce agency direct inquiries about individual 

assistance. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits HHS’ “customers” (e.g., pharmaceutical companies, hospitals, doctors, etc.), 

many of whom are subject to complex regulatory requirements across 

multiple agencies. 

• HHS’ constituents could potentially receive significant benefits from 

Business Gateway including time and cost savings, assistance in 

compliance with the Small Business Paperwork Relief Act, and 

reduction in burden hours. Through increased outreach, more 

constituents will be able to realize these benefits. 

• HHS will receive: 

 Contact center savings: Due to the use of Business.gov 

and Forms.gov a decrease in misdirected calls is expected 

to result in cost savings for HHS. 

 Maintenance savings: Business.gov’s search technology will 

provide HHS with valuable user statistics and feedback, 

enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 377 forms (to 

date) available on Forms.gov, HHS saves agency time in forms management, and is 

expected to produce significant savings in paper and postage. 

 Increased exposure: Business.gov now houses 2,598 HHS compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; in the case of HHS, for example, opportunities to harmonize forms 

and data collection processes exist with the healthcare industry, DHS and DoD to report 

on and control the effects of a biological warfare attack on the United States. DoI and 

DoL together saved $341,000 in the first three years of their vertical, and are expected 

to save $570,000 over 5 years. 

Benefits to Department of Health and Human Services operating divisions: 

• Centers for Medicare & Medicaid Services (CMS) – Business Gateway helps CMS by 

increasing businesses’ access to CMS programs information including Medicare and Medicaid. 

Business.gov currently contains 189 CMS forms and 138 links. 

• Food and Drug Administration (FDA) – Business Gateway helps promote FDA’s mission by 

providing access to 116 forms and 1,182 links relevant to FDA compliance.

• Centers for Disease Control and Prevention (CDC) – Business Gateway benefits the CDC by 

centralizing information for the business owner. Business.gov currently houses 32 forms and 4 

links related to CDC compliance information. 

• National Institutes of Health (NIH) – Business Gateway.gov enhances businesses’ access to 

occupational health research and grant information, and supports NIH’s commitment to 

cooperating with small businesses and providing access to health-related potential contract 

opportunities with NIH. Currently, Business.gov contains 12 NIH forms in the forms catalog. 

Business Gateway 

Article Quote: 

“Busines.gov continues to 

expand its offerings of 

resources and tools to help 

small businesses comply with 

federal government 

regulations. Responding to 

feedback from its business 

community users, 

Business.gov has developed a 

tool that helps businesses 

determine their license and 

permit requirements.” 

-- Winning Bids Magazine 
 Page 76 

• Health Resources & Services Administration (HRSA) – Business.gov benefits HRSA by 

supporting its primary mission to improve American public health by providing healthcare 

professionals with up to date information concerning federal programs, grants, and nationwide 

shortages in healthcare services. Business.gov contains 9 forms and 8 links to relevant 

information on health resources and services. 

• Indian Health Service (IHS) – Business Gateway helps IHS by providing access to health 

information regarding culturally acceptable and comprehensive healthcare services to the 

American Indian and the Alaska Native populations. Business.gov contains 6 forms and 

additional resources to service this need. 

• Substance Abuse & Mental Health Services Administration (SAMHSA) – Business 

Gateway provides both businesses and citizens with ready access to compliance and other 

information related to SAMHSA's mission. Business.gov contains 4 forms and 25 links for 

businesses to use when dealing with issues related to drug-use prevention.

• Agency for Healthcare Research & Quality (AHRQ) – Business Gateway helps AHRQ by 

providing increased awareness of AHRQ’s best practices and health care research and data. 

• Administration for Children & Families (ACF) – Business Gateway helps ACF by providing 

access to federal programs that promote the economic and social well-being of families, children, 

individuals, and communities. Business.gov currently provides 18 links to ACF-related compliance 

information. 

• Administration on Aging (AoA) – Business.gov helps AoA by providing increased awareness 

of the Public Health and Welfare Act that provides opportunities for employment with no 

discriminatory personnel practices because of age.

E-Rulemaking (Managing Partner EPA) - 

HHS’s many responsibilities including protection health related issues, health grants administration, and 

program level responsibilities such as Medicare and Medicaid require the agency to issue extensive rules 

and regulations. HHS completed migration of its agencies to the Federal Docket Management System 

(FDMS) in January 2008. The remaining agencies, the Food and Drug Administration and the Centers for 

Medicaid and Medicare Services, will complete migration to FDMS in January 2008. Between January and 

October 2007, HHS and its operating divisions posted 2,588 Federal Register notices and 223 rules and 

proposed rules in Regulations.gov. 

HHS benefits in several ways through its participation and reliance on FDMS and Regulations.gov. HHS 

gains substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

HHS’s transition to FDMS and Regulations.gov, enabling the Department to discontinue efforts to 

develop, deploy, and operate agency specific individual online docket and public comment systems. 

Benefits to Department of Health and Human Services operating divisions (all statistics are from 

January 2007 through October 2007 unless otherwise noted):

• Food and Drug Administration (FDA) – The FDA is responsible for protecting the public 

health by assuring the safety, efficacy, and security of human and veterinary drugs, biological 

products, medical devices, our nation’s food supply, cosmetics, and products that emit radiation. 

The FDA is also responsible for advancing the public health by helping to speed innovations that 

make medicines and foods more effective, safer, and more affordable; and helping the public get 

the accurate, science-based information they need to use medicines and foods to improve their 

health. To carry out these tasks, the FDA has a very active notice and regulatory program. FDA 

published 455 Federal Register notices and 138 rules and proposed rules and received more than 

2,300 public comments via Regulations.gov during that time. 

• Centers for Disease Control and Prevention (CDC) – By relying on FDMS to support their 

regulatory and notice activities, the CDC provides a single site to broadcast mission critical 

information crucial to understanding the implications of their findings and recommended actions. 

CDC published 272 Federal Register notices, and 1 proposed rule in Regulations.gov. 
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• Centers for Medicare and Medicaid Services (CMS) – CMS posted 150 Federal Register

notices and 60 rules and proposed rules. 

• Administration for Children and Families (ACF) – ACF is responsible for Federal programs 

promoting the economic and social well-being of families, children, individuals, and communities. 

While their regulatory activities are very limited, ACF does publish a significant number of notices. 

By implementing FDMS, ACF is able to accept electronic feedback on their notices and to more 

accurately gauge the impacts of their actions. ACF posted 122 Federal Register notices and 4 

rules and proposed rules in Regulations.gov. 

• Indian Health Services (IHS) – IHS is currently pursuing a number of initiatives to meet the 

particular health and social needs of Native Americans. FDMS assists IHS by providing a 

dependable means to disseminate information and collect feedback on the effectiveness of these 

initiatives. IHS posted 16 Federal Register notices and 2 proposed rules in Regulations.gov. 

• National Institutes of Health (NIH) – NIH posted 1,081 Federal Register notices and 1 rule 

in Regulations.gov.

• Additional HHS Operating Divisions – There are several other sub-agencies that are part of 

HHS. Each supports specific health related aspects and performs various levels of regulatory and 

notice activities. Among these include: Administration on Aging (AoA), Agency for Healthcare 

and Research and Quality (AHRQ), Agency for Toxic Substances and Disease Registry (ATSDR), 

Health Resources and Service Administration (HRSA), and the Substance Abuse and Mental 

Health Services Administration (SAMSHA). ATSDR published 5 Federal Register notices; HRSA 

published a total of 135 notices and 4 proposed rules; SAMSHA published 65 notices; AoA 

published 10 notices, and AHRQ published 41 notices in Regulations.gov. 

• Department of Health and Human Services HQ – HHS HQ posted 234 Federal Register

notices and 11 rules and proposed rules in Regulations.gov.

Government to Government Portfolio 

E-Vital (Managing Partner HHS) - 

Section 7211 of The Intelligence Reform and Terrorism Prevention Act requires the Secretary of Health 

and Human Services to establish standards for acceptance of birth certificates by Federal agencies for 

official purposes in an attempt to reduce birth certificate fraud and the associated criminal activity. Birth 

certificates are proof that a birth occurred and was officially recorded. However, the use of birth 

certificates has evolved to where they are recognized as proof of age, place of birth, and identity, and 

used extensively for employment purposes and to obtain benefits such as Medicaid and Social Security 

services and documents such as driver’s licenses, Social Security Administration (SSA) cards, U.S. 

passports, and State identification documents. Birth certificates have become the “path of least 

resistance” for fraud as the security features in other documents, such as driver’s licenses, SSA cards, 

and immigration documents, have increased in sophistication. The Act requires the Secretary of Health 

and Human Services, by regulation and in consultation with other designated Federal agencies, to 

establish certain minimum standards for birth certificates for use by Federal agencies for official 

purposes. It also seeks to improve the security of birth certificates and facilitate the electronic exchange 

and matching of birth and death records to preclude the inappropriate issuance and use of birth 

certificates and/or certified copies of birth certificates. 

Recognizing the need for protecting against the inappropriate issuance and use of birth certificates and 

the need for secure and responsive systems and procedures to support this effort, The Intelligence 

Reform Act also authorizes the awarding of grants to the States to assist them with (1) conforming to the 

minimum standards for birth certificates outlined in the regulations, and (2) computerizing their birth and 

death records, developing a method for matching birth and death certificates, and noting the fact of 

death on birth certificates of deceased people. Through the development of these standards and the 

more secure and responsive systems for information collection, transmission and sharing needed to meet 

these standards; identify fraud and inappropriate payments for benefits will be reduced. Also the 
 Page 78 

timeliness of vital statistics which comes from these systems and provides the basic health status 

measures for communities, states and the nation will be substantially improved. 

Grants.gov (Managing Partner HHS) - 

The initiative benefits HHS and specifically its Operating Divisions (ACF, 

AoA, AHRQ, CDC, CMS, Departmental Management, FDA, HRSA, IHS, 

NIH, and SAMHSA) by providing a single location to publish grants 

funding opportunities and application packages, and by providing a single 

site for the grants community to locate and apply for grants using 

common forms, processes, and systems. In FY 2007, HHS posted over 

1,000 packages and received 108,436 application submissions – more 

than doubling 52,088 received in FY 2007 with NIH substantially 

increasing its application submissions from 47,254 to 89,439 submissions. 

HHS estimates each grantee’s application processing time is reduced by five hours per application 

through the use of Grants.gov, resulting in an overall reduction of approximately 250,000 hours in 

applicant time. 

 

Additionally, Grants.gov enabled HHS’s Operating Divisions to consolidate the number of grants 

management systems in use, reducing system development and operating costs. HHS’s Operating 

Divisions are also standardizing business processes around Grants.gov – providing the added benefit of a 

grants management staffing more flexible and deployable across the operating divisions as needed to 

process grants. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) -

HHS began migrating its travel services to Northrop Grumman Mission Systems (NGMS), one of the three 

designated E-Gov Travel Service (ETS) providers, in Q2 FY 2005. Currently 11 of 12 operational divisions 

are fully deployed and are realizing the following benefits: HHS and NGMS have set up a business 

system interface that allows the Centers for Disease Control (CDC) to immediately identify the worldwide 

location of HHS associates. HHS has been able to eradicate costly, inefficient paper processing. HHS 

continues to process vouchers through the ETS and processed over 13,900 in September 2007. HHS 

uses a non-ETS Travel Management Center (TMC) for travel reservation services. By a reduction of 

traveler and manager time for planning, arranging, authorizing, approving and post-travel reimbursement 

processing, HHS realized in FY 2007 a cost avoidance of over $2,300,000. 

Integrated Acquisition Environment (Managing Partner GSA) – 

Through adoption of the tools and services provided by IAE, HHS improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If HHS were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, HHS received estimated 

benefits of $746,850 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $189,653 and estimated operational cost savings of 

$1,034,622. 

• Central Contractor Registration (CCR): Provides HHS single source of trading partner data. 

CCR Tools enable HHS access to current socio-economic and financial information as needed for 

their contractors, grantees, and other entitlement program participants without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. 

Grants.gov Highlight: 

HHS estimates each grantee’s 

application processing time is 

reduced by five hours per 

application through the use of 

Grants.gov, resulting in an 

overall reduction of 

approximately 250,000 hours 

in applicant time. 
 Page 79 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables HHS to 

search for excluded parties prior to award of contracts, grants and other entitlement or financial 

programs.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the HHS, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 276 hours for the 

agency in FY 2007. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the HHS to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 30,729 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeds provides HHS with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides HHS with an 

automated capability to directly report awards real time from the HHS contract writing systems 

and extract reports of award data on demand.

 Discontinue the HHS feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 7,492 hours for the 

agency in FY 2007. 
 Page 80 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to HHS. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to HHS for service and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies, and 

improves the efficiency of issue-specific government-wide budget data collections. It is used within the 

budget community, and has been expanded to serve other related communities, such as Grants, Financial 

Management, Performance, and Planning. HHS currently has 362 users that are registered and eligible to 

take advantage of the MAX Federal Community. The Community site is commonly used for sharing 

information, collaboratively drafting documents, supporting workgroups, and much more. DOJ is 

beginning to actively use the Community site for collaborations within their agency and with other 

agencies. Examples include posting budget guidance, collaborating with Chief Information Officers on 

Exhibit 300s, and sharing information with OMB. 

The BFE LoB, in conjunction with Department of the Treasury as the system owner, made available the 

first shared fee-for-service budget formulation system, the Budget Formulation and Execution Manager 

(BFEM) that assists with many of the tasks involved in preparing budget justifications for submission to 
 Page 81 

OMB and the Congress. BFE LoB and Treasury are currently gathering requirements for a new 

Performance Measure Manager (PMM) module that will allow users to automate the definition, collection, 

and reporting of performance measures reported along with budget justifications. The PMM will be 

available in 2008. A component of HHS, Administration for Children and Families, plans to use BFEM for 

their 2010 budget cycle, and will be sharing their experiences within HHS. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix, which 

HHS can use as a starting point in determining specific system needs. In 2008, BFE LoB will evaluate 

known budget systems against the decision matrix and make that information available so each agency 

can avoid the cost of performing that step individually. 

Federal Health Architecture LoB (Managing Partner HHS) - 

HHS administers many programs covering a wide spectrum of activities, and is the largest grant-making 

agency in the Federal government. HHS programs provide direct health care services, health care 

insurance, health science research, disease prevention, food and drug safety, and medical preparedness 

for bio-terrorism, natural disasters and other emergencies. To be effective these services must be 

delivered in the most efficient and cost-effective manner possible. In carrying out its mission, HHS works 

closely with Federal partners, state, local, and tribal governments, service providers, and the general 

public (including all other clients, consultants, collaborators, and stakeholders). 

FHA strives to have an enterprise impact across 26 federal agencies including the participating HHS 

operating divisions - Administration for Children and Family, Administration on Aging, Agency for 

Healthcare Research and Quality, Agency for Toxic Substances and Disease Registry, Centers for Disease 

Control, Centers for Medicare & Medicaid Services, Food and Drug Administration, Health Resources and 

Services Administration, Indian Health Services, National Institutes of Health, and Substance Abuse and 

Mental Health Services Administration. With so many different health care functions represented within 

HHS, it is critical to ensure that their individual needs are met with respect to their needs for receiving, 

processing, and transmitting health information across within HHS and across all other agencies with 

health related activities like DOD, VA, SSA, DHS, USDA and others. With that, FHA’s charter is to provide 

the tools and services for agencies to have a secure exchange of interoperable health information. 

The steps towards achieving interoperable health information exchange with participation in a nationwide 

health information exchange and implementation of interoperable standards will lead to great efficiencies 

at reduced cost in the delivery of healthcare for our nation. This required FHA to provide the following 

services: 

Implementing interoperable HIT standards: FHA has continued its core mission to identify, recommend, 

and implement health-related standards in areas such as medical vocabularies (e.g., disabilities 

terminology standards and allergy terminology standards), messaging, data, and security. This includes 

facilitating federal partner review of HITSP (standards harmonization body) Requirements, Design and 

Standards Selection (RDSS) documents and Interoperability Specification Inspection Testing related to 

laboratory results reporting, biosurveillance, medication history, registration summary and emergency 

responder -Electronic Health Record (EHR). 

Implementing interoperable Health Information Exchanges: Through FHA NHIN-Connect initiative, the 

federal government will enable federal agencies to have connectivity to the Nationwide Health 

Information Network. A planned demonstration of this federal health information exchange will address 

three Use Cases (Wounded Warrior, PAHPA, Long-term care and disability) in 2008. 

Implementing interoperable Health Information Exchanges: Through FHA NHIN-Connect initiative, the 

federal government will enable federal agencies to have connectivity to the Nationwide Health 

Information Network. A planned demonstration of this federal health information exchange will address 

three Use Cases (Wounded Warrior, PAHPA, Long-term care and disability) in 2008. 
 Page 82 

Establishing a federal HIT architecture framework: Federal agencies must have a transition strategy, 

with a roadmap on how an agency will transform its business among its component agencies to meet 

their goals. Transition strategy and planning are key elements of an enterprise architecture lifecycle. 

The strategy captures the information that will take an agency from its current (as-is) environment to a 

target (to-be) state. FHA has developed enterprise architecture products from the National Health IT 

Agenda to help guide the HHS transition planning and strategies. 

Educating the federal stakeholders about HIT: Accompanying all FHA initiatives are educational sessions 

designed to increase understanding of the National Health IT agenda and its impact on federal agency 

mission and operations, as well as well as course instruction regarding standards and their 

implementation. Some 160 HHS personnel have participated in this effort. 

Measuring Progress: FHA has made available to HHS, the Department of Defense and the Department of 

Veteran Affairs both an Investment Planning Guide and a Reporting Guide that supports federal agencies’ 

annual health IT investment planning process, ensures investments are aligned with the National Health 

IT agenda, and facilitates submission of health information reports to improve reporting quality and 

reduce the administrative burden for federal agencies 

The FHA Food Safety Work Group (FSWG) supports HHS collaboration with other agencies with an 

integral role in safeguarding our nation’s food supply (e.g. USDA, FDA, CBP and DHS). The FSWG 

presented aspects of the future food safety import process and its work to the Interagency Working 

Group on Import Safety (HSPD-21) established by the White House. The Working Group requested that 

the FSWG submit recommendations for consideration as part of their recommendations to the President. 

The final report on Import Safety reflected aspects of the FSWG efforts to improve import safety and 

reduce risks to U.S. citizens. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 
 Page 83 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

HHS is responsible for the public health related theme as outlined in OMB Circular A-16 and is looking 

forward to benefits from the Geospatial LoB in terms of efficient and cost effective public information and 

services. The Secretary’s Operation Center (SOC) currently has a small enterprise geo-database used to 

provide the decision makers of HHS with current status maps of all of the events that are being tracked in 

the SOC. The Center for Disease Control (CDC), Administration for Children and Families (ACF), 

Medicare/Medicaid Services (CMS), and Health Resources and Services Administration (HRSA) would 

benefit from enhanced governance processes, improved business planning and investment strategies, 

and optimization and standardization of geospatial business data when promoting the economic and 

social well-being of families, children, individuals, and communities. 

Grants Management LoB (Managing Partners HHS and NSF) - 

HHS manages 76,205 grant awards equaling approximately $274 billion. HHS anticipates the key benefit 

to its operating divisions, including Administration for Children and Families (ACF), Administration on 

Aging (AoA), Agency for Healthcare Research and Quality (AHRQ), Centers for Disease Control and 

Prevention (CDC), Centers for Medicare and Medicaid Services (CMS), Departmental Management (DM), 

Food and Drug Administration (FDA), Health Resources and Services Administration (HRSA), Indian 

Health Services (IHS), National Institutes of Health (NIH), Office of the Inspector General (OIG), and 

Substance Abuse and Mental Health Services Administration (SAMHSA), is having a centralized location to 

download all applications, make awards, and track awards to closeout. As a Consortium Lead, ACF has 

three non-HHS Consortium members, USDA Food Safety & Inspection Service (FSIS), the Denali 

Commission, and Treasury Community Development Financial Institutions (CDFI) Fund. ACF also 

provides services to HHS sub-agencies, including AoA, CMS, HRSA, OPHS and IHS. Benefits to ACF 

consortia members include a shorter time to identify funding opportunities, a uniform grant application 

process via Grants.gov, and a uniform reporting process via the Online Data Collection (OLDC) module. 

These sub-agencies experience cost avoidance and savings as system DME costs were curtailed at HHS in 

FY 2007. Cost savings to agencies ranged between 20 percent and 75 percent. 

Automated business processes available through Consortia have decreased agency reliance on manual 

and paper-based processing. Consortium Lead agencies have spread operations and maintenance (O&M) 

costs, and development, modernization, and enhancement (DME) costs across agencies, decreasing the 

burden that any one agency must bear. 

GM LoB has led to a reduction in the number of systems of record for grants data across HHS and the 

government and the development of common reporting standards, improving HHS’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency has helped HHS comply with the Federal Financial Assistance Management Improvement Act of 

1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public receives time savings as a result of quicker notification and 

faster payments due to an automated system for grants processing. Furthermore, GM LoB will minimize 

complex and varying agency-specific requirements and increase grantee ease of use on Federal grants 

management systems. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium Lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 
 Page 84 

Human Resources Management LoB (Managing Partner OPM) - 

HHS operates one of the approved service providers for the HR LoB. This initiative allows HHS to spread 

the cost of managing HR systems and processes across a larger customer base, reducing agency costs to 

operate these systems and processes. Additionally, HHS’ involvement in the HR LoB allows them to help 

shape the government-wide solution as well as best practices and lessons learned as developed by task 

force and other agencies. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits HHS through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

HHS with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given the size and variety of locations of HHS, the agency stands to benefits from all three IT 

Infrastructure areas of concentration (End User Systems & Support, Mainframes and Servers Systems & 

Support, and Telecommunications Systems & Support). Furthermore, given the knowledge sharing that 

will occur, IT Security should improve due to the capturing of infrastructure best-practices. This will 

assist in protecting sensitive health data transmitted through HHS systems. 
 Page 85 

Department of Homeland Security 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Homeland Security (DHS) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Disaster Management 

 Grants.gov 

 SAFECOM 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 Information Systems Security LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with programs that will participate directly with the DAIP, DHS will provide a streamlined 

application and status update process for citizens that apply to those participating programs. The DAIP 

will also reduce the time for citizens to complete applications for those participating programs. This will 

help DHS fulfill its mission to deliver assistance to disaster victims. DHS will be able to take advantage of 

the online application and status capability that DAIP provides to channel applicants to a lower cost 

alternative, which should provide cost savings for the agency in areas such as call center costs. Through 

the pre-screening for the programs that will be provided through DAIP, the DHS will also allow citizens 

with the ability to learn about programs that they may be eligible for, and will reduce the number of 
 Page 86 

invalid applications that DHS has to process. Furthermore, by implementing authentication mechanisms 

on all applicants to ensure their identity before applying, DAIP will reduce exposure of individuals to 

identity theft. 

As an agency with information that is relevant to individuals affected by a disaster, DHS will integrate 

with DAIP to provide an alternate mechanism for providing information to disaster victims. This will 

support delivery of assistance to disaster victims and will reduce agency direct inquiries about individual 

assistance. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

Business values derived from Business.gov are necessary to support the integration of 22 agencies for 

DHS business stakeholders by providing a centralized service to consolidate regulatory and compliance 

information across the Homeland ensuring easier access to compliance information and, subsequently, 

greater compliance with DHS regulations. The one-stop portal supports the DHS mission by making 

compliance information easily accessible to the DHS business community. As was documented in a 

recent customer satisfaction report, DHS customers seeking compliance information report that each visit 

to Business.gov saved business users 12 labor hours. 

Business.gov helps DHS support the "One DHS" approach and functions as a key interface to its business 

stakeholders in the areas of transportation, immigration, cyber-security, cargo, emergency management, 

screening, law enforcement, and border protection. Due to the value-based service provided by tbe 

Small Business Administration, DHS will continue to look to Business.gov to provide business compliance 

and regulatory information to businesses supporting the DHS mission. 

The department’s vast network of organizations and institutions creates a complex environment for 

businesses to navigate. Business.gov makes it easier for businesses to get answers to their questions 

through an issue-based search capability, links to compliance resources, and access to forms and contact 

information. 

• DHS’ constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with the Small Business Paperwork Relief Act, 

and reduction in burden hours. Through increased outreach, more constituents will be able to 

realize these benefits. 

• DHS will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for DHS. 

 Maintenance savings: Business.gov’s search technology will provide DHS with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 281 forms (to date) available on Forms.gov, 

DHS saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 329 DHS compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; in the case of DHS, for example, opportunities to harmonize forms 

and data collection processes exist with the immigration and visa process with DHS, DoJ, 
 Page 87 

and State. DoI and DoL together saved $341,000 in the first three years of their vertical, 

and are expected to save $570,000 over 5 years. 

Benefits to Department of Homeland Security bureaus: 

• Federal Emergency Management Agency (FEMA) – Business Gateway supports FEMA 

emergency response and recovery mission FEMA by posting 113 links and 33 forms on the 

Business Gateway site. 

• Directorate for Science and Technology – The Directorate for Science and Technology is the 

research and development arm of DHS. In this capacity, DHS partners with the Small Business 

Innovation Research program to foster the participation of innovative and creative small 

businesses in continuing its search and procurement of state-of-the-art technology. As DHS 

continues its efforts to include the private business community in its mission of defending 

America, Business Gateway is a valuable resource for businesses as they seek to comply with 

Federal regulations in order to qualify for opportunities with DHS. 

• Office of Intelligence and Analysis – Contractors developing information systems and 

protection must comply with stringent regulations due to the high-security environment in which 

they work. Business.gov provides a broad access point for companies interested in competing for 

such contracts, providing compliance tools and access to Federal laws and regulations. 

• Coast Guard (USCG) – USCG hires businesses to work on its facilities (e.g., boats, aircraft, 

bases) and they must comply with strict Federal Government regulations. Business Gateway 

provides assistance for these firms in determining the types of forms they may be required to 

complete. USCG currently has 21 links and 20 forms available on Business.gov.

• Immigration and Customs Enforcement (ICE) – Business Gateway benefits ICE by 

providing increased access to information for businesses with respect to citizenship and 

immigration regulations as well as those governing importing and exporting goods cross-border. 

Business.gov provides 47 links to compliance information in respect to citizenship and 

immigration regulations and 102 forms. 

• Secret Service – Business Gateway increases awareness of the Secret Service’s mission to 

provide information regarding violations of laws relating to counterfeiting of obligations and 

securities of the United States; financial crimes that include, but are not limited to, access device 

fraud, financial institution fraud, identity theft, computer fraud, and computer-based attacks on 

our nation’s financial, banking, and telecommunications infrastructure. To date, Business.gov 

contains 1 form in the Forms Catalog regarding investigative needs for citizens to access.

• Other Bureaus – The Office of the Inspector General (OIG), U.S. Citizenship and Immigration 

Services (USCIS), Emergency Preparedness & Response, the Federal Law Enforcement Training 

Center (FLETC), Transportation Security Administration (TSA), Preparedness, U.S. VISIT, 

Domestic Nuclear Detection Office (DNDO), and Screening Coordination & Operations benefit 

through Business Gateway providing a consolidated space for these previously separate bureaus 

to list and consolidate compliance information as well as Federal forms.

E-Rulemaking (Managing Partner EPA) - 

DHS consists of several directorates and components that publish a significant number of rulemakings in 

performing their duties and ensuring compliance with Federal statutes. DHS was among the first 

Departments to begin its migration to FDMS, which it commenced in September 2005. DHS completed 

migration of its two remaining agencies, US Coast Guard and TSA, in September 2007. All other DHS 

agencies migrated to FDMS in September 2005. FDMS greatly increases the public’s interaction with the 

diverse number of DHS agencies and it permits these agencies to communicate with each other on their 

rulemakings. Between January and October 2007, DHS Department wide posted a total of 294 Federal 

Register notices, 244 rules and proposed rules and 22,173 public submissions in Regulations.gov. 

DHS benefits in several ways through its participation and reliance on FDMS and Regulations.gov. DHS 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 
 Page 88 

DHS’s transition to FDMS and Regulations.gov, enabling the Department to discontinue efforts to 

develop, to deploy and to operate agency specific individual online docket and public comment systems. 

Over five years, it is estimated that DHS would avoid costs of nearly $8 million over having the 

Department independently create alternative options that would provide similar services. These figures 

were calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program 

to develop a Cost-Benefit Model. 

Benefits to Department of Homeland Security bureaus (all statistics are from January 2007 through 

October 2007 unless otherwise noted):

• U.S. Custom and Border Protection (CBP) – CBP posted a total of 90 Federal Register

Notices and 24 rules and proposed rules in Regulations.gov and received and posted 1,975 

comments.

• U.S. Coast Guard (USCG) – USCG posted a total of 15 Federal Register notices and 143 rules 

and proposed rules in Regulations.gov and received 3,331 comments

• Federal Emergency Management Administration (FEMA) – FEMA posted a total of 9 

Federal Register Notices and 18 rules and proposed rules in Regulations.gov and received 123 

comments. 

• U.S. Citizenship and Immigration Services (USCIS) – The FDMS ensures the public has a 

central place to comment on rulemakings addressing significant human issues which significantly 

effect USCIS mission and goals. USCIS posted a total of 83 Federal Register notices and 11 rules 

and proposed rules in Regulations.gov and received over 4,000 public comments. 

• Transportation Security Administration (TSA) – The formation of TSA in 2002 resulted in a 

new agency promulgating a new set of regulations. TSA fully implemented FDMS in Q4 2007 and 

now receives benefits from FDMS in assisting their management of their large regulatory 

responsibilities. TSA posted a total of 11 Federal Register notices and 26 rules in Regulations.gov 

and received 395 comments. 

• DHS Department level – The Secretary of Homeland Security routinely promulgates 

rulemaking documents for the Department, except where authority has been delegated to 

component heads. Rules promulgated at the Departmental level include: U.S. VISIT, DNDO, 

Preparedness, and Screen Coordination & Operations, and Science and Technology. DHS HQ 

posted a total of 75 Federal Register notices and 20 rules and proposed rules in Regulations.gov 

and received 12,415 comments. 

• Other agencies within DHS – Immigration and Custom Enforcement (ICE), and Federal Law 

Enforcement Training Center (FLETC) each respectively posted 4, 2 Federal Register notices and 

Immigration and Custom Enforcement posted 2 rules in Regulations.gov.

Government to Government Portfolio 

Disaster Management (Managing Partner DHS) - 

Many of DHS’ component agencies benefit directly or indirectly from the Disaster Management (DM) 

program. For example, beginning in late 2006, Science and Technology (S&T) initiated Integrated 

Product Teams (IPT) to identify requirements and best ways to meet these requirements within the S&T’s 

Federal customer base, which consists of DHS’ component agencies and representatives of the 

emergency response community. S&T matched customer requirements to existing efforts within S&T or 

identified new projects to address their customer’s needs. DM’s Emergency Data Exchange Language 

(EDXL) effort was identified as an essential project in the Interoperability IPT, specifically meeting 

capability gaps identified by customers including the Federal Emergency Management Agency. 

DM benefit the program’s DHS funding partners as well as local, state, and tribal emergency responders 

by improving their ability to share information. By facilitating the development of data messaging 

standards and providing access to Defense Medical Information Systems (DMIS), Open Platform for 

Emergency Networks (OPEN), and DisasterHelp.gov, DM supports the information sharing and 
 Page 89 

interoperability needs of its DHS funding partners including the Transportation Security Administration, 

Operations Coordination and Intel & Analysis, the U.S. Coast Guard, U.S. Citizenship and Immigration 

Services, the U.S. Secret Service, the Undersecretary for Management/Office for the Secretary and 

Executive Management, U.S. Customs and Border Protection, U.S. Immigration and Customs 

Enforcement, the National Protection and Programs Directorate, the Science and Technology Directorate, 

and the Federal Emergency Management Agency. 

In addition to the IPT process and the DM component’s information sharing and interoperability support 

functions, DM is supporting its funding partners through additional examples which are provided below: 

• Undersecretary for Management/Office of the Secretary and Executive Management - 

The DM program supports the Management Directorate through its participation in and support 

of the National Information Exchange Model (NIEM) which is a joint DHS/Department of Justice 

effort to improve information sharing using standards. NIEM ensures that standards developed as 

part of the DM process become available through NIEM. DM works in a public private partnership 

with a consortium of vendors that produce information sharing products. 

• U.S. Customs & Border Protection & U.S. Immigration & Customs Enforcement - DMIS, 

OPEN, and standards are all used in support of information sharing with our neighbors in Canada. 

Canada is implementing CAP as part of their national warning system. Canada currently has two 

DMIS collaborative operating groups (COGs) which are located in Manitoba and Winnipeg. 

Roughly 409 COGs were established along the U.S. border with Canada and 325 are along our 

Mexican border. In preparation for the 2010 Winter Olympics in Vancouver, Washington state is 

working with the CAP to improve preparation in the event of an incident. 

• National Protection and Programs Directorate (NPPD) - DM is in discussions with NPPD to 

provide industry with access to DMIS. This will enable better information sharing between local, 

state, and Federal responders and industry in the event of an emergency. 

• Science & Technology (S&T) Directorate - The Biological Warning Incident Characterization 

(BWIC) System is a DHS S&T system that helps local and state health organizations characterize 

and monitor chemical or biological outbreaks. BWIC allows local health officials to track and 

monitor chemical and biological incidents using DMIS, OPEN, and CAP to share information with 

the National Labs. BWIC was deployed operationally at the last Super Bowl and Taste of Chicago. 

• Federal Emergency Management Agency (FEMA) - The DM program works closely with its 

partners at FEMA, supporting numerous FEMA programs. DM is supporting the adoption of the 

Emergency Data Exchange Language (EDXL) for the distribution of data and alerts through the 

Integrated Public Alerts and Warning System (IPAWS). DM is coordinating an MOA with the 

Incident Management Systems Division (IMSD) National Incident Management System Support 

Center to evaluate vendors for compliance with EDXL standards and to use the DM Open 

Platform for Emergency Networks (OPEN) as the testing backbone at the Center. The FEMA 

Commercial Assistance Direct Assistance Program (CEDAP) included language supporting 

“preferential” treatment to vendors who comply with CAP and EDXL in its grant guidance 

program. Also, FEMA is the primary customer for S&T’s Interoperability Integrated Product Team 

due to FEMA’s need for interoperability based on standards. 
 Page 90 

Registered DMIS Operating Groups

= States with 20+ User Groups

= States with 10+ User Groups

As of 11/16/07:

- Total: 2018 User groups

- 207 State/Regional User groups

(Coverage: 50 States)

- 49 DHS & FEMA User groups

- Total: 418 Federal & National User groups

(Coverage: 25 Federal Agencies & Tribal)

- 42 NGO User Groups

- 142 Vendors Participating in Interoperability

99

118

37

27

33

85 76 70

62 72

96

7

44

17

8

20 53

20

31 27

37

22 51

13 53

28

13

3

12

16

4

12

32

29

18

43

57

87

30

25

50

12

15

42

4

8

1 - American Samoa (AS)

6

3

3 - Puerto Rico (PR)

9

118

2 Canada: 

-Manitoba

-Winnipeg

153

1 - Japan (USACE)

1 - Germany (USACE)

1 - US Virgin Islands

Grants.gov (Managing Partner HHS) - 

The initiative benefits DHS by providing a single location for publishing grant funding opportunities and 

application packages and a single location for the grants community to locate and apply for grants using 

common forms, processes, and systems. All information needed to find opportunities for competitive 

grant opportunities is available using Grants.gov Find and Apply. By using 

Grants.gov, applicants are realizing savings because they are no longer 

required to submit multiple application copies to one or more addresses. 

The following DHS awarding offices benefit from Grants.gov announcement 

and applications posting: Operations Coordination and Intel & Analysis, U.S. 

Secret Service, U.S. Immigrations & Customs Enforcement, Federal 

Emergency Management Agency, Transportation Security Administration, 

and U.S. Coast Guard. In addition the Office of Procurement/Grant & 

Financial Assistance Division, who provides grant award and management 

to several DHS Headquarters offices, e.g. Science and Technology 

Directorate, Domestic Nuclear Detection Office, Infrastructure Protection, 

etc., benefits from the Grants.gov single location for posting 

announcements and applications. 

By using the Grants.gov mechanism to post and receive applications in a unified fashion, DHS was able to 

receive and review applications for funding through a single interface. The common application forms 

and process allow DHS to develop a common standardized database from which both program reports 

and Department-wide reports are provided. DHS programs use standard DHS forms. Grants.gov is 

allowing DHS to realize greater efficiencies by eliminating the need to: 1) manually log the receipt of 

applications and 2) reconcile applications sent by applicant to DHS headquarters and various field offices. 

Additional benefits are realized through the access to the same application immediately after each 

application deadline by all DHS offices both in the field and Headquarters. Elimination of manual data 

entry is eliminating errors in the data and is reducing the processing time of applications by 

approximately two weeks. 

Grants.gov Highlight: 

Additional benefits are realized 

through the access to the 

same application immediately 

after each application deadline 

by all DHS offices both in the 

field and Headquarters. 

Elimination of manual data 

entry is eliminating errors in 

the data and is reducing the 

processing time of applications 

by approximately two weeks. 
 Page 91 

As of September 2007 DHS had posted approximately 64 funding opportunities and application packages 

on Grants.gov. DHS has received approximately 2175 competitive funding applications in FY 2007. 

SAFECOM (Managing Partner DHS) - 

The SAFECOM initiative benefits DHS and its federal agencies and partners because they are able to 

leverage SAFECOM developed tools and guidance. SAFECOM’s grant guidance has been incorporated in 

grant awards from the former Office of Grants and Training (G&T), FEMA, as well as the Department of 

Justice’s Office of Community Oriented Policing Services and the Department of Commerce’s National 

Telecommunications and Information Administration. 

One of SAFECOM’s early successes in working with FEMA, as well as other agencies in the Federal 

government (e.g., the Office of Community Oriented Policing Services in the Department of Justice) was 

the creation of coordinated and consistent criteria for agencies receiving federal funds to use in guiding 

their grantees. This criteria, or grant guidance, list the recommendations that should be followed before 

federal funds can be spent on equipment procurement. It also provides specific questions that should be 

addressed in grant applications to ensure that the potential recipients of federal funds have thoroughly 

assessed how their money will improve interoperability. The grant guidance maximizes the effectiveness 

for the resources available for public safety communications. Coordinated grant guidance also results in 

a more responsive Federal funding system for the creation of national communications interoperability. 

SAFECOM’s grant guidance is updated at the beginning of each fiscal year to accommodate any changes 

in technologies, standards, or other conditions that might affect the public safety community. The FY 

2008 grant guidance includes an expansion of the P25 section, Plain Language and data sections. 

SAFECOM provides guidance and assistance for Federal, State, tribal, and local public emergency 

responders working to improve public safety response through more effective and efficient interoperable 

wireless communications. The SAFECOM website, www.safecomprogram.gov, provides extensive 

resources and tools to practitioners in support of interoperable communications. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) -

DHS began a limited scale implementation of its travel services to Electronic Data Systems (EDS), one of 

the three designated E-Gov Travel Service (ETS) providers, in Q4 FY 2005. Since the EDS deployment, 

DHS has standardized travel management practices to consolidate federal travel, minimize cost, security 

and privacy controls for the protection of government and personal data, improved agency oversight, and 

has strategic source pricing through cross-government purchasing agreements. Through a combination of 

advantageous TMC pricing and a substantially higher degree of OBE usage (67 percent), DHS saved over 

$18,000 in travel management service fees for reservations in FY07 when compared to pre-ETS pricing 

and online usage. By a reduction of traveler and manager time for planning, arranging, authorizing, 

approving and post-travel reimbursement processing, DHS realized in FY 2007 a cost avoidance of over 

$65,000. 

Integrated Acquisition Environment (Managing Partner GSA) – 

Through adoption of the tools and services provided by IAE, DHS improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DHS were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, DHS received estimated 

benefits of $4,968,513 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $144,882 and estimated operational cost savings of 

$790,383.
 Page 92 

• Central Contractor Registration (CCR): Provides DHS single source of trading partner data. 

CCR Tools enable DHS access to current socio-economic and financial information as needed for 

their contractors across their diverse and vast enterprise created as a result of the 2004 

Government reorganization without maintenance or major architectural change. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 37,696 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DHS to 

search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 8,377 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For DHS, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DHS to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 39,655 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeds provides DHS with a secure 

service for storage and distribution of secure but unclassified documents for solicitations for ship 

and materials specifications for Coast Guard, Airport and Radar blue prints for the Federal 

Aviation Administration, and Border Station design drawings specifications for DHS. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 
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to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. This resulted in a savings of 

approximately 400 hours for the agency in FY 2007. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DHS with an 

automated capability to directly report awards real time from the DHS contract writing systems 

and extract reports of award data on demand such as the National Interest Action report for 

events and other natural disasters covered under the Sheppard’s Act requiring constant 

monitoring.

 Discontinue the DHS feeder system and manual reporting; facilitate real time reporting 

integrated with agency contract writing systems. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DHS. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

8,652 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DHS for service and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 6,282 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 
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To benefit all agencies, including DHS, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for DHS and any DHS component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. DHS will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. DHS currently has 369 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 
 Page 95 

Geospatial LoB (Managing Partner DoI) - 

The Department of Homeland Security recognizes the potential value that the Geospatial LoB will provide 

to users and producers of geospatial information. Cooperative and coordinated efforts between federal 

agencies can result in considerable cost savings for development of geospatial data. This is evidenced by 

the 2006 leveraged imagery cost share arrangement between the Department of Homeland Security, U.S. 

Geological Survey, and NGA, which resulted in a large volume of new high-resolution imagery and a 16:1 

Return on Investment (ROI) on the DHS portion of the investment. 

DHS foresees additional benefits in the future as the agency migrates toward service-oriented 

architecture. Components within DHS will take advantage of a common geospatial foundation that is 

built using National Spatial Data Infrastructure and the A-16 data layers. DHS will have the ability to 

share mission specific information with other federal agencies to enhance routine operations as well as 

critical geospatial information during emergencies specifically Coast Guard and FEMA. 

Grants Management LoB (Managing Partners HHS and NSF) - 

DHS anticipates benefit for its Directorates and Department Operations through a centralized location to 

download applications, make awards, and track awards to closeout. Automated business processes 

available through a DHS electronic grant management system service provider will decrease agency 

reliance on manual and paper-based processing. DHS agencies will spread operations and maintenance 

(O&M) costs, and development, modernization, and enhancement (DME) costs across agencies, 

decreasing the burden that any one agency must bear. This will lead to a reduction in the number of 

systems for grants data across DHS, provide common grant management processing and reporting 

standards and improve DHS’ ability to generate government-wide reports. 

Service to constituents will be improved through the standardization and streamlining the governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, minimization of 

complex and varying agency-specific requirements and increase grantee ease of use on Federal grants 

management systems. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DHS benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. During FY 2006 the Transportation Security Agency and Coast Guard migrated to DHS’ 

service provider, USDAs National Finance Center. Through its adoption of an approved service provider, 

the agency can achieve the benefits of “best-in-class” HR solutions without the costs of developing and 

maintaining their own HR systems. Employees across the agency benefit from improved HR services. 

DHS’ involvement in the HR LoB allows them to help shape the government-wide solution as well as best 

practices and lessons learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 
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allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

Information Systems Security LoB (Managing Partner DHS) - 

As the Managing Agency for the Initiative, DHS established and assesses performance goals to monitor 

agency utilization and adoption of initiative services. Additionally, the initiative coordinates a number of 

interagency groups to help analyze cyber security problems and identify solutions. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative will benefit DHS through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DHS with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

DHS’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for DHS related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

DHS expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with DHS 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 97 

Department of Housing and Urban Development 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Housing and Urban Development (HUD) is providing funding in FY 

2008 to the following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their potential eligibility, users may apply for disaster assistance benefits using a single 

application through FEMA, leading to a more simplified, streamlined process. All benefit applications are 

adjudicated by the appropriate agency. DAIP will also allow returning users to check the status of the 

request for benefits available through the single application. DAIP includes member agencies that have 

programs that: provide benefits for persons in response to disasters; help facilitate the application and 

delivery process through validation; have other resources that may assist disaster victims: or are 

otherwise relevant to those who are impacted by disasters. During its first year of operation, the DAIP 

Program Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with programs that will participate directly with the DAIP, HUD will continue to work closely 

with FEMA to provide a streamlined application and status update process for citizens that apply to those 

participating programs that have evolved in response to a mission assignment from FEMA. The DAIP will 

also reduce the time for citizens to complete applications for those participating programs. This will help 

HUD fulfill its mission assignment from FEMA to deliver assistance to disaster victims. The Department of 

Housing and Urban Development will be able to take advantage of the online application and status 

capability that DAIP provides to channel applicants to a lower cost alternative, which should provide cost 

savings for the agency in areas such as call center costs. Through the pre-screening for the programs 

that will be provided through DAIP, HUD will also allow citizens with the ability to learn about programs 

that they may be eligible for, and will reduce the number of invalid applications that HUD has to process. 
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Furthermore, by implementing authentication mechanisms on all applicants to ensure their identity before 

applying, DAIP will reduce exposure of individuals to identity theft. 

At the initial launch of DAIP, all disaster assistance programs and public assistance programs that may be 

of relevance to disaster victims will be included in the pre-screening functionality of DAIP. Disaster 

victims who may be eligible for benefits under these HUD programs will be presented with information 

about these programs including referral information for State/local offices that an applicant can go to in 

order to apply for benefits. Once the Department of Housing and Urban Development is integrated, DAIP 

may provide an online application intake/update application/review status capability that will drive cost 

savings by directing applicants to lower cost alternatives. DAIP provides HUD an alternate mechanism for 

providing information to disaster victims and tracking Federally-subsidized housing. This will support 

delivery of assistance to disaster victims and will reduce agency direct inquiries about individual 

assistance. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

One of Business Gateway’s main focus areas is compliance, providing another avenue for HUD to 

highlight and communicate to the business community the requirements of housing and community 

development rules and regulations. Many of the organizations working with HUD operate as business 

entities, and Business Gateway provides, through the portal, easy access to HUD’s programs. 

By creating access to consolidated regulatory compliance information Business Gateway directly benefits 

HUD’s “customers,” many of whom are subject to complex regulatory requirements across multiple 

agencies. 

• As a single-source, cross-agency alternative to multiple paper- and web-based sources, Business 

Gateway encourages and simplifies regulatory compliance for the benefit of all citizens. 

• Online forms and filing: Customers will realize additional time and cost savings through paper 

reduction. 

• Online forms: By making 374 forms (to date) available on Forms.gov, HUD saves agency time in 

forms management, and is expected to produce significant savings in paper and postage. 

• Links: Business.gov now houses 329 HUD compliance links (to date) providing cross-agency 

effectiveness to American businesses. 

• Maintenance savings: Business.gov’s search technology will provide HUD with valuable user 

statistics and feedback, enabling it to simplify content management on its business compliance 

site. 

E-Rulemaking (Managing Partner EPA) - 

HUD’s mission is to increase homeownership, support community 

development and increase access to affordable housing free from 

discrimination. HUD was among the first Departments to migrate to 

FDMS in September 2005 Two major HUD organizations, the Office of 

Community Planning and Development and the Office of Housing, 

published a total of 300 Federal Register notices, 43 rules and proposed 

rules, and 7,755 public submissions for calendar year 2007 through 

October in Regulations.gov. 

HUD benefits in several ways through its participation and reliance on 

FDMS and Regulations.gov. Direct budget cost savings and cost 

avoidance result from HUD’s transition to FDMS and Regulations.gov, 

enabling the Department to avoid significant costs associated with 

E-Rulemaking Quote... 

“E-Rulemaking officials established 

a governance structure to 

collaborate with other agencies to 

obtain input on developing and 

implementing the centralized ERulemaking system and its 

collaboration efforts with other 

agencies have been extensive and 

well-received. ... Officials from a 

few agencies we interviewed even 

said that in terms of the egovernment initiatives, the ERulemaking initiative was one of 

the better collaborative efforts in 

which they have participated.” 

–GAO’s Electronic Rulemaking: 

Progress Made in Developing 

Centralized E-Rulemaking System 

(GAO-05-777) 
 Page 99 

discontinue efforts to develop, deploy and operate agency specific individual online docket and public 

comment systems. HUD reaps substantial benefits by improving the transparency of its rulemaking 

actions as well as increasing public participation in the regulatory process. HUD’s transition to FDMS and 

Regulations.gov has resulted in increased staff efficiency, cost savings to the public, and has enabled the 

Department to avoid significant costs that would have been associated with efforts to develop, deploy, 

and operate an agency specific individual online docket and public comment system. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits the Department of Housing and Urban Development by providing a single location 

for publishing grant funding opportunities and application packages and a single location for the grants 

community to locate and apply for grants using common forms, processes, and systems. All information 

needed to find opportunities for competitive grant opportunities is available using Grants.gov Find and 

Apply. By using Grants.gov, applicants are realizing savings because they are no longer required to 

submit multiple application copies to one or more addresses. 

By using the Grants.gov mechanism to post and receive applications in a unified fashion, HUD was able 

to receive and review applications for funding through a single interface. The common application forms 

and process allowed HUD to develop a common standardized database from which both program reports 

and Department-wide reports are provided. HUD programs use standard HUD forms and the SF 424 

(Survey on Ensuring Equal Opportunity for Applicants) and SF 424 Supplement and HUD has leveraged 

Grants.gov to develop 11 agency specific forms. Grants.gov is allowing HUD to realize greater 

efficiencies by eliminating the need to: 1) manually log the receipt of applications and 2) reconcile 

applications sent by applicant to HUD headquarters and various field offices. Additional benefits are 

realized through the access to the same application immediately after each application deadline by all 

HUD offices both in the field and Headquarters. Elimination of manual data entry is eliminating errors in 

the data and is reducing the processing time of applications by approximately two weeks. 

As of September 2007 HUD had posted approximately 37 funding opportunities and application packages 

on Grants.gov. HUD has received approximately 4,808 competitive funding applications in FY 2007. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, HUD improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If HUD were not allowed to 

use the IAE systems, the agency would need to build and maintain separate systems to record vendor 

and contract information, to post procurement opportunities, track and report subcontracting data, and 

evaluate vendor performance. Agency purchasing officials would not have access to shared databases of 

important information supporting acquisition decision-making and would return to paper-based and laborintensive efforts, greatly taxing an already overburdened workforce. For FY 2007, HUD received 

estimated benefits of $235,803 based on the processes, personnel, roles, steps, and actions involved. In 

addition, the agency realized an estimated cost avoidance of $6,755 and estimated operational cost 

savings of $36,849. 

• Central Contractor Registration (CCR): Provides HUD single source of trading partner data. 

CCR Tools enable HUD access to current socio-economic and financial information as needed for 

their contractors, grantees, and other entitlement program participants without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 
 Page 100 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 2,080 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables HUD to 

search for excluded parties prior to award of contracts, grants, entitlement, financial, or annuity 

programs.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 462 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the HUD, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the HUD to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 1,287 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeds provides HUD with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides HUD with an 

automated capability to directly report awards real time from the Department of Health and 

Human Services contract writing systems and extract reports of award data on demand.
 Page 101 

 Facilitate real time reporting integrated with agency contract writing systems. This 

resulted in a savings of approximately 418 hours for the agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to HUD. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

281 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to HUD for service and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 293 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 
 Page 102 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Housing and Urban Development is looking forward to the returns on investments 

from the Geospatial LoB with regards to greater efficiency and synergy across government. Geospatial 

data and information are critical components for meeting HUD’s mission to increase homeownership, 

support community development and increase access to affordable housing free from discrimination. The 

LoB proposes to more effectively standardize business processes and enhance access to geospatial data 

and information. This promises to improve productivity, mission delivery, and services to citizens. HUD 

currently geospatially enables its traditional business data to improve business process efficiency, 

allowing for geographically based planning and execution of its mission objectives. The LoB can improve 

HUD’s business processes by enabling easier access to and sharing of relevant spatial data sets and 

capabilities across government. 

Grants Management LoB (Managing Partners HHS and NSF) - 

HUD manages 16,901 grant awards equaling approximately $33.7 billion. The GM LoB initiative will 

provide a centralized location for downloading applications, making awards, and tracking awards to 

closeout. GM LoB automated business processes and access to electronic documents is expected to 

decrease reliance on manual and paper-based processing. 

The GM LoB has resulted in HUD undertaking a strategic alignment of its existing systems, prioritizing 

best of breed technology, and enhancing HUD’s ability to provide agency and government-wide reports 

on grant activities and results. HUD’s participation on the GM LoB’s collaborative effort across federal 

agencies is ensuring Departmental compliance with the Federal Financial Assistance Management 

Improvement Act of 1999 and the Federal Funding Accountability and Transparency Act of 2006. 

The GM LoB has enabled HUD to improve service through the standardization and streamlining of 

government-wide grants business processes – that includes Awards and Deficiency Letters, funds 

disbursement through financial systems, and improved coordination between Head Offices and Field 

Offices for award and post-award activities. The streamlining effort allows the public to receive time 

savings as a result of quicker notification and faster payments due to an automated system for grants 

processing. Furthermore, HUD’s strategic alignment effort minimizes complex and varying agencyspecific requirements and increases grantee use of Federal grants management systems and place HUD 

in a better position to serve as a GM LoB service provider to move programs or to receive services from a 

GM LoB service provider. Constituents will benefit as they will have fewer unique agency systems to 

learn; grantees’ ability to learn how to use the system will be improved and reliance on call center 

technical support will be reduced. These efforts also provide grantees with online access to standard 

post-award reports, decreasing the number of unique - reporting requirements. 
 Page 103 

Human Resources Management LoB (Managing Partner OPM) - 

HUD benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers, Treasury’s HR Connect. HUD migrated to this service provider during FY 2005. Through 

its adoption of an approved service provider, the agency can achieve the benefits of “best-in-class” HR 

solutions without the costs of developing and maintaining their own HR systems. Employees across the 

agency benefit from improved HR services. HUD’s involvement in the HR LoB allows them to help shape 

the government-wide solution as well as best practices and lessons learned as developed by task force 

and other agencies. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits HUD through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

HUD with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Although HUD already has a long term performance based infrastructure contract that has established a 

full complement of performance metrics, as part of the ITI LoB HUD will gain the benefit of other’s 

experiences related to performance metrics. We expect to realize improved performance by applying 

those metrics to our applications. Enhanced productivity and improved mission delivery will result from 

the improved performance. HUD believes this should result in at least a 20 percent improvement in 

performance for the mid term. 

HUD’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for HUD related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

HUD expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with HUD 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
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Department of the Interior 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of the Interior (DoI) is providing funding in FY 2008 to the following 

E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

 Recreation One-Stop 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Geospatial One-Stop 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Enterprise HR Integration

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Plan (DAIP) is a government-wide effort to improve the delivery of 

disaster assistance. The initiative includes member agencies which have active disaster assistance 

programs as well as those which do not. While some agencies are affected less than others in times of a 

disaster, all are affected in some way. DoI was identified by DAIP as providing disaster assistance. In 

addition, but in less obvious ways, it also supports other non-disaster assistance programs and services 

continue to reach disaster victims who may be displaced or otherwise out of contact and through DAIP 

helps to reduce the burden on other federal agencies which routinely provide logistical help and other 

critical management or organizational support during disasters. The DAIP program office, during its first 

year of operation, will quantify and report on the benefits and cost savings or cost reductions for each 

member agency. 

Recreation One-Stop (Managing Partner DoI) - 

Specifically, the National Park Service (NPS), Bureau of Land Management (BLM), Fish and Wildlife 

Science (FWS), and Bureau of Reclamation benefit by providing information related to recreational 

activities in our national parks, wildlife refuges, lakes, and public lands on the Recreation One-Stop 

portal. Citizens looking to utilize recreational services have a central place to search and do not need to 

contact the bureaus to obtain site descriptions, recreation activities, directions, and links to more-detailed 

information about at a specific location. 
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Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits DoI “customers” (e.g., energy companies, wildlife importers/exporters, 

fisheries, mining companies, etc.), all of which are subject to complex regulatory requirements across 

multiple agencies. 

• DoI’s constituents have already benefited from Business Gateway including time and cost savings 

to the tune of 12 hours and $870 a visit, assistance in compliance with the Small Business 

Paperwork Relief Act, and reduction in burden hours. Through increased outreach, more 

constituents will be able to realize these benefits. 

• DoI will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for DoI. 

 Maintenance savings: Business.gov’s search technology will provide DoI with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 322 forms (to date) available on Forms.gov, 

DoI saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov houses 782 compliance DoI links (to date) providing 

cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization savings: DoI has already realized significant benefit from Business 

Gateway by participating in the program’s first data harmonization “vertical”: The Single 

Surface Coal Reporting system. DoI and DoL together estimate saving $341,000 in the 

first three years of their vertical, and are expected to save $570,000 over 5 years. 

Benefits to Department of the Interior bureaus: 

• Office of Surface Mining Reclamation and Enforcement (OSMRE) – Business Gateway 

benefits this office by providing funding and assistance for the single surface coal mining 

reporting project. This pilot project was successfully implemented in FY 2005 and will yield 

positive returns during FY 2006 and 2007 as the regulatory burden faced by the surface coal 

industry is reduced. Business.gov will have a link to this tool on the site and currently contains 48 

forms and 204 links from OSMRE. 

• Bureau of Land Management (BLM) – BLM is tasked with promoting the health, diversity, 

and productivity of the public land located in 16 Western states. Business Gateway supports this 

mission by disseminating BLM information and regulations to citizens seeking business on these 

protected lands. Business.gov currently contains 46 forms pertaining to the protection of these 

public lands.

• U.S. Fish & Wildlife Service (FWS) – In its mission to promote conservation of plants, 

wildlife, and their habitats, Business Gateway benefits FWS by enabling citizens to access to 

relevant permits, forms, and information on conservation laws and treaties. Currently, 

Business.gov contains 99 forms and 40 links related to this mission. 

E-Rulemaking (Managing Partner EPA) - 

DoI completed the implementation of FDMS for all its bureaus in December 2007. Consistent with the 

goals and objectives of all Federal agencies, DoI implemented FDMS as mandated by the E-Government 

Act for the better good of government. While initial costs of development and ultimate implementation to 

FDMS have been more than DoI would normally expend for its publication of rulemakings through a 

paper-based system or through minimal use of an electronic comment system for 2 bureaus, DoI has 
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consistently championed FDMS as a system that is transparent, user friendly, and one that meets the 

goals of the E-Government Act. Long-term benefits for implementation of FDMS may include ease of 

public comment review, retention of the administrative record in an electronic format, and greater 

participation of the public in its rulemaking processes. In addition, select DoI bureaus are using the 

electronic records management features that were added in the summer of 2007 to protect and manage 

their rulemaking docket records. 

Benefits to Department of the Interior bureaus (all statistics are from January 2007 through October 

2007 unless otherwise noted):

• Minerals Management Service (MMS) – MMS posted 1 proposed rule, 7 supporting 

documents and 6 public submissions in Regulations.gov. 

• Bureau of Indian Affairs (BIA) – BIA posted no Federal Register documents

• National Parks Service (NPS) – NPS posted a total of 2 Federal Register Notices and 5 rules 

and proposed rules in Regulations.gov. 

• Fish and Wildlife Service (FWS) – FWS posted a total of 352 Federal Register Notices and 

134 rules and proposed rules in Regulations.gov. 

• Bureau of Reclamation (BOR) – BOR posted 1 Federal Register proposed rule and 405 public 

submissions in Regulations.gov. 

• Bureau of Land Management (BLM) – BIA posted no Federal Register documents

• U.S. Geologic Survey (USGS) – USCG posted no Federal Register documents in 

Regulations.gov.

• Office of Surface Mining (OSM) – OSM posted a total of 9 Federal Register rules and 

proposed rules and 6 notices in Regulations.gov and received 3,334 public comments. 

• National Indian Gaming Commission (NIGC) – NIGC posted 5 Federal Register proposed 

rules and 2 public submissions. 

• DoI, Office of the Secretary – The Office of the Secretary posted 5 Federal Register proposed 

rules in Regulations.gov and received 61 comments

Government to Government Portfolio 

Geospatial One-Stop (Managing Partner DoI) - 

DoI is a major Federal producer/distributor of geospatial data and services and thus serves as significant 

metadata contributor to GOS. DoI enables other federal agencies to both avoid costs and realize cost 

savings by making DoI geospatial data available through the Geospatial One-Stop (GOS) Portal. GOS 

allows citizens and the geospatial communities to seek, find, and explore thousands of vital geospatial 

datasets existing in government databases throughout the country. In addition, DoI helps enhance 

overall Federal Spatial Readiness by making its large repository of current and historical data discoverable 

and accessible through the GOS Portal. 

Before the GOS catalog was available, numerous data request needed to be handled by USGS and others, 

and were reliant on the availability of digital mapping data in various parts of the country. Because of 

GOS, the user community is now able to quickly discover the information without spending time sending 

verbal or electronic queries and waiting for a reply. The public frequently requests maps and other 

geospatial data from DoI, particularly during emergency response situations, so using the best available 

data is crucial and can actually be used to save lives. The portal provides an integrated environment to 

coordinate (and focus) these requests, making the agency's response more efficient. 

It has the potential to reduce the cost of supporting such data requests. DoI realizes cost savings by 

providing users an automated search tool instead of DoI processing individual requests for data.

Several Federal groups are opting to use the “Communities” within GOS instead of building their own 

websites or portals, including DoI’s Enterprise Geographic Information Management (EGIM) consortium, 
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the Federation of Earth Science Information Partners (ESIP), and the President’s Council on 

Environmental Quality. Communities of interest continue to grow. Communities are specialized areas for 

sharing information in specific data categories such as Administrative Boundaries, Agriculture, 

Environment, etc. 

Through the use of GOS, other agencies are able to effectively implement/leverage GOS. Examples 

include: 

• The National Map program continues to work with GOS to better leverage shared technical 

capabilities and data partnership processes that will enhance the discovery of data and its use for 

the building of nationally consistent, seamless and continuously maintained base geospatial 

information. 

• NOAA - In support of its response to findings of the U.S. Ocean Action Plan, the Interagency 

Working Group on Ocean and Coastal Mapping (IWG-OCM) will be using the GOS Oceans and 

Coasts Community as the primary communication vehicle for the OCM Community of Practice. 

This tool will be used to help avoid duplication of mapping efforts and facilitate the coordination 

and leveraging of mapping resources across the Federal sector and with State, industry, 

academic and NGO mapping interests. 

• EPA uses a portal tool kit to allow internal sharing and publication to GOS. 

• The National States Geographic Information Council (NSGIC) has implemented an inventory tool 

called RAMONA that creates ‘starter’ metadata which has the potential to greatly increase state 

datasets available to the GOS catalog. It is estimated that presently only 1 out of 4 state/local 

datasets are catalogued in GOS because of lengthy metadata requirements. It is anticipated 

RAMONA may easily provide access to more than 80 percent of state and local datasets. 

• DoI’s EGIM consortium has several examples: 

 Implemented the requirement of Bureaus to list all acquisitions in the GOS MarketPlace; 

 Established a requirement that DoI geospatial infrastructure must leverage GOS for 

sharing of DoI geospatial data; and 

 Established a plan for 2008, in its Geospatial Modernization Blueprint, to have GOS reflect 

designation of Authoritative Data Source (ADS) for selected/ accredited datasets within 

Interior. 

 In 2008, EGIM will establish new services and GeoRSS feeds that will be featured in GOS 

Grants.gov (Managing Partner HHS) - 

The Grants.gov Initiative benefits the Department of the Interior and its grant programs by providing a 

single location to publish grant funding opportunities and application packages, and by providing potential 

grantees the means to electronically apply for grants. As of September 2007, DoI had posted over 400 

funding opportunities and application packages on Grants.gov. DoI received 1435 electronic applications 

from the grants community via Grants.gov in FY 2007. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) - 

DoI is currently scheduled to begin migrating its travel services to Northrop Grumman Mission Systems 

(NGMS), one of the three designated E-Gov Travel Service (ETS) providers, in Q2 FY 2008. Although not 

currently utilizing the full end-to-end capability of ETS, DoI is currently realizing the following benefits: 

through a combination of advantageous TMC pricing and a substantially higher degree of OBE usage (54 

percent), DOI saved over $159,000 in travel management service fees for reservations in FY07 when 

compared to pre-ETS pricing and online usage. DoI is achieving significant savings in airline ticket prices 

by leveraging the City Pair Program (CPP) fares along with assuming some risk by purchasing reduced 

price tickets that include change penalties. Combined, DoI can potentially save over $8,000,000 each 

year by purchasing tickets below the CPP fare. 
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Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoI improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DoI were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, DoI received estimated 

benefits of $4,527,809 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $66,888 and estimated operational cost savings of 

$364,897. 

• Central Contractor Registration (CCR): Provides DoI single source of trading partner data. 

CCR Tools enable DoI access to current socio-economic and financial information as needed for 

their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DoI to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 10,287 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For DoI, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities enabling 

DoI to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 45,909 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 
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• Federal Technical Documents System (FedTeDS): FedTeDS provides DoI with a secure 

service for storage and distribution of secure but unclassified documents for solicitations for 

watersheds and dam specifications throughout the United States.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoI with an 

automated capability to directly report awards real time from DoI contract writing systems and 

extract reports of award data on demand.

 Discontinue DoI feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 8,698 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DoI. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

10,016 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoI for service and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 13,752 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 
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Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including DoI, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for Interior and any Interior component that is in need of a budget formulation 

or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. Interior 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. Interior currently has 318 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. Interior is beginning to actively use the Community site for collaborations within their 

agency and with other agencies. Examples include posting budget guidance, collaborating with Chief 

Information Officers on Exhibit 300s, and sharing information with OMB. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 
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expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of the Interior provides stewardship of 18 data themes as listed in OMB Circular A-16. 

The U.S. Geological Survey (USGS) manages many of the base cartographic layers, U.S. Fish and Wildlife 

(USFW) manages wetlands, National Park Service (NPS) manages cultural resources, and the Bureau of 

Land Management (BLM) is responsible for Federal land status, cadastral, and public land conveyance. 

All of these data themes are used by the public and many other federal agencies. The Geospatial LoB 

recommends a set of common government-wide solutions that serve the Nation's interests, and the core 

missions of federal agencies and their partners, through more effective and efficient development, 

provisioning, and interoperability of geospatial data and services. 

Building on the policy foundation of OMB Circular A-16, Coordination of Geographic Information and 

Related Spatial Data Activities, and the President's Management Agenda, the Geospatial LoB will close a 

performance gap by developing a federal operational framework for managing geospatial information 

across the government. This federal operational framework will result in a more coordinated, 

collaborative, and leveraged approach to produce, maintain, and use geospatial data and services. The 

framework will also establish a system of accountability for all data stewards in the federal geospatial 

environment. Future cost savings, and greater satisfaction of customer and business needs will be 

realized by optimizing; and where appropriate, consolidating geospatial assets and activities through 

enhanced performance accountability and compliance mechanisms and coordinated budget planning and 

cost avoidance strategies. 

Grants Management LoB (Managing Partners HHS and NSF) - 

DoI awards approximately $3 billion in financial assistance awards. The key benefit of the GM LoB will be 

having a centralized location to download all applications, make awards, and track awards to closeout. 

Automated business processes available through Consortia will decrease agency reliance on manual and 

paper-based processing. Consortium Lead agencies will spread operations and maintenance (O&M) costs, 

and development, modernization, and enhancement (DME) costs across agencies, decreasing the burden 

that any one agency must bear. GM LoB will lead to a reduction in the number of systems of record for 

grants data across the government and the development of common reporting standards, improving 

agency's ability to provide agency- and government-wide reports on grant activities and results. The GM 

LoB also assists agencies to comply with the Federal Financial Assistance Management Improvement Act 

of 1999 and the Federal Funding Accountability and Transparency Act of 2006. Service to constituents will 

be improved through the standardization and streamlining of government-wide grants business 

processes. The public will receive time savings as a result of quicker notification and faster payments due 

to an automated system for grants processing. Furthermore, GM LoB will minimize complex and varying 

agency-specific requirements and increase grantee ease of use on Federal grants management systems. 

Constituents will benefit as they will have fewer unique agency systems and processes to learn; grantees 

ability to learn how to use the system will be improved and reliance on call center technical support will 

be reduced. Consortium Lead agencies will also provide grantees with online access to standard postaward reports, decreasing the number of unique agency-specific reporting requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DoI operates the NBC, one of the approved service providers for the HR LoB. This initiative allows DoI to 

spread the cost of managing HR systems and processes across a larger customer base, reducing agency 

costs to operate these systems and processes. Employees across the agency benefit from improved HR 
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services. Additionally, DoI’s involvement in the HR LoB allows them to help shape the government-wide 

solution as well as best practices and lessons learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoI through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoI with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given the size and variety of locations of DoI, the agency stands to benefits from all three IT 

Infrastructure areas of concentration (End User Systems & Support, Mainframes and Servers Systems & 

Support, and Telecommunications Systems & Support). Most specifically, DoI will benefit greatly, from 

improved networks as many of the field/support offices are located in very remote locations including all 

national parks. 
 Page 113 

Department of Justice 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Justice (DoJ) is providing funding in FY 2008 to the following EGovernment Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Case Management LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with programs that will participate directly with the DAIP, the Department of Justice will 

provide a streamlined application and status update process for citizens that apply to those participating 

programs. The DAIP will also reduce the time for citizens to complete applications for those participating 

programs. This will help the Department of Justice fulfill its mission to deliver assistance to disaster 

victims. The Department of Justice will be able to take advantage of the online application and status 

capability that DAIP provides to channel applicants to a lower cost alternative, which should provide cost 

savings for the agency in areas such as call center costs. Through the pre-screening for the programs 

that will be provided through DAIP, the Department of Justice will also allow citizens with the ability to 

learn about programs that they may be eligible for, and will reduce the number of invalid applications 
 Page 114 

that the Department of Justice has to process. Furthermore, by implementing authentication 

mechanisms on all applicants to ensure their identity before applying, DAIP will reduce exposure of 

individuals to identity theft. 

At the initial launch of DAIP, all disaster assistance programs will be included in the pre-screening 

functionality of DAIP. Disaster victims who may be eligible for benefits under these Department of 

Justice programs will be presented with information about these programs, including referral information 

for state/local offices that an applicant can go to in order to apply for these disaster assistance benefits. 

Once the Department of Justice is integrated, DAIP may provide an online application intake/update 

application/review status capability that will drive cost savings by directing applicants to lower cost 

alternatives. 

As an agency that will interface with the DAIP to identify fraudulent individuals that are attempting to 

apply for benefits, DOJ will be supporting Federal, State and local law enforcement as part of their 

mission to track criminals, sex offenders, child predators as well as fight crime and fraud. 

Government to Business Portfolio 

Department of Justice 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits businesses governed by DoJ that are involved in the manufacturing and 

distribution of controlled substances or firearms and explosives, etc. Many of these businesses are 

subject to complex regulatory requirements across multiple agencies. 

• DoJ’s constituents could potentially receive significant benefits from 

Business Gateway including time and cost savings, assistance in 

compliance with the Small Business Paperwork Relief Act, and 

reduction in burden hours. Through increased outreach, more 

constituents will be able to realize these benefits. 

• DoJ will receive: 

 Contact center savings: Due to the use of Business.gov 

and Forms.gov a decrease in misdirected calls is expected 

to result in cost savings for DoJ. 

 Maintenance savings: Business.gov’s search technology will 

provide DoJ with valuable user statistics and feedback, 

enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 107 forms (to 

date) available on Forms.gov, DoJ saves agency time in 

forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 979 DoJ compliance links (to date), 

making these resources available to the government-wide portal. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity. In the case of DoJ, for example, in the area of immigration 

adjudication, opportunities to harmonize forms and the data collection processes exist 

with DHS and Treasury (IRS). Note that DoI and DoL together estimate savings of 

Business Gateway 

Constituent Quote... 

“Business.gov is the perfect 

resource for me. I’m growing 

one business and starting 

another. This Web site works 

on two different levels, 

providing the direct 

connections I want for my ongoing business needs and the 

basic start-up support I need 

for launching my need 

business. Business.gov is like 

having a silent partner on 

line.” 

--Small Business Owner 
 Page 115 

$341,000 in the first three years of their vertical, and are expected to save $570,000 

over 5 years. 

Benefits to Department of Justice bureaus: 

• Drug Enforcement Administration (DEA) – The DEA’s mission includes regulation of the 

production and distribution by American companies of controlled substances which could be 

misused for illicit drug trafficking. Currently Business.gov offers 350 DEA specific links and 18 

forms. 

• Alcohol, Tobacco, Firearms, and Explosives (ATF) – ATF regulates businesses that produce, 

sell and distribute firearms and explosives. There are 47 ATF forms and 12 ATF links available on 

the web through Business.gov. 

• Federal Bureau of Investigation (FBI) – Business.gov enables businesses to easily find 

information on FBI activities such as background checks for gun sales and enforcement actions in 

business communities. At this time Business.gov houses 9 forms for the FBI. 

• Civil Rights Division – Business.gov enables businesses to access the Civil Rights Division’s 

information, which assists them in avoiding unlawful employment practices concerning, for 

example, discrimination and immigration issues. There are 10 Civil Rights Division forms 

currently on Business.gov. 

• Executive Office of the United States Trustees – Business.gov has 2 forms of the Executive 

Office for U.S. Trustees providing information to businesses on the processes for properly filing 

bankruptcy petitions. 

• Anti-Trust Division – The Anti-Trust Division provides guidance and information to businesses 

so that they can avoid problems with anti-trust laws and regulations. Business.gov currently 

offers 1 form for the Anti-Trust Division.

• Executive Office for Immigration Review – The Executive Office for Immigration Review 

adjudicates immigration cases. Business.gov houses 8 forms for this office to assist businesses 

with immigration matters. 

• Criminal Division – Business.gov provides 6 forms for the Criminal Division made available to 

businesses. 

• Justice Management Division – Business.gov offers 3 forms for the Justice Management 

Division.

• Civil Division – Business.gov provides 1 form for the Civil Division.

• Legal Activities – Business.gov currently offers 2 forms for Legal Activities.

E-Rulemaking (Managing Partner EPA) - 

With a single online website, the Federal Docket Management System (FDMS) will enable DoJ to improve 

public access to all rulemaking material, provide a central location for the public to find and comment on 

the DoJ regulatory actions that affect their lives, and in addition, reduces data storage costs and allows 

regulation writers an easy way to have cross-agency/cross-government collaboration on regulatory 

matters. DoJ completed migration to FDMS in June 2007. FDMS offers DoJ centralized and immediate 

access to materials supporting DoJ’s actions. Between January and October 2007, DoJ and its bureaus 

posted 27 Federal Register rules and proposed rules and 282 public submissions in Regulations.gov. 

DoJ benefits in several ways through its participation and reliance on FDMS and Regulations.gov. DoJ 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

DoJ’s transition to FDMS and Regulations.gov, enabling the Department to discontinue efforts to develop, 

deploy and operate agency specific individual online docket and public comment systems. Over five 

years, it is estimated that Justice would avoid costs of over $130,000 over having the Department 

independently create alternative options that would provide similar services. These figures were 

calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program to 

develop a Cost-Benefit Model. 
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The sub-agencies with more active regulatory and notice programs are described below along with their 

anticipated benefits, but benefits for implementing FDMS are available to other DoJ sub-agencies such as 

the Civil Rights Divisions, the EOUSA, the Executive Office for Immigration Review (EOIR), USMS, the 

Executive Office for U.S. Trustees, and OJP. These sub-agencies can configure their business process in 

FDMS to assist them with establishing an electronic workflow process. In addition, shortly after DoJ 

implemented FDMS, the record management component was deployed for participating agencies, 

enabling all implemented agencies to support their existing records programs with the expanded FDMS 

features. 

Benefits to Department of Justice bureaus (all statistics are from January 2007 through October 2007 

unless otherwise noted):

• Bureau of Alcohol Tobacco and Firearms (ATF) – The FDMS enables the regulation writers 

at ATF to better coordinate their regulatory processes and improve public access to important 

regulatory actions. ATF did not post any Federal Register documents in Regulations.gov. 

• Antitrust Division – FDMS provides the tools necessary to enable the Antitrust and other 

partner’s agencies/bureaus to work together on regulatory actions electronically. ATR posted a 

total of 58 Federal Register Notices in Regulations.gov. 

• Drug Enforcement Administration (DEA) – The FDMS helps the DEA staff to collaborate in 

their drafting of regulatory actions and provides a central web-based location for the public as 

well as partner states and localities to find DEA’s regulatory materials. DEA posted 12 Federal 

Register rules and proposed rules in Regulations.gov and received 7 comments.

• Federal Bureau of Investigations (FBI) – FDMS improves and increases information 

dissemination and participation of the community that falls under the laws, regulations, and 

enforcement actions the FBI is tasked with upholding. FBI did not post any Federal Register

documents in Regulations.gov.

• United States Parole Commission (USPC) – For the community USPC serves, being able to 

easily and quickly access proposed regulatory actions is very important. FDMS helps the 

Commission in ensuring the community under its authority and all members of the public have 

easy access to and the ability to comment on any regulatory actions that may directly affect 

them. USPC posted a total of 2 Federal Register rules in Regulations.gov. 

• Bureau of Prisons (BOP) – With the available online tools developed for Federal regulation 

writers, FDMS facilitates communication for BOP with all of its institutions, offices, etc., when it is 

drafting a regulatory action or reviewing the comments received from the public. BOP posted a 

total of 2 Federal Register rules and proposed rules in Regulations.gov and received 4 public 

comments. 

• Other regulatory entities within DoJ – The Office of Justice Programs, Foreign Claims 

Settlement Commission, and Executive Office of Immigration Review did not post any Federal 

Register documents Regulations.gov.

• National Institute of Corrections – The bureau did not post any Federal Register documents 

Regulations.gov. 

• DoJ, Department Level – The Attorney General routinely promulgates rulemaking documents 

for the Department, except where authority has been delegated to component heads. Rules 

promulgated at the Departmental level include: the Civil Division, the Civil Rights Division, the 

Criminal Division, the Executive Office of the U.S. Attorneys, and the U.S. Marshals. CBP posted 

a total of 11 Federal Register rules and proposed rules in Regulations.gov and received 149 

comments.

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative benefits DoJ and its grant making components, including the Office of Justice 

Programs, Community Oriented Policing Services, and Office for Violence Against Women by providing a 
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single location to publish grant funding opportunities and receive application packages, and by providing 

a single site for the grants community to apply for grants using common forms, processes and systems. 

The utilization of Grants.gov eliminates the need for DoJ to build a similar system of its own to service its 

grant constituents. DoJ has leveraged Grants.gov in the development of two agency specific forms and 

government-wide forms are used for virtually all application packages. As of October 2007, DoJ posted 

129 synopses of competitive grant opportunities and 151 application packages on Grants.gov. DoJ has 

received more than 9,500 electronic applications from the grants community via Grants.gov. Compared 

with FY 2006, DoJ use of Grants.gov shows a 46.6 percent increase in synopses, a 37.3 percent increase 

in application packages and more than 4,000 additional applications received. Of the applications 

submitted through Grants.gov, DoJ made awards to 1,906 applicants for a total of $867,379,901. 

DoJ additionally serves as the grants system service provider for the Department of Homeland Security, 

Office of Grants and Training (OG&T) enabling OG&T to use Grants.gov for its competitive grants. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) - 

DoJ is scheduled to begin migrating its travel services to Carlson Wagonlit Government Travel (CWGT), 

one of the three designated E-Gov Travel Service (ETS) providers, in Q2 FY 2008. Once the EDS is 

deployed, DoJ will have standardize travel management practices to consolidate federal travel, minimize 

cost, security and privacy controls for the protection of government and personal data, improve agency 

oversight, and have strategic source pricing through cross-government purchasing agreements. 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoJ improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DoJ were not allowed to 

use the IAE systems, it would need to build and maintain separate systems to record vendor and contract 

information, and to post procurement opportunities. Agency purchasing officials would not have access 

to databases of important information from other agencies on vendor performance and could not use 

systems to replace paper-based and labor-intensive efforts. For FY 2007, DoJ received estimated 

benefits of $3,698,236 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $63,049 and estimated operational cost savings of 

$343,953. 

• Central Contractor Registration (CCR): Provides DoJ single source of trading partner data. 

CCR Tools enable DoJ access to current socio-economic and financial information as needed for 

their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 39,736 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DoJ to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 8,830 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 
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• Electronic Subcontract Reporting System (eSRS): For the DoJ, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DoJ to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 31,163 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeds provides DoJ with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoJ with an 

automated capability to directly report awards real time from the HHS contract writing systems 

and extract reports of award data on demand.

 Discontinue the DoJ feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 9,468 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DoJ. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

5,666 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 
 Page 119 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoJ. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 1,710 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including Justice, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. 

Justice purchased BFEM for their 2009 budget cycle resulting in greater ease in collection of budget data 

and production of budget submissions. Justice avoided the costs of procuring and setting up a custom 

system by participating in a shared service system sponsored by BFE LoB. The BFEM system services 

main Justice and it also continues as an option for any Justice component that is in need of a budget 

formulation or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. Justice 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. Justice currently has 221 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 
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Case Management LoB (Managing Partner DoJ) - 

The initiative benefits DoJ by promoting and sharing the work that has been done across its components 

that will benefit other agencies as they prepare to start new case management initiatives. This sharing of 

information will lead to improved use of taxpayer money, reduction of administrative burden and 

improved service delivery to Federal employees by streamlining workflow within and across agency 

boundaries. 

DoJ’s Federal Bureau of Investigation (FBI) is currently working to develop its Sentinel case management 

system. Work products from the Sentinel system will provide a roadmap for improving the sharing of 

case-related information within and among DoJ investigative agencies. Additionally it serves as the 

architectural basis for interfacing Federal investigative case management systems with the Litigation Case 

Management System (LCMS), which is being implemented in the DoJ’s Litigation Divisions. LCMS is 

designed to streamline the processing of case leads, the allocation of resources, and the management of 

case-related records and workflow. 

Through DoJ and the CM LoB’s work on LCMS, the following activities are planned: 

• Creating the central application hosting infrastructure to support LCMS for all the DoJ litigating 

divisions. The Executive Office of U.S. Attorneys will deploy in FY 2008 (Stage 1); CIV, CRT, and 

ENRD in FY 2009 (Stage 2); CRM, ATR, and TAX will deploy in FY 2010 (Stage 3). All will be 

hosted on the central platform and infrastructure created in FY 2008. 

• Configuring the core LCMS commercial off-the-shelf software, Siebel, in FY 2008 to meet the 

specific needs of the U.S. Attorney’s Offices. It is expected this initial software configuration will 

be substantially reusable for the other DoJ litigating divisions. Processes such as opening a case, 

closing a case, and managing case participants are similar across components. 

• Establishing best practices across disciplines (requirements management, software design and 

configuration, testing) as part of the work being done in FY 2008 to implement the U.S. 

Attorneys includes. This will reduce labor costs and enhance quality of the implementations of 

the other DoJ litigating divisions. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 
 Page 121 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

Geospatial information is vital to the success of DoJ's law enforcement mission. Under Circular A-16, DoJ 

is the lead agency for the Law Enforcement Statistics theme. Through improved standards and new 

service components, the Geospatial LoB will help DoJ better utilize this and other NSDI data themes in its 

investigatory function. These enhancements will especially benefit DoJ's partnering relationships with 

state, local, and tribal law enforcement agencies. 

Already, the Geospatial LoB data call has provided DoJ with a portfolio of its geospatial procurement 

activity so that the Department can work to maximize the value of future geospatial investments. 

National Drug Intelligence Center (NDIC) - NDIC recently released the National Drug Threat Assessment 

2007 report. The geo-statistical presentations illuminate the dynamic trends in regional drug abuse. 

Benefits to Department of Justice bureaus: 

• Civil Rights Division - The Division's Geographic Information System (GIS) provides technical 

support services through a state-of-the-art computer system and online demographic information 

based on the 1990 and 2000 Census. This represents a strong example of using another NSDI 

data theme to augment the enforcement of voting rights statutes. 

• Federal Bureau of Investigations (FBI) - Geospatial information has allowed the FBI managers to 

improve how to address vulnerabilities and threats in their 'domain' using a suite of geospatial 

mapping tools that manage, manipulate, integrate, query, and display digital geospatial data in 

support of FBI decision-making. 

• Drug Enforcement Administration (DEA) - In the future the DEA will use more detailed geospatial 

analysis and GIS and Business Intelligence (BI) capabilities to generate visualizations of 

geographic trends and relationships in order to develop a drug control strategy. 

• Alcohol Tobacco Firearms and Explosives (ATF) - Consistent use of geospatial data standards will 

greatly increase the utility of the capability if information management and sharing of the ATF 

Bomb Arson Tracking System (BATS) used by local law enforcement agencies. 

• Office of Juvenile Justice and Delinquency Prevention (OJJDP) - provides national leadership, 

coordination, and resources to prevent and respond to juvenile delinquency and victimization. 

Geospatial analysis data allows easy-to-read tables, graphs, and maps to effectively display the 

regional differences in juvenile population characteristics. 

Grants Management LoB (Managing Partners HHS and NSF) - 

DoJ, comprised of the Office of Justice Programs, the Office of Community Oriented Policing Services, 

and the Office of Violence Against Women, manages 13,193 grant awards equaling approximately $8.7 

billion. 

DoJ is currently conducting a fit-gap analysis, comparing its end-to-end grants management system with 

each of the three GM LoB consortia providers. Regardless of the results of the fit-gap, benefits of the GM 

LoB include moving towards a centralized location to download all applications, make awards, and track 

awards to closeout. Automated business processes will decrease agency reliance on manual and paperbased processing. GM LoB will lead to a reduction in the number of systems of record for grants data 

across the government and the development of common reporting standards, improving agency's ability 

to provide agency- and government-wide reports on grant activities and results. The GM LoB also assists 

agencies to comply with the Federal Financial Assistance Management Improvement Act of 1999 and the 

Federal Funding Accountability and Transparency Act of 2006. 
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Human Resources Management LoB (Managing Partner OPM) - 

DOJ currently utilizes the National Finance Center as a shared service provider for payroll services across 

all components. The benefits of a single provider include standardized processes and interfaces across 

multiple components where every component is able to capitalize on the best practices implemented by 

the service provider without the expense of independent system implementations. DOJ's involvement in 

the HR LoB allows utilization of government-wide solutions as well as realization from best practices and 

lessons learned from task forces and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoJ through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoJ with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given the size and variety of locations of DoJ, the agency stands to benefits from all three IT 

Infrastructure areas of concentration (End User Systems & Support, Mainframes and Servers Systems & 

Support, and Telecommunications Systems & Support). Furthermore, given the knowledge sharing that 

will occur, IT Security should improve due to the capturing of infrastructure best-practices. This will 

assist in protecting sensitive legal information transmitted through DoJ systems. 
 Page 123 

Department of Labor 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Labor (DoL) is providing funding in FY 2008 to the following EGovernment Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - 

Loans and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

At the initial launch of DAIP, all disaster assistance programs and public assistance programs that may be 

of relevance to disaster victims will be included in the pre-screening functionality of DAIP. Disaster 

victims who may be eligible for benefits under these Department of Labor programs will be presented 

with information about these programs, including referral information for state/local offices that an 

applicant can go to in order to apply for these benefits. Once the Department of Labor is integrated, 

DAIP may provide an online application intake/update application/review status capability that will drive 

cost savings by directing applicants to lower cost alternatives. DAIP also provides the Department of 

Labor an alternate mechanism for providing information to disaster victims. This will support delivery of 

assistance to disaster victims and will reduce agency direct inquiries about individual assistance. 
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Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits DoL’s “customers” – U.S. businesses of all types and sizes, virtually all of which 

are subject to complex regulatory requirements across multiple agencies. 

DoL’s goals of improving working conditions, advancing opportunities for 

profitable employment, protecting retirement and health care benefits, 

helping employers find workers, strengthening free collective bargaining, 

etc., are tied to Business Gateway’s mission of helping businesses find, 

understand, and comply with Federal laws and regulations and of making 

it easier for businesses to access government resources. 

While DoL already has effective compliance assistance resources, 

Business.gov, as an inter-agency portal of government information for 

businesses, serves to cross-sell agency information by increasing 

businesses’ access to DoL’s resources, and increases access to other 

agencies’ resources of which DoL’s customers may not be aware. 

• DoL’s constituents have already benefited from Business 

Gateway including time and cost savings of 12 hours and $870 

per visit, assistance in compliance with the Small Business 

Paperwork Relief Act, and reduction in burden hours. Through increased outreach, more 

constituents will be able to realize these benefits. 

• DoL will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for DoL. 

 Maintenance savings: Business.gov’s search technology will provide DoL with valuable 

user statistics and feedback, enabling it to simplify content management on its 

compliance assistance site. 

 Increased forms management: By making 231 forms (to date) available on Forms.gov, 

DoL saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 5,290 DoL compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Data harmonization savings: DoL has already realized significant benefit from Business 

Gateway by participating in the program’s first data harmonization “vertical”: The Single 

Surface Coal Reporting system. DoI and DoL together estimate saving $341,000 in the 

first three years of their vertical, and are expected to save $570,000 over 5 years. 

Benefits to Department of Labor agencies: 

• Employment and Training Administration (ETA) – Business Gateway furthers ETA’s mission 

by increasing awareness of relevant programs by posting 17 related forms and 135 content links 

on Business.gov, including those related to the foreign labor certification program, the Worker 

Adjustment and Retraining Notification Act and Unemployment Insurance Programs. 

• Employee Benefits Security Administration (EBSA) – Business Gateway currently links to 

the EBSA website, helping increase awareness of EBSA’s many compliance assistance resources 

and tools that help employers sponsoring health or pension plans navigate the complex employee 

benefits laws. Business Gateway’s 7 EBSA links will allow employers and others to find the 

resources that will encourage and facilitate compliance with the laws, the regulations, reporting 

forms, and other requirements affecting employee benefit plans. 

Business Gateway 

Article Quote: 

“Busines.gov continues to 

expand its offerings of 

resources and tools to help 

small businesses comply with 

federal government 

regulations. Responding to 

feedback from its business 

community users, 

Business.gov has developed a 

tool that helps businesses 

determine their license and 

permit requirements.” 

-- Winning Bids Magazine 
 Page 125 

• Employment Standards Administration (ESA) – ESA is a critical participant in the Business 

Gateway initiative because of its role in governing basic worker protections. Business Gateway 

provides 127 forms and links to ESA compliance assistance tools and resources. These 

employment standards are essential to all businesses and include issues ranging from 

nondiscrimination requirements for Federal contractors to child labor rules, the minimum wage, 

and family and medical leave. 

• Occupational Safety and Health Administration (OSHA) – Business Gateway directs 

businesses to OSHA regulations, e-tools, training and guidance on worker safety via 7 OSHA 

forms and 842 OSHA links. 

• Mine Safety and Health Administration (MSHA) – Business Gateway supports MSHA's 

mission by providing businesses in the mining industry easy access to compliance guides, e-tools 

and other resources through 25 MSHA forms and 439 MSHA links. 

• Veterans’ Employment and Training Service (VETS) – VETS compliance information is of 

particular importance to businesses today because of the number of National Guard and 

Reservists called to duty. Business Gateway helps raise U.S. businesses' awareness of VETS to 

assure compliance with USERRA anti-discrimination requirements and the other laws it 

administers.

E-Rulemaking (Managing Partner EPA) - 

DoL administers a variety of Federal labor laws including those that guarantee workers’ rights to safe and 

healthful working conditions, a minimum hourly wage and overtime pay, freedom from employment 

discrimination, unemployment insurance, and other income support. DoL completed migration to FDMS 

in December 2006. The Department of Labor manages all rulemaking materials (e.g., Federal Register

documents; supporting analyses; and public comments) in a secure, centralized repository which provides 

the public with a single-point of contact on the Internet at Regulations.gov. By implementing FDMS, 

DoL’s internal rulemaking business processes are more transparent and open for public participation. 

Further, FDMS provides DoL with a secure, centralized electronic repository for managing its rulemaking 

development via distributed management of data and role-based user access, reducing data storage 

costs, and allowing regulation writers an easy way to collaborate on rulemaking actions. Between 

January and October 2007, DoL and its bureaus posted 128 Federal Register notices, 34 rules and 

proposed rules, and 10,118 public submissions in Regulations.gov. 

DoL benefits in several ways through its participation and reliance on FDMS and Regulations.gov. DoL 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. DoL’s transition to FDMS and Regulations.gov, has resulted 

in increased staff efficiency, cost savings to the public, and has enabled the Department to avoid 

significant costs that would have been associated with efforts to develop, deploy, and operate an agency 

specific individual online docket and public comment system. 

Benefits to Department of Labor bureaus (all statistics are from January 2007 through October 2007 

unless otherwise noted):

• Employee Benefits Security Administration (EBSA) – FDMS now enables EBSA to better 

fulfill its commitment to the working public by increasing awareness and providing a central 

electronic access to employment and benefit related rulemaking actions. EBSA posted a total of 

41 Federal Register Notices and 10 rules and proposed rules in Regulations.gov and received 280 

comments. 

• Employee Standards Administration (ESA) – The regulatory staff at ESA greatly benefits 

from the available online tools developed for regulation writers under FDMS. FDMS also 

facilitates the public’s interactions with these offices, providing a central location for employers 

and employees nationwide to review and comment on proposed regulatory actions. ESA posted 

1 notice, 1 rule, and received 1,351 comments. Approximately one third of the posted comments 

during the period surveyed were originally submitted by the public via Regulations.gov.
 Page 126 

• Employee Training Administration (ETA) – ETA posted 5 Federal Register rules and 

proposed rules in Regulations.gov and received 155 comments. 

• Mine Safety and Health Administration (MSHA) – Promulgating regulations is one of the 

ways MSHA enforces the Mine Act and ensures the safety of the Nation’s mine workers. FDMS 

allows fast, central, electronic access to the proposed and final regulatory actions of MSHA 

providing the public with an increased awareness and ability to participate in the development of 

mine-related regulations. MSHA posted a total of 7 Federal Register Notices and 4 rules and 

proposed rules in Regulations.gov and received 25 comments.

• Occupational Safety and Health Administration (OSHA) – When OSHA implements FDMS, 

they will be able to take advantage of additional features offered by FDMS over their previous 

application and benefit from additional training and broader representation at the Department 

level. OSHA posted a total of 85 Federal Register Notices and 20 rules and proposed rules in 

Regulations.gov and received 18,411 comments. 

• Wage and Hour Division (WHD) – WHD posted 1 notice, 2 Federal Register rules and 

received 100 pubic comments in Regulations.gov.

• Veterans Employment Training Service (VETS) – VETS posted a total of 8 Federal Register

Notices in Regulations.gov. 

• Office of Disability and Employment Policy (ODEP) – ODEP posted 6 Federal Register

Notices in Regulations.gov. 

• Office of Labor Management Standards – Office of Labor Management Standards posted 1 

notice, 2 Federal Register rules and proposed rules in Regulations.gov and received 5 comments. 

• Office of Federal Contract Compliance Programs (OFCCP) – OFCCP posted 3 Federal 

Register rules and proposed rules and 5 public submissions in Regulations.gov. 

• DoL HQ – DoL HQ posted 3 Federal Register notices and received 3 public comments in 

Regulations.gov. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov Initiative benefits DoL and its grant programs, including those of the Office of the 

Assistant Secretary for Administration and Management, the Employment and Training Administration, 

the Occupational Safety and Health Administration, the Mine Safety and Health Administration, the 

Veterans’ Employment and Training Service, and the Women’s Bureau, by providing a single location to 

publish grant funding opportunities and application packages, and by providing a single site for the grants 

community to apply for grants using common forms, processes and systems. The utilization of 

Grants.gov eliminates the need for DoL to build and maintain a similar system of its own to service its 

grant constituents. DoL uses government-wide forms 100 percent of the time for its application 

packages. As of September 2007 DoL has posted approximately 96 funding opportunities and 20 

application packages on Grants.gov. DoL has received approximately 2,038 electronic applications from 

the grants community via Grants.gov. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoL improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DoL were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, DoL received estimated 
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benefits of $681,261 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $25,074 and estimated operational cost savings of 

$133,155. 

• Central Contractor Registration (CCR): Provides DoL single source of trading partner data. 

CCR Tools enable DoL access to current socio-economic and financial information as needed for 

their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 4,514 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DoL to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 1,003 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the DoL, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DoL to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 5,022 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides DoL with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 
 Page 128 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoL with an 

automated capability to directly report awards real time from the HHS contract writing systems 

and extract reports of award data on demand.

 Discontinue the DoL feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 889 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DoL. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 1,096 hours for 

the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoL. In addition, reduces both labor 

and storage burden by eliminating the need for DoL to collect and process a paper Standard 

Form 98 from each agency requiring a Service Contract Act Wage Determination.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 1,068 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 
 Page 129 

To benefit all agencies, BFE LoB looks for best practices in the automation of the budget formulation and 

execution process. Having developed and being in the process of implementing an end-to-end budget 

system, Labor serves as a model for other agencies. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. Labor’s 

efforts in systems requirements served as a basis for the BFE LoB decision matrix. Labor has been and 

continues to be a leader in Federal budget automation. In 2008, BFE LoB will further benefit agencies by 

evaluating known budget systems, such as Labor’s system, against the decision matrix and making that 

information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. Labor currently has 71 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows CFOs to aggregate and report data 

across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of Labor looks forward to Geospatial Line of Business benefits as new requirements and 

services for labor statistics are analyzed and geospatial enablement of them provides for new multimission delivery across the Federal sector and to the public. This will increase the use of this information 

and provide for efficient planning and investment for high priority requirements. The LoB provides more 
 Page 130 

immediate access to geospatial information that would lead to improved productivity, improved mission 

delivery, and increased service to citizens. Geospatially enabling traditional business data will improve 

business process efficiency, allow for geographically based work planning and investment processes, 

assist in infrastructure asset tracking, improve mission delivery, and promote use of business intelligence 

in the Department’s decision support systems. The LoB is intended to establish methods for improved 

processes of doing business using geospatial information. 

Grants Management LoB (Managing Partners HHS and NSF) - 

DoL manages 2,318 grant awards equaling approximately $8.5 billion. DoL anticipates the key benefit to 

its bureaus, including Employment and Training Administration (ETA), Occupational Safety and Health 

Administration (OSHA), Mine Safety and Health Administration (MSHA), Bureau of Labor Statistics (BLS), 

Veterans Employment Training Service (VETS), Bureau of International Labor Affairs (ILAB), Office of 

Disability Employment Policy (ODEP) and Departmental Management (DM), will be having a centralized 

location to download all applications, make awards, and track awards to closeout. Automated business 

processes available through Consortia will decrease agency reliance on manual and paper-based 

processing. Consortium Lead agencies will spread operations and maintenance (O&M) costs, and 

development, modernization, and enhancement (DME) costs across agencies, decreasing the burden that 

any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across DoL and the 

government and the development of common reporting standards, improving DoL’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to Consortium Lead 

agency, when appropriate, will help DoL comply with the Federal Financial Assistance Management 

Improvement Act of 1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DoL benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. DoL has selected DoI’s National Business Center 

for payroll and personnel processing, lowering their cost from $598 

per year to $258 per year for each of their 17,000 employees, 

saving the Department over $4 million a year. DoL will implement 

the use of the business center over the next five years. Through its 

adoption of an approved service provider, the agency will achieve 

the benefits of “best-in-class” HR solutions without the costs of 

developing and maintaining their own HR systems. Employees 

across the agency benefit from improved HR services. DoL’s 

involvement in the HR LoB allows them to help shape the government-wide solution as well as best 

practices and lessons learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

HR LoB Highlight... 

DoL has selected DoI’s National 

Business Center for payroll and 

personnel processing, lowering their 

cost from $598 per year to $258 per 

year for each of their 17,000 

employees, saving the Department 

over $4 million a year. 
 Page 131 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoL through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoL with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Since June 2004, DoL has been progressing towards an IT infrastructure consolidation for office 

automation, infrastructure, and telecommunications. The DoL IT Infrastructure consolidation will adopt a 

balanced management approach for the delivery and operational support of the common infrastructure 

service components that will provide for improved investment decisions and help ensure that funding is 

targeted to investments that produce the most value for DoL. DoL’s IT Infrastructure consolidation will 

be an integral part of effective utilization of resources. The consolidation effort has a mission to provide 

equal or better service presently being delivered to individual agencies, minimize risks and disruption to 

the core business activities of individual agencies, adopt agency best practices for the management and 

delivery of services and the protection and recovery of those services, and provide the Department with a 

cost savings and cost avoidance as a result of targeted consolidated opportunities. In addition, the 

consolidation effort mission will address meeting agency security requirements, as the unified 

infrastructure must not introduce new risks to agencies. 

With the onset of the ITI LoB in efforts to realize cost savings through a coordinated approach to 

spending for commodity IT infrastructure, DoL can now fully realize its mission to consolidate and 

optimize its IT infrastructure in the commonly defined areas of the ITI LoB: End User Systems & Support, 

Mainframes and Servers Systems & Support, and Telecommunications Systems & Support. 
 Page 132 

Department of State 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of State (State) is providing funding in FY 2008 to the following EGovernment Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Plan (DAIP) is a government-wide effort to improve the delivery of 

disaster assistance. The initiative includes member agencies which have active disaster assistance 

programs as well as those which do not. While some agencies are affected less than others in times of a 

disaster, all are affected in some way. State was identified by DAIP as providing disaster assistance. In 

addition, but in less obvious ways, it also supports other non-disaster assistance programs and services 

continue to reach disaster victims who may be displaced or otherwise out of contact and through DAIP 

helps to reduce the burden on other federal agencies which routinely provide logistical help and other 

critical management or organizational support during disasters. The DAIP program office, during its first 

year of operation, will quantify and report on the benefits and cost savings or cost reductions for each 

member agency. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway can benefit one of State’s key “customers” – U.S. multinationals which are subject to complex 

regulatory requirements across multiple agencies. 

• As a single-source, cross-agency alternative to multiple paper- and web-based sources, Business 

Gateway encourages and simplifies regulatory compliance for the benefit of all citizens. 

• Time and cost savings: Customers seeking regulatory compliance information can expect to save 

labor hours and costs from this re-launched, cross-agency resource 
 Page 133 

• Increased forms management: Customers can save time by quickly being able to locate forms 

from one central location. State currently has 39 forms on Business.gov. 

• Increased exposure: Business.gov now houses 27 State Department links (to date) providing 

cross-agency effectiveness to American Businesses. 

• Reduction in burden hours: Business.gov helps government agencies comply with the E-Gov Act 

and Small Business Paperwork Relief Act (SBPRA) requirements by improving access to required 

forms and agency compliance assistance tools and resources. 

E-Rulemaking (Managing Partner EPA) - 

The mission of the State Department is to create a more secure, democratic, and prosperous world for 

the benefit of the American people and the international community. The activities conducted by State 

affect nations and individuals all over the world. It is vital to the success of State that its actions be 

clearly articulated and accessible to the broadest audience possible. Reliance on the Federal Docket 

Management System (FDMS) enhances State’s ability to receive public comment on a world-wide basis. 

State completed migration to FDMS in December 2006. Between January and October 2007, the State 

Department posted 26 Federal Register rules and proposed rules in Regulations.gov and received 74 

public comments. 

State benefits in several ways through its participation and reliance on FDMS and Regulations.gov. State 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance will be the 

results of State’s usage of FDMS and Regulations.gov, enabling the Department to discontinue agency 

specific efforts to develop, deploy and operate agency online docket and public comment systems. Over 

five years, it is estimated that State would avoid costs of nearly $700,000 over having the Department 

independently create alternative options that would provide similar services. These figures were 

calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program to 

develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits State and its grant programs, including those provided by the Bureau of 

Democracy, Human Rights, and Labor, the Bureau of Political-Military Affairs, the Bureau of Educational 

and Cultural Affairs and the Bureau of Population, Refugees, and Migration, by providing a single location 

to publish grant funding opportunities and application packages, and by providing a single site for the 

grants community to apply for grants using common forms, processes and systems. 

The utilization of Grants.gov eliminates the need for State to build and maintain a similar system of its 

own to service its grant constituents. State uses government-wide forms for 100 percent of its application 

packages. In FY 2007, State posted 65 funding opportunities and 67 application packages on Grants.gov 

and received 1242 electronic applications from the grants community. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) - 

State began migrating its travel services to Carlson Wagonlit Government Travel (CWGT), one of the 

three designated E-Gov Travel Service (ETS) providers, in Q2 FY 2006 and is realizing the following 

benefits: through a combination of advantageous TMC pricing and OBE usage, State saved over $500,000 

in travel management service fees for reservations in FY07 when compared to pre-ETS pricing and online 

usage. By a reduction of traveler and manager time for planning, arranging, authorizing, approving and 
 Page 134 

post-travel reimbursement processing, State realized in FY 2007 a cost avoidance of over $22,000. 

Additionally, by using the ETS on-line booking engine, DOS is experiencing better policy compliance 

through improved pre-travel visibility of travel spending. This results in fewer issues similar to those 

identified by GAO in a recent report on premium class travel. 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, State improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If State were not allowed 

to use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, State received estimated 

benefits of $4,263,241 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $62,889 and estimated operational cost savings of 

$343,083. 

• Central Contractor Registration (CCR): Provides State single source of trading partner data. 

CCR Tools enable State access to current socio-economic and financial information as needed for 

their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 33,799 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables State 

to search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 7,511 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the State, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the State to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 12,804 hours for the agency in FY 2007. 
 Page 135 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides State with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides State with an 

automated capability to directly report awards real time from the State contract writing systems 

and extract reports of award data on demand. In addition, in those remote areas, FPDS-NG 

express reporting has allowed State the ability to report summary accomplishments without 

adding undue burden to the remote workforce.

 Discontinue the State feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 27,187 hours for 

the agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to State. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

2,794 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to State. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 1,206 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 
 Page 136 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including State, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for State and any State component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. State 

will benefit from using this matrix as a starting point in determining specific system needs. State used 

this decision matrix in re-evaluating their current budget system. In 2008, BFE LoB will further benefit 

agencies by evaluating known budget systems against the decision matrix and making that information 

available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. State currently has 191 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 
 Page 137 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Department of State has responsibility for the international boundaries data layer outlined in OMB 

Circular A-16 and is looking forward to returns from the Geospatial Line of Business in terms of efficiency 

and synergy across both national and international mapping agencies. The LoB supports the Global 

Spatial Data Infrastructure and will provide improved data, services, and tools for dealing with natural 

disasters and other significant events that require timely geospatial information that extends beyond and 

across international borders. 

Grants Management LoB (Managing Partners HHS and NSF) - 

State manages approximately 11,000 grant awards equaling approximately $4.5 billion. State anticipates 

the key benefit will be having a centralized location to download all applications, make awards, and track 

awards to closeout. The GM LoB is assisting State in determining whether it is best to deploy their own 

system or to partner with one of the Consortium Leads. The need for an end to end electronic grants 

management system is driven by the needs of its posts and bureaus which have requested an automated 

process for assistance management. As State does not have a system, it is difficult to quantify the value 

of enterprise reporting on Federal financial assistance. As a department, State (its bureaus and posts) 

and its constituents will have higher quality reports and documents that will be more accurate and 

uniform both domestically and abroad. Department executives, Congress, and the President will have 

insight into the spending of funds on Federal financial assistance. Without a department-wide 

management system, State would not be able to provide accurate data on where the money was spent or 

what results were achieved. 

State will benefit through improved customer access to grantees, a more efficient submission process, 

improved decision making, integrated financial management processes, improved efficiency of reporting 

procedures in order to increase usable information content, and optimized post-award and closeout 

actions. Furthermore, through the development of the GM LoB and the Consortium Lead agencies, State 

expects to leverage subject matter expertise in grants management policies and procedures which would 

reduce its reliance on internal acquisitions of similar services. Both internal grantors at State and 

grantees benefit through a more effective and streamlined grants management process. For recipients, 

common application forms minimize the burden of the application process. Time usually spent looking up 

procedures and filling out redundant information can be better spent on grant-related work. For grant 

administrators, electronic processing of applications facilitates the review process, and enables agencies 

to make awards more efficiently. Also, by increasing the training capabilities and creating a better 

process within the agency, State expects to achieve a higher level of customer satisfaction with its 

grantee constituency throughout the entire grants management lifecycle. 

Human Resources Management LoB (Managing Partner OPM) - 

State benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. State’s involvement in the 
 Page 138 

HR LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits State through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

State with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

 

Given the size of State, the agency stands to benefit from all three IT Infrastructure areas of 

concentration (End User Systems & Support, Mainframe and Servers Services & Support, and 

Telecommunications Systems & Support). Furthermore, given the knowledge sharing that will occur, IT 

Security should improve due to the capturing of infrastructure best-practices. This will assist in protecting 

sensitive/confidential information transmitted through State systems. 
 Page 139 

U.S. Agency for International Development 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The U.S. Agency for International Development (USAID) is providing funding in FY 

2008 to the following E-Government Initiatives: 

Government to Government 

Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants 

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits USAID and its grant programs by providing a single location to publish grant 

funding opportunities and application packages, and by providing a single site for the grants community 

to apply for grants using common forms, processes, and systems. 

USAID uses government-wide forms 100 percent of the time for its application packages. As of 

September 2007, USAID had posted approximately 70 funding opportunities and application packages on 

Grants.gov and received 178 electronic applications from the grants community. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, USAID improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If USAID were not allowed 

to use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, USAID received estimated 

benefits of $559,169 based on the based on the processes, personnel, roles, steps, and actions involved. 

In addition, the agency realized an estimated cost avoidance of $12,215 and estimated operational cost 

savings of $66,637. 

 

• Central Contractor Registration (CCR): Provides USAID single source of trading partner 

data. CCR Tools enable USAID access to current socio-economic and financial information as 

needed for their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 
 Page 140 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 3,873 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables USAID 

to search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 861 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the USAID, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the USAID to automate management of the competitive notice processes.

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 5,220 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides USAID with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides USAID with 

an automated capability to directly report awards real time from the USAID contract writing 

systems and extract reports of award data on demand. In addition, in those remote areas, 

FPDS-NG express reporting has allowed USAID the ability to report summary accomplishments 

without adding undue burden to the remote workforce.
 Page 141 

 Discontinue the USAID feeder system; facilitate real time reporting integrated with 

agency contract writing systems. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to USAID. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

1,139 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to USAID. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including USAID, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. 

USAID purchased BFEM for their 2009 budget cycle resulting in greater ease in collection of budget data 

and production of budget submissions. USAID avoided the costs of procuring and setting up a custom 

system by participating in a shared service system sponsored by BFE LoB. The BFEM system is an option 

for USAID and any USAID component that is in need of a budget formulation or performance 

measurement system. 
 Page 142 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. USAID 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. USAID currently has 49 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

This LoB provides government-wide access to geospatial information that enables improved productivity, 

improved mission delivery, and increased service to citizens. Geospatially enabling traditional business 

data will improve business process efficiency, allow for geographically based work planning and 

investment processes, assist in infrastructure asset tracking, improve mission delivery, and promote use 

of business intelligence in an agency’s decision support systems. The LoB is intended to establish 

methods for improved processes of doing business using geospatial information. 

The U.S. Agency for International Development is looking forward to the returns on investments from the 

Geospatial LoB with regard to the efficiency and synergy across the government. The LoB provides more 
 Page 143 

immediate access to geospatial information that would lead to improved productivity, improved mission 

delivery, and increased service to citizens. Geospatially enabling traditional business data will improve 

business process efficiency, allow for geographically based work planning and investment processes, 

assist in infrastructure asset tracking, improve mission delivery, and promote use of business intelligence 

in the agency’s decision support systems. The LoB is intended to establish methods for improved 

processes of doing business using geospatial information. 

Grants Management LoB (Managing Partners HHS and NSF) - 

USAID manages approximately 2,600 grant related transactions totaling approximately $2 billion 

annually. Currently, USAID is completing the Fit/Gap Analysis that is required by the GM LoB to determine 

functional and technical fit between USAID requirements and the capabilities of the Consortium Lead 

solutions. 

The USAID grants management solution project is driven by the needs of USAID posts and bureaus 

which have requested an automated process for assistance management. An automated grants 

management solution will provide, for USAID and its constituents, higher quality reports and documents 

that will be more accurate and uniform both domestically and abroad. Agency executives, Congress, and 

the President will have insight into the spending of funds on Federal financial assistance. Without an 

agency-wide grants management system, USAID would not be able to provide accurate data on where 

the money was spent or what results were achieved 

The agency will benefit through improved customer access to grantees, a more efficient submission 

process, improved decision making, integrated financial management processes, improved efficiency of 

reporting procedures in order to increase usable information content, and optimized post-award and 

closeout actions. Furthermore, through the development of the GM LoB and the Consortium Lead 

agencies, USAID expects to leverage subject matter expertise in grants management policies and 

procedures which would reduce its reliance on internal acquisitions of similar services. Both internal 

grantors at USAID and grantees benefit through a more effective and streamlined grants management 

process. For recipients, common application forms minimize the burden of the application process. Time 

usually spent looking up procedures and filling out redundant information can be better spent on grantrelated work. For grant administrators, electronic processing of applications facilitates the review process, 

and enables agencies to make awards more efficiently. Also, by increasing the training capabilities and 

creating a better process within the agency, USAID expects to achieve a higher level of customer 

satisfaction with its grantee constituency throughout the entire grants management lifecycle. 

Human Resources Management LoB (Managing Partner OPM) - 

USAID benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. USAID’s involvement in the 

HR LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 
 Page 144 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The ITI LoB benefits agencies through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The LoB will provide best 

practice data and industry-wide performance metrics to validate and/or improve existing performance. 

Given USAID’s international presence, the agency stands to benefit primarily from the information and 

solutions relating to Telecommunications Systems and Support. The metrics for this infrastructure area 

will be developed in Q3 FY 2008. 

 
 Page 145 

Department of Transportation 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Transportation (DoT) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with information that is relevant to individuals affected by a disaster, the Department of 

Transportation will integrate with DAIP to provide an alternate mechanism for providing information to 

disaster victims. This will support delivery of assistance to disaster victims and will reduce agency direct 

inquiries about individual assistance. 
 Page 146 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits DoT "customers" (e.g., airlines, motor carrier operators and suppliers, railroad 

operators and certifiers, and cargo vessel operators, etc.), many of whom are 

subject to complex regulatory requirements across multiple agencies. 

• DoT’s constituents could potentially receive significant benefits from 

Business Gateway including time and cost savings, assistance in 

compliance with the Small Business Paperwork Relief Act, and reduction 

in burden hours. Through increased outreach, more constituents will 

be able to realize these benefits. 

• DoT will receive: 

 Contact center savings: Due to the use of Business.gov and 

Forms.gov a decrease in misdirected calls is expected to result 

in cost savings for DoT. 

 Maintenance savings: Business.gov’s search technology will 

provide DoT with valuable user statistics and feedback, 

enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 146 forms (to date) available on Forms.gov, 

DoT saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: To date, Business.gov has 1,276 compliance links for DoT that 

provide cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity. In the case of DoT, for example, Federal Motor Carrier Safety 

Administration (FMCSA) may offer such potential. Note that DoI and DoL together 

estimate savings of $341,000 in the first three years of their vertical, and are expected to 

save $570,000 over 5 years. 

Benefits to Department of Transportation offices: 

• Office of the Secretary of Transportation/Office of Aviation and International Affairs 

(OST/OAIA) – Business.gov provides an informative and time-saving resource for the public 

and the aviation industry to gain access to materials central to the aviation regulatory process.

• Office of the Secretary of Transportation/Office of Drug & Alcohol Policy & 

Compliance (OST/ODAPC) – The Business Gateway portal will provide a point of access to the 

drug and alcohol testing rules and regulations established by DoT. 

• Office of the Secretary of Transportation/Office of Small and Disadvantaged Business 

Utilization and Small Business Transportation Resource Center (OSDBU/SBTRC) – The 

Business.gov portal provides a one-stop shop for the services provided by DoT’s OSDBU. 

• National Highway Traffic Safety Administration (NHTSA) – Business Gateway’s portal 

provides a point of access to the rules and regulations imposed by the NHTSA as required by 

manufacturers and businesses. Currently, Business.gov provides access to 13 NHTSA forms.

• Federal Railroad Administration (FRA) – Business Gateway’s portal provides access to rules 

and regulations imposed by the FRA. Business.gov offers 34 FRA forms to date.

• Maritime Administration (MARAD) – Business.gov provides information about programs 

highlighted by MARAD such as the Ship Operations Cooperative Program. MARAD has 75 links 

and 6 forms on Business.gov.

Business Gateway 

Constituent Quote... 

“Business.gov is the perfect 

resource for me. I’m growing 

one business and starting 

another. This Web site works 

on two different levels, 

providing the direct 

connections I want for my ongoing business needs and the 

basic start-up support I need 

for launching my new 

business. Business.gov is like 

having a silent partner on 

line.” 

--Small Business Owner 
 Page 147 

• Federal Aviation Administration (FAA) – Business Gateway 55 compliance forms and 282 

links on Business.gov for the FAA Small Business Office. 

• Saint Lawrence Seaway Development Corporation (SLSDC) – The Business Gateway 

portal has served as a link to rules and regulations related to commercial trade on the St. 

Lawrence Seaway.

• Surface Transportation Board (STB) - The Business.gov portal provides access to STB 

documentation regarding guidance, procedures, standards, and other information including the 

STB’s Rail Consumer Assistance Program.

• Federal Highway Administration (FHWA) – Business Gateway assists the Federal Lands 

Highway program by supporting the small and medium-sized businesses that conduct 

engineering studies, perform bridge inspections, pave roads, and construct facilities. 

Business.gov includes 9 forms for FHWA.

• Pipeline and Hazardous Materials Safety Administration (PHMSA) – Business.gov 

provides contracted businesses with greater access to information about PHMSA compliance 

regulations, such as how to file incident reports. Business.gov currently provides access to 6 

PHMSA regulatory forms including instructions.

• Federal Motor Carrier Safety Administration (FMCSA) – Business.gov now provides 57 

FMCSA links and 19 FMCSA forms.

• Federal Transit Administration (FTA) – Business.gov provides an avenue for the FTA to 

promote their grant programs for metropolitan, urban, and rural planning. Business.gov is also an 

access point to FTA research on best practices as well as available training for professionals.

• Research and Innovative Technology Administration (RITA) – Business.gov augments 

RITA's mission of partnering with small businesses to develop new technologies 

(http://www.volpe.dot.gov/sbir/) by helping these companies comply with Federal law and have 

greater access to the forms they require.

E-Rulemaking (Managing Partner EPA) - 

The Department of Transportation (DoT), an agency with a large regulatory burden, greatly benefits from 

its implementation of the Federal Docket Management System (FDMS). DoT completed migration to 

FDMS in October 2007. With the implementation of FDMS, DoT staff is able to closely manage their 

individual dockets and content in a government-wide environment along with all other Federal 

Rulemaking entities. Between January and October 2007, DoT and its bureaus posted 1,452 Federal 

Register notices and 2,248 rules and proposed rules and 17,838 public submissions in Regulations.gov. 

DoT benefits through its participation and reliance on FDMS and Regulations.gov. DoT gains substantial 

benefits by improving the transparency of its rulemaking actions as well as increasing public participation 

in the regulatory process. Out year cost savings and avoidance are anticipated as a result of DoT’s 

transition to FDMS and Regulations.gov, enabling the Department to discontinue efforts to develop, 

deploy, and operate its online docket and public comment systems. 

Benefits to Department of Transportation offices (all statistics are from January 2007 through October 

2007 unless otherwise noted):

• Federal Aviation Administration (FAA) – FAA posted a total of 391 Federal Register Notices 

and 1,349 rules and proposed rules in Regulations.gov and received 2,412 public submissions.

• FHWA – FHWA posted a total of 3 Federal Register Notices and 75 rules and proposed rules and 

208 public submissions in Regulations.gov. 

• Federal Motor Carrier Safety Administration (FMCSA) – FMCSA posted a total of 112 

Federal Register Notices and 204 rules and proposed rules in Regulations.gov and received 3,577 

public submissions.

• Federal Railroad Administration (FRA) – FRA posted a total of 24 Federal Register Notices 

and 97 rules and proposed rules in Regulations.gov and received 168 comments. 

• Federal Transit Administration (FTA) – FTA posted a total of 17 Federal Register Notices and 

43 rules and proposed rules in Regulations.gov and received 398 public submissions. 
 Page 148 

• Maritime Administration (MARAD) – MARAD posted 1 Federal Register Notice, 83 rules and 

proposed rules, and 407 public submissions in Regulations.gov. 

• Pipeline and Hazardous Materials Safety Administration (PHMSA) – PHMSA posted a 

total of 59 Federal Register Notices, 221 rules and proposed rules in Regulations.gov and 

received 235 public submissions.

• National Highway Traffic Safety Administration (NHTSA) – NHTSA posted 13 Federal 

Register Notices and 148 rules and proposed rules in Regulations.gov and received 4,442 public 

submissions. 

• Research and Innovative Technology Administration (RITA) – RITA posted 6 Federal 

Register rules and in Regulations.gov and received 51 comments. 

• Saint Lawrence Seaway Development Corporation (SLSDC) – SLSDC posted 3 Federal 

Register rules in Regulations.gov.

• Office of the Secretary (OST) – OST posted a total of 643 Federal Register Notices and 41 

rules and proposed rules in Regulations.gov and received 5,279 comments. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative benefits DoT and its component organizations, including the Federal Aviation 

Administration, Federal Highway Administration, Federal Motor Carrier Safety Administration, Federal 

Railroad Administration, Federal Transit Administration, Maritime Administration, National Highway Traffic 

Safety Administration, Office of the Secretary, Pipeline and Hazardous Material Safety Administration, 

Research and Innovative Technology Administration by providing a single location to publish grant 

funding opportunities and application packages. Additionally, it provides a single site for the grants 

community to apply for grants using common forms, processes and systems. DoT derives its largest 

source of benefits from Grants.gov by not having to develop its own system for collecting electronic grant 

applications for paper-based discretionary grant programs. In FY 2007, DoT received 1,963 electronic 

applications from the grants community via Grants.gov. New discretionary grant programs in FY 2006 

were able to use Grants.gov rather than having to modify DoT software systems to accept pre-award 

data collection. 

The Department of Transportation processed 1,963 submissions through Grants.gov with 75 total 

application packages for FY 2007. 

Across all DoT modes, Grants.gov has helped the Department standardize grant data items and 

procedures. It has helped to improve accountability, reporting and to prepare for future Grants 

Management Line of Business (GM LoB) planning. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, DoT improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If DoT were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems that replace paper-based and labor-intensive efforts. For FY 2007, DoT received estimated 

benefits of $778,415 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $24,180 and estimated operational cost savings of 

$131,912. 
 Page 149 

• Central Contractor Registration (CCR): Provides DoT single source of trading partner data. 

CCR Tools enable DoT access to current socio-economic and financial information as needed for 

their contractors. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 3,905 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables DoT to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 868 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the DoT, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the DoT to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 22,732 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides DoT with a secure 

service for storage and distribution of secure but unclassified documents for solicitations such as 

drawings and specifications of the Federal Highways, tunnels, bridges and rail system. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 
 Page 150 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides DoT with an 

automated capability to directly report awards real time from the DoT contract writing systems 

and extract reports of award data on demand. 

 Discontinue the DoT feeder system; facilitate real time reporting integrated with agency 

contract writing systems. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to DoT. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

4,960 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to DoT for services and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 1,181 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including Transportation, BFE LoB, in conjunction with Department of the 

Treasury as the system owner, made available the first shared fee-for-service budget formulation system, 

the Budget Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering 

requirements for a new Performance Measure Manager (PMM) module that will allow users to automate 

the definition, collection, and reporting of all types of performance measures. The PMM will be available 
 Page 151 

in 2008. The BFEM system is an option for Transportation and any Transportation component that is in 

need of a budget formulation or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. 

Transportation will benefit from using this matrix as a starting point in determining specific system needs. 

In 2008, BFE LoB will further benefit agencies by evaluating known budget systems against the decision 

matrix and making that information available so each agency can avoid the cost of performing that step 

individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. Transportation currently has 252 users that 

are registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across offices and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own offices; and between Shared Service Providers (SSPs). 

 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed Migration Planning Guidance that tells agencies how to evaluate and select SSPs, 

and how to migrate operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing their own 

interfaces. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and ensures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

processes and enables reliable data interchange across departments and agencies interfacing to 

Treasury’s central systems. 

Geospatial LoB (Managing Partner DoI) - 

DoT is a major Federal producer and distributor of metadata and transportation geospatial data. 

Transportation data from DoT Offices are used to model the geographic locations, interconnectedness, 

and characteristics of the transportation system within the United States that consists of both physical 

and non-physical components. Many other federal agencies, state and local governments, academia, and 

the private sector also collect and maintain transportation geospatial data. DoT anticipates potential cost 
 Page 152 

savings through enhanced identification of and engagement with these organizations that will accrue with 

implementation of the common solutions identified in the business case developed for the line of 

business. 

All Operating Administrations within DoT understand the need to have enhanced governance to ensure 

that their missions are met by leveraging all parts of the geospatial community. Coordinating 

requirements analysis will allow the Department to leverage activities across agencies as they continue to 

explore ways to develop support and promote safety in the development of national and local 

transportation systems. All DoT offices will benefit from the use of best practices and open standards to 

provide for shared and reusable geospatial assets. 

Grants Management LoB (Managing Partners HHS and NSF) - 

DoT manages 79,454 grant awards equaling approximately $46.9 billion in awards, and is the second 

largest Federal grant-making agency. DoT anticipates the key benefit to its offices, including Office of the 

Secretary (OST), Federal Aviation Administration (FAA), Federal Highway Administration (FHWA), Federal 

Motor Carrier Safety Administration (FMCSA), National Highway Traffic Safety Administration (NHTSA), 

Federal Railroad Administration (FRA), Federal Transit Administration (FTA), Saint Lawrence Seaway 

Development Corporation (SLSDC), Pipeline and Hazardous Materials Safety Administration (PHMSA), 

Research and Innovative Technology Administration (RITA), Office of Inspector General (OIG), Surface 

Transportation Board (STB), and Maritime Administration (MARAD), will be having a centralized location 

to download all applications, make awards, and track awards to closeout. Automated business processes 

available through Consortia will decrease agency reliance on manual and paper-based processing. 

Consortium Lead agencies will spread operations and maintenance (O&M) costs, and development, 

modernization, and enhancement (DME) costs across agencies, decreasing the burden that any one 

agency must bear. During 2006, due to the GM LoB initiative, DoT analyzed DoT grant systems and 

programs, analyzed and documented core grant data items, helped facilitate grant system and program 

information exchange between DoT offices, identified DoT manual paper grant processes, began 

documenting and standardizing paper processes to prepare for automation, and started identifying 

systems for decommissioning. 

GM LoB will lead to a reduction in the number of systems of record for grants data across DoT and the 

government and the development of common reporting standards, improving DoT’s ability to provide 

agency- and government-wide reports on grant activities and results. Continuing our Department efforts 

will help DoT comply with the Federal Financial Assistance Management Improvement Act of 1999 and 

the Federal Funding Accountability and Transparency Act of 2006 while our future E-Grants strategy 

associated with current GM LoB efforts will meet long term objectives. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

DoT benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. DoT’s involvement in the HR 
 Page 153 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business processes (Business 

Reference Model), business services (Service Component Model), performance measurement 

(Performance Model), data (Data Model), and technology (Technical Model) relating to the Federal 

human resources function. These artifacts present a common view of and vocabulary for the Federal HR 

function that provide a tangible basis for standardization and common solutions -- the dimensions that 

underlie the Human Resources Line of Business. Federal agencies are able to use this information and 

guidance to formulate their specific agency requirements for HR functions and manage the transition to a 

shared service center. Since each agency does not have to formulate its own HR enterprise architecture, 

this unified effort has allowed agencies to save significant time and resources. The EA artifacts also 

facilitate the mapping of individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits DoT through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

DoT with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given the size and variety of DoT locations, the agency stands to benefits from all three IT Infrastructure 

areas of concentration (End User Systems & Support, Mainframes and Servers Systems & Support, and 

Telecommunications Systems & Support). Furthermore, a key need of DoT from its infrastructure, data 

reliability, should be enhanced given the knowledge sharing that will occur. 

DoT’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for DoT related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

DoT expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with DoT 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 154 

Department of the Treasury 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of the Treasury (Treasury) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

 IRS Free File 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with information that is relevant to individuals affected by a disaster, the Department of 

Treasury will integrate with DAIP to provide an alternate mechanism for providing information to disaster 

victims. This will support delivery of assistance to disaster victims and will reduce agency direct inquiries 

about individual assistance. 

Internal Revenue Service Free File (Managing Partner Treasury) - 

The initiative benefits Treasury by supporting the Internal Revenue Service (IRS) statutory goals of 

increased e-filing, pursuant to the IRS Restructuring and Reform Act of 1998, which encouraged the IRS 

to work with the private sector to improve electronic filing services. 
 Page 155 

The IRS benefits from direct paper processing savings as a result of increased e-filing. 19.3 million 

individual federal income tax returns have been prepared and e-filed through Free File services since its 

initial launch in 2003, representing a cost savings of $45.5 million to the government. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information Business 

Gateway directly benefits Treasury’s “customers” (e.g., American businesses of all kinds), virtually all of 

which are subject to complex regulatory requirements across multiple agencies. 

• Treasury constituents could potentially receive significant 

benefits from Business Gateway including time and cost savings, 

assistance in compliance with the Small Business Paperwork 

Relief Act, and reduction in burden hours. Through increased 

outreach, more constituents will be able to realize these 

benefits. 

• Treasury will receive: 

 Maintenance savings: Business.gov’s search technology 

will provide Treasury with valuable user statistics and 

feedback, enabling it to simplify content management on 

its business compliance site. 

 Increased forms management: By making 985 forms (to 

date) available on Forms.gov, Treasury saves agency 

time in forms management, and is expected to produce 

significant savings in paper and postage. 

 Increased exposure: Business.gov now houses 3,014 

Treasury compliance links (to date) providing cross-agency effectiveness to American 

businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; in the case of Treasury, for example, international business 

regulation offers such potential. DoI and DoL together saved $341,000 in the first three 

years of their vertical, and are expected to save $570,000 over 5 years. 

Benefits to Treasury bureaus: 

• Alcohol and Tobacco Tax and Trade Bureau (TTB) – Business Gateway supports TTB’s 

mission by providing citizens greater access to compliance tools and documents to ensure that 

they are knowledgeable about multiple regulations governing alcohol, tobacco, firearms, and 

munitions. Business.gov currently contains 234 links to guidance resources and 66 forms for the 

TTB.

• Internal Revenue Service (IRS) – Businesses, particularly newer businesses, need help 

understanding how to comply with tax rules and regulations. While the IRS website does contain 

tax information focused on businesses, Business Gateway increases citizens' and businesses' 

access to IRS’s forms and provides a government-wide compliance assistance tool. Currently, 

Business.gov has 648 links to 677 forms for U.S. taxpayers.

Business Gateway 

Article Quote: 

“Busines.gov continues to 

expand its offerings of 

resources and tools to help 

small businesses comply with 

federal government 

regulations. Responding to 

feedback from its business 

community users, 

Business.gov has developed a 

tool that helps businesses 

determine their license and 

permit requirements.” 

-- Winning Bids Magazine 
 Page 156 

E-Rulemaking (Managing Partner EPA) - 

The Department of Treasury is the primary Federal agency responsible for the economic and financial 

prosperity and security of the U.S., and as such is responsible for a wide range of activities including 

advising the President on economic and financial issues, promoting the President’s growth agenda, and 

enhancing corporate governance in financial institutions. Treasury provides these functions through a 

number of sub-agencies. The Department of Treasury completed migration to FDMS in March 2007. 

FDMS provides Treasury with the system necessary to manage the large and important regulatory 

responsibility it maintains. Between January and October 2007, the Treasury Department and its bureas 

posted 122 Federal Resister notices, 388 rules and proposed rules, and 341 public submissions in 

Regulations.gov. 

Treasury benefits in several ways through its participation and reliance on 

FDMS and Regulations.gov. Treasury reaps substantial benefits by 

improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings 

and cost avoidance will be the results of Treasury’s transition to FDMS and 

Regulations.gov, enabling the Department to discontinue efforts to develop, 

deploy and operate agency specific individual online docket and public 

comment systems. Over five years, it is estimated that Treasury would 

avoid costs of over $8 million over having the Department independently 

create alternative options that would provide similar services. These figures 

were calculated in the summer of 2007 by an independent economist hired 

by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Benefits to Treasury bureaus (all statistics are from January 2007 through October 2007 unless otherwise 

noted):

• Treasury HQ – Treasury posted a total of 11 Federal Register Notices and 23 rules and 

proposed rules in Regulations.gov and received 10 comments.

• Office of the Comptroller of the Currency (OCC) – OCC posted 1 Federal Register Notice 

and 10 rules and proposed rules in Regulations.gov and received 179 comments.

• Internal Revenue Service (IRS) – IRS posted a total of 16 Federal Register Notices and 254 

rules and proposed rules in Regulations.gov and received 5 comments.

• Bureau of Alcohol Tobacco Tax and Trade (TTB) – TTB posted 9 Federal Register Notices 

and 57 rules and proposed rules in Regulations.gov and received 82 comments. 

• Office of Foreign Asset Control (OFAC) – OFAC posted 22 Federal Register Notices and 22 

rules and proposed rules in Regulations.gov. 

• Fiscal Service (FS) – FS posted 2 Federal Register Notices and 7 rules and proposed rules in 

Regulations.gov. 

• Office of Thrift Supervision (OTS) – OTS posted 2 Federal Register Notices and 15 rules and 

proposed rules in Regulations.gov and received 65 comments. 

• Bureau of Public Debt (PBD) – BPD posted 37 Federal Register notices in Regulations.gov. 

• Community Development Financial Institutions (CDFIF) – CDFIF posted 22 Federal 

Register Notices in Regulations.gov.

• United States Mint (USMINT) – USMINT posted 1 Federal Register notice in Regulations.gov. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

Grants.gov benefits the Department of the Treasury by providing a single location for citizens to find and 

apply for Treasury grant opportunities. Treasury has three grant-making programs: IRS Low Income 

Taxpayer Clinic, Internal Revenue Service Tax Counseling for the Elderly, and Community Development 

Financial Institutions Fund. The Department of the Treasury is meeting its targeted goals regarding 

E-Rulemaking Quote... 

“Regulations.gov was a critical 

first step in the effort to 

expand public access to the 

rulemaking process of the 

Federal Government. It 

provided, for the first time, a 

centralized electronic gateway 

for the public to identify and 

submit comments on agency 

regulations.” 

--Government Official 
 Page 157 

posting of grant opportunities and applications on the Grants.gov portal. Treasury has posted six funding 

opportunities and six application packages on Grants.gov. The Department of the Treasury received 355 

electronic applications which resulted in total cost avoidance of $45,000 in FY 2007. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) – 

Through adoption of the tools and services provided by IAE, Treasury improves its ability to make 

informed and efficient purchasing decisions and allows it to automate manual processes. If Treasury 

were not allowed to use the IAE systems, they would need to build and maintain separate systems to 

record vendor and contract information, and to post procurement opportunities. Agency purchasing 

officials would not have access to databases of important information from other agencies on vendor 

performance and could not use systems to replace paper-based and labor-intensive efforts. For FY 2007, 

Treasury received estimated benefits of $1,369,562 based on the processes, personnel, roles, steps, and 

actions involved. In addition, the agency realized an estimated cost avoidance of $61,346 and estimated 

operational cost savings of $334,665. 

• Central Contractor Registration (CCR): Provides Treasury single source of trading partner 

data. CCR Tools enable Treasury access to current socio-economic and financial information as 

needed for their contractors without maintenance. In addition, CCR in partnership with IRS is 

now authoritatively confirming Taxpayer ID numbers, which greatly improves accuracy in the 

1099 reporting by agencies. It also increases Treasury’ ability to collect delinquent debt through 

the Treasury Offset Program.

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 10,236 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables 

Treasury to search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 2,275 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the Treasury, the eSRS automates 

the collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the Treasury to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 
 Page 158 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 7,579 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides Treasury with a 

secure service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides Treasury with 

an automated capability to directly report awards real time from the Treasury contract writing 

systems and extract reports of award data on demand. In addition, FPDS-0NG is providing the 

necessary data to Treasury to fulfill 1099 obligations of all the agencies. 

 Discontinue the Treasury feeder system; facilitate real time reporting integrated with 

agency contract writing systems. This resulted in a savings of approximately 4,733 hours 

for the agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to Treasury. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 1,654 hours for 

the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to Treasury for services and 

construction programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 833 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 
 Page 159 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, BFE LoB, in conjunction with Department of the Treasury as the system owner, 

made available the first shared fee-for-service budget formulation system, the Budget Formulation and 

Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements for a new 

Performance Measure Manager (PMM) module that will allow users to automate the definition, collection, 

and reporting of all types of performance measures. The PMM will be available in 2008. This effort has a 

direct benefit for the Treasury Department since it spreads the cost of future BFEM development work. 

By creating a pool of funds contributed to by a wide range of agencies, the Treasury Department no 

longer has to fund BFEM development itself and can share those costs with other agencies. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The Treasury Department is entrusted with a broad range of duties and functions. In addition to 

monetary functions such as budgets, taxes, and currency production and circulation, Treasury also 
 Page 160 

oversees critical functions in enforcement, economic policy development, and international treaty 

negotiation. The LoB provides more immediate access to geospatial information that would lead to 

improved productivity, improved mission delivery, and increased service to citizens. Geospatially enabling 

traditional business data will improve business process efficiency, allow for geographically based work 

planning and investment processes, assist in infrastructure asset tracking, improve mission delivery, and 

promote use of business intelligence in decision support systems. 

Grants Management LoB (Managing Partners HHS and NSF) - 

Treasury manages 362 grant awards equaling approximately $54 million. Treasury anticipates the key 

benefit will be having a centralized location to download all applications, make awards, and track awards 

to closeout. Automated business processes available through Consortia will decrease agency reliance on 

manual and paper-based processing. IRS, one of two grant making entities within the Treasury 

Department, will continue to rely on the Department of Health and Human Services (HHS)—an approved 

GM LoB service provider—for grants processing. In addition, CDFI has signed an agreement with HHS 

ACF to migrate to its Consortium solution. Expected constituent and citizen benefits include improved 

service, and time, cost, and resource savings. Consortium Lead agencies will spread operations and 

maintenance (O&M) costs, and development, modernization, and enhancement (DME) costs across 

agencies, decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across Treasury and 

the government and the development of common reporting standards, improving Treasury’s ability to 

provide agency- and government-wide reports on grant activities and results. Migrating to a Consortium 

Lead agency will help Treasury comply with the Federal Financial Assistance Management Improvement 

Act of 1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification and 

faster payments due to an automated system for grants processing. Furthermore, GM LoB will minimize 

complex and varying agency-specific requirements and increase grantee ease of use on Federal grants 

management systems. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium Lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

Treasury operates HR Connect, one of the approved service providers for the HR LoB. This initiative 

allows Treasury to spread the cost of managing HR systems and processes across a larger customer 

base, reducing agency costs to operate these systems and processes. Treasury’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 
 Page 161 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits Treasury through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

Treasury with best practice data and industry-wide performance metrics to validate and/or improve 

existing performance. 

The ITI LoB will complement and greatly advance Treasury’s ongoing efforts to consolidate and optimize 

its IT infrastructure assets at the enterprise level. During the past few years Treasury has employed a 

total cost of ownership study; identified focus areas for consolidation; developed a comprehensive 

integrated enterprise-wide portfolio management process; strengthened the role of enterprise 

architecture in capital planning; and introduced more rigorous Capital Planning and Investment Control 

requirements, including expanded Earned Value Management and Alternatives Analysis policies, stronger 

Select criteria for all Major and (in 2007) non-Major investments, and clearer definitions of Steady State 

and DME activity. However, a persistent challenge across Treasury’s disparate bureaus has been the 

difficulty of establishing internally consistent performance and cost effectiveness measures for IT 

infrastructure that map from the project level to meaningful Departmental milestones. 

Through participation in and alignment with the ITI LoB, Treasury expects to make great strides in 

establishing solid baselines and targets with standard and defensible metrics, identifying optimization 

opportunities, and implementing plans of action and a governance structure to meet them. This year, 

Treasury is requiring expanded granular IT business cases to ensure the availability of detailed 

information using consistent definitions and taxonomies across the Department in preparation for 

alignment with the ITI LoB. 

As one example, Treasury anticipates that the initial work of the Program Performance Management 

Office in the area of End User Systems and Support will dovetail with a major ongoing effort in this area 

within the IRS, with which Treasury has been contemplating integrating similar efforts in the other 

bureaus. Because the ITI LoB is in such an early stage of development, it is impossible at this point to 

project quantifiable benefits – including cost savings and avoidance, higher service levels and resulting 

enhanced productivity and mission delivery–or to assign unique aspects of these benefits to Treasury’s 

individual bureaus. However, as Treasury’s newly established Infrastructure Optimization Program 

Management Office collaborates both with the ITI LoB and with internal governance and standards 

bodies, measurable and bureau-specific benefits are expected to emerge. 
 Page 162 

Department of Veterans Affairs 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Department of Veterans Affairs (VA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Gov Travel

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - 

Loans and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Federal Health Architecture LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency that will interface with the DAIP to obtain change of address information, VA will provide 

benefits to citizens by ensuring continuity of delivery of their existing benefits. Furthermore, by ensuring 

that addresses are up to date, VA will reduce waste and fraud in the distribution of checks to incorrect 

addresses. 
 Page 163 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information Business 

Gateway directly benefits VA’s “customers” (e.g., veteran business owners) as all veteran-owned 

businesses are subject to complex regulatory requirements across multiple agencies. Business Gateway 

can assist these organizations with finding and understanding these regulations. 

• Business Gateway currently has 194 forms/instructions and 103 links for VA on Business.gov & 

Forms.gov. 

• Increased exposure: Business.gov could help redirect more veteran-owned business to VA's own 

veteran-owned business site (vetbiz.gov). 

E-Rulemaking (Managing Partner EPA) - 

The Federal Docket Management System (FDMS) assists the VA in meeting it’s extensive mission and 

goals to U.S. veterans by consolidating their rule and notice activities giving veterans a single source to 

find these and the supporting materials that affect their benefits. The customers VA supports have 

extremely focused interests and are another audience that greatly benefits from the notification features 

FDMS provides, enabling them to be alerted to activities that affect them the most. In particular, it is 

essential that the Notifications and regulatory proposals published by the VA’s Medical and Benefits 

Programs are easily accessible to their constituency and that veterans are able to participate in voicing 

their interest in modifications to existing services and benefits to fullest extent possible. 

The Department of Veterans Affairs implemented FDMS in September 2006 and manages all rulemaking 

materials (e.g., Federal Register documents; supporting analyses; and public comments) in a secure, 

centralized repository which provides the public with a single-point of contact on the Internet at 

Regulations.gov. Between January and October 2007, VA posted 289 Federal Register notices and 36 

rules and proposed rules in Regulations.gov. VA received more than 682 public comments on these 

actions via Regulations.gov. 

VA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. VA 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance will be the 

results of VA’s transition to FDMS and Regulations.gov, enabling the Department to discontinue agency 

specific efforts to develop, deploy and operate agency specific individual online docket and public 

comment systems. Over five years, it is estimated that VA would avoid costs of nearly $500,000 over 

having the Department independently create alternative options that would provide similar services. 

These figures were calculated in the summer of 2007 by an independent economist hired by the ERulemaking Program to develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The initiative benefits VA and its grants programs, including those from the National Cemetery 

Administration, the Veterans Health Administration’s State Veterans Home Construction Grant Program 

and Homeless Grant Program by providing a single location to electronically publish grant opportunities 

and application packages, and by providing a single site for the grants community to electronically apply 

for grants using common forms, processes and systems. The utilization of Grants.gov eliminates the 

need for VA to build and maintain a similar system of its own to service its grant constituents. The 

funding for all VA grant programs comes from the each of the respective VA program offices. 
 Page 164 

As of September 2007, VA posted 6 funding opportunities and application packages on Grants.gov, and 

successfully received 106 electronic applications via Grants.gov. In FY 2008, VA plans to use Grants.gov 

for all State Veterans Home Construction Grants and National Cemetery Administration State Grants; and 

increase use for the Homeless Grant Program. 

Internal Efficiency and Effectiveness Portfolio 

E-Gov Travel (Managing Partner GSA) - 

VA began migrating its travel services to Electronic Data Systems (EDS), one of the three designated EGov Travel Service (ETS) providers, in Q1 FY 2007 and is realizing the following benefits: through a 

combination of advantageous TMC pricing and a substantially higher degree of OBE usage (82 percent), 

VA saved over $894,000 in travel management service fees for reservations in FY07 when compared to 

pre-ETS pricing and online usage. By a reduction of traveler and manager time for planning, arranging, 

authorizing, approving and post-travel reimbursement processing, VA realized in FY 2007 a cost 

avoidance of over $3,600,000. Since the EDS deployment, VA has standardized travel management 

practices to consolidate federal travel, minimize cost, security and privacy controls for the protection of 

government and personal data, improved agency oversight, and has strategic source pricing through 

cross-government purchasing agreements. 

Integrated Acquisition Environment (Managing Partner GSA) – 

Through adoption of the tools and services provided by IAE, VA improves its ability to make informed and 

efficient purchasing decisions and allows it to replace manual processes. If VA were not allowed to use 

the IAE systems, they would need to build and maintain separate systems to record vendor and contract 

information, and to post procurement opportunities. Agency purchasing officials would not have access 

to databases of important information from other agencies on vendor performance and could not use 

systems that replace paper-based and labor-intensive efforts. For FY 2007, VA received estimated 

benefits of $120,280,798 based on the processes, personnel, roles, steps, and actions involved. In 

addition, the agency realized an estimated cost avoidance of $200,091 and estimated operational cost 

savings of $1,091,565. 

• Central Contractor Registration (CCR): Provides VA single source of trading partner data. 

CCR Tools enable VA access to current socio-economic and financial information as needed for 

their contractors without maintenance. In addition, CCR helps VA meet its statutory obligations 

by providing initial organizational information for the VetBiz application.

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 66,717 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables VA to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 370,559 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the VA, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.
 Page 165 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the VA to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 57,871 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides VA with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides VA with an 

automated capability to directly report awards real time from the VA contract writing systems and 

extract reports of award data on demand. 

 Discontinue the VA feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 293,209 hours for 

the agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to VA. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 12,626 hours for 

the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to VA for services and construction 

programs. 
 Page 166 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 5,274 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including VA, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for VA and any VA component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. VA will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. VA currently has 110 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Federal Health Architecture LoB (Managing Partner HHS) - 

Of the 25 million veterans currently alive, nearly three of every four served during a war or an official 

period of hostility. About a quarter of the nation's population – approximately 70 million people – are 

potentially eligible for VA benefits and services because they are veterans, family members or survivors of 

veterans. 
 Page 167 

It is essential that wounded and injured service members personnel, when released from active duty, 

have a continuum of quality healthcare that is available from VA Health. FHA has worked in concert with 

DoD and the VA to ensure that the services provided to both agencies associated in standards 

implementation, planning, education (with 90 VA members participating), reporting, and participation in 

the Federal Consortium for the Nationwide Health Information Exchange align to best serve our Veterans. 

Standards Lifecycle: FHA has continued its core mission to identify, recommend, and implement healthrelated standards in areas such as medical vocabularies (e.g., disabilities terminology standards and 

allergy terminology standards), messaging, data, and security. This includes facilitating federal partner 

review of Standards Harmonization Body (HITSP) Requirements, Design and Standards Selection (RDSS) 

documents and Interoperability Specification Inspection Testing related to laboratory results reporting, 

biosurveillance, medication history, registration summary and emergency responder – Electronic Health 

Record (EHR). 

Planning: An important step for both DoD and VA is to develop a transition strategy, the roadmap on 

how an agency will transform its business to meet the goal. Transition strategy and planning is a key 

element of an enterprise architecture lifecycle. It captures the information that will take an agency from 

its current (as-is) environment to a target (to-be) state. FHA’s role in architecting products from the 

National Health IT Agenda also provides a visible feed to DoD and VA transition planning and strategies. 

FHA will achieve this by providing summary data of business transformation activities for federal agencies 

that exchange health care information as active duty military personnel; transfer to the VA health system. 

Data gathered and analyzed will provide a better perspective and understanding of transformation efforts 

at a global level. Benefits from having this global perspective include: 

• Tangible progress reported; 

• Viable solutions detailed; 

• Incremental milestones tracked; 

• Reusable strategies exposed; and 

• View of collaborative cross agency activities. 

Measuring Progress: FHA has made available to both DoD and VA an Investment Planning Guide and 

Reporting Guide to advise federal agencies of the impact that health IT has on their mission and 

operations. 

Education: Accompanying all FHA initiatives are educational sessions as well as course instruction to 

regarding standards and their implementation. Some 90 DoD personnel have participated in this effort. 

 

Supporting Participating in Health Information Exchanges: Through its NHIN-Connect initiative, FHA has 

assisted VA and other agencies in participating in the development of the Nationwide Health Information 

Network. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 
 Page 168 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

VA is responsible for the outcomes that its programs produce in military-to-civilian transitions, health and 

rehabilitation, and economic opportunities, across various cohorts of veterans. Geospatial capacity and 

capability in the VA ensures that program managers have the business intelligence to identify where their 

decisions have affects, why there are variations in those effects, and how programs can better respond to 

all veterans effectively. The Geospatial LoB offers an opportunity for VA to partner with other government 

agencies that affect veterans' changing needs. Geospatial LoB partners will benefit by more efficiently 

delivering services for mission needs and to citizens through easy to find, high quality, and timely 

geospatial data and services. 

Grants Management LoB (Managing Partners HHS and NSF) - 

VA manages over 875 grant awards worth approximately $2,149,000,000. VA anticipates the key benefit 

will be having a centralized location to download all applications, make awards, and track awards to 

closeout. Automated business processes available through consortium service providers will decrease 

agency reliance on manual and paper-based processing. Consortium lead agencies will spread operations 

and maintenance (O&M) costs, and development, modernization, and enhancement (DME) costs across 

agencies, decreasing the burden that any one agency must bear. 

It is anticipated that GM LoB will lead to a reduction in the number of systems of record for grants data 

across VA and the government and the development of common reporting standards, improving VA’s 

ability to provide agency- and government-wide reports on grant activities and results. Migrating to a 

consortium lead agency will help VA comply with the Federal Financial Assistance Management 

Improvement Act of 1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 
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Human Resources Management LoB (Managing Partner OPM) - 

VA benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. VA’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative, along with the ongoing IT centralization within VA, benefits VA through improved IT 

performance, greater efficiencies in IT infrastructure investments, and consistency and standardization of 

infrastructure platforms. The ITI LoB will provide VA with best practice data and industry-wide 

performance metrics to validate and/or improve existing performance. 

 

Given the size and variety of locations of VA, the agency stands to benefits from all three IT 

Infrastructure areas of concentration (End User Systems & Support, Mainframes and Servers Systems & 

Support, and Telecommunications Systems & Support). Furthermore, given the knowledge sharing that 

will occur, IT Security should improve due to the capturing of infrastructure best-practices. This will 

assist in protecting sensitive health data transmitted through VA systems. 

VA’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for VA related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

VA expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with VA 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
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U.S. Army Corps of Engineers 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The U.S. Army Corps of Engineers (USACE) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen Portfolio 

 Recreation One-Stop 

Lines of Business (LoB) 

 Budget Formulation and Execution LoB 

 Geospatial LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Recreation One-Stop (Managing Partner DoI) - 

U.S. Army Corps of Engineers (USACE) provides information related to recreational activities at USACEmanaged lakes on the Recreation One-Stop portal. Citizens looking to utilize recreational services have a 

central place to search and do not need to contact USACE to obtain site descriptions, recreation activities, 

directions, and links to more-detailed information about at a specific location. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including USACE, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for USACE and any USACE component that is in need of a budget formulation 

or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. USACE 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. USACE currently has 30 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 
 Page 171 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Geospatial LoB (Managing Partner DoI) – 

The U.S. Army Corps of Engineers is looking forward to the returns on investments from the Geospatial 

LoB with regard to the efficiency and synergy across the government. The LoB provides more immediate 

access to geospatial information that would lead to improved productivity, improved mission delivery, and 

increased service to citizens. Geospatially enabling traditional business data will improve business 

process efficiency, allow for geographically based work planning and investment processes, assist in 

infrastructure asset tracking, improve mission delivery, and promote use of business intelligence in the 

Department’s decision support systems. The LoB is intended to establish methods for improved 

processes of doing business using geospatial information. 
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Environmental Protection Agency

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Environmental Protection Agency (EPA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Business Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information Business 

Gateway directly benefits EPA’s regulated communities, many of whom are subject to complex regulatory 

requirements across multiple agencies. 

• Business Gateway provides one-stop, equal access to cross-agency compliance information for 

the benefit of EPA’s customers, and can increase compliance with applicable regulations. 

• Increased forms management: By making 146 forms (to date) available on Forms.gov, EPA may 

save agency time in forms management, and may produce significant savings in paper and 

postage. 

• Increased exposure: Business.gov now houses 9,102 compliance links (to date) providing crossagency effectiveness to American businesses. 

The Business Gateway initiative benefits the EPA by supporting the agency’s emphasis on the Small Business 

Paperwork Relief Act of 2002 and compliance. EPA has many initiatives, activities, and services directed at 

business needs. Business Gateway augments EPA's business regulatory compliance support by providing the 

following benefits: 

• Advocating consideration of business regulatory issues and regulatory relief on a governmentwide scale. 

• Providing access to Plain-English compliance guidance, fact sheets, checklists and other 

compliance assistance resources for businesses. 

• Maintaining an extensive website with numerous links to other assistance sources-both inside and 

outside of EPA. 
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E-Rulemaking (Managing Partner EPA) - 

EPA’s mission is to protect human health and the environment, implemented according to the following 

five goals: Clean Air, Clean and Safe Water, Land Preservation and Restoration, Healthy Communities and 

Ecosystems, and Compliance and Environmental Stewardship. Specifically, EPA promulgates and takes 

enforcement actions on regulations focusing on various environmental protection standards (e.g., safe 

drinking water, pesticides, global climate change). The public’s input and participation in EPA’s regulatory 

responsibilities is critical. 

As the Managing Partner of the E-Rulemaking Program, EPA implemented the Federal Docket 

Management System (FDMS) in November 2005 which has simplified the public’s participation in the 

rulemaking process and made EPA’s internal rulemaking business processes more transparent. FDMS 

provides EPA’s 1,000 registered users with a secure, centralized electronic repository for managing the 

agency’s rulemaking development via distributed management of data and role-based user access. EPA 

posts all regulatory and non-regulatory documents (e.g., Federal Register documents, supporting 

analyses, and public comments) in Regulations.gov for public viewing, downloading, and commenting. 

Between January and October 2007, EPA posted 1,119 Federal Register notices and 799 rules and 

proposed rules in Regulations.gov. EPA received more than 22,900 public comments on these actions via 

Regulations.gov. 

EPA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. EPA 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance are expected 

to be the results of EPA’s transition to FDMS and Regulations.gov, enabling the agency to discontinue 

efforts to develop, deploy and operate agency specific individual online docket and public comment 

systems. Over five years, it is estimated that EPA would avoid costs of over $7 million over having the 

Agency independently create alternative options that would provide similar services. These figures were 

calculated in the summer of 2007 by an independent economist hired by the E-Rulemaking Program to 

develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative benefits EPA and its grant programs by providing a single location to publish 

grant opportunities and application packages, and by providing a single site for the grants community to 

apply for grants using common forms, processes and systems. EPA believes that the central site raises 

the visibility of our grants opportunities to a wider diversity of applicants. Grants.gov has also allowed 

EPA to discontinue support for its own electronic system to allow applicants to apply for grants, saving 

operational costs, training and account management costs. 

The grants community benefits from savings in postal costs, paper and envelopes. Applicants save time 

in searching for Agency grant opportunities and in learning the application systems of various agencies. 

At the request of the state environmental agencies, EPA has begun to offer Grants.gov application 

packages for mandatory grants (i.e. Continuing Environmental Program Grants). States requested that 

we extend usage to mandatory programs to streamline their application process. 

During FY 2007 EPA posted 173 grant opportunities on Grants.gov Find and linked 100 percent of those 

competitive opportunities to electronic application packages on Apply. EPA received 2,942 applications 

through Grants.gov in 2007, a 28 percent increase over the number of applications received in 2007. 
 Page 174 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, EPA improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If EPA were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, EPA received estimated 

benefits of $1,276,444 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $17,056 and estimated operational cost savings of 

$93,047. 

• Central Contractor Registration (CCR): Provides EPA single source of trading partner data. 

CCR Tools enable EPA access to current socio-economic and financial information as needed for 

their contractors without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 10,026 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables EPA to 

search for excluded parties prior to contract award.

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 2,228 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the EPA, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the EPA to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 7,178 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 
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notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides EPA with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides EPA with an 

automated capability to directly report awards real time from the EPA contract writing systems 

and extract reports of award data on demand. 

 Discontinue the EPA feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 2,241 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): On-line Representation & Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to EPA. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based upon the processes, personnel, 

roles, steps, and actions involved. This resulted in a savings of approximately 1,566 

hours for the agency in FY 2007. 

 Contractors: Reduces time, cost and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Service Contract Act & Davis Bacon Act labor rates. 

Makes available the most current labor rates to EPA for services and construction programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink & paper usage, 

and postage for corresponding with contractors. The automated management of the 

processes is estimated to avoid labor equivalent to 1.5 government man-hours per wage 

determination request based upon the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 2,270 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 
 Page 176 

Lines of Business 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

Many of EPA’s core business processes are associated with actions directed at physical locations 

(industrial facilities, watersheds, superfund sites, etc.), and geospatial capabilities are essential to 

supporting these actions. The Geospatial Line of Business can improve EPA’s business processes by 

providing better and more cost effective access to geospatial data, services, and applications. 

EPA strongly supports the completion of the 34 geospatial framework data sets listed in A-16 by the 

assigned data stewards. While EPA is not one of the A-16 data stewards, these framework data sets are 

needed to enhance EPA’s ability to make environmental decisions, and every EPA Region and most EPA 

National Program Offices currently use some of these 34 data sets. These key data sets are key to many 

EPA programmatic analyses. 

EPA will also benefit through the Geospatial LoB goal of developing Federal approaches for delivery, 

maintenance, and access services for these 34 data layers. By establishing direct access to data and 

services, EPA can avoid potentially unnecessary costs in data storage and application development, and 

focus instead on improving the quality of data. In summary, EPA will directly benefit from the Geospatial 

LoB efforts to set priorities, expedite the completion of these 34 base layers, and provide new services. 

Grants Management LoB (Managing Partners HHS and NSF) - 

EPA manages 6,288 grant awards equaling approximately $4.1 billion. EPA anticipates the key benefit will 

be having a centralized location to download all applications, make awards, and track awards to closeout. 
 Page 177 

Automated business processes available through Consortia will decrease agency reliance on manual and 

paper-based processing. Consortium Lead agencies will spread operations and maintenance (O&M) costs, 

and development, modernization, and enhancement (DME) costs across agencies, decreasing the burden 

that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across EPA and the 

government and the development of common reporting standards, improving EPA’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency will help EPA comply with the Federal Financial Assistance Management Improvement Act of 1999 

and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

EPA benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. EPA’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits EPA through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

EPA with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

EPA stands to benefits from all three IT Infrastructure areas of concentration (End User Systems & 

Support, Mainframes and Servers Systems & Support, and Telecommunications Systems & Support). 

Most specifically, as it is a small agency in comparison to other Federal government agencies involved in 

the ITI LoB, EPA should benefit greatly from information and, potentially, pricing previously available to 

only larger agencies. 
 Page 178 

EPA’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for EPA related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

EPA expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with EPA 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 179 

General Services Administration 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The General Services Administration (GSA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen Portfolio 

 USA Services 

Government to Business Portfolio 

 Business Gateway 

 E-Rulemaking 

 Federal Asset Sales 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

USA Services (Managing Partner GSA) - 

Office of Citizen Services & Communications “National Contact Center” (NCC) 

- The initiative benefits citizens by providing a central reference to obtain 

Federal Government information from agencies in both English and Spanish 

via Internet, publications, telephone, and e-mail. This involves using 

USA.gov, GobiernoUSA.gov, the NCC’s 1-800-FED-INFO and the national 

Publications Center at Pueblo, CO. The task order is for contact center 

services to other agencies is spread over FY 2004 through FY 2009 and 

includes a modification to assist contact center response. 

The initiative provides the funding for the e-mail inquiry response support to 

GSA. E-mail inquiries are directed to the NCC via an auto-forwarding webform established and 

maintained by GSA. The most popular inquiries relate to: companies who wish to do business with the 

Federal Government/get on GSA Schedule, Travel Management Policy, and getting a job with GSA. GSA 

receives approximately 165 e-mails per month with these inquires. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits GSA’s “customers” (e.g., office supply companies, government contractors, 

etc.), many of whom are subject to complex regulatory requirements across multiple agencies. 

USA Services 

Highlights... 

3⁄4 The National Contact 

Center (NCC) handles over 

8 million government-wide 

telephone inquiries a year 

3⁄4 The NCC handles over 100 

thousand governmentwide email inquiries a year 
 Page 180 

• GSA’s constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with the Small Business Paperwork Relief Act, 

and reduction in burden hours. Through increased outreach, more constituents will be able to 

realize these benefits. 

• GSA will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for GSA. 

 Maintenance savings: Business.gov’s search technology will provide GSA with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 71 forms (to date) available on Forms.gov, 

GSA saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 214 GSA compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; in the case of GSA, for example, opportunities to harmonize forms 

and data collection processes exist with the intelligence community in the area of 

cyberspace security, and with DoT, DoE, and other agencies for other critical 

infrastructure protection. DoI and DoL together saved $341,000 in the first three years 

of their vertical, and are expected to save $570,000 over 5 years. 

Furthermore, GSA has been a key partner to Business Gateway by assisting in the management of 

Forms.gov and the Forms Catalog. Business Gateway's online Forms are instrumental in reducing burden 

and helping businesses find and submit forms. The Forms Catalog also helps GSA coordinate and 

manage government forms internally across the government. The Catalog currently receives between 

150,000 and 320,000 unique visits per month, contains information on 6,103 unique forms, and engages 

53 agencies to actively populate the forms catalog. 

E-Rulemaking (Managing Partner EPA) - 

The rules and notices GSA publishes need to be clearly understood by all parties that are affected by 

them, including Federal workers and parties currently or those considering providing contracted services 

to the U.S. Government. Because the rules and notices affect U.S. interest across the globe, the single 

access point the Federal Docket Management System (FDMS) has is providing any interested party access 

to those announcements and their supporting materials at any time. In addition, personnel providing the 

highly specialized services Federal employees and their contracted counterparts provide to the U.S. 

Government can take advantage of the notification functionality FDMS has to simplify the process of 

being informed of the most current actions affecting them. GSA completed migration to FDMS in 

December 2005. Between January and October 2007, GSA and their implementation of Federal 

Acquisition Regulations posted 60 Federal Register notices and 65 rules and proposed rules in 

Regulations.gov and received 128 comments. 

GSA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. GSA 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. In addition, E-Rulemaking worked with GSA post the semiannual regulatory agenda, thereby increasing public access and saving agencies printing costs. Direct 

budget cost savings and cost avoidance result from GSA’s transition to FDMS and Regulations.gov, 

enabling the Agency to discontinue efforts to develop, deploy and operate agency specific individual 

online docket and public comment systems. Over five years, it is estimated that GSA would avoid costs 

of nearly $1.5 million over having the Agency independently create alternative options that would provide 
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similar services. These figures were calculated in the summer of 2007 by an independent economist hired 

by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Federal Asset Sales (Managing Partner GSA) – 

Federal Asset Sales is focused on GSA’s core mission of helping federal agencies better serve the public 

by providing optimal service solutions. Additionally FAS improves the way that GSA currently disposes of 

surplus property and specifically benefits the Federal Acquisition Service and Public Buildings Service in 

the following ways: 

• Public Buildings Service – The Public Buildings Service (PBS) leverages expertise in asset 

disposal and management process and offers these services to other agencies that use GSA/PBS 

to dispose of their real property assets. As part of Federal Asset Sales, additional value added 

services for real property are being made available to all participating agencies.

• Federal Acquisition Service – As the only full-service Sales Center for surplus property, the 

Federal Acquisition Service already services a large number of agencies with its asset sales 

expertise and has extended its reach with agreements with agencies not previously using GSA 

such as the Department of Energy and NASA. With the addition of these agencies and sales 

activities, GSA has reached additional public buyers to generate increased asset sales. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, GSA improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If GSA were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, GSA received estimated 

benefits of $14,614,358 based on the processes, personnel, roles, steps, and actions involved. In 

addition, the agency realized an estimated cost avoidance of $556,098 and estimated operational cost 

savings of $3,033,707. 

Also, GSA is the managing partner for IAE and the system steward for the Excluded Parties List System 

(EPLS), Federal Business Opportunities (FedBizOps), and the Federal Procurement Data System – Next 

Generation (FPDS-NG). These systems allow consolidated postings of Federal procurement opportunities 

and recordings of Federal procurement transactions. Through these common systems, GSA is better able 

to track and report on purchasing activities across federal agencies and ensure conformance with the 

Federal Acquisition Regulations (FAR). 

• Central Contractor Registration (CCR): Provides GSA single source of trading partner data. 

CCR Tools enable GSA access to current socio-economic and financial information as needed for 

their contractors without maintenance. GSA, Public Building Services (PBS) alone was able to 

leverage CCR from 12 different vendor files to updating to a single source of information. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 74,480 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables GSA to 

search for excluded parties prior to contract award. With the introduction of EPLS, GSA was able 
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to allow agencies to update a single data source of excluded parties electronically without 

needing to duplicate and transmit through a paper process and GSA eliminated the need to 

publish a quarterly paper catalog. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 16,551 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the GSA, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. In addition, eSRS has allowed the 

GSA, Federal Acquisition Services (FAS) to discontinue development of a back office application.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 350 hours for the 

agency in FY 2007. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the GSA to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 54,907 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides GSA with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. In the 

case of GSA, PBS, FedTeDS has eliminated the need for expensive extranets and Drawing and 

Bid rooms for current and future building projects. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides GSA with an 

automated capability to directly report awards real time from the GSA contract writing systems 

and extract reports of award data on demand. FPDS-NG has provided GSA with the ability to 

report and track contract accomplishments in response to National Interest Actions covered by 
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the Stafford Act, a standard approach to meeting its regulatory responsibility under the 

Demonstration Test Program, and increased visibility on GSA Leasing program. 

 Discontinue the GSA feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 76,495 hours for 

the agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to GSA. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 11,980 hours for 

the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to GSA for services and construction 

programs. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 9,473 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including GSA, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for GSA and any GSA component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. GSA will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 
 Page 184 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. GSA currently has 114 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The GSA is expecting to benefit from the Geospatial LoB’s coordinated approach to producing, 

maintaining, and using geospatial data within the Federal Government. This approach will allow GSA to 

review and potentially leverage existing geospatial data created by the Managing Partner Agency (DoI) 

and LoB partner agencies, rather than initiating potentially redundant business-driven geospatial analysis 

within the agency. GSA’s participation and collaboration with the Geospatial LoB closely supports the 

agency’s mission of helping “Federal agencies better serve the public by offering, at best value, superior 

workplaces, expert solutions, acquisition services, and management policies." While the LoB was just 

initiated in FY 2006, the collaborative approach of the managing partner is likely to facilitate additional 

benefits in the coming years as the LoB establishes itself within the Federal community. 

Human Resources Management LoB (Managing Partner OPM) - 

GSA benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 
 Page 185 

systems. Employees across the agency benefit from improved HR services. GSA’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The ITI LoB will assist GSA in meeting one of the core missions of the GSA Federal Acquisition Service – 

to provide government clients with efficient and effective services at the best commercial prices available. 

The initiative benefits GSA through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

GSA with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

GSA’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for GSA related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

GSA expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with GSA 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 186 

National Aeronautics and Space Administration 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The National Aeronautics and Space Administration (NASA) is providing funding in FY 

2008 to the following E-Government Initiatives: 

Government to Business Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

Business Gateway provides a valuable channel for NASA to identify businesses with the interest and 

expertise to engage in technological development and partnerships. NASA provides a host of programs 

focused on business from research contracts to Mentor/Protégé programs. Business Gateway provides a 

powerful outreach channel to match businesses with the various initiatives that are part of NASA’s 

outreach to the business community. 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits NASA’s “customers” (e.g., aerospace industry, research labs, etc.), many of 

whom are subject to complex regulatory requirements across multiple agencies. 

• NASA’s constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with the Small Business Paperwork Relief Act, 

and reduction in burden hours. Through increased outreach, more constituents will be able to 

realize these benefits. Furthermore, Business Gateway should provide increased citizen and 

business engagement as a result of quick access to NASA’s regulatory information. 

• NASA will receive: 

 Maintenance savings: Business.gov’s search technology will provide NASA with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 6 forms (to date) available on Forms.gov, 

NASA saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 
 Page 187 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; in the case of NASA, opportunities exist to refine the processes 

with DoS and DoD regarding the protection of cutting-edge technologies. DoI and DoL 

together saved $341,000 in the first three years of their vertical, and are expected to 

save $570,000 over 5 years. 

 Increased transparency: Business Gateway enables NASA to meet its public service 

commitment to transparency in government by providing its customers with ready, equal 

access to information about its compliance requirements. 

E-Rulemaking (Managing Partner EPA) - 

NASA exercises management over the nation’s space flight centers, research centers, and other 

installations. For calendar year 2007 through October NASA posted 22 Federal Register rules and 

proposed rules in Regulations.gov and posted 6 comments. These actions require broad circulation to be 

effective, and through the use of FDMS, NASA is able to provide public access and receive public 

comment. 

NASA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. NASA 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

NASA’s transition to FDMS and Regulations.gov, enabling the agency to discontinue efforts to develop, 

deploy and operate specific individual online docket and public comment systems. Over five years, it is 

estimated that NASA would avoid costs of over $700,000 over having the Agency independently create 

alternative options that would provide similar services. These figures were calculated in the summer of 

2007 by an independent economist hired by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov Initiative benefits NASA and its grant programs by providing broader exposure to a wider 

community who could potentially apply for NASA funding. In addition, Grants.gov provides a single site 

for the grantee community to apply for grants using a standard set of forms, processes and systems 

giving greater access and ability to apply for Federal funding. In FY 2007, NASA posted 86 funding 

opportunities and 81 application packages, and received 274 proposals. NASA is a Federal grant making 

agency which processes and issues grants. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, NASA improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If NASA were not allowed 

to use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, NASA received estimated 

benefits of $2,227,173 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $205,484 estimated operational cost savings of 

$1,120,985. 
 Page 188 

• Central Contractor Registration (CCR): Provides NASA a single source of trading partner 

data. CCR Tools enable NASA access to current socio-economic and financial information as 

needed for their contractors and grantees without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 14,479 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables NASA 

to search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 3,218 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the NASA, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. In addition, eSRS has allowed the 

GSA, Federal Acquisition Services (FAS) to discontinue development of a back office application.

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 193 hours for 

the agency in FY 2007. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the NASA to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 17,034 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides NASA with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 
 Page 189 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides NASA with an 

automated capability to directly report awards real time from the NASA contract writing systems 

and extract reports of award data on demand. FPDS-NG has also provided NASA with an ability 

to report and track certain elements on Grant awards. 

 Discontinue the NASA feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 2,792 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to NASA. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

3,716 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to NASA. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 3,126 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including NASA, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 
 Page 190 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for NASA and any NASA component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. NASA 

will benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. NASA currently has 100 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

As a funding partner, NASA can look forward to returns on investments from the Geospatial LoB through 

increased efficiency and synergy across the government. Geospatial LoB aims to further refine the 

opportunities for optimizing and consolidating federal geospatial-related investments to reduce the cost of 

government and, at the same time, improve services to citizens. Cross-agency coordination of geospatial 
 Page 191 

activities can identify, consolidate, and reduce or eliminate redundant geospatial investments. Developing 

the Geospatial LoB will result in a more coordinated approach to producing, maintaining, and using 

geospatial data, and will ensure sustainable participation from Federal partners to establish a 

collaborative model for geospatial-related activities and investments. 

Grants Management LoB (Managing Partners HHS and NSF) - 

NASA manages 1,768 grant awards equaling approximately $800 million. NASA anticipates the key 

benefit will be having a centralized location to download all applications, make awards, and track awards 

to closeout. Consortium Lead agencies will spread operations and maintenance (O&M) costs, and 

development, modernization, and enhancement (DME) costs across agencies, decreasing the burden that 

any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across Treasury and 

the government and the development of common reporting standards, improving NASA’s ability to 

provide agency- and government-wide reports on grant activities and results. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) - 

NASA benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. NASA’s involvement in the 

HR LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits NASA through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

NASA with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given the size and complexity of NASA, the agency stands to benefits from all three IT Infrastructure 

areas of concentration (End User Systems & Support, Mainframes and Servers Systems & Support, and 

Telecommunications Systems & Support). Furthermore, key needs of NASA from its infrastructure, data 

reliability and security, should be enhanced given the knowledge sharing that will occur. 

NASA’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for NASA related acquisitions that will prove valuable 

when negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, 

because of this program. 

NASA expects to realize significant benefit in improved mission delivery. The bulk of this activity will 

come as a result of an enhanced infrastructure that takes advantage of direct electronic interface with 

NASA customers. Infrastructure certification and accreditation will be significantly enhanced above what 
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it is today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of 

this program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 193 

National Archives and Records Administration 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The National Archives and Records Administration (NARA) is providing funding in FY 

2008 to the following E-Government Initiatives: 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment - Loans 

and Grants 

Lines of Business (LoB) 

 Geospatial LoB 

 Grants Management LoB 

Benefits realized through the use of these initiatives are as follows: 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Geospatial LoB (Managing Partner DoI) - 

The building of records management functions into the Geospatial LoB’s Common Solutions and Target 

Architecture will greatly benefit NARA because agencies will be better able to schedule, appraise, store, 

protect, classify, and transfer to NARA their geospatial data and information. The Geospatial LoB 

provides NARA the opportunity to work with the FGDC and the Geospatial LoB’s Program Management 

Office to assist agencies in utilizing standardized language to ensure that they can assert the 

Government's rights in geospatial data. Future contracts also should address the Government's rights to 

reuse, share, and provide secondary access to geospatial data acquired from multiple sources. 

Grants Management LoB (Managing Partner NSF & HHS) - 

NARA manages 204 grant awards equaling approximately $14 million. NARA anticipates the key benefit 

will be having a centralized location to download all applications, make awards, and track awards to 

closeout. Automated business processes available through Consortia will decrease agency reliance on 

manual and paper-based processing. Consortium Lead agencies will spread operations and maintenance 

(O&M) costs, and development, modernization, and enhancement (DME) costs across agencies, 

decreasing the burden that any one agency must bear. In FY 2007 NARA continued to use the National 

Endowment for the Humanities' grants management system, a cost-savings partnership begun in FY 

2006. Benefits to NARA include cost savings and cost avoidance related to file storage costs totaling 

$1,000 annually; staff and material costs totaling $11,500 annually; electronic application transfer and 

exchanges totaling $1200 annually; and organizational costs associated with diverse processes, forms, 

and system totaling $2,000 annually. 

 
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GM LoB will lead to a reduction in the number of systems of record for grants data across NARA and the 

government and the development of common reporting standards, improving NARA's ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency will help NARA comply with the Federal Financial Assistance Management Improvement Act of 

1999 and the Federal Funding Accountability and Transparency Act of 2006. 

 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees' ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 
 Page 195 

National Science Foundation 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The National Science Foundation (NSF) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Business Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Financial Management LoB 

 Human Resources Management LoB 

 Grants Management LoB 

 Geospatial LoB 

 Budget Formulation and Execution LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits NSF’s “customers” (e.g., research firms, universities, etc.), many of whom are 

subject to complex regulatory requirements across multiple agencies. 

• NSF’s constituents could potentially receive significant benefits from Business Gateway including 

time and cost savings, assistance in compliance with the Small Business Paperwork Relief Act, 

and reduction in burden hours. Through increased outreach, more constituents will be able to 

realize these benefits. 

• NSF will receive: 

 Maintenance savings: Business.gov’s search technology will provide NSF with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 20 forms (to date) available on Forms.gov, 

NSF saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 72 NSF compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity; ; in the case of NSF, for example, the opportunity exists to partner 

with NASA, the intelligence community, DoD and others to protect the security of 

emerging technologies. DoI and DoL together saved $341,000 in the first three years of 

their vertical, and are expected to save $570,000 over 5 years. 
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E-Rulemaking (Managing Partner EPA) - 

NSF’s mission includes support for all fields of fundamental science and engineering, except for medical 

sciences. NSF's task of identifying and funding work at the frontiers of science and engineering is not a 

“top-down” process. NSF operates from the “bottom up,” keeping close track of research around the 

U.S. and the world, maintaining constant contact with the research community to identify ever-moving 

horizons of inquiry, monitoring which areas are most likely to result in spectacular progress and choosing 

the most promising people to conduct the research. NSF migrated to FDMS in September 2006. FDMS 

provides the research community a web-based, central location to track proposed regulations by NSF and 

to provide comment when applicable. Between January and October 2007, NSF posted 106 Federal 

Register Notices and 2 rules and proposed rules in Regulations.gov. 

NSF benefits in several ways through its participation and reliance on FDMS and Regulations.gov. NSF 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

NSF’s transition to FDMS and Regulations.gov, enabling the Foundation to discontinue efforts to develop, 

deploy and operate specific individual online docket and public comment systems. Over five years, it is 

estimated that NSF would avoid costs of nearly $500,000 over having the Agency independently create 

alternative options that would provide similar services. These figures were calculated in the summer of 

2007 by an independent economist hired by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative provides grant applicants with a single source to search and apply for funding 

opportunities from all Federal grant-making agencies using common forms, processes, and systems. With 

NSF’s full implementation of Grants.gov, the research community can find and apply for NSF funding 

opportunities on Grants.gov. NSF's program offices that used Grants.gov include the Directorate for 

Biological Sciences; Directorate for Computer and Information Sciences & Engineering; Directorate for 

Education and Human Resources; Directorate for Engineering; Directorate for Geosciences; Directorate 

for Mathematical and Physical Sciences; Directorate for Social, Behavioral and Economic Sciences; Office 

of Polar Programs; Office of International Science and Engineering; and Office of Cyber infrastructure. 

 

NSF has not identified or reported savings resulting from its use of Grants.gov; however, NSF recognizes 

the benefits Grants.gov provides to the research community through use of standardized terminology, 

application forms and electronic submission processes. NSF has leveraged Grants.gov in the 

development of five agency specific forms (of which only 2 are required) and has used them 100 percent 

of the time; NSF uses government-wide forms 100 percent of the time for its application packages. In FY 

2007, NSF published 140 or 100 percent of its funding opportunities on Grants.gov and published 

associated application packages for 136 of those opportunities. The remaining 4 application packages 

were in areas not currently supported through Grants.gov. NSF received 1,606 electronic applications 

through Grants.gov, more than double the amount from FY 2006. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, NSF improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If NSF were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 
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use systems to replace paper-based and labor-intensive efforts. For FY 2007, NSF received estimated 

benefits of $56,946 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $611 and estimated operational cost savings of 

$3,331. 

• Central Contractor Registration (CCR): Provides NSF a single source of trading partner 

data. CCR Tools enable NSF access to current socio-economic and financial information as 

needed for their contractors and grantees without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 496 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables NSF to 

search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 110 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the NSF, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the NSF to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 319 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides NSF with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 
 Page 198 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides NSF with an 

automated capability to directly report awards real time from the NSF contract writing systems 

and extract reports of award data on demand. 

 Discontinue the NSF feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 125 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to NSF. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 70 hours for the 

agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to NSF. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including NSF, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 
 Page 199 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for NSF and any NSF component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. NSF will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. NSF currently has 40 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

NSF supports basic research at the frontiers of discovery across all fields of (non-medical) science 

through competitive proposals that are evaluated using merit-based peer review. To advance its mission, 

the NSF actively participates in activities that shape and enhance the scientific enterprise. Although the 
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NSF is not currently a provider of a geospatial data, it does consider proposals for support of fundamental 

research that utilizes or enhances the value of geospatial information. The NSF recognizes the 

importance of the LoB in establishing a more collaborative and performance-oriented culture within the 

federal geospatial arena that should optimize investments in data and technology and yield many longterm benefits to the nation. 

Grants Management LoB (Managing Partners HHS and NSF) - 

NSF manages over 36,850 active awards equaling over $5 billion. NSF anticipates the key benefit of this 

initiative will be having a location to download all applications, make awards, and track awards to 

closeout. Automated business processes available through Consortia will decrease agency reliance on 

manual and paper-based processing. GM LoB will lead to a reduction in the number of systems of record 

for grants data across NSF and the government and the development of common reporting standards, 

improving NSF’s ability to provide agency- and government-wide reports on grant activities and results. 

As a GM LoB Consortium Lead, NSF is developing a single web portal, Research.gov, containing 

government-wide resources and tools for research institutions to conduct grants business with Federal 

research agencies. Research.gov aims to ease the grants administrative burden on applicants and 

awardees by providing a menu of services focused on the needs of research institutions. Initial planned 

capabilities include: 

• Single access portal that utilizes E-Authentication; 

• A grants policy library that consolidates Federal and agency-specific policies, guidelines, and 

procedures; 

• Single site where principal investigators and sponsored project offices check the up-to-date 

status of grant applications submitted to participating agencies; 

• Service to fully disclose research grant award and sub-award data in compliance with the Federal 

Funding Accountability and Transparency Act of 2006; and 

• Online capabilities related to submission of grantee progress/project reports, financial functions 

for grantee reporting, and converting documents into the format required for government 

acceptance. 

NSF’s Consortium will help agencies comply with legislative requirements such as the Federal Financial 

Assistance Management Improvement Act of 1999 and the Federal Funding Accountability and 

Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit from having fewer unique agency systems and 

processes to learn; grantees’ will benefit from ease in learning how to use the system and reduced need 

to rely on call center technical support. 

Human Resources Management LoB (Managing Partner OPM) - 

NSF benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. NSF’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits NSF through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 
 Page 201 

NSF with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given that NSF is primarily located in the Washington, DC area, NSF stands to benefit most from the 

information and solutions relating to End-User Systems and Support, and Mainframes and Servers. 

NSF’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for NSF related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

NSF expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with NSF 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 202 

Nuclear Regulatory Commission 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Nuclear Regulatory Commission (NRC) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

Lines of Business 

(LoB) 

 Financial Management LoB 

Benefits realized through the use of this initiative are as follows: 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, NRC improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If NRC were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, NRC received estimated 

benefits of $123,616 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $721 and estimated operational cost savings of 

$3,931. 

• Central Contractor Registration (CCR): Provides NRC a single source of trading partner 

data. CCR Tools enable NRC access to current socio-economic and financial information as 

needed for their contractors and grantees without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 802 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables NRC to 

search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 178 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the NRC, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. 
 Page 203 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the NRC to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 1051 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides NRC with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides NRC with an 

automated capability to directly report awards real time from the NRC contract writing systems 

and extract reports of award data on demand. 

 Discontinue the NRC feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 206 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to NRC. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

229 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to NRC. 
 Page 204 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Lines of Business 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 
 Page 205 

Office of Personnel Management 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Office of Personnel Management (OPM) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen Portfolio 

 Recreation One-Stop 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Internal Efficiency and Effectiveness 

Portfolio 

 E-Payroll 

 E-Training 

 Enterprise HR Integration 

 Integrated Acquisition Environment 

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Human Resources Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with information that is relevant to individuals affected by a disaster, the Office of 

Personnel Management will integrate with DAIP to provide an alternate mechanism for providing 

information to disaster victims. This will support delivery of assistance to disaster victims and will reduce 

agency direct inquiries about individual assistance. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007)

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits OPM by making its forms more available to the public. 
 Page 206 

• OPM will receive: 

 Contact center savings: Due to the use of Business.gov and Forms.gov a decrease in 

misdirected calls is expected to result in cost savings for OPM. 

 Maintenance savings: Business.gov’s search technology will provide OPM with valuable 

user statistics and feedback, enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 70 forms (to date) available on Forms.gov, 

OPM saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have or participate in at least one 

“vertical” opportunity. As an example of the potential results, DoI and DoL together 

saved $341,000 in the first three years of their vertical, and are expected to save 

$570,000 over 5 years. 

E-Rulemaking (Managing Partner EPA) - 

OPM’s mission is to build and retain a high quality and diverse Federal workforce. OPM works to ensure 

Federal agencies adopt human resources management systems that improve their ability to build 

successful organizations and use effective merit-based human capital strategies to create a rewarding 

work environment that accomplishes this mission. Regulatory actions are a critical part of OPM’s work in 

meeting its mission. OPM migrated to FDMS in December 2006. Between January and October 2007, 

OPM posted 55 Federal Register notices and 31 rules and proposed rules in Regulations.gov. 

OPM benefits in several ways through its participation and reliance on FDMS and Regulations.gov. OPM 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

OPM’s transition to FDMS and Regulations.gov, enabling the agency to discontinue efforts to develop, 

deploy and operate specific individual online docket and public comment systems. Over five years, it is 

estimated that OPM would avoid costs of nearly $500,000 over having the Agency independently create 

alternative options that would provide similar services. These figures were calculated in the summer of 

2007 by an independent economist hired by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Internal Efficiency and Effectiveness Portfolio 

E-Payroll (Managing Partner OPM) - 

As the managing partner of the E-Payroll initiative, OPM is leading the effort to standardize payroll 

services and processes across the Federal Government. One of the principal goals of OPM is to assist 

federal agencies to adopt human resources management systems that improve their ability to build 

successful, high performance organizations. E-Payroll establishes payroll policies and procedures that are 

uniform and easy to understand and administer, fostering the achievement of this goal. Additionally, 

OPM is a customer of the GSA for its own agency payroll processing services. By obtaining payroll 

processing services through one of the approved E-Payroll service providers, OPM does not need to 

spend funds to build and maintain separate payroll processing systems. Operating a separate system 

would be more expensive for OPM because the Office would have to bear the costs of maintenance and 

future upgrades alone rather than sharing these costs with other federal agencies. 

E-Training (Managing Partner OPM) - 

OPM operates GoLearn, one of the approved service providers for E-Training. This initiative allows OPM 

to spread the cost of managing E-Training systems and processes across a larger customer base, 

reducing agency costs to operate learning systems and services. Additionally, OPM’s involvement in the 
 Page 207 

E-Training initiative allows them to help shape the government-wide E-Training solutions and best 

practices. 

Enterprise HR Integration (Managing Partner OPM) - 

The mission of OPM is to ensure the Federal government has an effective civilian workforce. One of the 

many things OPM must do to accomplish this goal is enhance Federal employees’ ability to access their 

respective human resource records. This initiative benefits participating agencies by providing immediate 

and secure access to personnel records via the Internet 24-hours a day. Streamlining HR processes such 

as employee transfers, retirements, and separations reduces dependencies on costly and inefficient 

paper-based HR processes. The initiative benefits employees because it ensures faster transfer of 

employment information and gives access to their own personal HR data. This improves data integrity 

because it allows employees to self-validate information contained in their files. 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, OPM improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If OPM were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, OPM received estimated 

benefits of $151,864 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $3,498 and estimated operational cost savings of 

$19,085. 

• Central Contractor Registration (CCR): Provides OPM a single source of trading partner 

data. CCR Tools enable OPM access to current socio-economic and financial information as 

needed for their contractors and grantees without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 907 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables OPM 

to search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 202 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the OPM, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 
 Page 208 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the OPM to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 985 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides OPM with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides OPM with an 

automated capability to directly report awards real time from the OPM contract writing systems 

and extract reports of award data on demand. 

 Discontinue the OPM feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 671 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to OPM. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

215 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to OPM. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 51 hours for the agency in FY 

2007. 
 Page 209 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including OPM, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for OPM and any OPM component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. OPM will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. OPM currently has 69 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers. 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to Shared Service Providers by ensuring that all 

customer agencies use the same processes for transactions. The FM LoB will extend this work, 

developing standard business processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select Shared 

Service Providers, and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 
 Page 210 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Human Resources Management LoB (Managing Partner OPM) - 

The HR LoB initiative identifies and promotes the use of best-in-class systems and processes for 

administering back-office personnel functions for the Federal workforce. As managing partner of this 

initiative, OPM supports its mission to help agencies to build and maintain a high quality and diverse 

Federal workforce. Agencies benefit through use of best-in-class HR services and systems provided by 

one of the approved service providers, without the costs of developing and maintaining their own HR 

systems. Employees benefit from improved HR services. OPM’s involvement in the HR LoB allows them 

to help shape the government-wide solution as well as best practices and lessons learned as developed 

by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits OPM through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

OPM with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

Given that OPM is primarily located in the Washington, DC area, OPM stands to benefit most from the 

information and solutions relating to End-User Systems and Support, and Mainframes and Servers. 

OPM’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for OPM related acquisitions that will prove valuable when 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

OPM expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with OPM 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 211 

Small Business Administration 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Small Business Administration (SBA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment

 Integrated Acquisition Environment - Loans 

and Grants 

Lines of Business 

(LoB) 

 Budget Formulation and Execution LoB 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency with programs that will participate directly with the DAIP, the Small Business Administration 

will provide a streamlined application and status update process for citizens that apply to those 

participating programs. The DAIP will also reduce the time for citizens to complete applications for those 

participating programs. This will help the Small Business Administration fulfill its mission to deliver 

assistance to disaster victims. The Small Business Administration will be able to take advantage of the 

online application and status capability that DAIP provides to channel applicants to a lower cost 

alternative, which should provide cost savings for the agency in areas such as call center costs. Through 

the pre-screening for the programs that will be provided through DAIP, the Small Business Administration 

will also allow citizens with the ability to learn about programs that they may be eligible for, and will 

reduce the number of invalid applications that the Small Business Administration has to process. 
 Page 212 

Furthermore, by implementing authentication mechanisms on all applicants to ensure their identity before 

applying, DAIP will reduce exposure of individuals to identity theft. 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

SBA’s mission – to “maintain and strengthen the nation's economy by aiding, counseling, assisting and 

protecting the interests of small businesses and by helping families and businesses recover from national 

disasters” – is inextricably tied to Business Gateway’s mission of providing the nation’s businesses with 

easier access to information and tools to reduce burden and help businesses comply with government 

regulations. 

A key rationale for building the Business Gateway (www.business.gov) is to fulfill the statutory mission of 

SBA to help small businesses succeed by creating a more approachable, responsive, and accessible 

government. SBA's goal, as managing partner of the initiative, is to use the internet to improve the 

service, efficiency, and effectiveness of business operations, and to transform government into an 

innovative, reliable, trustworthy and citizen-centered partner. 

By creating a single portal for business information, such as regulatory 

compliance information, Business Gateway directly benefits SBA’s “customers” 

(e.g., small business, associations, etc.), many of whom are subject to 

complex regulatory requirements across multiple agencies. 

• SBA’s constituents could potentially receive significant benefits from 

Business Gateway including time and cost savings, assistance in 

compliance with the Small Business Paperwork Relief Act, and 

reduction in burden hours. Through increased outreach, more 

constituents will be able to realize these benefits. 

• SBA will receive: 

 Contact center savings: Due to the use of Business.gov and 

Forms.gov a decrease in misdirected calls is expected to 

result in cost savings for SBA. 

 Maintenance savings: Business.gov’s search technology will 

provide SBA with valuable user statistics and feedback, 

enabling it to simplify content management on its business 

compliance site. 

 Increased forms management: By making 69 forms (to date) available on Forms.gov, 

SBA saves agency time in forms management, and is expected to produce significant 

savings in paper and postage. 

 Increased exposure: Business.gov now houses 168 SBA compliance links (to date) 

providing cross-agency effectiveness to American businesses. 

 Reduced burden on field offices: By directing compliance-related inquiries to 

Business.gov, agencies with field offices will save training and staff-time dollars. 

 Data harmonization: Every federal agency should have and participate in at least one 

“vertical” opportunity; in the case of SBA, for example, there may be opportunities to 

harmonize forms and data collection processes with DoC and Treasury as they all gather 

economic information and adjust revenue projections. DoI and DoL together saved 

$341,000 in the first three years of their vertical, and are expected to save $570,000 

over 5 years. 

Business Gateway 

Constituent Quote... 

“Business.gov is the perfect 

resource for me. I’m growing 

one business and starting 

another. This Web site works 

on two different levels, 

providing the direct 

connections I want for my ongoing business needs and the 

basic start-up support I need 

for launching my new 

business. Business.gov is like 

having a silent partner on 

line.” 

--Small Business Owner 
 Page 213 

E-Rulemaking (Managing Partner EPA) - 

SBA’s mission is to maintain and strengthen the Nation’s economy by aiding, counseling, assisting and 

promoting the interest of small businesses and by helping families and businesses recover from natural 

disasters. SBA migrated to the Federal Docket Management System (FDMS) in December 2006. By 

implementing FDMS, SBA’s internal rulemaking business processes have been made more transparent 

and open for public participation. Further, FDMS provides SBA with a secure, centralized electronic 

repository for managing its rulemaking development via distributed management of data and role-based 

user access. Between January and October 2007, SBA posted 16 Federal Register rules and proposed 

rules in Regulations.gov and posted 50 public comments. 

SBA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. SBA 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

SBA’s transition to FDMS and Regulations.gov, enabling the agency to discontinue efforts to develop, 

deploy and operate specific individual online docket and public comment systems. Over five years, it is 

estimated that SBA would avoid costs of over $300,000 over having the Agency independently create 

alternative options that would provide similar services. These figures were calculated in the summer of 

2007 by an independent economist hired by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative continues to benefit SBA and its grant programs by providing a single location to 

publish grant funding opportunities and application packages, and by providing a single site for the grants 

community to apply for grants using common forms, processes, and systems. SBA derives its largest 

source of benefits from Grants.gov by not having to develop its own system for collecting electronic grant 

applications for paper-based grant programs. 

In FY 2007 SBA had posted 6 funding opportunities, 6 application packages and received 310 Electronic 

Submissions from the grants community via Grants.gov. SBA use government-wide forms 100 percent of 

the time for its application packages. 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) – 

Through adoption of the tools and services provided by IAE, SBA improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If SBA were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, SBA received estimated 

benefits of $96,692 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $17,407 and estimated operational cost savings of 

$94,961. 

Also, SBA currently manages the Electronic Subcontracting Reporting System (ESRS) for the Federal 

Government as part of the IAE initiative. This system provides a single point of collection for 

subcontracting reporting data across the Federal Government and replaced separate systems maintained 

by individual agencies. 
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• Central Contractor Registration (CCR): Provides SBA a single source of trading partner 

data. CCR Tools enable SBA access to current socio-economic and financial information as 

needed for their contractors and grantees without maintenance. In addition, allows SBA to meet 

its statutory obligations to provide consistent application of Size Determination definition and 

process; and identify certified Small Disadvantaged Business, HUBZone, and 8(a) firms for all 

users.

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 499 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables SBA to 

search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 111 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the SBA, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. In addition, eSRS has provided an 

efficient business process to meet SBA statutory obligation to manage the federal subcontracting 

process. eSRS now provides SBA an automated process for collection and consolidation of 

agencies’ annual summary subcontracting for required reporting to the President and Congress. 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the SBA to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 803 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides SBA with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 
 Page 215 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides SBA with an 

automated capability to directly report awards real time from the SBA contract writing systems 

and extract reports of award data on demand. In addition, FPDS-NG has provided the single 

source of authoritative contract accomplishment data. This has allowed SBA an ability to meet its 

statutory obligation to manage the Federal small business program and generate the annual 

Small Business Goaling Report. FPDS-NG now provides SBA an automated process for collection 

and consolidation of agencies’ annual small business goaling real time for required reporting to 

the President and Congress.

 Discontinue the SBA manual processing; facilitate real time reporting integrated with 

agency contract writing systems. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to SBA. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours per contract based on the processes, 

personnel, roles, steps, and actions involved. This resulted in a savings of approximately 

175 hours for the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to SBA. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 249 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 
 Page 216 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, including SBA, BFE LoB, in conjunction with Department of the Treasury as the 

system owner, made available the first shared fee-for-service budget formulation system, the Budget 

Formulation and Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements 

for a new Performance Measure Manager (PMM) module that will allow users to automate the definition, 

collection, and reporting of all types of performance measures. The PMM will be available in 2008. The 

BFEM system is an option for SBA and any SBA component that is in need of a budget formulation or 

performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. SBA will 

benefit from using this matrix as a starting point in determining specific system needs. In 2008, BFE LoB 

will further benefit agencies by evaluating known budget systems against the decision matrix and making 

that information available so each agency can avoid the cost of performing that step individually. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. SBA currently has 41 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 
 Page 217 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

SBA is looking forward to the returns on investments from the Geospatial LoB with regard to the 

efficiency and synergy across the government. The LoB provides more immediate access to geospatial 

information that would lead to improved productivity, improved mission delivery, and increased service to 

citizens. Geospatially enabling traditional business data will improve business process efficiency, allow for 

geographically based work planning and investment processes, assist in infrastructure asset tracking, 

improve mission delivery, and promote use of business intelligence in the Department’s decision support 

systems. The LoB is intended to establish methods for improved processes of doing business using 

geospatial information. 

Grants Management LoB (Managing Partners HHS and NSF) - 

SBA manages 517 grant awards equaling approximately $173,478. SBA anticipates the key benefit will be 

having a centralized location to download all applications, make awards, and track awards to closeout. 

Automated business processes available through consortium service providers will decrease agency 

reliance on manual and paper-based processing. Consortium lead agencies will spread operations and 

maintenance (O&M) costs, and development, modernization, and enhancement (DME) costs across 

agencies, decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across SBA and the 

government and the development of common reporting standards, improving SBA’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a consortium lead 

agency will help SBA comply with the Federal Financial Assistance Management Improvement Act of 1999 

and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification and 

faster payments due to an automated system for grants processing. Furthermore, GM LoB will minimize 

complex and varying agency-specific requirements and increase grantee ease of use on Federal grants 

management systems. Constituents will benefit as they will have fewer unique agency systems and 

processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on call 

center technical support will be reduced. Consortium lead agencies will also provide grantees with online 

access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

IT Infrastructure LoB (Managing Partner GSA) - 

The initiative benefits SBA through improved IT performance, greater efficiencies in IT infrastructure 

investments, and consistency and standardization of infrastructure platforms. The ITI LoB will provide 

SBA with best practice data and industry-wide performance metrics to validate and/or improve existing 

performance. 

SBA stands to benefits from all three IT Infrastructure areas of concentration (End User Systems & 

Support, Mainframes and Servers Systems & Support, and Telecommunications Systems & Support). 

Most specifically, as it is a small agency in comparison to other Federal government agencies involved in 

the ITI LoB, SBA should benefit greatly from information and, potentially, pricing previously available only 

to larger agencies. 

SBA’s participation in this program will result in higher service levels at a more effective cost. Large 

government purchases will establish a baseline for SBA related acquisitions that will prove valuable when 
 Page 218 

negotiating prices for hardware and software. A 10-15 percent gain in productivity is expected, because 

of this program. 

SBA expects to realize significant benefit in improved mission delivery. The bulk of this activity will come 

as a result of an enhanced infrastructure that takes advantage of direct electronic interface with SBA 

customers. Infrastructure certification and accreditation will be significantly enhanced above what it is 

today. At least a 20-25 percent improvement in mission delivery is expected by taking advantage of this 

program. Enhanced infrastructure performance will directly result in improved mission delivery to the 

public. 
 Page 219 

Smithsonian Institution 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Smithsonian Institution is not providing agency contributions to any E-Government initiatives in FY 

2008. 
 Page 220 

Social Security Administration

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Social Security Administration (SSA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Citizen 

Portfolio 

 Disaster Assistance 

Improvement Plan 

Government to Business 

Portfolio 

 Business Gateway 

 E-Rulemaking 

Government to 

Government Portfolio 

 Grants.gov 

Internal Efficiency and Effectiveness 

Portfolio 

 Integrated Acquisition Environment 

 Integrated Acquisition Environment - Loans 

and Grants

Lines of Business 

(LoB) 

 Financial Management LoB 

 Geospatial LoB 

 Grants Management LoB 

 Human Resources LoB 

 IT Infrastructure LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Citizen Portfolio 

Disaster Assistance Improvement Plan (Managing Partner DHS) - 

The Disaster Assistance Improvement Program (DAIP) is a government-wide initiative to improve the 

delivery of assistance to disaster victims. Through modification of an existing E-Gov initiative, 

GovBenefits.gov, DAIP provides a one-stop portal for those affected by disasters by providing information 

on programs offering disaster assistance and screening of benefits for which they may be eligible. After 

determining their eligibility, users may apply for disaster assistance benefits using a single application 

through FEMA, leading to a more simplified, streamlined process. All benefit applications are adjudicated 

by the appropriate agency. DAIP will also allow returning users to check the status of the request for 

benefits available through the single application. DAIP includes member agencies that have programs 

that: provide benefits for persons in response to disasters; help facilitate the application and delivery 

process through validation; have other resources that may assist disaster victims: or are otherwise 

relevant to those who are impacted by disasters. During its first year of operation, the DAIP Program 

Office will quantify and report on the benefits and cost savings for each member agency. 

As an agency that will interface with the DAIP to obtain change of address information, SSA will provide 

benefits to citizens by ensuring continuity of delivery of their existing benefits. Furthermore, by ensuring 

that addresses are up to date, SSA will reduce waste and fraud in the distribution of checks to incorrect 

addresses. 
 Page 221 

Government to Business Portfolio 

Business Gateway (Managing Partner SBA) - (data for forms and compliance links are as of October 

30, 2007) 

By creating a single portal for business information, such as regulatory compliance information, Business 

Gateway directly benefits SSA’s “customers” (e.g., self-employed businesses, employers, etc.), many of 

whom are subject to complex regulatory requirements across multiple agencies. 

• Business Gateway provides one-stop, equal access to cross-agency compliance information for 

the benefit of SSA’s customers. 

• As a single-source, cross-agency alternative to multiple paper- and web-based sources, Business 

Gateway encourages and simplifies regulatory compliance for the benefit of all citizens. 

• Increased Forms Management: By making 188 forms (to date) available on Business.gov, SBA 

has the potential to save SSA time in forms management, and in paper and postage. 

• Increased Exposure: Business.gov currently houses 128 SSA compliance links (to date) providing 

cross-agency effectiveness to American businesses. 

E-Rulemaking (Managing Partner EPA) - 

The E-Rulemaking Initiative benefits SSA by providing improved public access through a single web portal 

to all rulemaking material via the Federal Docket Management System (FDMS). SSA migrated to FDMS in 

September 2006. In addition, FDMS provides a central location for the public to find and comment on 

regulatory actions that affect their lives, while reducing administration data storage costs and allowing 

regulation writers an easy way to have cross-agency/cross-government collaboration on regulatory 

matters. Between January and October 2007, SSA posted 58 Federal Register notices, 26 rules and 

proposed rules, and 1,652 public comments in Regulations.gov. 

SSA benefits in several ways through its participation and reliance on FDMS and Regulations.gov. SSA 

reaps substantial benefits by improving the transparency of its rulemaking actions as well as increasing 

public participation in the regulatory process. Direct budget cost savings and cost avoidance result from 

SSA’s transition to FDMS and Regulations.gov, enabling the agency to discontinue efforts to develop, 

deploy and operate specific individual online docket and public comment systems. Over five years, it is 

estimated that SSA would avoid costs of over $600,000 over having the Agency independently create 

alternative options that would provide similar services. These figures were calculated in the summer of 

2007 by an independent economist hired by the E-Rulemaking Program to develop a Cost-Benefit Model. 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov Initiative benefits SSA and its grant programs by providing a single location to publish 

grant funding opportunities and application packages, as well as through providing a single site for the 

grants community to apply for grants using common forms, processes and systems. SSA derives its 

largest source of benefits from Grants.gov through increased organizational efficiencies. SSA has 

leveraged Grants.gov in the development of two agency specific forms; they use government-wide forms 

100 percent of the time for their application packages. As of September 2007, SSA had posted 25 

funding opportunities and 27 application packages on Grants.gov. SSA received 333 electronic 

applications during FY 2007 and approximately 1233 total from the grants community via Grants.gov. As 

a result of Grants.gov, SSA has a fully electronic grant process for Finding and Applying for 100 percent 

of its grant programs. 
 Page 222 

Internal Efficiency and Effectiveness Portfolio 

Integrated Acquisition Environment (Managing Partner GSA) - 

Through adoption of the tools and services provided by IAE, SSA improves its ability to make informed 

and efficient purchasing decisions and allows it to replace manual processes. If SSA were not allowed to 

use the IAE systems, they would need to build and maintain separate systems to record vendor and 

contract information, and to post procurement opportunities. Agency purchasing officials would not have 

access to databases of important information from other agencies on vendor performance and could not 

use systems to replace paper-based and labor-intensive efforts. For FY 2007, SSA received estimated 

benefits of $355,252 based on the processes, personnel, roles, steps, and actions involved. In addition, 

the agency realized an estimated cost avoidance of $5,868 and estimated operational cost savings of 

$32,013. 

• Central Contractor Registration (CCR): Provides SSA a single source of trading partner 

data. CCR Tools enable SSA access to current socio-economic and financial information as 

needed for their contractors and grantees without maintenance. 

 The automated collection and management of CCR-type vendor data for its intended 

purposes is estimated to avoid the equivalent of 0.9 man-hours per award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 1,985 hours for the agency in FY 2007. 

 Trading Partners: Enables trading partners to provide required information into a central 

data base for use across the Federal enterprise instead of submitting to each 

Government office. 

• Excluded Party Listing Service (EPLS): Access via standard internet browser enables SSA to 

search for excluded parties prior to contract award. 

 The automated collection and management of EPLS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.2 man-hours per subject award transaction 

based on the processes, personnel, roles, steps, and actions involved. This resulted in a 

savings of approximately 441 hours for the agency in FY 2007. 

 Public/Federal Security: Enables the elimination of excluded parties from receiving 

contract awards, protecting the taxpayers' investment and Federal contract spending. 

Users include banks and mortgage companies. 

• Electronic Subcontract Reporting System (eSRS): For the SSA, the eSRS automates the 

collection and management of Individual Subcontract Reports (ISR, formerly SF-294) and 

Summary Subcontract Reports (SSR, formerly SF-295) data. 

 The automated collection and management of eSRS-type data for its intended purposes 

is estimated to avoid the equivalent of 0.3 government man-hours per subject award 

transaction that requires subcontracting plans based on the processes, personnel, roles, 

steps, and actions involved. 

 Small Business/Prime Contractors: Provides an automated filing and reporting capability 

for contractors using sub-contractors ensuring proper sub-contractor usage. 

• Federal Business Opportunity (FBO): FBO is a source for contracting opportunities. Enables 

the SSA to automate management of the competitive notice processes. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the competitive notice 

processes is estimated to avoid the equivalent of 5.5 government man-hours per subject 

transaction based on the processes, personnel, roles, steps, and actions involved. This 

resulted in a savings of approximately 2,283 hours for the agency in FY 2007. 

 Small Business/Contractors: Enables contractors and small businesses to access Federal 

solicitations using standard internet browser capabilities and provides an e-mail 
 Page 223 

notification process for new postings. This further eliminates the need to check websites 

from every contracting office for bidding opportunities. 

• Federal Technical Documents System (FedTeDS): FedTeDS provides SSA with a secure 

service for storage and distribution of secure but unclassified documents for solicitations. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, postage, maintenance of interested vendor lists; mailing, correction of mailing 

addresses, settling disagreements over misaddressed mailings, investigation of returned 

non-deliveries of notices, etc. The automated management of the processes is estimated 

to avoid labor equivalent to 2.5 government man-hours per subject transaction based on 

the processes, personnel, roles, steps, and actions involved. 

 Public/Federal Security: Provides a secure facility to protect secure but unclassified 

technical documentation related to solicitations. 

• Federal Procurement Data System – Next Generation (FPDS-NG): Provides SSA with an 

automated capability to directly report awards real time from the SSA contract writing systems 

and extract reports of award data on demand. 

 Discontinue the SSA feeder system; facilitate real time reporting integrated with agency 

contract writing systems. This resulted in a savings of approximately 923 hours for the 

agency in FY 2007. 

 Congress/Public: Automates the dissemination of contract award data and incorporates 

public access. 

• Online Representation and Certification (ORCA): Online Representation and Certification 

replaces solicitation Section K. Automates the previous Section K paper response to solicitations 

to SSA. 

 ORCA efficiencies compared to the equivalent manual management of the necessary 

representations and certifications for subject transactions are estimated to avoid the 

equivalent of 1.2 government man-hours each based on the processes, personnel, roles, 

steps, and actions involved. This resulted in a savings of approximately 498 hours for 

the agency in FY 2007. 

 Contractors: Reduces time, cost, and inaccuracies for contractors responding to Federal 

solicitations. ORCA provides for a single annual submission to replace the previous 

repetitive input in every solicitation. 

• Wage Determination Online (WDOL): Provides Service Contract Act and Davis Bacon Act 

labor rates. Makes available the most current labor rates to SSA. 

 Cost avoidance is realized by eliminating time delays, labor, supplies/resource usage, 

equipment wear, and expenditures related to: printing, photocopying, ink and paper 

usage, and postage for corresponding with contractors. The automated management of 

the processes is estimated to avoid labor equivalent to 1.5 government man-hours per 

wage determination request based on the processes, personnel, roles, steps, and actions 

involved. This resulted in a savings of approximately 978 hours for the agency in FY 

2007. 

 Public: Ensures that appropriate labor rates are included in a contract for the labor 

categories specified in the Service Contract Act and Davis-Bacon Act. 

Integrated Acquisition Environment - Loans and Grants (Managing Partner GSA) - 

All agencies participating in the awarding of Loans & Grants benefit through access to a centralized 

solution to provide consistent, government-wide identifiers for award recipients. Cross-government 

cooperation to determine unique identifiers for Loans & Grants transactions furthers the agencies ability 

to maintain data integrity while additionally enhancing the transparency of federal program performance 

information, funding, and Loans & Grants solicitations. 
 Page 224 

Lines of Business 

Financial Management LoB (Managing Partner GSA) - 

Agencies participating in the FM LoB benefit from the government-wide enterprise architecture standards 

developed by the FM LoB. These improve the management of financial information within their agencies. 

The Common Government-wide Accounting Code standard allows Chief Financial Officers (CFOs) to 

aggregate and report data across bureaus and departments. 

The Performance Metrics for application hosting allows CFOs and other managers to compare operational 

efficiency and effectiveness among their own bureaus; and between Shared Service Providers (SSPs). 

The Business Process Standards for Payments and Funds Control developed collaboratively by all 

agencies within the FM LoB allow CFOs to unify business processes across their department or agency. 

Standard business processes also bring efficiencies to SSPs by ensuring that all customer agencies use 

the same processes for transactions. The FM LoB will extend this work, developing standard business 

processes for reimbursables and for receivables. 

The FM LoB developed a Migration Planning Guidance, telling agencies how to evaluate and select SSPs, 

and how to migrate their operations to that Provider. 

The FM LoB is developing a Charge Card Interface to save agencies the cost of developing these 

themselves. The FM LoB is also developing standard interfaces with common systems (e.g. Lines of 

Business and E-Gov initiatives). By defining government-wide common interfaces, agencies avoid the 

expense of defining these interfaces themselves. Uniformity in these interfaces also reduces audit time 

and expense, and insures uniform business process standards. 

The FM LoB alignment of Common Government-wide Accounting Code structure and Business Process 

Standard implementation with Treasury central systems will allow all agencies to improve business 

process and enables reliable data interchange across departments and agencies interfacing to the 

Treasury central systems. 

Geospatial LoB (Managing Partner DoI) - 

The SSA is responsible for the advancement of the economic security of the nation's people through 

compassionate and vigilant leadership in shaping and managing America's Social Security programs. The 

LoB could provide broader and more immediate access to geospatial information that would allow the 

SSA to improve mission delivery and increase service to citizens. Having access to data could possibly 

increase the efficiencies on how we provide benefit services to the recipients of Social Security, Disability, 

and Survivor benefits. The SSA could possibly gain the opportunity to strategically and geographically 

enhance planning and investment processes. 

Grants Management LoB (Managing Partners HHS and NSF) - 

SSA manages 210 grant awards equaling approximately $39.1 million. SSA anticipates the key benefit 

will be having a centralized location to download all applications, make awards, and track awards to 

closeout. Automated business processes available through Consortia will decrease agency reliance on 

manual and paper-based processing. Consortium Lead agencies will spread operations and maintenance 

(O&M) costs, and development, modernization, and enhancement (DME) costs across agencies, 

decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across SSA and the 

government and the development of common reporting standards, improving SSA’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 
 Page 225 

agency will help SSA comply with the Federal Financial Assistance Management Improvement Act of 1999 

and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 

Human Resources Management LoB (Managing Partner OPM) – 

SSA benefits through its use of best-in-class HR services and systems provided by one of the approved 

service providers. Through its adoption of an approved service provider, the agency can achieve the 

benefits of “best-in-class” HR solutions without the costs of developing and maintaining their own HR 

systems. Employees across the agency benefit from improved HR services. SSA’s involvement in the HR 

LoB allows them to help shape the government-wide solution as well as best practices and lessons 

learned as developed by task force and other agencies. 

The HR LoB has worked with participating agencies to develop and validate Target Requirements for 

Shared Service Centers and Enterprise Architecture (EA) models for business process (Business Reference 

Model), business services (Service Component Model), performance measurement (Performance Model), 

data (Data Model), and technology (Technical Model) relating to the Federal human resources function. 

These artifacts present a common view of and vocabulary for the Federal HR function that provide a 

tangible basis for standardization and common solutions -- the dimensions that underlie the Human 

Resources Line of Business. Federal agencies are able to use this information and guidance to formulate 

their specific agency requirements for HR functions and manage the transition to a shared service center. 

Since each agency does not have to formulate its own HR enterprise architecture, this unified effort has 

allowed agencies to save significant time and resources. The EA artifacts also facilitate the mapping of 

individual agency architectures to OMB’s Federal Transition Framework. 

IT Infrastructure LoB (Managing Partner GSA) - 

In support of OMB's evolving Federal Enterprise Architecture (FEA) guidance, the SSA has been involved 

in the formative stages of the IT Infrastructure LoB (ITI LoB). As a comparatively large agency in direct 

service to the public, the SSA IT Infrastructure is already highly standardized and consolidated to 

leverage opportunities for economies of scale, strategic sourcing, centralized support and management. 

The SSA IT Infrastructure has evolved over time into a highly optimized, centralized mainframe centric 

architecture with extensive connectivity to distributed resources in field office locations. 

As the IT Infrastructure LoB initiative moves forward in its implementation stage during FY 2008, SSA will 

work with the ITI LoB performance metric methodology and industry benchmark data to identify 

opportunities for improvement. SSA is optimistic that the IT Infrastructure LoB provided benchmark data 

will be useful in identifying and driving opportunities for further optimization of SSA's infrastructure. SSA 

benefits from ITI LoB by using its metrics to track against for service delivery and interoperability is 

expected to identify incremental technology refreshment investment opportunities to achieve measurable 

benefits associated with improved service delivery and enhanced information assurance. 
 Page 226 

Corporation for National and Community Service

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Corporation for National and Community Service (CNCS) is providing funding in 

FY 2008 to the following E-Government Initiatives: 

Government to Government Portfolio 

 Grants.gov 

Lines of Business (LoB) 

 Grants Management LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov Initiative benefits CNCS and its grant programs by providing a single location to publish 

grant funding opportunities and application packages and by providing a single site for the grants 

community to apply for grants using common forms, processes, and systems. By publishing its funding 

opportunities on Grants.gov, CNCS is reaching a larger, more diverse applicant pool and additionally 

saving at least $20,000 annually (cost of publishing notices in the Federal Register). 

Lines of Business 

Grants Management LoB (Managing Partner NSF & HHS) – 

CNCS manages 1,809 grant awards equaling approximately $574 million. CNCS anticipates the key 

benefit will be having a centralized location to download all applications, make awards, and track awards 

to closeout. Automated business processes available through Consortia will decrease agency reliance on 

manual and paper-based processing. Consortium Lead agencies will spread operations and maintenance 

(O&M) costs, and development, modernization, and enhancement (DME) costs across agencies, 

decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across CNCS and the 

government and the development of common reporting standards, improving CNCS’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency will help CNCS comply with the Federal Financial Assistance Management Improvement Act of 

1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 
 Page 227 

Institute of Museum and Library Services 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Institute of Museum and Library Services (IMLS) is providing funding in FY 2008 

to the following E-Government Initiatives: 

Government to Government Portfolio 

 Grants.gov 

Lines of Business (LoB) 

 Grants Management LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative benefits the Institute of Museum and Library Services and its grant programs by 

providing a single location to publish grant funding opportunities and application packages and by 

providing a single site for the grants community to apply for grants using common forms, processes, and 

systems. By publishing its funding opportunities on Grants.gov, IMLS is reaching a larger, more diverse 

applicant pool. 

In FY 2007, synopses and application packages for all IMLS discretionary grant programs were posted on 

Grants.gov, meeting the 100 percent goal for participating agencies. Grants.gov applications via 

Grants.gov were mandatory for three of the IMLS grant programs and optional for the other programs. A 

total of 828 applications were submitted via Grants.gov, which is 58.7 percent of all of the FY 2007 

applications that IMLS received. In FY 2008, IMLS will require that all applications be submitted via 

Grants.gov. 

Lines of Business 

Grants Management LoB (Managing Partner NSF & HHS) – 

IMLS manages 679 grant awards equaling approximately $247 million in awards; grant-making is IMLS’ 

primary business. IMLS anticipates the key benefit will be having a centralized location to download all 

applications, make awards, and track awards to closeout. Automated business processes available 

through Consortia will decrease agency reliance on manual and paper-based processing. Consortium 

Lead agencies will spread operations and maintenance (O&M) costs, and development, modernization, 

and enhancement (DME) costs across agencies, decreasing the burden that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across IMLS and the 

government and the development of common reporting standards, improving IMLS’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency will help IMLS comply with the Federal Financial Assistance Management Improvement Act of 

1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents in the museum and library communities will be improved through the 

standardization and streamlining of government-wide grants business processes. The public will receive 
 Page 228 

time savings as a result of quicker notification and faster payments due to an automated system for 

grants processing. Furthermore, GM LoB will minimize complex and varying agency-specific requirements 

and increase grantee ease of use on Federal grants management systems. Constituents will benefit as 

they will have fewer unique agency systems and processes to learn; grantees’ ability to learn how to use 

the system will be improved and reliance on call center technical support will be reduced. Consortium 

Lead agencies will also provide grantees with online access to standard post-award reports, decreasing 

the number of unique agency-specific reporting requirements. 
 Page 229 

National Endowment for the Arts 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The National Endowment for the Arts (NEA) is providing funding in FY 2008 to the 

following E-Government Initiatives: 

Government to Government Portfolio 

 Grants.gov 

Lines of Business (LoB) 

 Grants Management LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative benefits NEA and its grant programs by providing a single location to publish 

grant funding opportunities and application packages, and by providing a single site for the grants 

community to apply for grants using common forms, processes and systems. Also, by publishing its 

funding opportunities on Grants.gov, NEA is reaching a larger, more diverse applicant pool. NEA has 

developed two agency-specific forms through Grants.gov that supplement the use of government-wide 

forms in their application packages. In FY 2007, NEA posted 15 funding opportunities with matching 

application packages and received 3,717 applications via Grants.gov, more than twice the number for FY 

2006. Beginning with FY 2008, NEA is requiring the use of Grants.gov for all of its Grants for Arts Projects 

funding opportunities. 

Lines of Business 

Grants Management LoB (Managing Partner NSF & HHS) – 

In FY 2007, NEA processed 2,204 Federal assistance awards (grants and cooperative agreements) 

totaling approximately $105 million. NEA anticipates the key benefit will be having a centralized location 

to download all applications, make awards, and track awards to closeout. Automated business processes 

available through Consortia will decrease agency reliance on manual and paper-based processing. 

Consortium Lead agencies will spread operations and maintenance (O&M) costs, and development, 

modernization, and enhancement (DME) costs across agencies, decreasing the burden that any one 

agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across NEA and the 

government and the development of common reporting standards, improving NEA’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency will help NEA comply with the Federal Financial Assistance Management Improvement Act of 1999 

and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 
 Page 230 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 
 Page 231 

National Endowment for the Humanities 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The National Endowment for the Humanities (NEH) is providing funding in FY 2008 to 

the following E-Government Initiatives: 

Government to Government Portfolio 

 Grants.gov 

Lines of Business (LoB) 

 Grants Management LoB 

Benefits realized through the use of these initiatives are as follows: 

Government to Government Portfolio 

Grants.gov (Managing Partner HHS) - 

The Grants.gov initiative benefits NEH and its grant programs by providing a single location to publish 

grant funding opportunities and application packages, and by providing a single site for the grants 

community to apply for grants using common forms, processes and systems. Also, by publishing its 

funding opportunities on Grants.gov, NEH reaches a larger, more diverse applicant pool. NEH has 

benefited from the use of a single site for application processes and by consequence has been able to 

consolidate additional systems for the review and management of grant applications. NEH has leveraged 

Grants.gov in the development of three agency specific forms currently available on the site. In FY 2007, 

NEH posted 100 percent of its 42 funding opportunities to the site and received a total of 4,578 grant 

applications. Use of Grants.gov is mandatory for NEH applicants. 

Lines of Business 

Grants Management LoB (Managing Partner NSF & HHS) - 

NEH manages 896 grant awards equaling approximately $100 million. NEH anticipates the key benefit will 

be having a centralized location to download all applications, make awards, and track awards to closeout. 

Automated business processes available through Consortia will decrease agency reliance on manual and 

paper-based processing. Consortium Lead agencies will spread operations and maintenance (O&M) costs, 

and development, modernization, and enhancement (DME) costs across agencies, decreasing the burden 

that any one agency must bear. 

GM LoB will lead to a reduction in the number of systems of record for grants data across NEH and the 

government and the development of common reporting standards, improving NEH’s ability to provide 

agency- and government-wide reports on grant activities and results. Migrating to a Consortium Lead 

agency will help NEH comply with the Federal Financial Assistance Management Improvement Act of 

1999 and the Federal Funding Accountability and Transparency Act of 2006. 

Service to constituents will be improved through the standardization and streamlining of governmentwide grants business processes. The public will receive time savings as a result of quicker notification 

and faster payments due to an automated system for grants processing. Furthermore, GM LoB will 

minimize complex and varying agency-specific requirements and increase grantee ease of use on Federal 

grants management systems. Constituents will benefit as they will have fewer unique agency systems 
 Page 232 

and processes to learn; grantees’ ability to learn how to use the system will be improved and reliance on 

call center technical support will be reduced. Consortium Lead agencies will also provide grantees with 

online access to standard post-award reports, decreasing the number of unique agency-specific reporting 

requirements. 
 Page 233 

Office of Management and Budget 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Office of Management and Budget (OMB) is providing funding in FY 2008 to the 

following E-Government Initiative: 

Lines of Business (LoB) 

 Budget Formulation and Execution LoB 

Benefits realized through the use of this initiative are as follows: 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, BFE LoB, in conjunction with Department of the Treasury as the system owner, 

made available the first shared fee-for-service budget formulation system, the Budget Formulation and 

Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements for a new 

Performance Measure Manager (PMM) module that will allow users to automate the definition, collection, 

and reporting of all types of performance measures. The PMM will be available in 2008. As agencies 

adopt standardized tools, the data submitted to OMB will be of a higher quality and OMB’s ability to share 

data with these agencies will be improved. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. All OMB staff users are registered and 

eligible to take advantage of the MAX Federal Community. OMB staff are actively using the MAX Federal 

Community for knowledge management, sharing information, collaboratively drafting documents, 

supporting workgroups, and much more, both within OMB and with other agencies. 

BFE LoB Data Collection and Tracking activities have significantly improved OMB’s ability to support the 

federal government’s information collection needs. The collection of the 19,000 Earmarks baseline just 6 

weeks after the President's State of the Union announcement demonstrated the potential for web-based 

technologies to produce results. The BFE LoB is piloting an agile development framework that builds upon 

a library of existing software. This framework leverages OMB's MAX infrastructure to provide simple 

workflow processes, business rule validation, and agency/bureau/account relationships. 

The BFE LoB Budget Execution and Financial Management Integration Workgroup have defined a broad 

scope of projects that will benefit OMB’s participation in the budgeting and financial management 

communities, including: streamlining and clarifying budget execution and financial management 

processes, and improving data flows and reporting. 
 Page 234 

Securities and Exchange Commission 

The E-Government initiatives serve citizens, businesses, and Federal employees by delivering high quality 

services more efficiently at a lower price. Instead of expensive “stove-piped” operations, agencies work 

together to develop common solutions which achieve mission requirements at reduced cost, thereby 

making resources available for higher priority needs. 

The Securities and Exchange Commission (SEC) is providing funding in FY 2008 to the 

following E-Government Initiative: 

Lines of Business (LoB) 

 Budget Formulation and Execution LoB 

Benefits realized through the use of this initiative are as follows: 

Lines of Business 

Budget Formulation and Execution LoB (Managing Partner ED) - 

BFE LoB provides significant benefits to partner agencies by encouraging best practices crossing all 

aspects of federal budgeting – from budget formulation and execution to performance to human capital 

and staffing needs. 

To benefit all agencies, BFE LoB, in conjunction with Department of the Treasury as the system owner, 

made available the first shared fee-for-service budget formulation system, the Budget Formulation and 

Execution Manager (BFEM). BFE LoB and Treasury are currently gathering requirements for a new 

Performance Measure Manager (PMM) module that will allow users to automate the definition, collection, 

and reporting of all types of performance measures. The PMM will be available in 2008. While SEC has a 

budget system, SEC may benefit from other system modules. The BFEM system is an option for SEC and 

any SEC component that is in need of a budget formulation or performance measurement system. 

To help agencies assess their budget systems requirements, BFE LoB created a decision matrix. SEC will 

benefit from using this matrix to discuss potential automation gaps in their current system. In 2008, BFE 

LoB will further benefit agencies by evaluating known budget systems against the decision matrix and 

making that information available so each agency can avoid the cost of performing that step individually. 

The SEC budget system will be evaluated, so SEC can easily compare their current systems with others. 

In addition, BFE LoB created a secure government-only collaboration website, known as the “MAX Federal 

Community.” This provides a significant benefit for collaboration across and within agencies. It is used 

within the budget community, and has been expanded to serve other related communities, such as 

Grants, Financial Management, Performance, and Planning. SEC currently has 23 users that are 

registered and eligible to take advantage of the MAX Federal Community. The Community site is 

commonly used for sharing information, collaboratively drafting documents, supporting workgroups, and 

much more. 
Attachment A 

E-Gov Initiative Web Screenshots 

GovBenefits.gov – Managing Partner DoL

GovLoans.gov – Managing Partner ED

 Page 1 
Attachment A 

E-Gov Initiative Web Screenshots 

Internal Revenue Services (IRS) Free File – Managing Partner Treasury 

Recreation One-Stop – Managing Partner DoI 

 Page 2 
Attachment A 

E-Gov Initiative Web Screenshots 

USA Services – Managing Partner GSA 

USA.gov– Managing Partner GSA

 Page 3 
Attachment A 

E-Gov Initiative Web Screenshots 

Consolidated Health Informatics – Managing Partner HHS

Business Gateway - Managing Partner SBA

 Page 4 
Attachment A 

E-Gov Initiative Web Screenshots 

E-Rulemaking – Managing Partner EPA

Federal Asset Sales – Managing Partner GSA

 Page 5 
Attachment A 

E-Gov Initiative Web Screenshots 

International Trade Process Streamlining – Managing Partner DoC 

Disaster Management – Managing Partner DHS

 Page 6 
Attachment A 

E-Gov Initiative Web Screenshots 

Geospatial One-Stop – Managing Partner DoI 

Grants.gov – Managing Partner HHS 

 Page 7 
Attachment A 

E-Gov Initiative Web Screenshots 

SAFECOM – Managing Partner DHS 

E-Training – Managing Partner OPM 

 Page 8 
Attachment A 

E-Gov Initiative Web Screenshots 

Integrated Acquisition Environment – Managing Partner GSA 

Recruitment One-Stop – Managing Partner OPM 

 Page 9 
Attachment A 

E-Gov Initiative Web Screenshots 

E-Gov Travel – Managing Partner GSA 

E-Authentication – Managing Partner GSA 

 Page 10 
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Grants.gov Grants Management LoB 

CNCS Total 

Recreation One-Stop Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

USDA Total 

Corporation for National Community ServiceDepartment of Agriculture
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking International Trade Process Streamlining Business Gateway Grants.gov E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoC Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoD Total 

Department of DefenseDepartment of Commerce
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

Education Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoE Total 

Department of EducationDepartment of Energy
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov E-Vital E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

HHS Total 

Department of Health and Human Services
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Disaster Management SAFECOM Grants.gov E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB Information Systems Security LoB 

DHS Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB IT Infrastructure LoB 

HUD Total 

Department of Housing and Urban DevelopmentDepartment of Homeland Security
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Case Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoJ Total 

Department of Justice
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoL Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

State Total 

Department of StateDepartment of Labor
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Recreation One-Stop Disaster Assist Improvement Plan E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov EHRI E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoI Total 

IRS Free File Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

Treasury Total 

Department of the TreasuryDepartment of the Interior
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

DoT Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov E-Travel Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

VA Total 

Department of Veterans AffairsDepartment of Transportation
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB IT Infrastructure LoB 

EPA Total 

USA Services E-Rulemaking Federal Asset Sales Business Gateway Integrated Acquisition Environment Financial Management LoB Human Resources Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

GSA Total 

Grants.gov Grants Management LoB 

IMLS Total 

Environmental Protection AgencyGeneral Services AdministrationInstitute of Museum and Library Services
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

NASA Total 

IAE-Loans and Grants Grants Management LoB Geospatial LoB 

NARA Total 

Grants.gov Grants Management LoB 

NEA Total 

Grants.gov Grants Management LoB 

NEH Total 

National Endowment for the HumanitiesNational Aeronautics and Space AdministrationNational Endowment for the ArtsNational Archives and Records Administration
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

NSF Total 

Integrated Acquisition Environment Financial Management LoB 

NRC Total 

Budget Formulation and Execution LoB 

OMB Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway E-Training EHRI E-Payroll Integrated Acquisition Environment Financial Management LoB Human Resources Management LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

OPM Total 

Office of Management and BudgetOffice of Personnel ManagementNational Science FoundationNuclear Regulatory Commission
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

IT Infrastructure LoB 

Other Total 

Budget Formulation and Execution LoB 

SEC Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

SBA Total 

Disaster Assist Improvement Plan E-Rulemaking Business Gateway Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB IT Infrastructure LoB 

SSA Total 

Social Security AdministrationSecurities and Exchange CommissionSmall Business AdministrationOther Commissions and Boards
Attachment B

FY08 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY

Co

(Incl

Grants.gov Integrated Acquisition Environment IAE-Loans and Grants Financial Management LoB Human Resources Management LoB Grants Management LoB Geospatial LoB Budget Formulation and Execution LoB IT Infrastructure LoB 

USAID Total 

Recreation One-Stop Geospatial LoB Budget Formulation and Execution LoB 

USACE Total 

Grand Total 

Notes: 

U.S. Army Corps of EngineersU.S. Agency for International Development

* - Agency contributions reflect commitments of funding and/or in-kind services provided by partner agencies to initiative managing partner agof developing, implementing, and/or migrating to E-Gov common solutions. Contribution amounts are determined annually through collaboratGov initiative governance structures and subject to approval by OMB.“Fee-for-service” contributions represent transfers of funds by partner agencies to initiative service providers in exchange for services rendereservice providers. The amounts are typically based on a transaction/usage-based fee structure (e.g., for payroll processing, payroll service prservice fees on the number of employees at a customer agency). Initiative service providers use fees collected from partner agencies to coveoperational costs, perform routine maintenance, and support their customer base.Once an initiative has completed all implementation and migration activities, and initiative will no longer be funded through agency funding corather will be exclusively funded through fee-for-service agreements.
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoI USDA USACE 

Recreation One-Sto

GSA 

USA Service

Treasury 

IRS Free Fil

DoC DoD DoE Education DoI DoJ DoL DoT HHS HUD OPM SBA SSA State Treasury USDA VA DHS 

Disaster Assist Improvement Pla

IRS Free FileDisaster Assist Improvement Plan

G2C Recreation One-Stop

USA Services
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NASA NSF OPM SBA SSA State Treasury USDA VA DHS 

E-Rulemakin

GSA 

Federal Asset Sale

DoC 

International Trade Process Streamlinin

G2B E-Rulemaking

Federal Asset SalesInternational Trade Process Streamlining
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NASA NSF OPM SBA SSA State Treasury USDA VA DHS 

Business Gatewa

DoI 

Geospatial One-Sto

DHS 

Disaster Managemen

DHS 

SAFECO

HHS 

E-Vita

Business GatewayGeospatial One-StopDisaster ManagementSAFECOME-Vital

G2G
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA HHS HUD NASA NSF SBA SSA State Treasury USAID USDA VA DHS NEA NEH CNCS IMLS 

Grants.go

Grants.gov
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

OPM 

E-Trainin

DoI OPM 

EHR

OPM 

E-Payro

DoC DoI DoJ HHS State USDA VA DHS 

E-Trav

IEE E-Training

EHRIE-PayrollE-Travel
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NASA NRC NSF OPM SBA SSA State Treasury USAID USDA VA DHS 

Integrated Acquisition Environmen

Integrated Acquisition Environment
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA HHS HUD NARA NASA NSF SBA SSA State Treasury USAID USDA VA DHS 

IAE-Loans and Grant

IAE-Loans and Grants
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NASA NRC NSF OPM SBA SSA State Treasury USAID USDA VA DHS 

Financial Management Lo

LOB Financial Management LoB
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NASA NSF OPM SSA State Treasury USAID USDA VA DHS 

Human Resources Management Lo

Human Resources Management LoB
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA HHS HUD NARA NASA NSF SBA SSA State Treasury USAID USDA VA DHS NEA NEH CNCS IMLS 

Grants Management Lo

DoD HHS VA 

Federal Health Architecture Lo

Grants Management LoBFederal Health Architecture LoB
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoJ 

Case Management Lo

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NARA NASA NSF SBA SSA State Treasury USAID USDA VA DHS USACE 

Geospatial Lo

Case Management LoBGeospatial LoB
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT GSA HHS NASA NSF OPM SBA State Treasury USAID USDA VA SEC DHS OMB USACE 

Budget Formulation and Execution Lo

Budget Formulation and Execution LoB
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

DoC DoD DoE Education DoI DoJ DoL DoT EPA GSA HHS HUD NASA NSF OPM SBA SSA State Treasury USAID USDA VA DHS Other 

IT Infrastructure Lo

DHS 

Information Systems Security Lo

Gran

Information Systems Security LoBIT Infrastructure LoB
Attachment C

FY08 Agency Funding for E-Gov and LoB Initiatives by Initiative

Portfolio Initiative Agency

Notes: * - Agency contributions reflect commitments of funding and/or in-kind services provided by partner agencies to initiative managing partner agencies in support of devimplementing, and/or migrating to E-Gov common solutions. Contribution amounts are determined annually through collaborative, inter-agency E-Gov initiative goverstructures and subject to approval by OMB.“Fee-for-service” contributions represent transfers of funds by partner agencies to initiative service providers in exchange for services rendered by initiative service prThe amounts are typically based on a transaction/usage-based fee structure (e.g., for payroll processing, payroll service providers base their service fees on the numemployees at a customer agency). Initiative service providers use fees collected from partner agencies to cover ongoing operational costs, perform routine maintenansupport their customer base.Once an initiative has completed all implementation and migration activities, and initiative will no longer be funded through agency funding contributions but rather wilexclusively funded through fee-for-service agreements.
ATTACHMENT D

DEPARTMENT OF AGRICULTURE

FY 2008 E-Government Distribution

Department / Bureau Recreation One-Stop E-Rulemaking Business Gateway Grants.gov E-Travel

Integrated Acquisition 

Environment

Office of the Secretary $ - $ - $ - $ - $ - $ 114 

Executive Operations (OCFO) $ - $ - $ - $ 57,509 $ 670,112 $ 15,338 Office of Civil Rights $ - $ - $ - $ - $ - $ 1,937 Departmental Administration $ - $ - $ 1,707 $ - $ - $ 1,311 Office of Communications $ - $ - $ - $ - $ - $ 196 Office of the Inspector General $ - $ - $ - $ - $ - $ 1,139 Office of the General Counsel $ - $ - $ - $ - $ - $ 1,225 Office of Budget and Program Analysis $ - $ - $ - $ - $ - $ 115 Office of the Chief Information Officer $ - $ - $ - $ - $ - $ 2,776 National Appeals Division $ - $ - $ - $ - $ - $ 201 Office of the Chief Economist $ - $ - $ - $ - $ - $ 797 Economic Research Service $ - $ - $ - $ 5,398 $ - $ 1,498 National Agricultural Statistics Service $ - $ - $ - $ - $ - $ 3,978 Agricultural Research Service $ - $ - $ - $ 58,356 $ - $ 17,038 Cooperative State Research, Education, and Extension Service $ - $ 6,403 $ - $ 11,235 $ - $ 3,027 Animal and Plant Health Inspection Service $ - $ 76,489 $ 47,036 $ 132,013 $ - $ 36,058 Food Safety and Inspection Service $ - $ 38,404 $ 23,229 $ 60,973 $ - $ 17,864 Grain Inspection, Packers and Stockyards Administration $ - $ 7,124 $ 4,383 $ - $ - $ 3,360 Agricultural Marketing Service $ - $ 48,637 $ 30,040 $ 85,743 $ - $ 23,009 Risk Management Agency $ - $ 6,335 $ - $ 10,992 $ - $ 2,989 Farm Service Agency $ - $ 146,920 $ 90,344 $ - $ - $ 69,257 Natural Resources Conservation Service $ - $ 71,758 $ 43,867 $ 120,284 $ - $ 33,667 Rural Development $ - $ 47,881 $ 29,340 $ 81,209 $ - $ 26,197 Foreign Agricultural Service $ - $ 22,993 $ 14,227 $ 40,883 $ - $ 10,893 Food and Nutrition Service $ - $ 15,477 $ - $ 26,783 $ - $ 7,299 Forest Service $ 50,000 $ 246,579 $ 150,827 $ 414,507 $ - $ 115,740 

TOTAL DEPARTMENT OF AGRICULTURE $ 50,000 $ 735,000 $ 435,000 $ 1,105,885 $ 670,112 $ 397,023 TOTAL E-GOV FUNDING REQUEST $ 50,000 $ 735,000 $ 435,000 $ 1,105,885 $ 670,112 $ 397,023 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Disaster Assistance 

Improvement Plan [2]

Office of the Secretary $ 21 $ 75 $ - $ - $ 24 $ 31 $ 225 $ - 

Executive Operations (OCFO) $ 2,897 $ 10,078 $ 5,868 $ - $ 3,284 $ 2,209 $ 30,348 $ - Office of Civil Rights $ 366 $ 1,273 $ - $ - $ 415 $ 229 $ 3,832 $ - Departmental Administration $ 248 $ 862 $ - $ 418 $ 281 $ 777 $ 2,595 $ - Office of Communications $ 37 $ 129 $ - $ - $ 42 $ 161 $ 387 $ - Office of the Inspector General $ 215 $ 749 $ - $ - $ 244 $ 915 $ 2,254 $ - Office of the General Counsel $ 231 $ 805 $ - $ - $ 262 $ 499 $ 2,423 $ - Office of Budget and Program Analysis $ 22 $ 76 $ - $ - $ 25 $ 92 $ 228 $ - Office of the Chief Information Officer $ 522 $ 1,821 $ - $ 1,733 $ 594 $ 1,647 $ 5,493 $ - National Appeals Division $ 38 $ 132 $ - $ - $ 43 $ 161 $ 398 $ - Office of the Chief Economist $ 151 $ 524 $ - $ 264 $ 171 $ 101 $ 1,578 $ - Economic Research Service $ 283 $ 984 $ 551 $ 484 $ 321 $ 637 $ 2,964 $ - National Agricultural Statistics Service $ 751 $ 2,614 $ - $ 1,285 $ 852 $ 1,695 $ 7,870 $ - Agricultural Research Service $ 3,219 $ 11,195 $ 5,954 $ - $ 3,648 $ 13,111 $ 33,712 $ - Cooperative State Research, Education, and Extension Service $ 572 $ 1,989 $ 1,146 $ 994 $ 648 $ 655 $ 5,989 $ 7,029 Animal and Plant Health Inspection Service $ 6,812 $ 23,692 $ 13,469 $ 11,752 $ 7,720 $ 11,334 $ 71,346 $ 83,164 Food Safety and Inspection Service $ 3,375 $ 11,738 $ 6,221 $ 5,606 $ 3,825 $ 14,159 $ 35,347 $ 39,810 Grain Inspection, Packers and Stockyards Administration $ 635 $ 2,208 $ - $ - $ 719 $ 1,005 $ 6,648 Agricultural Marketing Service $ 4,347 $ 15,118 $ 8,748 $ - $ 4,926 $ 4,334 $ 45,527 Risk Management Agency $ 565 $ 1,964 $ 1,121 $ 977 $ 640 $ 845 $ 5,914 $ 6,909 Farm Service Agency $ 13,083 $ 45,507 $ - $ 22,571 $ 14,828 $ 21,844 $ 137,036 $ 159,724 Natural Resources Conservation Service $ 6,360 $ 22,121 $ 12,272 $ 10,827 $ 7,208 $ 16,319 $ 66,614 $ 76,714 Rural Development $ 4,949 $ 17,213 $ 8,286 $ 7,277 $ 5,606 $ 9,376 $ 51,835 $ 17,179 Foreign Agricultural Service $ 2,058 $ 7,158 $ 4,171 $ 3,599 $ 2,332 $ 1,494 $ 21,554 $ 25,439 Food and Nutrition Service $ 1,379 $ 4,796 $ 2,733 $ - $ 1,563 $ 2,180 $ 14,443 $ 16,854 Forest Service $ 21,864 $ 76,049 $ 42,293 $ 37,273 $ 24,779 $ 54,190 $ 229,010 $ 264,044 

TOTAL DEPARTMENT OF AGRICULTURE $ 75,000 $ 260,870 $ 112,833 $ 105,060 $ 85,000 $ 160,000 $ 785,570 $ 696,866 

TOTAL E-GOV FUNDING REQUEST $ 75,000 $ 260,870 $ 112,833 $ 105,060 $ 85,000 $ 160,000 $ 785,570 $ 696,866 

Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq. - the "St

FY 2008

FY 2008

1
ATTACHMENT D

DEPARTMENT OF COMMERCE

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking

International Trade 

Process Streamlining Business Gateway Grants.gov E-Travel

Integrated Acquisition 

Environment

Departmental Management $ 16,490 $ - $ 349 $ 727 $ 7,636 $ 1,433 

Inspector General $ - $ - $ - $ - $ - $ 517 Economic Development Administration $ 9,423 $ - $ 1,397 $ 142,862 $ 3,818 $ 10,242 Bureau of the Census $ 35,337 $ - $ 32,127 $ - $ 68,724 $ 19,344 Economic and Statistical Analysis $ 11,779 $ - $ 3,259 $ - $ - $ 2,207 International Trade Administration $ 16,490 $ 750,000 $ 4,540 $ 7,634 $ 64,906 $ 9,704 Bureau of Industry and Security $ 96,587 $ - $ 4,190 $ - $ 7,636 $ 1,945 Minority Business Development Agency $ 18,846 $ - $ - $ 14,541 $ - $ 595 National Oceanic and Atmospheric Administration $ 447,596 $ - $ 19,323 $ 273,546 $ 175,629 $ 100,533 U.S. Patent and Trademark Office $ 37,692 $ - $ 21,185 $ - $ 22,908 $ 35,216 Technology Administration $ - $ - $ - $ - $ - $ - National Technical Information Service $ - $ - $ - $ - $ - $ 359 National Institute of Standards & Technology $ 30,625 $ - $ 1,164 $ 96,877 $ 38,180 $ 16,782 National Telecommunications & Information Admin. $ 14,135 $ - $ 466 $ - $ - $ 2,146 

TOTAL DEPARTMENT OF COMMERCE $ 735,000 $ 750,000 $ 88,000 $ 536,187 $ 389,438 $ 201,023 

E-GOV FUNDING REQUEST $ 735,000 $ 750,000 $ 88,000 $ 536,187 $ 389,438 $ 201,023 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Departmental Management $ 317 $ 3,415 $ 80 $ - $ 535 $ 143 $ 258 

Inspector General $ 114 $ 481 $ - $ - $ 193 $ 51 $ - Economic Development Administration $ 2,264 $ 849 $ 15,804 $ - $ 3,821 $ 1,019 $ 50,617 Bureau of the Census $ 4,277 $ 32,296 $ - $ 83,430 $ 7,217 $ 1,925 $ - Economic and Statistical Analysis $ 488 $ 1,896 $ - $ - $ 823 $ 220 $ - International Trade Administration $ 2,145 $ 8,939 $ 844 $ - $ 3,620 $ 965 $ 2,705 Bureau of Industry and Security $ 430 $ 1,436 $ - $ - $ 726 $ 194 $ - Minority Business Development Agency $ 132 $ 395 $ 1,609 $ - $ 222 $ 59 $ 5,152 National Oceanic and Atmospheric Administration $ 22,227 $ 43,897 $ 30,261 $ 83,430 $ 37,508 $ 10,002 $ 96,918 U.S. Patent and Trademark Office $ 7,786 $ 24,728 $ - $ - $ 13,139 $ 3,504 $ - Technology Administration $ - $ - $ - $ - $ - $ - $ - National Technical Information Service $ 79 $ 687 $ - $ - $ 134 $ 36 $ - National Institute of Standards & Technology $ 3,710 $ 10,402 $ 10,717 $ - $ 6,261 $ 1,670 $ 34,324 National Telecommunications & Information Admin. $ 474 $ 1,013 $ - $ - $ 801 $ 213 $ - 

TOTAL DEPARTMENT OF COMMERCE $ 44,444 $ 130,435 $ 59,316 $ 166,860 $ 75,000 $ 20,000 $ 189,973 E-GOV FUNDING REQUEST $ 44,444 $ 130,435 $ 59,316 $ 166,860 $ 75,000 $ 20,000 $ 189,973 Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 512

FY 2008

FY 2008

2
ATTACHMENT D

DEPARTMENT OF DEFENSE

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated 

Acquisition 

Environment

Financial 

Management LoB

Navy, Marine Corps $ - $ - $ - $ - $ - 

Army $ - $ - $ - $ - $ - Air Force $ - $ - $ - $ - $ - Defense-wide $ 535,000 $ 120,000 $ 536,187 $ 24,859,539 $ 142,857 

TOTAL DEPARTMENT OF DEFENSE $ 535,000 $ 120,000 $ 536,187 $ 24,859,539 $ 142,857 E-GOV FUNDING REQUEST $ 535,000 $ 120,000 $ 536,187 $ 24,859,539 $ 142,857 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB

Federal Health 

Architecture LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Navy, Marine Corps $ - $ - $ - $ - $ - $ - $ 

Army $ - $ - $ - $ - $ - $ - $ Air Force $ - $ - $ - $ - $ - $ - $ Defense-wide $ 260,870 $ 59,316 $ 1,861,174 43,260 $ $ 85,000 $ 480,000 $ 189,973 

TOTAL DEPARTMENT OF DEFENSE $ 260,870 $ 59,316 $ 1,861,174 $ 43,260 $ 85,000 $ 480,000 $ 189,973 

E-GOV FUNDING REQUEST $ 260,870 $ 59,316 $ 1,861,174 43,260 $ $ 85,000 $ 480,000 $ 189,973 Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U

FY 2008

FY 2008

3
ATTACHMENT D

DEPARTMENT OF EDUCATION

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated 

Acquisition 

Environment

Financial 

Management LoB

Office of Elementary and Secondary Education $ - $ - $ - $ - $ - 

Office of Innovation and Improvement $ - $ - $ - $ - $ - Office of Safe and Drug-Free Schools $ - $ - $ - $ - $ - Office of English Language Acquisition $ - $ - $ - $ - $ - Office of Special Education and Rehabilitative Services $ - $ - $ - $ - $ - Office of Vocational and Adult Education $ - $ - $ - $ - $ - Office of Postsecondary Education $ - $ - $ - $ - $ - Office of Federal Student Aid $ - $ - $ - $ - $ - Institute of Education Sciences $ - $ - $ - $ - $ - Departmental Management $ 135,000 $ 88,000 $ 1,105,885 $ 63,951 $ 142,857 Hurricane Education Recovery $ - $ - $ - $ - $ - 

TOTAL DEPARTMENT OF EDUCATION $ 135,000 $ 88,000 $ 1,105,885 $ 63,951 $ 142,857 E-GOV FUNDING REQUEST $ 135,000 $ 88,000 $ 1,105,885 $ 63,951 $ 142,857 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

D

Im

Office of Elementary and Secondary Education $ - $ - $ - $ - $ - $ - $ 

Office of Innovation and Improvement $ - $ - $ - $ - $ - $ - $ Office of Safe and Drug-Free Schools $ - $ - $ - $ - $ - $ - $ Office of English Language Acquisition $ - $ - $ - $ - $ - $ - $ Office of Special Education and Rehabilitative Services $ - $ - $ - $ - $ - $ - $ Office of Vocational and Adult Education $ - $ - $ - $ - $ - $ - $ Office of Postsecondary Education $ - $ - $ - $ - $ - $ - $ Office of Federal Student Aid $ - $ - $ - $ - $ - $ 185,570 $ Institute of Education Sciences $ - $ - $ - $ - $ - $ - $ Departmental Management $ 65,217 $ 197,933 $ 15,450 $ 85,000 $ 20,000 $ - $ Hurricane Education Recovery $ - $ - $ - $ - $ - $ - $ 

TOTAL DEPARTMENT OF EDUCATION $ 65,217 $ 197,933 $ 15,450 $ 85,000 $ 20,000 $ 185,570 $ 

E-GOV FUNDING REQUEST $ 65,217 $ 197,933 $ 15,450 $ 85,000 $ 20,000 $ 185,570 $ 

Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients

FY 2008

FY 2008

[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amendAct") 

4
ATTACHMENT D

DEPARTMENT OF ENERGY

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

Financial 

Management LoB

National Nuclear Security Administration $ - $ - $ 21,178 $ 1,008,579 $ - 

Environmental and Other Defense Activities $ - $ - $ 23,343 $ 718,695 $ - Energy Programs $ - $ - $ 225,417 $ 190,246 $ - Science $ - $ - $ 141,690 $ 340,446 $ - Power Marketing Administration $ - $ - $ 36 $ 16,764 $ - Corporate Management $ 241,000 $ 44,000 $ 124,523 $ 29,566 $ 75,000 

TOTAL DEPARTMENT OF ENERGY $ 241,000 $ 44,000 $ 536,187 $ 2,304,296 $ 75,000 E-GOV FUNDING REQUEST $ 241,000 $ 44,000 $ 536,187 $ 2,304,296 $ 75,000 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Disa

Impr

National Nuclear Security Administration $ - $ - $ - $ - $ - $ 83,150 $ 

Environmental and Other Defense Activities $ - $ - $ - $ - $ - $ 59,251 $ Energy Programs $ - $ - $ - $ - $ - $ 15,685 $ Science $ - $ - $ - $ - $ - $ 28,067 $ Power Marketing Administration $ - $ - $ - $ - $ - $ 1,382 $ Corporate Management $ 65,217 $ 59,316 $ 43,260 $ 85,000 $ 160,000 $ 2,438 $ 

TOTAL DEPARTMENT OF ENERGY $ 65,217 $ 59,316 $ 43,260 $ 85,000 $ 160,000 $ 189,973 $ 

E-GOV FUNDING REQUEST $ 65,217 $ 59,316 $ 43,260 $ 85,000 $ 160,000 $ 189,973 $ 

Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients

FY 2008

FY 2008

[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act

- the "Stafford Act") 

5
ATTACHMENT D

DEPARTMENT OF HEALTH AND HUMAN SERVICES

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway E-Vital [1] Grants.gov E-Travel

Integrated 

Acquisition 

Environment

Financial 

Management LoB

Food and Drug Administration $ 544,995 $ 81,958 $ - $ 11,464 $ 50,244 $ 258,612 $ 26,91

Health Resources and Services Administration $ - $ 12,785 $ - $ 142,476 $ 6,581 $ 40,341 $ 4,19Indian Health Services $ - $ 14,507 $ - $ 16,377 $ 50,244 $ 45,776 $ 4,76Centers for Disease Control and Prevention $ - $ 71,923 $ - $ 258,750 $ 66,993 $ 226,946 $ 23,62National Institutes of Health $ - $ 144,250 $ - $ 1,257,721 $ 125,610 $ 455,168 $ 47,37Substance Abuse and Mental Health Services Administration $ - $ 3,928 $ - $ 36,028 $ 2,619 $ 12,395 $ 1,29Agency for Healthcare Research and Quality $ - $ - $ - $ 13,101 $ 1,269 $ 16,814 $ 1,75Centers for Medicare and Medicaid Services $ 190,005 $ 82,676 $ 90,000 $ 18,014 $ 16,768 $ 260,877 $ 27,15Administration for Children and Families $ - $ - $ - $ 112,998 $ 9,987 $ 20,095 $ 2,09Administration on Aging $ - $ - $ - $ 18,014 $ 1,005 $ 3,335 $ 34Departmental Management $ - $ 5,759 $ - $ 72,057 $ 15,492 $ 18,160 $ 1,89Program Support Center $ - $ - $ - $ - $ - $ - $ Office of the Inspector General $ - $ 17,213 $ - $ - $ 17,425 $ 14,083 $ 1,46

TOTAL DEPARTMENT OF HEALTH AND HUMAN SERVICES $ 735,000 $ 435,000 $ 90,000 $ 1,957,000 $ 364,238 $ 1,372,601 $ 142,85

E-GOV FUNDING REQUEST $ 735,000 $ 435,000 $ 90,000 $ 1,957,000 $ 364,238 $ 1,372,601 $ 142,85

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB

Federal Health 

Architecture LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [2]

Food and Drug Administration $ 20,477 $ 1,159 $ 694,454 $ - $ 16,015 $ 15,073 $ 3,52

Health Resources and Services Administration $ 3,776 $ 14,410 $ - $ 1,877 $ 2,498 $ 2,351 $ 81,43Indian Health Services $ 32,015 $ 1,656 $ 134,244 $ - $ 2,835 $ 2,668 $ 19,35Centers for Disease Control and Prevention $ 17,771 $ 26,170 $ 729,912 $ 61,138 $ 14,054 $ 13,227 $ 25,72National Institutes of Health $ 35,249 $ 127,207 $ 787,786 $ - $ 28,187 $ 26,529 $ 71,95Substance Abuse and Mental Health Services Administration $ 1,094 $ 3,644 $ - $ - $ 768 $ 722 $ 32,11Agency for Healthcare Research and Quality $ 610 $ 1,325 $ 75,205 $ - $ 1,041 $ 980 $ 4,96Centers for Medicare and Medicaid Services $ 9,848 $ 1,822 $ 1,053,339 $ - $ 16,155 $ 15,205 $ 7,48Administration for Children and Families $ 2,631 $ 11,429 $ - $ - $ 1,244 $ 1,171 $ 64,69Administration on Aging $ 257 $ 1,822 $ - $ - $ 207 $ 194 $ 6,74Departmental Management $ 3,686 $ 7,288 $ 46,626 $ 846 $ 1,125 $ 1,058 $ 10,40Program Support Center $ - $ - $ - $ - $ - $ - $ Office of the Inspector General $ 3,022 $ - $ - $ - $ 872 $ 821 $ 

TOTAL DEPARTMENT OF HEALTH AND HUMAN SERVICES $ 130,435 $ 197,933 $ 3,521,565 $ 63,860 $ 85,000 $ 80,000 $ 328,38

E-GOV FUNDING REQUEST $ 130,435 $ 197,933 $ 3,521,565 $ 63,860 $ 85,000 $ 80,000 $ 328,38

Notes:[1] - Agency has indicated additional funding is not required in FY 2008 to support the initiative[2] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[3] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq. - the 

FY 2008

FY 2008

6
ATTACHMENT D

DEPARTMENT OF HOMELAND SECURITY

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Disaster Management SAFECOM Grants.gov E-Travel

Integrated Acquisition 

Environment

NPPD - U.S. Visit $ 11,245 $ 6,655 $ - $ - $ - $ 445 $ - 

Science & Technology Directorate $ 19,451 $ 11,512 $ 195,382 $ 18,181,262 $ 1,948 $ 1,661 $ - Operations Coordination and Intel & Analysis $ 7,660 $ 4,533 $ 625,223 $ - $ 3,064 $ 2,258 $ - National Protection and Program Directorate $ 14,229 $ 8,421 $ 3,126,115 $ - $ - $ 2,816 $ - U.S. Secret Service $ 34,053 $ 20,154 $ 273,535 $ - $ 378 $ 29,211 $ 29,608 Federal Law Enforcement Training Center $ 6,403 $ 3,790 $ - $ - $ - $ 4,573 $ 49,534 U.S. Citizenship & Immigration Services $ 730 $ 432 $ 507,994 $ - $ - $ 46,711 $ 53,746 Transportation Security Administration $ 90,192 $ 53,379 $ 1,055,064 $ - $ 18,731 $ 218,744 $ 109,103 U.S. Immigration & Customs Enforcement $ 101,452 $ 60,043 $ 1,015,987 $ - $ 922 $ 76,135 $ 178,646 U.S. Customs & Border Protection $ 213,964 $ 126,631 $ 1,015,987 $ - $ - $ 211,671 $ 193,134 Undersecretary for Management / Office of the Secretary and Executive Management $ 23,401 $ 13,851 $ 39,076 $ - $ 142 $ 6,283 $ 241,975 Federal Emergency Management Agency $ 16,250 $ 9,617 $ 2,618,121 $ - $ 505,012 $ 28,997 $ 385,101 U.S. Coast Guard $ 177,010 $ 104,760 $ 1,797,516 $ - $ 5,990 $ 28,452 $ 491,723 Office of Health Affairs $ 2,871 $ 1,699 $ - $ - $ - $ 214 $ - Office of the Inspector General $ 2,412 $ 1,428 $ - $ - $ - $ 2,402 $ - Domestic Nuclear Detection Office $ 13,677 $ 8,095 $ - $ - $ - $ 528 $ - 

TOTAL DEPARTMENT OF HOMELAND SECURITY $ 735,000 $ 435,000 $ 12,270,000 $ 18,181,262 $ 536,187 $ 661,101 $ 1,732,570 

E-GOV FUNDING REQUEST $ 735,000 $ 435,000 $ 12,270,000 $ 18,181,262 $ 536,187 $ 661,101 $ 1,732,570 

Department / Bureau

Financial Management 

LoB

Human Resources 

Management LoB

Grants Management 

LoB [1] Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

Information Systems 

Security LoB

IAE - Loans an

Grants [2]

U.S. Customs & Border Protection $ 41,585 $ 84,848 $ - $ 18,559 $ 24,703 $ 46,500 $ - $ 19,6

Federal Law Enforcement Training Center $ 1,245 $ 1,833 $ - $ 555 $ 739 $ 1,392 $ - $ 4,9Office of Health Affairs $ 558 $ 86 $ - $ 249 $ 331 $ 624 $ - $ Office of the Inspector General $ 469 $ 963 $ - $ 209 $ 279 $ 524 $ - $ Domestic Nuclear Detection Office $ 2,658 $ 211 $ - $ 1,186 $ 1,579 $ 2,972 $ - $ U.S. Citizenship & Immigration Services $ 142 $ 18,724 $ - $ 63 $ 84 $ 159 $ - $ 4,6NPPD - U.S. Visit $ 2,186 $ 178 $ - $ 975 $ 1,298 $ 2,444 $ 2,000,000 $ Undersecretary for Management / Office of the Secretary and Executive Management $ 4,548 $ 2,519 $ 20 $ 2,138 $ 2,843 $ 5,350 $ - $ 25,3U.S. Secret Service $ 6,619 $ 11,709 $ 52 $ 2,954 $ 3,932 $ 7,401 $ - $ 2,9U.S. Immigration & Customs Enforcement $ 19,719 $ 30,518 $ 127 $ 8,800 $ 11,713 $ 22,048 $ - $ 18,1Science & Technology Directorate $ 3,780 $ 666 $ 268 $ 1,687 $ 2,246 $ 4,227 $ - $ Operations Coordination and Intel & Analysis $ 1,489 $ 905 $ 422 $ 664 $ 884 $ 1,665 $ - $ U.S. Coast Guard $ 34,405 $ 11,405 $ 822 $ 15,354 $ 20,437 $ 38,469 $ - $ 63,1Transportation Security Administration $ 17,530 $ 87,683 $ 2,570 $ 7,823 $ 10,413 $ 19,601 $ - $ 11,6Federal Emergency Management Agency $ 3,158 $ 11,623 $ 69,319 $ 1,410 $ 1,876 $ 3,532 $ - $ 39,5National Protection and Program Directorate $ 2,766 $ 1,129 $ - $ 1,234 $ 1,643 $ 3,092 $ - $ 

TOTAL DEPARTMENT OF HOMELAND SECURITY $ 142,857 $ 265,000 $ 73,600 $ 63,860 $ 85,000 $ 160,000 $ 2,000,000 $ 189,9

E-GOV FUNDING REQUEST $ 142,857 $ 260,870 $ 59,316 $ 63,860 $ 85,000 $ 160,000 $ 2,000,000 $ 189,9

Notes:[1] - Additional funds are provided at the discretion of the agency[2] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[3] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq. - the "Stafford Act

FY 2008

FY 2008

7
ATTACHMENT D

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

Financial 

Management LoB

Public and Indian Housing Programs $ - $ - $ - $ - $ - 

Community Planning and Development $ - $ - $ - $ - $ - Housing Programs $ - $ - $ - $ - $ - Government National Mortgage Association $ - $ - $ - $ - $ - Policy Development and Research $ - $ - $ - $ - $ - Fair Housing and Equal Opportunity $ - $ - $ - $ - $ - Office of Lead Hazard Control and Healthy Homes $ - $ - $ - $ - $ - Management and Administration $ 241,000 $ 120,000 $ 1,105,885 $ 53,402 $ 142,857

TOTAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT $ 241,000 $ 120,000 $ 1,105,885 $ 53,402 $ 142,857

E-GOV FUNDING REQUEST $ 241,000 $ 120,000 $ 1,105,885 $ 53,402 $ 142,857

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and Grants

[1]

Public and Indian Housing Programs $ - $ - $ - $ - $ - $ - 

Community Planning and Development $ - $ - $ - $ - $ - $ - Housing Programs $ - $ - $ - $ - $ - $ - Government National Mortgage Association $ - $ - $ - $ - $ - $ - Policy Development and Research $ - $ - $ - $ - $ - $ - Fair Housing and Equal Opportunity $ - $ - $ - $ - $ - $ - Office of Lead Hazard Control and Healthy Homes $ - $ - $ - $ - $ - $ - Management and Administration $ 65,217 $ 112,833 $ 36,050 $ 85,000 $ 20,000 $ 285,570 

TOTAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT $ 65,217 $ 112,833 $ 36,050 $ 85,000 $ 20,000 $ 285,570 

E-GOV FUNDING REQUEST $ 65,217 $ 112,833 $ 36,050 $ 85,000 $ 20,000 $ 285,570 

Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq

FY 2008

FY 2008

8
ATTACHMENT D

DEPARTMENT OF THE INTERIOR

FY 2008 E-Government Distribution

Department / Bureau or Account Recreation One-Stop E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov EHRI [1] E-Travel [2]

Bureau of Land Management $ - $ - $ - $ - $ - $ - $ 

Minerals Management Service $ - $ - $ - $ - $ - $ - $ Office of Surface Mining Reclamation and Enforcement $ - $ - $ - $ - $ - $ - $ Bureau of Reclamation $ - $ - $ - $ - $ - $ - $ Central Utah Project $ - $ - $ - $ - $ - $ - $ United States Geological Survey $ - $ - $ - $ 1,635,000 $ - $ - $ Bureau of Mines $ - $ - $ - $ - $ - $ - $ United States Fish and Wildlife Service $ - $ - $ - $ - $ - $ - $ National Park Service $ - $ - $ - $ - $ - $ - $ Bureau of Indian Affairs and Bureau of Indian Education $ - $ - $ - $ - $ - $ - $ Departmental Offices $ - $ - $ - $ - $ - $ - $ Insular Affairs $ - $ - $ - $ - $ - $ - $ Office of the Solicitor $ - $ - $ - $ - $ - $ - $ Office of Inspector General $ - $ - $ - $ - $ - $ - $ Office of Special Trustee for American Indians $ - $ - $ - $ - $ - $ - $ National Indian Gaming Commission $ - $ - $ - $ - $ - $ - $ Department-Wide Programs (Working Capital Fund 14 X 4523) $ 200,000 $ 535,000 $ 88,000 $ 300,000 $ 536,187 $ 30,000 $ 1,164,0

TOTAL DEPARTMENT OF THE INTERIOR $ 200,000 $ 535,000 $ 88,000 $ 1,935,000 $ 536,187 $ 30,000 $ 1,164,0

E-GOV FUNDING REQUEST $ 200,000 $ 535,000 $ 88,000 $ 1,935,000 $ 536,187 $ 30,000 $ 392,8

Department / Bureau

Financial Management 

LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [3]

Bureau of Land Management $ - $ - $ - $ - $ - $ - $ 

Minerals Management Service $ - $ - $ - $ - $ - $ - $ Office of Surface Mining Reclamation and Enforcement $ - $ - $ - $ - $ - $ - $ Bureau of Reclamation $ - $ - $ - $ - $ - $ - $ Central Utah Project $ - $ - $ - $ - $ - $ - $ United States Geological Survey $ - $ - $ - $ 383,160 $ - $ - $ Bureau of Mines $ - $ - $ - $ - $ - $ - $ United States Fish and Wildlife Service $ - $ - $ - $ - $ - $ - $ National Park Service $ - $ - $ - $ - $ - $ - $ Bureau of Indian Affairs and Bureau of Indian Education $ - $ - $ - $ - $ - $ - $ Departmental Offices $ - $ - $ - $ - $ - $ - $ Insular Affairs $ - $ - $ - $ - $ - $ - $ Office of the Solicitor $ - $ - $ - $ - $ - $ - $ Office of Inspector General $ - $ - $ - $ - $ - $ - $ Office of Special Trustee for American Indians $ - $ - $ - $ - $ - $ - $ National Indian Gaming Commission $ - $ - $ - $ - $ - $ - $ Department-Wide Programs (Working Capital Fund 14 X 4523) $ 75,000 $ 130,435 $ 59,316 $ - $ 85,000 $ 80,000 $ 189,9

TOTAL DEPARTMENT OF THE INTERIOR $ 75,000 $ 130,435 $ 59,316 $ 383,160 $ 85,000 $ 80,000 $ 189,9

E-GOV FUNDING REQUEST $ 75,000 $ 130,435 $ 59,316 $ 383,160 $ 85,000 $ 80,000 $ 189,9

Notes:[1] - DoI is excused from providing an agency contribution to EHRI in FY 2008[2] - The difference in the E-Gov Request and DoI’s total to E-Travel is due to the additional cost of migration as a result of increased services/functionality offered through the initiative.[3] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[4] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121 e

FY 2008FY 2008

9
ATTACHMENT D

DEPARTMENT OF JUSTICE

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov E-Travel (1)

Integrated 

Acquisition 

Environment

Financial Management 

LoB

Antitrust Division $ - $ - $ - $ 9,613 $ 2,934 $ 512 

Asset Forffeiture $ - $ - $ - $ - $ 421 $ 75 Bureau of Alcohol, Tobacco, Firearms, and Explosives $ 22,401 $ 58,710 $ - $ 57,702 $ 19,532 $ 3,328 Bureau of Prisons (excluding FPI) $ 53,911 $ - $ - $ 418,667 $ 99,147 $ 17,533 Community Oriented Policing Services $ - $ - $ 8,790 $ 2,282 $ 10,754 $ 1,372 Community Relations Services $ - $ - $ - $ 633 $ 203 $ 34 CSOSA $ - $ - $ - $ - $ - $ - Department of Homeland Security (INS) $ - $ - $ - $ - $ - $ - Detention Trustee $ - $ - $ - $ 237 $ 24,329 $ 4,132 Drug Enforcement Administration $ 43,326 $ 37,218 $ - $ 119,245 $ 34,632 $ 6,007 Executive Office for Immigration Review $ 35,202 $ 987 $ - $ 15,408 $ 4,502 $ 781 Federal Bureau of Investigation $ 21,171 $ 18,055 $ - $ 382,530 $ 118,870 $ 20,621 Federal Prison Industries (FPI) $ - $ - $ - $ 21,621 $ 66 $ 12 FEW $ - $ - $ - $ - $ - $ - Foreign Claims Settlement Commission $ - $ - $ - $ 124 $ 31 $ 5 ICITAP $ - $ - $ - $ - $ - $ - Independent Council $ - $ - $ - $ - $ - $ - Interagency Law Enforcement $ - $ - $ - $ - $ - $ - JIST/JABS/JCONPMO/LAOA $ - $ - $ - $ 802 $ 2,452 $ 439 Legal Activities and U.S. Marshals $ 41,356 $ 1,412 $ - $ 102,220 $ 29,547 $ 5,212 Narrowband $ - $ - $ - $ 215 $ 1,751 $ 316 National Security Division $ - $ - $ - $ 3,073 $ 1,329 $ 110 NDIC $ - $ - $ - $ 2,700 $ 774 $ 137 Office of Justice Programs $ 19,201 $ 3,617 $ 527,397 $ 7,591 $ 35,601 $ 6,293 .Office of the Inspector General $ - $ - $ - $ 5,196 $ 1,400 $ 242 Office on Violence Against Women $ 2,462 $ - $ - $ 520 $ 7,593 $ 1,357 Organized Crime Drug Enforcment TF $ - $ - $ - $ - $ - $ - Radiation Exposure Compensation $ - $ - $ - $ - $ - $ - U.S. Attorneys $ 492 $ - $ - $ 132,021 $ 32,845 $ 5,690 U.S. Parole Commission $ - $ - $ - $ 1,107 $ 228 $ 39 U.S. Trustees $ 1,477 $ - $ - $ 16,493 $ 4,429 $ 753 Justice Management Division $ - $ - $ - $ - $ - 

TOTAL DEPARTMENT OF JUSTICE $ 241,000 $ 120,000 $ 536,187 $ 1,300,000 $ 433,370 $ 75,000 E-GOV FUNDING REQUEST $ 241,000 $ 120,000 $ 536,187 $ 700,721 $ 433,370 $ 75,000 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB

Case Management 

LoB

Geospatial Line of 

Business

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [2]

Disaster Assistance 

Improvement Plan [3]

Antitrust Division $ 1,929 $ - $ 10,250 $ 452 $ - $ 1,133 $ 609 $ 530 

Asset Forfeiture $ - $ - $ - $ 37 $ - $ 90 $ 87 $ 42 Bureau of Alcohol, Tobacco, Firearms, and Explosives $ 11,578 $ - $ - $ 2,857 $ - $ 7,156 $ 4,056 $ 3,346 Bureau of Prisons (Excluding FPI) $ 84,014 $ - $ - $ 17,586 $ - $ 44,063 $ 20,584 $ 20,602 Community Oriented Policing Services $ 458 $ 972 $ - $ 848 $ - $ 2,126 $ 2,233 $ 994 Community Relations Services $ 127 $ - $ - $ 30 $ - $ 76 $ 42 $ 36 CSOSA $ - $ - $ - $ - $ - $ - $ - Department of Homeland Security (INS) $ - $ - $ - $ - $ - $ - $ - $ - Detention Trustee $ 48 $ - $ - $ 1,799 $ - $ 4,506 $ 5,051 $ 2,107 Drug Enforcement Administration $ 23,929 $ - $ - $ 5,480 $ - $ 13,730 $ 7,190 $ 6,420 Executive Office for Immigration Review $ 3,092 $ - $ - $ 711 $ - $ 1,779 $ 935 $ 832 Federal Bureau of Investigation $ 76,762 $ - $ - $ 18,153 $ - $ 45,480 $ 24,679 $ 21,265 Federal Prison Industries $ 4,339 $ - $ - $ 536 $ - $ 1,343 $ 14 $ 628 FEW $ - $ - $ - $ - $ - $ - $ - $ - Foreign Claims Settlement Commission $ 25 $ - $ - $ 5 $ - $ 13 $ 6 $ 6 ICITAP $ - $ - $ - $ - $ - $ - $ - $ - Independent Council $ - $ - $ - $ - $ - $ - $ - $ - JIST/JABS/JCONPMO/LAOA $ 161 $ - $ - $ 200 $ - $ 502 $ 510 $ 235 Legal Activities and U.S. Marshals $ 20,512 $ - $ 48,985 $ 4,683 $ - $ 11,745 $ 6,133 $ 5,491 Narrowband $ 43 $ - $ - $ 135 $ - $ 336 $ 363 $ 157 National Security Division $ 617 $ - $ - $ 174 $ - $ 434 $ 276 $ 203 NDIC $ 541 $ - $ - $ 123 $ - $ 309 $ 161 $ 144 Office of Justice Programs $ 1,523 $ 58,344 $ - $ 2,809 $ - $ 7,039 $ 7,392 $ 3,291 Office of the Inspector General $ 1,043 $ - $ - $ 231 $ - $ 578 $ 291 $ 270 Office on Violence Against Women $ 104 $ - $ - $ 573 $ - $ 1,434 $ 1,576 $ 670 Organized Crime Drug Enforcement TF $ - $ - $ - $ - $ - $ - $ - $ - Radiation Exposure Compensation $ - $ - $ - $ - $ - $ - $ - $ - U.S. Attorneys $ 26,493 $ - $ 140,765 $ 5,662 $ - $ 14,186 $ 6,819 $ 6,633 U.S. Parole Commission $ 222 $ - $ - $ 45 $ - $ 110 $ 47 $ 52 U.S. Trustees $ 3,310 $ - $ - $ 731 $ - $ 1,832 $ 919 $ 857 Justice Management Division $ - $ - $ - $ 85,000 $ - $ - $ - FY 2008 Tot

TOTAL DEPARTMENT OF JUSTICE $ 260,870 $ 59,316 $ 200,000 $ 63,860 $ 85,000 $ 160,000 $ 89,973 $ 74,811 $ 3,69

E-GOV FUNDING REQUEST $ 260,870 $ 59,316 $ 200,000 $ 63,860 $ 85,000 $ 160,000 $ 89,973 $ 74,811 $ 3,10

Notes:[1] - Agency contributing additional funds (beyond requested amount) for contractor support[2] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[3] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 5121 et seq. - the "Stafford Act") 

FY 2008

FY 2008

10
ATTACHMENT D

DEPARTMENT OF LABOR

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

Financial 

Management LoB

Employment and Training Administration $ 90,950 $ 10,874 $ 525,463 $ 34,636 $ - 

Employee Benefits Security Administration $ 133,750 $ 103,313 $ - $ 6,597 $ - Pension Benefit Guaranty Corporation $ - $ - $ - $ - $ - Employment Standards Administration $ 42,800 $ 103,313 $ - $ 6,597 $ - Occupational Safety and Health Administration $ 160,500 $ 103,313 $ 2,681 $ 14,844 $ - Mine Safety and Health Administration $ 101,650 $ 103,313 $ 2,681 $ 17,813 $ - Bureau of Labor Statistics $ - $ - $ - $ 19,297 $ - Departmental Management $ 5,350 $ 10,874 $ 5,362 $ 65,150 $ 75,000 

TOTAL DEPARTMENT OF LABOR $ 535,000 $ 435,000 $ 536,187 $ 164,934 $ 75,000 E-GOV FUNDING REQUEST $ 535,000 $ 435,000 $ 536,187 $ 164,934 $ 75,000 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Di

Imp

Employment and Training Administration $ - $ 110,577 $ - $ - $ - $ 87,094 $ 

Employee Benefits Security Administration $ - $ - $ - $ - $ - $ - $ Pension Benefit Guaranty Corporation $ - $ - $ - $ - $ - $ - $ Employment Standards Administration $ - $ - $ - $ - $ - $ - $ Occupational Safety and Health Administration $ - $ 564 $ - $ - $ - $ 1,727 $ Mine Safety and Health Administration $ - $ 564 $ - $ - $ - $ 9 $ Bureau of Labor Statistics $ - $ - $ 15,450 $ - $ - $ 1,053 $ Departmental Management $ 65,217 $ 1,128 $ - $ 85,000 $ 20,000 $ 90 $ 

TOTAL DEPARTMENT OF LABOR $ 65,217 $ 112,833 $ 15,450 $ 85,000 $ 20,000 $ 89,973 $ E-GOV FUNDING REQUEST $ 65,217 $ 112,833 $ 15,450 $ 85,000 $ 20,000 $ 89,973 $ Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients

FY 2008

FY 2008

[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amen"Stafford Act") 

11
ATTACHMENT D

DEPARTMENT OF STATE

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov E-Travel

Integrated 

Acquisition 

Environment

Financial 

Management LoB

Department of State, Capital Investment Fund Account (19X0120) $ 135,000 $ 88,000 $ 133,900 $ 400,000 $ 578,486 $ 75,000 

TOTAL DEPARTMENT OF STATE $ 135,000 $ 88,000 $ 133,900 $ 400,000 $ 578,486 $ 75,000 

E-GOV FUNDING REQUEST $ 135,000 $ 88,000 $ 133,900 $ 400,000 $ 578,486 $ 75,000 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Department of State, Captital Investment Fund Account (19X0120) $ 65,217 $ 28,460 $ 36,050 $ 85,000 $ 80,000 $ 22,469 $ 

TOTAL DEPARTMENT OF STATE $ 65,217 $ 28,460 $ 36,050 $ 85,000 $ 80,000 $ 22,469 $ E-GOV FUNDING REQUEST $ 65,217 $ 28,460 $ 36,050 $ 85,000 $ 80,000 $ 22,469 $ Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients

FY 2008

FY 2008

[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U

12
ATTACHMENT D

DEPARTMENT OF TRANSPORTATION

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated Acquisition 

Environment

Financial 

Management LoB

Office of the Secretary $ 288,708 $ 40,249 $ 1,911 $ 8,495 $ 5,986 

Federal Aviation Administration $ 95,179 $ 148,613 $ 239,576 $ 35,572 $ 77,399Federal Highway Administration $ 27,048 $ 21,673 $ 677,524 $ 32,741 $ 29,186 Federal Motor Carrier Safety Administration $ 63,725 $ 40,249 $ 8,513 $ 4,183 $ 5,914 National Highway Traffic Safety Administration $ 173,828 $ 32,509 $ 13,461 $ 11,824 $ 2,643 Federal Railroad Administration $ 21,095 $ 75,854 $ 2,988 $ 4,809 $ 2,929 Federal Transit Administration $ 2,940 $ - $ 152,467 $ 3,273 $ 6,543 Saint Lawrence Seaway Development Corporation $ 74 $ - $ 273 $ 413 $ - Pipeline and Hazardous Materials Safety Administration $ 10,658 $ 9,288 $ 2,474 $ 2,533 $ 1,714 Research and Innovative Technology Administration $ 48,437 $ 17,028 $ 192 $ 12,365 $ 6,243 Office of Inspector General $ - $ - $ 1,061 $ - $ 1,086 Surface Transportation Board $ - $ - $ 418 $ - $ 443 Maritime Administration $ 3,308 $ 49,537 $ 5,027 $ 26,082 $ 2,771 

TOTAL DEPARTMENT OF TRANSPORTATION $ 735,000 $ 435,000 $ 1,105,885 $ 142,290 $ 142,857 E-GOV FUNDING REQUEST $ 735,000 $ 435,000 $ 1,105,885 $ 142,290 $ 142,857 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Office of the Secretary $ 1,521 $ 195 $ - $ 147 $ 447 $ 17,049 $ 

Federal Aviation Administration $ 108,926 $ 24,444 $ 54,100 $ 18,414 $ 15,819 $ 71,392 $ Federal Highway Administration $ 6,855 $ 69,127 $ 3,864 $ 52,076 $ 1,363 $ 65,710 $ Federal Motor Carrier Safety Administration $ 2,430 $ 869 $ 265 $ 654 $ 437 $ 8,396 $ National Highway Traffic Safety Administration $ 1,509 $ 1,373 $ 1,391 $ 1,035 $ 355 $ 23,731 $ Federal Railroad Administration $ 1,943 $ 305 $ 1,038 $ 230 $ 316 $ 9,652 $ Federal Transit Administration $ 1,245 $ 15,556 $ - $ 11,719 $ 192 $ 6,568 $ Saint Lawrence Seaway Development Corporation $ 343 $ 28 $ - $ 21 $ 27 $ 828 $ Pipeline and Hazardous Materials Safety Administration $ 871 $ 252 $ 2,297 $ 190 $ 173 $ 5,083 $ Research and Innovative Technology Administration $ 1,681 $ 20 $ 905 $ 15 $ 492 $ 24,816 $ Office of Inspector General $ 957 $ 108 $ - $ 81 $ 132 $ - $ Surface Transportation Board $ 338 $ 43 $ - $ 32 $ - $ - $ Maritime Administration $ 1,816 $ 513 $ - $ 386 $ 247 $ 52,345 $ 

TOTAL DEPARTMENT OF TRANSPORTATION $ 130,435 $ 112,833 $ 63,860 $ 85,000 $ 20,000 $ 285,570 $ 

E-GOV FUNDING REQUEST $ 130,435 $ 112,833 $ 63,860 $ 85,000 $ 20,000 $ 285,570 $ 

Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients

FY 2008

FY 2008

[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amendeAct") 

13
ATTACHMENT D

DEPARTMENT OF THE TREASURY

FY 2008 E-Government Distribution

Department / Bureau IRS Free File E-Rulemaking Business Gateway Grants.gov

Integrated Acquisition 

Environment

Financial Management 

LoB

Departmental Offices $ - $ 535,000 $ 435,000 $ - $ 5,270 $ - 

Financial Crimes Enforcement Network $ - $ - $ - $ - $ 1,166 $ - Financial Management Service $ - $ - - $ $ - $ 6,922 $ - Federal Financing Bank $ - $ - $ - $ - $ 51 $ - Alcohol and Tobacco Tax and Trade Bureau $ - $ - $ - $ - $ 1,825 $ - Bureau of Engraving and Printing $ - $ - $ - $ - $ 7,346 $ - United States Mint $ - $ - $ - $ - $ 6,448 $ - Bureau of the Public Debt $ - $ - $ - $ - $ 7,575 $ 75,000 Internal Revenue Service $ 70,000 $ - $ - $ 25,493 $ 305,765 $ - Community Development Financial Insti Funds $ - $ - $ - $ 51,757 $ 206 $ - Comptroller of the Currency $ - $ - $ - $ - $ 9,929 $ - Office of Thrift Supervision $ - $ - $ - $ - $ 3,415 $ - Interest on the Public Dept $ - $ - $ - $ - $ - $ - 

TOTAL DEPARTMENT OF THE TREASURY $ 70,000 $ 535,000 $ 435,000 $ 77,250 $ 355,918 $ 75,000 E-GOV FUNDING REQUEST $ 70,000 $ 535,000 $ 435,000 $ 77,250 $ 355,918 $ 75,000 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Dis

Impr

Departmental Offices $ 3,166 $ 28,460 $ 15,450 $ 85,000 $ 160,000 $ 112,963 $ 

Financial Crimes Enforcement Network $ 675 $ - $ - $ - $ - $ - $ Financial Management Service $ 4,262 $ - $ - $ - $ - $ - $ Federal Financing Bank $ 35 $ - $ - $ - $ - $ - $ Alcohol and Tobacco Tax and Trade Bureau $ 1,111 $ - $ - $ - $ - $ - $ Bureau of Engraving and Printing $ 4,517 $ - $ - $ - $ - $ - $ United States Mint $ 3,979 $ - $ - $ - $ - $ - $ Bureau of the Public Debt $ 4,237 $ - $ - $ - $ - $ - $ Internal Revenue Service $ 230,609 $ - $ - $ - $ - $ - $ Community Development Financial Insti Funds $ 104 $ - $ - $ - $ - $ - $ Comptroller of the Currency $ 6,178 $ - $ - $ - $ - $ - $ Office of Thrift Supervision $ 1,997 $ - $ - $ - $ - $ - $ Interest on the Public Dept $ - $ - $ - $ - $ - $ - $ 

TOTAL DEPARTMENT OF THE TREASURY $ 260,870 $ 28,460 $ 15,450 $ 85,000 $ 160,000 $ 112,963 $ 

E-GOV FUNDING REQUEST $ 260,870 $ 28,460 $ 15,450 $ 85,000 $ 160,000 $ 112,963 $ 

Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 

FY 2008

FY 2008

14
ATTACHMENT D

DEPARTMENT OF VETERANS AFFAIRS

FY 2008 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov E-Travel

Integrated

Acquisition 

Environment

Financial 

Management LoB

Office of Information & Technology $ 135,000 $ 120,000 $ 133,900 $ 399,296 $ 1,560,866 $ 142,857 

TOTAL DEPARTMENT OF VETERANS AFFAIRS $ 135,000 $ 120,000 $ 133,900 $ 399,296 $ 1,560,866 $ 142,857 E-GOV FUNDING REQUEST $ 135,000 $ 120,000 $ 133,900 $ 399,296 $ 1,560,866 $ 142,857 

Department / Bureau

Human Resources 

Management LoB

Grants Management 

LoB

Federal Health 

Architecture LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

IAE - Loans and 

Grants [1]

Office of Information & Technology $ 260,870 $ 28,460 $ 1,861,174 $ 15,450 $ 85,000 $ 80,000 $ 122,469 

TOTAL DEPARTMENT OF VETERANS AFFAIRS $ 260,870 $ 28,460 $ 1,861,174 $ 15,450 $ 85,000 $ 80,000 $ 122,469 E-GOV FUNDING REQUEST $ 260,870 $ 28,460 $ 1,861,174 $ 15,450 $ 85,000 $ 80,000 $ 122,469 Notes:[1] - Financial estimates for government-wide effort to acquire unique identifier for Grants and Loans Award recipients[2] - Financial estimates for government-wide effort required under Executive Order: Improving Assistance for Disaster Victims and the Disaster Relief and Emergency Assistance Act, as amended (42 U.S.C. 512

FY 2008

FY 2008

15
ATTACHMENT D

GENERAL SERVICES ADMINISTRATION

FY 2008 E-Government Distribution

Department / Bureau or Account USA Services [1] E-Rulemaking Federal Asset Sales [2] Business Gateway

Integra

En

Real Property Activities $ - $ - $ 668,000 $ - $ 

Supply and Technology Activities $ - $ - $ 1,000,000 $ - $ General Activities $ 7,875,920 $ 241,000 $ - $ 438,400 $ 

TOTAL GENERAL SERVICES ADMINISTRATION $ 7,875,920 $ 241,000 $ 1,668,000 $ 438,400 $ 

E-GOV FUNDING REQUEST $ 8,165,437 $ 241,000 $ 2,071,000 $ 438,400 

$ 

Department / Bureau

Financial Management 

LoB

Human Resources 

Management LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infra

Real Property Activities $ - $ - $ 36,050 $ - $ 

Supply and Technology Activities $ - $ - $ - $ - $ General Activities $ 44,444 $ 65,217 $ - $ 85,000 $ 

TOTAL GENERAL SERVICES ADMINISTRATION $ 44,444 $ 65,217 $ 36,050 $ 85,000 $ 

E-GOV FUNDING REQUEST $ 44,444 $ 65,217 $ 36,050 $ 85,000 $ 

Notes:[1] Change in GSA funding is a result of a change in customer needs[2] E-Gov funding request included additional development funds no longer required by the initiative

FY 2008

FY 2008

16
ATTACHMENT D

OTHER AGENCIES

FY 2008 E-Government Distribution

Corporation for National Community ServiceEnvironmental Protection AgencyInstitute of Musuem and Library Services National Aeronautics and Space AdministrationNational Archives and Records AdministrationNational Science FoundationNuclear Regulatory CommissionNational Endowment for the ArtsNational Endowment for the HumanitiesOffice of Management and BudgetOffice of Personnel ManagementSecurities and Exchange CommissionSmall Business AdministrationSocial Security AdministrationU.S. Agency for International DevelopmentU.S. Army Corps of Engineers

Agencies without Bureau Breakouts

17
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

Grants.gov $1Grants Management LoB $

CNCS Total $1

Recreation One-Stop $E-Rulemaking $8Business Gateway $7Grants.gov $1,0Integrated Acquisition Environment $4Financial Management LoB $Human Resources Management LoB $2Grants Management LoB $1Geospatial LoB $1Budget Formulation and Execution LoB $IT Infrastructure LoB $1

USDA Total $3,9

E-Rulemaking $8International Trade Process Streamlining $7Business Gateway $3Grants.gov $5Integrated Acquisition Environment $1Financial Management LoB $Human Resources Management LoB $1Grants Management LoB $Geospatial LoB $1IT Infrastructure LoB $

DoC Total $3,0

Corporation for National Community ServiceDepartment of AgricultureDepartment of Commerce

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $6Business Gateway $3Grants.gov $5Integrated Acquisition Environment $24,1Financial Management LoB $Human Resources Management LoB $2Grants Management LoB $Federal Health Architecture LoB $1,7Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $4

DoD Total $28,3

E-Rulemaking $1Business Gateway $3Grants.gov $1,0Integrated Acquisition Environment $Financial Management LoB $Human Resources Management LoB $Grants Management LoB $1Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

ED Total $1,9

Department of EducationDepartment of Defense

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $2Business Gateway $1Grants.gov $5Integrated Acquisition Environment $2,3Financial Management LoB $Human Resources Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $1

DoE Total $3,7

E-Rulemaking $8Business Gateway $7Grants.gov $1,9Integrated Acquisition Environment $1,3Financial Management LoB $Human Resources Management LoB $1Grants Management LoB $1Federal Health Architecture LoB $3,3Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

HHS Total $8,7

Department of EnergyDepartment of Health and Human Services

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $8Business Gateway $7Disaster Management $12,2SAFECOM $29,7Grants.gov $5Integrated Acquisition Environment $1,0Financial Management LoB $Human Resources Management LoB $2Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $1Information Systems Security LoB $2,0

DHS Total $47,8

E-Rulemaking $2Business Gateway $3Grants.gov $1,0Integrated Acquisition Environment $Financial Management LoB $Human Resources Management LoB $Grants Management LoB $1Geospatial LoB $IT Infrastructure LoB $

HUD Total $2,0

Department of Housing and Urban DevelopmentDepartment of Homeland Security

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $2Business Gateway $2Grants.gov $5Integrated Acquisition Environment $4Financial Management LoB $Human Resources Management LoB $2Grants Management LoB $Case Management LoB $1,5Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $1

DoJ Total $3,6

E-Rulemaking $8Business Gateway $7Grants.gov $5Integrated Acquisition Environment $1Financial Management LoB $Human Resources Management LoB $Grants Management LoB $1Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

DoL Total $2,6

Department of JusticeDepartment of Labor

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $1Business Gateway $2Grants.gov $1E-Payroll $4Integrated Acquisition Environment $4Financial Management LoB $Human Resources Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

State Total $1,7

Recreation One-Stop $2E-Rulemaking $6Business Gateway $2Geospatial One-Stop $1,6Grants.gov $5Integrated Acquisition Environment $4Financial Management LoB $Human Resources Management LoB $1Grants Management LoB $Geospatial LoB $3Budget Formulation and Execution LoB $IT Infrastructure LoB $

DoI Total $4,5

Department of the InteriorDepartment of State

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

IRS Free File $E-Rulemaking $6Business Gateway $7Grants.gov $Integrated Acquisition Environment $4Financial Management LoB $Human Resources Management LoB $2Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $1

Treasury Total $2,5

E-Rulemaking $8Business Gateway $7Grants.gov $1,0Integrated Acquisition Environment $1Financial Management LoB $Human Resources Management LoB $1Grants Management LoB $1Geospatial LoB $IT Infrastructure LoB $

DoT Total $3,2

Department of TransportationDepartment of the Treasury

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $2Business Gateway $3Grants.gov $1Integrated Acquisition Environment $1,4Financial Management LoB $Human Resources Management LoB $2Grants Management LoB $Federal Health Architecture LoB $1,7Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

VA Total $4,4

E-Rulemaking $6Business Gateway $3Grants.gov $5Integrated Acquisition Environment $1Financial Management LoB $Human Resources Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

EPA Total $1,9

Department of Veterans AffairsEnvironmental Protection Agency

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

USA Services $9,3E-Rulemaking $2Federal Asset Sales $1,8Business Gateway $E-Travel $3,1Integrated Acquisition Environment $3,9Financial Management LoB $Human Resources Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

GSA Total $18,7

Grants.gov $1Grants Management LoB $

IMLS Total $1

E-Rulemaking $2Business Gateway $1Grants.gov $5Integrated Acquisition Environment $1,4Financial Management LoB $Human Resources Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

NASA Total $2,7

National Aeronautics and Space AdministrationGeneral Services AdministrationInstitute of Museum and Library Services

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

Grants.gov **Grants Management LoB $Geospatial LoB $

NARA Total $

Grants.gov $1Grants Management LoB $

NEA Total $1

Grants.gov $1Grants Management LoB $

NEH Total $1

E-Rulemaking $1Business Gateway $Grants.gov $5Integrated Acquisition Environment Financial Management LoB $Human Resources Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

NSF Total $1,0

National Archives and Records AdministrationNational Endowment for the ArtsNational Endowment for the HumanitiesNational Science Foundation

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

Integrated Acquisition Environment 

NRC Total 

Budget Formulation and Execution LoB $

OMB Total $

E-Rulemaking $1Business Gateway $1EHRI $6,9Integrated Acquisition Environment $Financial Management LoB $Human Resources Management LoB $1,5Budget Formulation and Execution LoB $IT Infrastructure LoB $

OPM Total $8,9

Budget Formulation and Execution LoB $

SEC Total $

E-Rulemaking $1Business Gateway $Grants.gov $1Integrated Acquisition Environment $1Financial Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

SBA Total $6

Small Business AdministrationSecurities and Exchange CommissionNuclear Regulatory CommissionOffice of Management and BudgetOffice of Personnel Management

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

E-Rulemaking $1Business Gateway $2E-Vital $5,6Grants.gov $Integrated Acquisition Environment $Financial Management LoB $Human Resources Management LoB $1Grants Management LoB $Geospatial LoB $IT Infrastructure LoB $

SSA Total $6,5

Grants.gov $5Integrated Acquisition Environment $Financial Management LoB $Human Resources Management LoB $Grants Management LoB $Geospatial LoB $Budget Formulation and Execution LoB $IT Infrastructure LoB $

USAID Total $9

Recreation One-Stop $Geospatial LoB $Budget Formulation and Execution LoB $

USACE Total $1

Grand Total $165,2

U.S. Army Corps of EngineersSocial Security AdministrationU.S. Agency for International Development

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment E

FY07 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY07 Ag

Contribu

Notes: ** - NARA’s funding of Grants.gov is contingent upon Congressional Appropriators decision to fund NARA grants* - Agency contributions reflect commitments of funding and/or in-kind services provided by partner agencies to initiative managing pagencies in support of developing, implementing, and/or migrating to E-Gov common solutions. Contribution amounts are determined through collaborative, inter-agency E-Gov initiative governance structures and subject to approval by OMB.“Fee-for-service” contributions represent transfers of funds by partner agencies to initiative service providers in exchange for services by initiative service providers. The amounts are typically based on a transaction/usage-based fee structure (e.g., for payroll processinservice providers base their service fees on the number of employees at a customer agency). Initiative service providers use fees cofrom partner agencies to cover ongoing operational costs, perform routine maintenance, and support their customer base.Once an initiative has completed all implementation and migration activities, and initiative will no longer be funded through agency fucontributions but rather will be exclusively funded through fee-for-service agreements.

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF AGRICULTURE

FY 2007 E-Government Distribution

Department / Bureau Recreation One-Stop E-Rulemaking Business Gateway Grants.gov

Integrated Acquisition 

Environment

Farm Service Agency $ - $ 95,977 $ 84,838 $ - $ 39,327 

Foreign Agricultural Service $ - $ 16,897 $ 14,984 $ 23,320 $ 6,836 Risk Management Agency $ - $ 4,917 $ - $ 5,847 $ 2,175 Food and Nutrition Service $ - $ 25,806 $ - $ 34,940 $ 10,574 Food Safety and Inspection Service $ - $ 68,871 $ 60,160 $ 86,669 $ 29,521 Agricultural Marketing Service $ - $ 17,120 $ 14,886 $ 20,914 $ 7,463 Animal and Plant Health Inspection Service $ - $ 82,360 $ 72,493 $ 108,688 $ 34,305 Grain Inspection, Packers and Stockyards Administration $ - $ 7,260 $ 6,383 $ - $ 3,037 Forest Service $ 50,000 $ 381,935 $ 335,676 $ 499,424 $ 159,996 Natural Resources Conservation Service $ - $ 87,367 $ 76,261 $ 109,440 $ 37,548 Agricultural Research Service $ - $ - $ - $ 65,358 $ 23,164 Cooperative State Research, Education, and Extension Service $ - $ 6,703 $ - $ 8,996 $ 2,762 Economic Research Service $ - $ - $ - $ 5,029 $ 1,651 National Agricultural Statistics Service $ - $ - $ - $ - $ 4,379 Rural Business and Cooperative Service $ - $ 19,975 $ 17,507 $ 25,678 $ 8,455 Rural Housing Service $ - $ 19,975 $ 17,507 $ 25,678 $ 8,455 Rural Utilities Service $ - $ 19,837 $ 17,384 $ 25,482 $ 8,400 Assistant Secretary for Civil Rights $ - $ - $ - $ - $ 783 Departmental Administration [1] $ - $ - $ 2,687 $ - $ 45,253 Office of Communications $ - $ - $ - $ - $ 243 Office of the Chief Financial Officer $ - $ - $ - $ 28,213 $ 8,720 Office of the General Counsel $ - $ - $ - $ - $ 932 Office of the Inspector General $ - $ - $ - $ - $ 1,518 Office of the Secretary $ - $ - $ - $ - $ 210 

TOTAL DEPARTMENT OF AGRICULTURE $ 50,000 $ 855,000 $ 720,767 $ 1,073,675 $ 445,706 

TOTAL E-GOV FUNDING REQUEST $ 50,000 $ 855,000 $ 720,767 $ 1,073,675 $ 445,706 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation and 

Execution LoB IT Infrastructure LoB

Farm Service Agency $ 7,353 $ 23,018 $ - $ 11,781 $ 6,618 $ 14,118 

Foreign Agricultural Service $ 1,278 $ 4,001 $ 2,177 $ 2,074 $ 1,150 $ 2,454 Risk Management Agency $ 407 $ 1,273 $ 546 $ 604 $ 366 $ 781 Food and Nutrition Service $ 1,977 $ 6,189 $ 3,262 $ - $ 1,779 $ 3,796 Food Safety and Inspection Service $ 5,519 $ 17,278 $ 8,092 $ 8,458 $ 4,967 $ 10,597 Agricultural Marketing Service $ 1,395 $ 4,368 $ 1,953 $ - $ 1,256 $ 2,679 Animal and Plant Health Inspection Service $ 6,414 $ 20,079 $ 10,148 $ 10,112 $ 5,773 $ 12,315 Grain Inspection, Packers and Stockyards Administration $ 568 $ 1,778 $ - $ - $ 511 $ 1,090 Forest Service $ 29,914 $ 93,645 $ 46,630 $ 46,894 $ 26,923 $ 57,435 Natural Resources Conservation Service $ 7,020 $ 21,977 $ 10,218 $ 10,730 $ 6,318 $ 13,479 Agricultural Research Service $ 4,331 $ 13,558 $ 6,102 $ - $ 3,898 $ 8,315 Cooperative State Research, Education, and Extension Service $ 516 $ 1,617 $ 840 $ 823 $ 465 $ 992 Economic Research Service $ 309 $ 966 $ 470 $ 479 $ 278 $ 593 National Agricultural Statistics Service $ 819 $ 2,563 $ - $ 1,275 $ 737 $ 1,572 Rural Business and Cooperative Service $ 1,581 $ 4,949 $ 2,397 $ 2,453 $ 1,423 $ 3,035 Rural Housing Service $ 1,581 $ 4,949 $ 2,397 $ 2,453 $ 1,423 $ 3,035 Rural Utilities Service $ 1,571 $ 4,916 $ 2,379 $ 2,436 $ 1,413 $ 3,015 Assistant Secretary for Civil Rights $ 146 $ 458 $ - $ - $ 132 $ 281 Departmental Administration [1] $ 8,461 $ 26,486 $ - $ 1,428 $ 7,615 $ 16,245 Office of Communications $ 46 $ 142 $ - $ - $ 41 $ 87 Office of the Chief Financial Officer $ 1,630 $ 5,104 $ 2,634 $ - $ 1,467 $ 3,130 Office of the General Counsel $ 174 $ 545 $ - $ - $ 157 $ 335 Office of the Inspector General $ 284 $ 889 $ - $ - $ 255 $ 545 Office of the Secretary $ 39 $ 123 $ - $ - $ 35 $ 75 FY 2007 Total

TOTAL DEPARTMENT OF AGRICULTURE $ 83,333 $ 260,870 $ 100,246 $ 102,000 $ 75,000 $ 160,000 $ 3,926,597

TOTAL E-GOV FUNDING REQUEST $ 83,333 $ 260,870 $ 100,246 $ 102,000 $ 75,000 $ 160,000 $ 3,926,597

Note:[1] - Includes NAD, OBPA, OCE, OCIO, OCIO-SCMI, and OES.

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF COMMERCE

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking

International Trade 

Process Streamlining Business Gateway Grants.gov

Integrated 

Envir

Departmental Management $ 19,061 $ - $ 1,305 $ 706 $ 

Inspector General $ - $ - $ - $ - $ Economic Development Administration $ 10,892 $ - $ 5,219 $ 138,701 $ Bureau of the Census $ 40,844 $ - $ 120,044 $ - $ Economic and Statistical Analysis $ 13,615 $ - $ 12,178 $ - $ International Trade Administration $ 19,061 $ 740,000 $ 16,963 $ 7,412 $ Bureau of Industry and Security $ 111,640 $ - $ 15,658 $ - $ Minority Business Development Agency $ 21,783 $ - $ - $ 14,117 $ National Oceanic and Atmospheric Administration $ 517,357 $ - $ 72,201 $ 265,579 $ Patent and Trademark Office $ 43,567 $ - $ 79,160 $ - $ Under Secretary / Office of Technology Policy $ 5,446 $ - $ - $ - $ National Technical Information Service $ - $ - $ - $ - $ National Institute of Standards & Technology $ 35,398 $ - $ 4,349 $ 94,056 $ National Telecommunications & Information Admin. $ 16,338 $ - $ 1,740 $ - $ 

TOTAL DEPARTMENT OF COMMERCE $ 855,000 $ 740,000 $ 328,817 $ 520,570 $ E-GOV FUNDING REQUEST $ 855,000 $ 740,000 $ 328,817 $ 520,570 $ 

Department / Bureau

Financial Management

LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB IT Infrast

Departmental Management $ 593 $ 3,412 $ 82 $ - $ 

Inspector General $ 214 $ 481 $ - $ - $ Economic Development Administration $ 4,242 $ 848 $ 16,026 $ - $ Bureau of the Census $ 8,012 $ 32,270 $ - $ 81,000 $ Economic and Statistical Analysis $ 914 $ 1,895 $ - $ - $ International Trade Administration $ 4,019 $ 8,932 $ 856 $ - $ Bureau of Industry and Security $ 806 $ 1,435 $ - $ - $ Minority Business Development Agency $ 247 $ 395 $ 1,631 $ - $ National Oceanic and Atmospheric Administration $ 41,641 $ 43,862 $ 30,685 $ 81,000 $ Patent and Trademark Office $ 14,586 $ 24,708 $ - $ - $ Under Secretary / Office of Technology Policy $ 69 $ 106 $ - $ - $ National Technical Information Service $ 149 $ 687 $ - $ - $ National Institute of Standards & Technology $ 6,951 $ 10,394 $ 10,867 $ - $ National Telecommunications & Information Admin. $ 889 $ 1,013 $ - $ - $ 

TOTAL DEPARTMENT OF COMMERCE $ 83,333 $ 130,435 $ 60,147 $ 162,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 130,435 $ 60,147 $ 162,000 $ 

FY 2007FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF DEFENSE

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated 

Acquisition 

Environment

Navy, Marine Corps $ - $ - $ - $ - 

Army $ - $ - $ - $ - Air Force $ - $ - $ - $ - Defense-wide $ 615,000 $ 328,817 $ 520,570 $ 24,135,475 

TOTAL DEPARTMENT OF DEFENSE $ 615,000 $ 328,817 $ 520,570 $ 24,135,475 E-GOV FUNDING REQUEST $ 615,000 $ 328,817 $ 520,570 $ 24,135,475 

Department / Bureau Geospatial LoB

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Federal Health 

Architecture LoB

Budget Formulation 

and Execution LoB IT I

Navy, Marine Corps $ - $ - $ - $ - $ - $ - $ 

Army $ - $ - $ - $ - $ - $ - $ Air Force $ - $ - $ - $ - $ - $ - $ Defense-wide $ $ 83,333 $ 260,870 $ 60,147 $ 1,789,590 $ 42,000 75,000 $ 

TOTAL DEPARTMENT OF DEFENSE $ $ 83,333 $ 260,870 $ 60,147 $ 1,789,590 $ 42,000 75,000 $ 

E-GOV FUNDING REQUEST $ $ 83,333 $ 260,870 $ 60,147 $ 1,789,590 $ 42,000 75,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF EDUCATION

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated 

Acquisition 

Environment

Office of Elementary and Secondary Education $ - $ - $ - $ - 

Office of Indian Education $ - $ - $ - $ - Office of Innovation and Improvement $ - $ - $ - $ - Office of Safe and Drug-Free Schools $ - $ - $ - $ - Office of English Language Acquisition $ - $ - $ - $ - Office of Special Education and Rehabilitative Services $ - $ - $ - $ - Office of Vocational and Adult Education $ - $ - $ - $ - Office of Postsecondary Education $ - $ - $ - $ - Federal Student Aid $ - $ - $ - $ - Institute of Education Sciences $ - $ - $ - $ - Departmental Management $ 155,000 $ 328,817 $ 1,073,675 $ 81,181 

TOTAL DEPARTMENT OF EDUCATION $ 155,000 $ 328,817 $ 1,073,675 $ 81,181 E-GOV FUNDING REQUEST $ 155,000 $ 328,817 $ 1,073,675 $ 81,181 

Department / Bureau

Human Resources 

Management LoB Geospatial LoB

Budget Formulation 

and Execution LoB

Financial 

Management LoB

Grants Management 

LoB IT I

Office of Elementary and Secondary Education $ - $ - $ - $ - $ - $ 

Office of Indian Education $ - $ - $ - $ - $ - $ Office of Innovation and Improvement $ - $ - $ - $ - $ - $ Office of Safe and Drug-Free Schools $ - $ - $ - $ - $ - $ Office of English Language Acquisition $ - $ - $ - $ - $ - $ Office of Special Education and Rehabilitative Services $ - $ - $ - $ - $ - $ Office of Vocational and Adult Education $ - $ - $ - $ - $ - $ Office of Postsecondary Education $ - $ - $ - $ - $ - $ Federal Student Aid $ - $ - $ - $ - $ - $ Institute of Education Sciences $ - $ - $ - $ - $ - $ Departmental Management $ 65,217 $ 15,000 $ 75,000 $ 83,333 $ 100,246 $ 

TOTAL DEPARTMENT OF EDUCATION $ 65,217 $ 15,000 $ 75,000 $ 83,333 $ 100,246 $ E-GOV FUNDING REQUEST $ 65,217 $ 15,000 $ 75,000 $ 83,333 $ 100,246 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF ENERGY

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

National Nuclear Security Administration $ - $ - $ 40,320 $ 343,844 

Environmental and Other Defense Activities $ - $ - $ 33,346 $ 281,720 Energy Programs $ - $ - $ 444,555 $ 147,250 Power Marketing Administration $ - $ - $ - $ 27,744 Departmental Administration $ 280,000 $ 131,527 $ 2,349 $ 1,501,762 

TOTAL DEPARTMENT OF ENERGY $ 280,000 $ 131,527 $ 520,570 $ 2,302,320 E-GOV FUNDING REQUEST $ 280,000 $ 131,527 $ 520,570 $ 2,302,320 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infra

National Nuclear Security Administration $ - $ - $ - $ - $ - $ 

Environmental and Other Defense Activities $ - $ - $ - $ - $ - $ Energy Programs $ - $ - $ - $ - $ - $ Power Marketing Administration $ - $ - $ - $ - $ - $ Departmental Administration $ 83,333 $ 65,217 $ 60,147 $ 42,000 $ 75,000 $ 

TOTAL DEPARTMENT OF ENERGY $ 83,333 $ 65,217 $ 60,147 $ 42,000 $ 75,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 65,217 $ 60,147 $ 42,000 $ 75,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF HEALTH AND HUMAN SERVICES

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated Acquisition 

Environment

Administration for Children and Families $ - $ - $ 109,707 $ 19,500 

Administration on Aging $ - $ - $ 17,490 $ 3,237 Agency for Healthcare Research and Quality $ - $ - $ 12,720 $ 16,316 Centers for Disease Control and Prevention $ - $ 109,172 $ 251,213 $ 220,224 Centers for Medicare and Medicaid Services $ 221,027 $ 126,989 $ 17,490 $ 253,150 Departmental Management $ - $ 9,543 $ 69,958 $ 17,622 Food and Drug Administration $ 633,973 $ 135,800 $ 11,130 $ 250,952 Health Resources and Services Administration $ - $ 21,183 $ 138,326 $ 39,146 Indian Health Services $ - $ 24,038 $ 15,900 $ 44,420 National Institutes of Health $ - $ 239,014 $ 1,221,088 $ 441,687 Office of the Inspector General $ - $ 48,521 $ - $ 13,666 Substance Abuse and Mental Health Services Administration $ - $ 6,509 $ 34,979 $ 12,027 

TOTAL DEPARTMENT OF HEALTH AND HUMAN SERVICES $ 855,000 $ 720,767 $ 1,900,000 $ 1,331,947 E-GOV FUNDING REQUEST $ 855,000 $ 720,767 $ 1,900,000 $ 1,331,947 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Federal Health 

Architecture LoB Geospatial LoB

Budget Formulatio

and Execution Lo

Administration for Children and Families $ 1,220 $ 2,631 $ 5,788 $ - $ - $ 1,09

Administration on Aging $ 203 $ 257 $ 923 $ - $ - $ 18Agency for Healthcare Research and Quality $ 1,021 $ 610 $ 671 $ 72,980 $ - $ 91Centers for Disease Control and Prevention $ 13,778 $ 17,771 $ 13,254 $ 757,661 $ 59,357 $ 12,40Centers for Medicare and Medicaid Services $ 15,838 $ 9,848 $ 923 $ 1,038,700 $ - $ 14,25Departmental Management $ 1,103 $ 3,686 $ 3,691 $ 44,832 $ 821 $ 99Food and Drug Administration $ 15,701 $ 20,477 $ 587 $ 536,149 $ - $ 14,13Health Resources and Services Administration $ 2,449 $ 3,776 $ 7,298 $ - $ 1,822 $ 2,20Indian Health Services $ 2,779 $ 32,015 $ 839 $ 137,927 $ - $ 2,50National Institutes of Health $ 27,634 $ 35,249 $ 64,426 $ 797,871 $ - $ 24,87Office of the Inspector General $ 855 $ 3,022 $ - $ - $ - $ 77Substance Abuse and Mental Health Services Administration $ 753 $ 1,094 $ 1,846 $ - $ - $ 67

TOTAL DEPARTMENT OF HEALTH AND HUMAN SERVICES $ 83,333 $ 130,435 $ 100,246 $ 3,386,120 $ 62,000 $ 75,00

E-GOV FUNDING REQUEST $ 83,333 $ 130,435 $ 100,246 $ 3,386,120 $ 62,000 $ 75,00

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF HOMELAND SECURITY

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking [1] Business Gateway [1] Disaster Management SAFECOM Grants.gov [1]

Integrated Acquisitio

Environment [1]

Office of the Inspector General $ [1] $ [1] $ - $ - $ [1] $ [1] 

Citizenship and Immigration Services $ [1] $ [1] $ 507,994 $ - $ [1] $ [1] United States Secret Service $ [1] $ [1] $ 273,535 $ - $ [1] $ [1] United States Coast Guard $ [1] $ [1] $ 1,797,516 $ - $ [1] $ [1] Science and Technology $ [1] $ [1] $ 195,382 $ 29,735,000 $ [1] $ [1] Customs & Borer Protection $ [1] $ [1] $ 1,015,987 $ - $ [1] $ [1] FLETC $ [1] $ [1] $ - $ - $ [1] $ [1] Immigration and Customs Enforcement (ICE) $ [1] $ [1] $ 1,015,987 $ - $ [1] $ [1] Transportation Security Administration $ [1] $ [1] $ 1,055,064 $ - $ [1] $ [1] FEMA $ [1] $ [1] $ 2,618,121 $ - $ [1] $ [1] Preparedness $ [1] $ [1] $ 3,126,115 $ - $ [1] $ [1] US Visit $ [1] $ [1] $ - $ - $ [1] $ [1] Department Operations $ [1] $ [1] $ 39,076 $ - $ [1] $ [1] DNDO $ [1] $ [1] $ - $ - $ [1] $ [1] Operations Coordination & Intel & Inalysis $ [1] $ [1] $ 625,223 $ - $ [1] $ [1] 

TOTAL DEPARTMENT OF HOMELAND SECURITY $ [1] $ [1] $ 12,270,000 $ 29,735,000 $ [1] $ [1] 

E-GOV FUNDING REQUEST $ 855,000 $ 720,767 $ 12,270,000 $ 29,735,000 $ 520,570 $ 1,017,520 

Department / Bureau

Financial Management 

LoB [1]

Human Resources 

Management LoB [1]

Grants Management 

LoB [1] Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

Departmental Management $ [1] $ [1] $ [1] $ - $ - $ 

Office of the Inspector General $ [1] $ [1] $ [1] $ - $ - $ Citizenship and Immigration Services $ [1] $ [1] $ [1] $ - $ - $ United States Secret Service $ [1] $ [1] $ [1] $ - $ - $ Border and Transportation Security $ [1] $ [1] $ [1] $ - $ - $ United States Coast Guard $ [1] $ [1] $ [1] $ - $ - $ Emergency Preparedness and Response $ [1] $ [1] $ [1] $ - $ - $ Science and Technology $ [1] $ [1] $ [1] $ - $ - $ Information Analysis and Infrastructure Protection $ [1] $ [1] $ [1] $ - $ - $ Customs & Borer Protection $ [1] $ [1] $ [1] $ - $ - $ FLETC $ [1] $ [1] $ [1] $ - $ - $ Immigration and Customs Enforcement (ICE) $ [1] $ [1] $ [1] $ - $ - $ Transportation Security Administration $ [1] $ [1] $ [1] $ 62,000 $ 75,000 $ 160,000 Preparedness $ [1] $ [1] $ [1] $ - $ - $ US Visit $ [1] $ [1] $ [1] $ - $ - $ 

TOTAL DEPARTMENT OF HOMELAND SECURITY $ [1] $ [1] $ [1] $ 62,000 $ 75,000 $ 160,000 

E-GOV FUNDING REQUEST $ 83,333 $ 260,870 $ 60,147 $ 62,000 $ 75,000 $ 160,000 

Notes:

[1] - Specific discretionary funding for department/bureau activities have yet to be finalized

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated 

Acquisition 

Environment

Public and Indian Housing Programs $ - $ - $ - $ - 

Community Planning and Development $ - $ - $ - $ - Housing Programs $ - $ - $ - $ - Government National Mortgage Association $ - $ - $ - $ - Policy Development and Research $ - $ - $ - $ - Fair Housing and Equal Opportunity $ - $ - $ - $ - Office of Lead Hazard Control and Healthy Homes $ - $ - $ - $ - Management and Administration $ 280,000 $ 328,817 $ 1,073,675 $ 47,438 

TOTAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT $ 280,000 $ 328,817 $ 1,073,675 $ 47,438 E-GOV FUNDING REQUEST $ 280,000 $ 328,817 $ 1,073,675 $ 47,438 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB IT 

Public and Indian Housing Programs $ - $ - $ - $ - $ Community Planning and Development $ - $ - $ - $ - $ Housing Programs $ - $ - $ - $ - $ Government National Mortgage Association $ - $ - $ - $ - $ Policy Development and Research $ - $ - $ - $ - $ Fair Housing and Equal Opportunity $ - $ - $ - $ - $ Office of Lead Hazard Control and Healthy Homes $ - $ - $ - $ - $ Management and Administration $ 83,333 $ 65,217 $ 100,246 $ 35,000 $ 

TOTAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT $ 83,333 $ 65,217 $ 100,246 $ 35,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 65,217 $ 100,246 $ 35,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF INTERIOR

FY 2007 E-Government Distribution

Department / Bureau or Account Recreation One-Stop E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov

Integ

Bureau of Land Management $ - $ - $ - $ - $ - $ 

Minerals Management Service $ - $ - $ - $ - $ - $ Office of Surface Mining Reclamation and Enforcement $ - $ - $ - $ - $ - $ Bureau of Reclamation $ - $ - $ - $ - $ - $ Central Utah Project $ - $ - $ - $ - $ - $ United States Geological Survey $ - $ - $ - $ 1,385,000 $ - $ Bureau of Mines $ - $ - $ - $ - $ - $ United States Fish and Wildlife Service $ - $ - $ - $ - $ - $ National Park Service $ - $ - $ - $ - $ - $ Bureau of Indian Affairs $ - $ - $ - $ - $ - $ Departmental Management (Working Capital Fund 14X4523) $ 200,000 $ 615,000 $ 248,586 $ 300,000 $ 520,570 $ Insular Affairs $ - $ - $ - $ - $ - $ Office of the Solicitor $ - $ - $ - $ - $ - $ Office of Inspector General $ - $ - $ - $ - $ - $ Natural Resources Damage Assessment and Restoration $ - $ - $ - $ - $ - $ Office of Special Trustee for American Indians $ - $ - $ - $ - $ - $ National Indian Gaming Commission $ - $ - $ - $ - $ - $ 

TOTAL DEPARTMENT OF THE INTERIOR $ 200,000 $ 615,000 $ 248,586 $ 1,685,000 $ 520,570 $ E-GOV FUNDING REQUEST $ 200,000 $ 615,000 $ 248,586 $ 1,685,000 $ 520,570 $ 

Department / Bureau

Financial Management 

LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT In

Bureau of Land Management $ - $ - $ - $ - $ - $ 

Minerals Management Service $ - $ - $ - $ - $ - $ Office of Surface Mining Reclamation and Enforcement $ - $ - $ - $ - $ - $ Bureau of Reclamation $ - $ - $ - $ - $ - $ Central Utah Project $ - $ - $ - $ - $ - $ United States Geological Survey $ - $ - $ - $ 372,000 $ - $ Bureau of Mines $ - $ - $ - $ - $ - $ United States Fish and Wildlife Service $ - $ - $ - $ - $ - $ National Park Service $ - $ - $ - $ - $ - $ Bureau of Indian Affairs $ - $ - $ - $ - $ - $ Departmental Management (Working Capital Fund 14X4523) $ 83,333 $ 130,435 $ 60,147 $ - $ 75,000 $ Insular Affairs $ - $ - $ - $ - $ - $ Office of the Solicitor $ - $ - $ - $ - $ - $ Office of Inspector General $ - $ - $ - $ - $ - $ Natural Resources Damage Assessment and Restoration $ - $ - $ - $ - $ - $ Office of Special Trustee for American Indians $ - $ - $ - $ - $ - $ National Indian Gaming Commission $ - $ - $ - $ - $ - $ 

TOTAL DEPARTMENT OF THE INTERIOR $ 83,333 $ 130,435 $ 60,147 $ 372,000 $ 75,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 130,435 $ 60,147 $ 372,000 $ 75,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF JUSTICE

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated Acquisition 

Environment

NSD (OIPR in 06) $ - $ - $ - $ 946  Executive Office for Immigration Review $ 41,689 $ 2,044 $ - $ 4,668  Antitrust Division $ - $ - $ - $ 3,061  Community Oriented Policing Services $ - $ - $ 56,061 $ 8,195  Office of the Inspector General $ - $ - $ - $ 1,443  Detention Trustee $ - $ - $ - $ 24,688  NDIC $ - $ - $ - $ 820 Tax Division $ - $ - $ - $ 1,711 Criminal Division $ 9,616 $ - $ - $ 2,786 Civil Division $ 4,800 $ - $ - $ 4,302 Environment and Natural Resources Div $ - $ - $ - $ 1,971 Civil Rights Division $ 33,956 $ 2,926 $ - $ 2,317 Interpol $ - $ - $ - $ 437  U.S. Attorneys $ 695 $ - $ - $ 33,996  U.S. Marshals $ 478 $ - $ - $ 17,033  Community Relations Service $ - $ - $ - $ 203  U.S. Parole Commission $ - $ - $ - $ 231  U.S. Trustees $ 787 $ - $ - $ 4,497  Federal Bureau of Investigation $ 24,464 $ 37,402 $ - $ 123,198  Drug Enforcement Administration $ 49,592 $ 77,099 $ - $ 35,888  Bureau of Alcohol, Tobacco and Firearms $ 25,220 $ 121,621 $ - $ 19,883  Bureau of Prisons (excluding FPI) $ 63,869 $ - $ - $ 104,750 Federal Prison Industries $ - $ - $ - $ 71  Office of Justice Programs $ 22,164 $ 7,494 $ 464,509 $ 37,595  OVW $ 2,670 $ - $ - $ 8,107 Justice Management Division $ - $ - $ - $ - TOTAL DEPARTMENT OF JUSTICE $ 280,000 $ 248,586 $ 520,570 $ 442,797 E-GOV FUNDING REQUEST $ 280,000 $ 248,586 $ 520,570 $ 442,797 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Case Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructure LoB

NSD (OIPR in 06) $ 178 $ 474 $ - $ - $ - $ - 

 Executive Office for Immigration Review $ 879 $ 2,984 $ - $ - $ - $ 1,727 

 Antitrust Division $ 576 $ 1,421 $ - $ - $ - $ 1,040 

 Community Oriented Policing Services $ 1,542 $ 462 $ 6,477 $ - $ - $ 68  Office of the Inspector General $ 272 $ 1,028 $ - $ - $ - $ 505 

 Detention Trustee $ 4,646 $ 48 $ - $ - $ - $ - 

 NDIC $ 154 $ 547 $ - $ - $ 1,725 $ 950 

Tax Division $ 322 $ 1,199 $ - $ - $ - $ 421 

Criminal Division $ 524 $ 1,700 $ - $ - $ - $ 1,385 

Civil Division $ 810 $ 2,437 $ - $ - $ - $ 367 

Environment and Natural Resources Div $ 371 $ 1,316 $ - $ - $ - $ 450 

Civil Rights Division $ 436 $ 1,531 $ - $ - $ 8,124 $ 707 

Interpol $ 82 $ 144 $ - $ - $ - $ 64 

 U.S. Attorneys $ 6,398 $ 26,478 $ - $ - $ - $ 16,679 

 U.S. Marshals $ 3,206 $ 11,201 $ - $ - $ - $ 3,936 

 Community Relations Service $ 38 $ 128 $ - $ - $ - $ 135 

 U.S. Parole Commission $ 43 $ 206 $ - $ - $ - $ 86 

 U.S. Trustees $ 846 $ 3,032 $ - $ - $ - $ 840 

 Federal Bureau of Investigation $ 23,185 $ 75,542 $ - $ - $ 43,166 $ 90,763 

 Drug Enforcement Administration $ 6,754 $ 21,202 $ - $ - $ 3,891 $ 16,087 

 Bureau of Alcohol, Tobacco and Firearms $ 3,742 $ 10,798 $ - $ - $ 2,158 $ 9,123 

 Bureau of Prisons (excluding FPI) $ 19,714 $ 90,199 $ - $ - $ - $ 12,297 

Federal Prison Industries $ 13 $ 5,253 $ - $ - $ - $ 1,274 

 Office of Justice Programs $ 7,075 $ 1,538 $ 53,670 $ - $ 2,936 $ 1,096 

 OVW $ 1,526 $ - $ - $ - $ - $ - Justice Management Division $ - $ - $ - $ 1,500,000 $ - $ 75,000 $ - 

TOTAL DEPARTMENT OF JUSTICE $ 83,333 $ 260,870 $ 60,147 $ 1,500,000 $ 62,000 $ 75,000 $ 160,000 E-GOV FUNDING REQUEST $ 83,333 $ 260,870 $ 60,147 $ 1,500,000 $ 62,000 $ 75,000 $ 160,000 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF LABOR

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

Employment and Training Administration $ 102,600 $ 18,019 $ 411,250 $ 1,760 Employee Benefits Security Administration $ 128,250 $ 171,182 $ - $ - Pension Benefit Guaranty Corporation $ - $ - $ - $ - Employment Standards Administration $ 145,350 $ 171,182 $ - $ - Occupational Safety and Health Administration $ 282,150 $ 171,182 $ 26,029 $ - Mine Safety and Health Administration $ 179,550 $ 171,182 $ 5,206 $ 1,760 Bureau of Labor Statistics $ - $ - $ 20,822 $ 6,163 Departmental Management $ 17,100 $ 18,020 $ 57,263 $ 166,415 

TOTAL DEPARTMENT OF LABOR $ 855,000 $ 720,767 $ 520,570 $ 176,098 E-GOV FUNDING REQUEST $ 855,000 $ 720,767 $ 520,570 $ 176,098 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT In

Employment and Training Administration $ - $ - $ 79,195 $ - $ - $ Employee Benefits Security Administration $ - $ - $ - $ - $ - $ 

Pension Benefit Guaranty Corporation $ - $ - $ - $ - $ - $ 

Employment Standards Administration $ - $ - $ - $ - $ - $ 

Occupational Safety and Health Administration $ - $ - $ 5,012 $ - $ - $ 

Mine Safety and Health Administration $ - $ - $ 1,002 $ - $ - $ 

Bureau of Labor Statistics $ - $ - $ 4,010 $ 15,000 $ - $ Departmental Management $ 83,333 $ 65,217 $ 11,027 $ - $ 75,000 $ 

TOTAL DEPARTMENT OF LABOR $ 83,333 $ 65,217 $ 100,246 $ 15,000 $ 75,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 65,217 $ 100,246 $ 15,000 $ 75,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF STATE

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov E-Payroll

Integrated 

Acquisition 

Environment

Department of State, Capital Investment Fund Account (19X0120) $ 155,000 $ 248,586 $ 130,000 $ 445,000 $ 444,125 

TOTAL DEPARTMENT OF STATE $ 155,000 $ 248,586 $ 130,000 $ 445,000 $ 444,125 E-GOV FUNDING REQUEST $ 155,000 $ 248,586 $ 130,000 $ 445,000 $ 441,677 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT 

Department of State, Capital Investment Fund Account (19X0120) $ 83,333 $ 65,217 $ 30,074 $ 35,000 $ 75,000 $ 

TOTAL DEPARTMENT OF STATE $ 83,333 $ 65,217 $ 30,074 $ 35,000 $ 75,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 65,217 $ 30,074 $ 35,000 $ 75,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF TRANSPORTATION

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

Office of the Secretary $ 310,194 $ 45,618 $ 2,743 $ 8,812 

Federal Aviation Administration $ 92,082 $ 228,090 $ 216,410 $ 42,455 Federal Highway Administration $ 41,211 $ 45,618 $ 663,720 $ 44,511 Federal Motor Carrier Safety Administration $ 87,552 $ 91,236 $ 8,216 $ 3,717 National Highway Traffic Safety Administration $ 215,802 $ 91,236 $ 12,852 $ 2,806 Federal Railroad Administration $ 24,282 $ 91,236 $ 17,031 $ 3,862 Federal Transit Administration $ 2,223 $ 27,371 $ 139,490 $ 5,385 Saint Lawrence Seaway Development Corporation $ 86 $ 6,843 $ 126 $ 246 Pipeline and Hazardous Materials Safety Administration $ 76,523 $ 45,618 $ 2,349 $ 2,089 Research and Innovative Technology Administration $ 428 $ 6,843 $ 126 $ 12,224 Office of Inspector General $ - $ 6,844 $ 1,009 $ - Surface Transportation Board $ - $ 6,843 $ 347 $ - Maritime Administration $ 4,617 $ 27,371 $ 9,256 $ 43,713 

TOTAL DEPARTMENT OF TRANSPORTATION $ 855,000 $ 720,767 $ 1,073,675 $ 169,820 E-GOV FUNDING REQUEST $ 855,000 $ 720,767 $ 1,073,675 $ 169,820 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB IT Infra

Office of the Secretary $ 3,367 $ 1,645 $ 256 $ 54,891 $ 

Federal Aviation Administration $ 45,787 $ 109,072 $ 20,206 $ 1,495 $ Federal Highway Administration $ 17,121 $ 6,725 $ 61,970 $ 166 $ Federal Motor Carrier Safety Administration $ 3,333 $ 2,561 $ 767 $ 743 $ National Highway Traffic Safety Administration $ 1,492 $ 1,428 $ 1,200 $ 9 $ Federal Railroad Administration $ 1,650 $ 1,877 $ 1,590 $ - $ Federal Transit Administration $ 3,683 $ 1,168 $ 13,024 $ 274 $ Saint Lawrence Seaway Development Corporation $ - $ 341 $ 12 $ - $ Pipeline and Hazardous Materials Safety Administration $ 967 $ 780 $ 219 $ 2,168 $ Research and Innovative Technology Administration $ 3,525 $ 1,688 $ 12 $ - $ Office of Inspector General $ 608 $ 990 $ 94 $ 2,254 $ Surface Transportation Board $ 242 $ 312 $ 32 $ - $ Maritime Administration $ 1,558 $ 1,848 $ 864 $ - $ 

TOTAL DEPARTMENT OF TRANSPORTATION $ 83,333 $ 130,435 $ 100,246 $ 62,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 130,435 $ 100,246 $ 62,000 $ 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF TREASURY

FY 2007 E-Government Distribution

Department / Bureau IRS Free File E-Rulemaking Business Gateway Grants.gov

Integrated Acquisition 

Environment

Departmental Offices $ - $ 615,000 $ 720,767 $ 12,593 

Financial Crimes Enforcement Network $ - $ - $ - $ - $ 2,208 Interagency Law Enforcement $ - $ - $ - $ - $ - Financial Management Service $ - $ - $ - $ - $ 7,086 Federal Financing Bank $ - $ - $ - $ - $ 97 Alcohol and Tobacco Tax and Trade Bureau $ - $ - $ - $ - $ 2,733 Bureau of Engraving and Printing $ - $ - $ - $ - $ 11,543 United States Mint $ - $ - $ - $ - $ 12,295 Bureau of the Public Debt $ - $ - $ - $ - $ 5,307 Internal Revenue Service $ 70,000 $ - $ - $ 25,000 $ 320,349 Office of Housing Finance Oversight $ - $ - $ - $ - $ - Comptroller of the Currency $ - $ - $ - $ - $ 17,554 Office of Thrift Supervision $ - $ - $ - $ - $ 6,529 Interest on the Public Dept $ - $ - $ - $ - $ - Community Development Financial Insti. Funds $ - $ - $ - $ 50,000 $ 467 DC Pensions $ - $ - $ - $ - $ 752 Executive Office for Asset Forfeiture $ - $ - $ - $ - $ 147 Office of Inspector General $ - $ - $ - $ - $ 510 Treasury Franchise Fund $ - $ - $ - $ - $ 26,672 Inspector General for Tax Administration $ - $ - $ - $ - $ 3,998 

TOTAL DEPARTMENT OF THE TREASURY $ 70,000 $ 615,000 $ 720,767 $ 75,000 $ 430,840 

E-GOV FUNDING REQUEST $ 70,000 $ 615,000 $ 720,767 $ 75,000 $ 430,840 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infrastructur

Departmental Offices $ - $ 2,849 $ 30,074 $ 15,000 $ 5,358 $ 

Financial Crimes Enforcement Network $ - $ 680 $ - $ - $ 5,357 $ Interagency Law Enforcement $ - $ - $ - $ - $ - $ Financial Management Service $ - $ 4,355 $ - $ - $ 5,357 $ Federal Financing Bank $ - $ - $ - $ - $ - $ Alcohol and Tobacco Tax and Trade Bureau $ - $ 1,100 $ - $ - $ 5,357 $ Bureau of Engraving and Printing $ - $ 4,744 $ - $ - $ 5,357 $ United States Mint $ - $ 4,044 $ - $ - $ 5,357 $ Bureau of the Public Debt $ 83,333 $ 4,000 $ - $ - $ 5,357 $ Internal Revenue Service $ - $ 229,514 $ - $ - $ 5,358 $ 12Office of Housing Finance Oversight $ - $ - $ - $ - $ - $ Comptroller of the Currency $ - $ 5,800 $ - $ - $ 5,357 $ Office of Thrift Supervision $ - $ 1,757 $ - $ - $ 5,357 $ Interest on the Public Dept $ - $ - $ - $ - $ - $ Community Development Financial Insti. Funds $ - $ - $ - $ - $ 5,357 $ DC Pensions $ - $ - $ - $ - $ - $ Executive Office for Asset Forfeiture $ - $ - $ - $ - $ - $ Office of Inspector General $ - $ 277 $ - $ - $ 5,357 $ Treasury Franchise Fund $ - $ - $ - $ - $ 5,357 $ Inspector General for Tax Administration $ - $ 1,751 $ - $ - $ 5,357 $ 

TOTAL DEPARTMENT OF THE TREASURY $ 83,333 $ 260,870 $ 30,074 $ 15,000 $ 75,000 $ 16E-GOV FUNDING REQUEST $ 83,333 $ 260,870 $ 30,074 $ 15,000 $ 75,000 $ 16

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

DEPARTMENT OF VETERANS AFFAIRS

FY 2007 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Grants.gov

Integrated

Acquisition 

Environment

Medical Programs $ - $ - $ - $ - 

Benefits Programs $ - $ - $ 130,000 $ - Office of Information & Technology $ 280,000 $ - $ - $ - Departmental Administration $ - $ 328,817 $ - $ 1,405,254 

TOTAL DEPARTMENT OF VETERANS AFFAIRS $ 280,000 $ 328,817 $ 130,000 $ 1,405,254 E-GOV FUNDING REQUEST $ 280,000 $ 328,817 $ 130,000 $ 1,405,254 

Department / Bureau

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Federal Health 

Architecture LoB Geospatial LoB

Budget Formulation 

and Execution LoB 

Medical Programs $ - $ - $ - $ 1,789,590 $ - $ - 

Benefits Programs $ - $ - $ 30,074 $ - $ - $ - Office of Information & Technology $ - $ - $ - $ - $ 15,000 $ 75,000 Departmental Administration $ 83,333 $ 260,870 $ - $ - $ - $ - 

TOTAL DEPARTMENT OF VETERANS AFFAIRS $ 83,333 $ 260,870 $ 30,074 $ 1,789,590 $ 15,000 $ 75,000 E-GOV FUNDING REQUEST $ 83,333 $ 260,870 $ 30,074 $ 1,789,590 $ 15,000 $ 75,000 

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT F

GENERAL SERVICES ADMINISTRATION

FY 2007 E-Government Distribution

Department / Bureau or Account USA Services [1] E-Rulemaking Federal Asset Sales Business Gateway E-T

 $ - $ - $ - $ - $ 

General Activies (FCIC Fund) $ - $ - $ - $ - $ FCIC Appropriated - Fund 105 $ 6,331,000 $ - $ - $ - $ FCIC Reimbursable - Fund 105 $ - $ - $ - $ - $ Operating Expense - Direct Fund 142 $ 1,530,000 $ - $ 633,000 $ - $ General Activities (Working Capital Fund) $ - $ - $ - $ - $ CAO - In Kind-transfer $ - $ - $ - $ - $ Supply and Technology Activities (General Supply Fund) $ - $ - $ 1,199,866 $ - $ General Activities (Governmentwide Policy) $ - $ 280,000 $ - $ 68,394 $ Real Property Activities (Federal Buildings Fund) $ - $ - $ - $ - $ 

TOTAL GENERAL SERVICES ADMINISTRATION $ 7,861,000 $ 280,000 $ 1,832,866 $ 68,394 $ 

E-GOV FUNDING REQUEST $ 9,311,434 $ 280,000 $ 1,832,866 $ 68,394 $ 

Department / Bureau

Financial Management 

LoB

Human Resources 

Management LoB Geospatial LoB

Budget Formulation 

and Execution LoB IT Infra

Working Capital Fund $ 83,333 $ 65,217 $ - $ 75,000 $ 

PBS Appropriated $ - $ - $ 35,000 $ - $ General Supply Fund - IFF Revenue $ - $ - $ - $ - $ 

TOTAL GENERAL SERVICES ADMINISTRATION $ 83,333 $ 65,217 $ 35,000 $ 75,000 $ 

E-GOV FUNDING REQUEST $ 83,333 $ 65,217 $ 35,000 $ 75,000 $ 

Notes:[1] Decrease in funding due to decrease in previously projected costs of project[2] Agency contributing funds beyond the requested amount due to delays in agency deployments of E-Travel solution

FY 2007

FY 2007

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 16
ATTACHMENT F

OTHER AGENCIES

FY 2007 E-Government Distribution

U.S. Army Corps of EngineersEnvironmental Protection AgencyNational Aeronautics and Space AdministrationNational Archives and Records AdministrationNational Science FoundationNuclear Regulatory CommissionOffice of Personnel ManagementSmall Business AdministrationSmithsonian InstitutionSocial Security AdministrationU.S. Agency for International Development

Agencies without Bureau Breakouts

As provided in the FY07 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Grants.gov Grants Management LoB 

CNCS Total 

Recreation One-Stop GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

USDA Total $

E-Rulemaking International Trade Process Streamlining Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoC Total $

E-Rulemaking $Business Gateway Geospatial One-Stop Grants.gov Integrated Acquisition Environment $2

Corporation for National Community ServiceDepartment of AgricultureDepartment of CommerceDepartment of Defense

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB $

DoD Total $2

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

ED Total $

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment $E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoE Total $

GovBenefits.gov E-Rulemaking 

Department of EducationDepartment of EnergyDepartment of Health and Human Services

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Business Gateway Geospatial One-Stop Grants.gov E-Travel $Integrated Acquisition Environment $E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB $

HHS Total $

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Disaster Management $1SAFECOM $2Grants.gov E-Travel Integrated Acquisition Environment $E-Authentication Financial Management LoB Human Resources Management LoB 

DHS Total $3

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication 

Department of Homeland SecurityDepartment of Housing and Urban Development

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Financial Management LoB Grants Management LoB 

HUD Total $

E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB Case Management LoB $

DoJ Total $

GovBenefits.gov $E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoL Total $

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov 

Department of JusticeDepartment of LaborDepartment of State

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

State Total $

Recreation One-Stop E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel $Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoI Total $

IRS Free File E-Rulemaking Business Gateway $Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

Treasury Total $

E-Rulemaking 

Department of the TreasuryDepartment of TransportationDepartment of the Interior

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Business Gateway Geospatial One-Stop Grants.gov E-Payroll Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoT Total $

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment $E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB $

VA Total $

E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB 

Department of Veterans AffairsEnvironmental Protection Agency

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Grants Management LoB 

EPA Total $

USA Services $E-Rulemaking Federal Asset Sales $Business Gateway Geospatial One-Stop E-Travel $Integrated Acquisition Environment $E-Authentication Financial Management LoB Human Resources Management LoB 

GSA Total $2

Grants.gov Grants Management LoB 

IMLS Total 

E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment $E-Authentication Financial Management LoB Human Resources Management LoB 

NASA Total $

Geospatial One-Stop Grants.gov E-Travel 

NARA Total 

Grants.gov 

NEA Total 

Institute of Museum and Library ServicesNational Aeronautics and Space AdministrationNational Archives and Records AdministrationNational Endowment for the ArtsGeneral Services Administration

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Grants.gov Grants Management LoB 

NEH Total 

E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

NSF Total $

Geospatial One-Stop E-Travel Integrated Acquisition Environment 

NRC Total 

E-Rulemaking Business Gateway Geospatial One-Stop E-Training EHRI $E-Payroll $E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB $

OPM Total $1

E-Rulemaking Business Gateway 

National Endowment for the HumanitiesNational Science FoundationNuclear Regulatory CommissionOffice of Personnel ManagementSmall Business Administration

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB 

SBA Total $

Geospatial One-Stop 

Smith Total 

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop E-Vital $2Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB 

SSA Total $2

Geospatial One-Stop Grants.gov E-Travel Integrated Acquisition Environment E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

USAID Total $

Recreation One-Stop Geospatial One-Stop 

SmithsonianSocial Security AdministrationU.S. Agency for International DevelopmentU.S. Army Corps of Engineers

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
Attachment G

FY06 Agency Funding for E-Gov and LoB Initiatives by Agency

Agency Initiative

FY06 

Contr

USACE Total 

Grand Total $19

Note: * - Agency contributions reflect commitments of funding and/or in-kind services provided by partner agencies to initiative managing partnin support of developing, implementing, and/or migrating to E-Gov common solutions. Contribution amounts are determined annually throcollaborative, inter-agency E-Gov initiative governance structures and subject to approval by OMB.“Fee-for-service” contributions represent transfers of funds by partner agencies to initiative service providers in exchange for services reninitiative service providers. The amounts are typically based on a transaction/usage-based fee structure (e.g., for payroll processing, payproviders base their service fees on the number of employees at a customer agency). Initiative service providers use fees collected from agencies to cover ongoing operational costs, perform routine maintenance, and support their customer base.Once an initiative has completed all implementation and migration activities, and initiative will no longer be funded through agency fundincontributions but rather will be exclusively funded through fee-for-service agreements.

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 
ATTACHMENT H

DEPARTMENT OF AGRICULTURE

FY 2006 E-Government Distribution

Department / Bureau

Recreation OneStop[2] GovBenefits.gov E-Rulemaking[3] Business Gateway Geospatial One-Stop Grants.gov

Office of the SecretaryExecutive Operations (OCFO) $ 9,696 

Office of Civil RightsDepartmental Administration[1] $ 1,928 $ 789 Office of CommunicationsOffice of the Inspector GeneralOffice of the General CounselEconomic Research Service $ 1,810 $ 4,396 National Agricultural Statistics Service $ 5,127 Agricultural Research Service $ 53,784 Cooperative State Research, Education, and Extension Service $ 7,622 $ 3,562 $ 2,854 $ 7,080 Animal and Plant Health Inspection Service $ 42,804 $ 82,229 $ 84,199 Food Safety and Inspection Service $ 38,785 $ 73,924 $ 30,492 Grain Inspection, Packers and Stockyards Administration $ 4,009 $ 7,681 Agricultural Marketing Service $ 10,969 $ 20,810 $ 20,301 Risk Management Agency $ 5,471 $ 2,549 $ 2,011 Farm Service Agency $ 110,868 $ 51,822 $ 99,854 $ 41,581 Natural Resources Conservation Service $ 96,830 $ 45,097 $ 85,953 $ 35,453 $ 85,402 Rural DevelopmentRural Housing Service $ 23,712 $ 11,056 $ 21,145 $ 8,748 $ 21,291 Rural Business—Cooperative Service $ 23,712 $ 11,056 $ 21,145 $ 8,748 $ 21,291 Rural Utilities Service $ 23,712 $ 11,056 $ 21,145 $ 8,748 $ 21,291 Foreign Agricultural Service $ 9,881 $ 19,060 $ 19,819 Food and Nutrition Service $ 30,655 $ 14,326 $ 28,525 Forest Service $ 50,000 $ 193,028 $ 370,342 $ 153,640 $ 377,394 

TOTAL DEPARTMENT OF AGRICULTURE $ 50,000 $ 322,582 $ 450,000 $ 825,216 $ 300,001 $ 754,469 TOTAL E-GOV FUNDING REQUEST $ 50,000 $ 322,583 $ 825,000 $ 825,216 $ 300,000 $ 754,467 

Department / Bureau

Integrated Acquisition

Environment E-Authentication

Financial Management

LoB

Human Resources 

Management LoB

Grants Management 

LoB

Office of the SecretaryExecutive OperationsOffice of Civil RightsDepartmental Administration[1] $ 96,175 $ 94,934 $ 17,580 $ 38,357 $ 1,288 

Office of CommunicationsOffice of the Inspector GeneralOffice of the General CounselEconomic Research Service $ 1,738 $ 1,715 $ 318 $ 693 $ 584 National Agricultural Statistics Service $ 4,878 $ 4,815 $ 892 $ 1,945 Agricultural Research Service $ 23,423 $ 23,121 $ 4,282 $ 9,342 $ 7,146 Cooperative State Research, Education, and Extension Service $ 2,472 $ 2,441 $ 452 $ 986 $ 941 Animal and Plant Health Inspection Service $ 30,546 $ 30,151 $ 5,584 $ 12,182 $ 11,188 Food Safety and Inspection Service $ 30,346 $ 29,954 $ 5,547 $ 12,103 Grain Inspection, Packers and Stockyards Administration $ 2,936 $ 2,918 $ 540 $ 1,179 Agricultural Marketing Service $ 9,028 $ 8,912 $ 1,650 $ 3,601 $ 2,697 Risk Management Agency $ 1,958 $ 1,933 $ 358 $ 781 Farm Service Agency $ 35,600 $ 35,141 $ 6,508 $ 14,198 Natural Resources Conservation Service $ 35,293 $ 34,838 $ 6,451 $ 14,076 $ 11,347 Rural DevelopmentRural Housing Service $ 8,320 $ 8,213 $ 1,521 $ 3,318 $ 2,829 Rural Business—Cooperative Service $ 8,320 $ 8,213 $ 1,521 $ 3,318 $ 2,829 Rural Utilities Service $ 8,320 $ 8,213 $ 1,521 $ 3,318 $ 2,829 Foreign Agricultural Service $ 6,690 $ 6,604 $ 1,223 $ 2,668 $ 2,633 Food and Nutrition Service $ 9,901 $ 9,773 $ 1,810 $ 3,949 $ 3,790 Forest Service $ 139,919 $ 138,113 $ 25,576 $ 55,803 $ 50,144 FY 2006 Total 

TOTAL DEPARTMENT OF AGRICULTURE $ 455,863 $ 450,002 $ 83,334 $ 181,817 $ 100,245 $ 3,973,529

TOTAL E-GOV FUNDING REQUEST $ 455,884 $ 450,000 $ 83,333 $ 181,818 $ 28,900 $ 4,277,201

Notes

[1] - Includes DA, NAD, OBPA, OC, OCE, OCFO, OCIO, OCR, OGC, OIA, OSEC/6, SCMI[2] - $300,000 of funding request will be in-kind contribution; no transfer required[3] - USDA previously transferred $375,000

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 1
ATTACHMENT H

DEPARTMENT OF COMMERCE

FY 2006 E-Government Distribution

Department / Bureau E-Rulemaking

International Trade 

Process Streamlining Business Gateway Geospatial One-Stop Grant

Departmental Management $ 18,392 $ 2,047 $ 

Inspector GeneralEconomic Development Administration $ 10,510 $ 8,187 $ Bureau of the Census $ 39,411 $ 188,293 $ 150,000 Economic and Statistical Analysis $ 13,137 $ 19,102 International Trade Administration $ 18,392 $ 730,000 $ 26,607 $ Bureau of Industry and Security $ 107,723 $ 24,560 Minority Business Development Agency $ 21,019 $ National Oceanic and Atmospheric Administration $ 499,204 $ 113,249 $ 150,000 $ Patent and Trademark Office $ 42,038 $ 124,164 Under Secretary / Office of Technology Policy $ 5,255 National Technical Information ServiceNational Institute of Standards & Technology $ 34,156 $ 6,822 $ National Telecommunications & Information Admin. $ 15,764 $ 2,729 $ 

TOTAL DEPARTMENT OF COMMERCE $ 825,000 $ 730,000 $ 515,760 $ 300,000 $ 

E-GOV FUNDING REQUEST $ 825,000 $ 730,000 $ 515,760 $ 300,000 $ 

Department / Bureau

Integrated Acquisition 

Environment E-Authentication

Financial Management

LoB

Human Resources 

Management LoB

Grants Ma

Lo

Departmental Management $ 1,228 $ 3,510 $ 649 $ 2,138 $ 

Inspector General $ 431 $ 1,215 $ 225 $ 295 Economic Development Administration $ 7,688 $ 21,690 $ 4,016 $ 561 $ Bureau of the Census $ 15,997 $ 45,135 $ 8,357 $ 21,619 Economic and Statistical Analysis $ 1,675 $ 4,725 $ 874 $ 1,392 International Trade Administration $ 7,273 $ 20,565 $ 3,799 $ 5,735 $ Bureau of Industry and Security $ 1,723 $ 4,860 $ 891 $ 928 Minority Business Development Agency $ 447 $ 1,260 $ 233 $ 246 $ National Oceanic and Atmospheric Administration $ 78,581 $ 221,715 $ 41,067 $ 32,302 $ Patent and Trademark Office $ 29,218 $ 82,485 $ 15,275 $ 17,497 Under Secretary / Office of Technology Policy $ 111 $ 270 $ 57 $ 72 National Technical Information Service $ 48 $ 90 $ 17 $ 402 National Institute of Standards & Technology $ 13,572 $ 38,250 $ 7,091 $ 7,058 $ National Telecommunications & Information Admin. $ 1,499 $ 4,230 $ 782 $ 664 $ 

TOTAL DEPARTMENT OF COMMERCE $ 159,491 $ 450,000 $ 83,333 $ 90,909 $ 

E-GOV FUNDING REQUEST $ 159,491 $ 450,000 $ 83,333 $ 90,909 $ 

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 2
ATTACHMENT H

DEPARTMENT OF DEFENSE

FY 2006 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Authentic

Navy, Marine CorpsArmyAir ForceDefense-wide $ 1,150,000 $ 515,760 $ 200,000 $ 452,680 $ 45

TOTAL DEPARTMENT OF DEFENSE $ 1,150,000 $ 515,760 $ 200,000 $ 452,680 $ 45E-GOV FUNDING REQUEST $ 1,150,000 $ 515,760 $ 200,000 $ 452,680 $ 45

Department / Bureau

Integrated 

Acquisition 

Environment[1]

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Federal He

Architecture 

Navy, Marine CorpsArmyAir ForceDefense-wide $ 18,684,625 $ 83,333 $ 181,818 $ 28,900 $ 1,72

TOTAL DEPARTMENT OF DEFENSE $ 18,684,625 $ 83,333 $ 181,818 $ 28,900 $ 1,72E-GOV FUNDING REQUEST $ $ 83,333 $ 181,818 $ 28,900 $ 1,72

23,432,500 

Notes

[1] $4,747,875 of funding request will be non-funding resources; no transfer required

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 3
ATTACHMENT H

DEPARTMENT OF EDUCATION

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov

Office of Elementary and Secondary EducationOffice of Indian EducationOffice of Innovation and ImprovementOffice of Safe and Drug-Free SchoolsOffice of English Language AcquisitionOffice of Special Education and Rehabilitative ServicesOffice of Vocational and Adult EducationOffice of Postsecondary EducationFederal Student AidInstitute of Education SciencesDepartmental Management $ 322,583 $ 175,000 $ 515,760 $ 100,000 $ 754,467 

TOTAL DEPARTMENT OF EDUCATION $ 322,583 $ 175,000 $ 515,760 $ 100,000 $ 754,467 E-GOV FUNDING REQUEST $ 322,583 $ 175,000 $ 515,760 $ 100,000 $ 754,467 

Department / Bureau E-Travel

Integrated 

Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Gra

Office of Elementary and Secondary EducationOffice of Indian EducationOffice of Innovation and ImprovementOffice of Safe and Drug-Free SchoolsOffice of English Language AcquisitionOffice of Special Education and Rehabilitative ServicesOffice of Vocational and Adult EducationOffice of Postsecondary EducationFederal Student AidInstitute of Education SciencesDepartmental Management $ 534,976 $ 54,782 $ 450,000 $ 83,333 $ 45,455 $ 

TOTAL DEPARTMENT OF EDUCATION $ 534,976 $ 54,782 $ 450,000 $ 83,333 $ 45,455 $ E-GOV FUNDING REQUEST $ 534,976 $ 54,782 $ 450,000 $ 83,333 $ 45,455 $ 

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 4
ATTACHMENT H

DEPARTMENT OF ENERGY

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov 

National Nuclear Security Administration $ 34,172 $ 36,426 $ 9,940 $ 

Environmental and Other Defense Activities $ 35,891 $ 38,258 $ 18,297 $ Energy Programs $ 41,166 $ 43,879 $ 415,998 $ Power Marketing Administration $ 23,684 $ 25,245 $ Departmental Administration $ 26,370 $ 825,000 $ 28,112 $ 100,000 $ 8,445 $ 

TOTAL DEPARTMENT OF ENERGY $ 161,283 $ 825,000 $ 171,920 $ 100,000 $ 452,680 $ 

E-GOV FUNDING REQUEST $ 161,282 $ 825,000 $ 171,920 $ 100,000 $ 452,680 $ 

Department / Bureau

Integrated

Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

National Nuclear Security Administration $ 199,477 

Environmental and Other Defense Activities $ 209,507 Energy Programs $ 240,296 Power Marketing Administration $ 138,247 Departmental Administration $ 1,471,709 $ 450,000 $ 83,333 $ 45,455 $ 14,450 

TOTAL DEPARTMENT OF ENERGY $ 2,259,236 $ 450,000 $ 83,333 $ 45,455 $ 14,450 $ 

E-GOV FUNDING REQUEST $ 2,259,236 $ 450,000 $ 83,333 $ 45,455 $ 14,450 $ 

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 5
ATTACHMENT H

DEPARTMENT OF HEALTH AND HUMAN SERVICES

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov 

Food and Drug Administration $ 66,497 $ 170,064 $ 170,108 $ 20,614 $ 155,524 $ 

Health Resources and Services Administration $ 12,132 $ 31,027 $ 31,035 $ 3,761 $ 28,374 $ Indian Health Services $ 13,458 $ 34,419 $ 34,428 $ 4,172 $ 31,476 $ Centers for Disease Control and Prevention $ 43,867 $ 112,189 $ 112,219 $ 13,599 $ 102,598 $ National Institutes of Health $ 96,840 $ 247,667 $ 247,732 $ 30,020 $ 226,493 $ Substance Abuse and Mental Health Services Administration $ 3,185 $ 8,145 $ 8,147 $ 987 $ 7,449 $ Agency for Healthcare Research and Quality $ 5,202 $ 13,304 $ 13,308 $ 1,613 $ 12,167 $ Centers for Medicare and Medicaid Services $ 66,030 $ 168,869 $ 168,914 $ 20,469 $ 154,432 $ Administration for Children and Families $ 6,080 $ 15,549 $ 15,553 $ 1,885 $ 14,220 $ Administration on Aging $ 841 $ 2,150 $ 2,150 $ 261 $ 1,966 $ Departmental Management $ 4,632 $ 11,847 $ 11,850 $ 1,436 $ 10,834 $ Program Support CenterOffice of the Inspector General $ 3,820 $ 9,769 $ 9,772 $ 1,184 $ 8,934 $ 

TOTAL DEPARTMENT OF HEALTH AND HUMAN SERVICES $ 322,583 $ 825,000 $ 825,216 $ 100,000 $ 754,467 $ 

E-GOV FUNDING REQUEST $ 322,583 $ 825,000 $ 825,216 $ 100,000 $ 754,467 $ 

Department / Bureau

Integrated 

Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

A

Food and Drug Administration $ 223,332 $ 92,762 $ 17,178 $ 18,740 $ 17,872 $ 

Health Resources and Services Administration $ 40,746 $ 16,924 $ 3,134 $ 3,419 $ 3,261 $ Indian Health Services $ 45,200 $ 18,774 $ 3,477 $ 3,793 $ 3,617 $ Centers for Disease Control and Prevention $ 147,330 $ 61,194 $ 11,332 $ 12,362 $ 11,790 $ National Institutes of Health $ 325,243 $ 135,091 $ 25,017 $ 27,291 $ 26,028 $ Substance Abuse and Mental Health Services Administration $ 10,696 $ 4,443 $ 823 $ 898 $ 856 $ Agency for Healthcare Research and Quality $ 17,471 $ 7,257 $ 1,344 $ 1,466 $ 1,398 $ Centers for Medicare and Medicaid Services $ 221,764 $ 92,111 $ 17,057 $ 18,608 $ 17,747 $ Administration for Children and Families $ 20,420 $ 8,481 $ 1,571 $ 1,713 $ 1,634 $ Administration on Aging $ 2,823 $ 1,173 $ 217 $ 237 $ 226 $ Departmental Management $ 15,558 $ 6,462 $ 1,197 $ 1,305 $ 1,245 $ Program Support CenterOffice of the Inspector General $ 12,829 $ 5,329 $ 987 $ 1,076 $ 1,027 $ 

TOTAL DEPARTMENT OF HEALTH AND HUMAN SERVICES $ 1,083,411 $ 450,000 $ 83,333 $ 90,909 $ 86,700 $ E-GOV FUNDING REQUEST $ 1,083,411 $ 450,000 $ 83,333 $ 90,909 $ 86,700 $ 

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 6
ATTACHMENT H

DEPARTMENT OF HOMELAND SECURITY

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Disaster Management S

Departmental Management $ 2,588 $ 445,338 $ 49,297 $ 150,000 $ 3,790,414 

Office of the Inspector General $ 667 $ 2,336 $ 2,336 Citizenship and Immigration Services $ 12,605 $ 52,159 $ 52,172 $ 507,994 United States Secret Service $ 8,059 $ 33,866 $ 33,875 $ 273,535 Border and Transportation Security $ 125,965 $ 44,024 $ 440,193 $ 3,087,038 United States Coast Guard $ 7,870 $ 195,456 $ 195,507 $ 1,797,516 Emergency Preparedness and Response $ 2,902 $ 12,619 $ 12,623 $ 2,618,121 Science and Technology $ 478 $ 38,498 $ 38,509 $ 195,382 $ Information Analysis and Infrastructure Protection $ 148 $ 704 $ 704 

TOTAL DEPARTMENT OF HOMELAND SECURITY $ 161,282 $ 825,000 $ 825,216 $ 150,000 $ 12,270,000 $ 

E-GOV FUNDING REQUEST $ 161,282 $ 825,000 $ 825,216 $ 150,000 $ 12,270,000 $ 

Department / Bureau Grants.gov E-Travel

Integrated Acquisition 

Environment E-Authentication

Financial Management 

LoB

Hum

Ma

Departmental Management $ 408,738 $ 3,913 $ 225,768 $ 7,221 $ 4,982 $ 

Office of the Inspector General $ 2,281 $ 3,328 $ 1,861 $ 236 $ Citizenship and Immigration Services $ 45,162 $ 62,898 $ 35,169 $ 5,269 $ United States Secret Service $ 319 $ 29,614 $ 40,215 $ 22,486 $ 3,421 $ Border and Transportation Security $ 16,592 $ 496,544 $ 628,568 $ 351,461 $ 44,447 $ United States Coast Guard $ 5,057 $ 210,616 $ 39,272 $ 21,959 $ 19,743 $ Emergency Preparedness and Response $ 20,313 $ 11,562 $ 14,481 $ 8,097 $ 1,275 $ Science and Technology $ 1,645 $ 1,454 $ 2,385 $ 1,333 $ 3,889 $ Information Analysis and Infrastructure Protection $ 16 $ 3,649 $ 739 $ 413 $ 71 $ 

TOTAL DEPARTMENT OF HOMELAND SECURITY $ 452,680 $ 804,795 $ 1,017,654 $ 450,000 $ 83,333 $ E-GOV FUNDING REQUEST $ 452,680 $ 804,795 $ 1,017,654 $ 450,000 $ 83,333 $ Notes

[1] Agency contributing additional funds (beyond requested amount)

FY 2006FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 7
ATTACHMENT H

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop

Public and Indian Housing Programs Community Planning and DevelopmentHousing Programs Government National Mortgage Association Policy Development and Research Fair Housing and Equal OpportunityOffice of Lead Hazard Control and Healthy Homes Management and Administration $ 322,583 $ 825,000 $ 515,760 $ 100,000 

TOTAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT $ 322,583 $ 825,000 $ 515,760 $ 100,000 E-GOV FUNDING REQUEST $ 322,583 $ 825,000 $ 515,760 $ 100,000 

Department / Bureau Grants.gov E-Travel

Integrated 

Acquisition 

Environment E-Authentication

Financial 

Management LoB

G

Public and Indian Housing Programs Community Planning and DevelopmentHousing Programs Government National Mortgage Association Policy Development and Research Fair Housing and Equal OpportunityOffice of Lead Hazard Control and Healthy Homes Management and Administration $ 754,467 $ 394,858 $ 54,429 $ 450,000 $ 83,333 $ 

TOTAL DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT $ 754,467 $ 394,858 $ 54,429 $ 450,000 $ 83,333 $ 

E-GOV FUNDING REQUEST $ 754,467 $ 394,858 $ 54,429 $ 450,000 $ 83,333 $ 

Notes

All HUD funding comes from Department-wide account ("Working Capital Fund for Government Wide Activities")

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 8
ATTACHMENT H

DEPARTMENT OF INTERIOR

FY 2006 E-Government Distribution

Department / Bureau or Account

Recreation OneStop[1] E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Trave

Bureau of Land Management Minerals Management Service Office of Surface Mining Reclamation and Enforcement Bureau of Reclamation Central Utah Project United States Geological Survey $ 210,000 

Bureau of Mines United States Fish and Wildlife ServiceNational Park Service $ 50,000 Bureau of Indian AffairsDepartmental Management (Working Capital Fund 14X4523) $ 200,000 $ 825,000 $ 322,000 $ 300,000 $ 453,000 Insular AffairsOffice of the SolicitorOffice of Inspector General Natural Resources Damage Assessment and RestorationOffice of Special Trustee for American IndiansNational Indian Gaming Commission 

TOTAL DEPARTMENT OF THE INTERIOR $ 250,000 $ 825,000 $ 322,000 $ 510,000 $ 453,000 $ 

E-GOV FUNDING REQUEST $ 200,000 $ 825,000 $ 322,350 $ 510,000 $ 452,680 $ 1

Department / Bureau

Integrated Acquisition 

Environment E-Authentication

Financial Management 

LoB

Human Resources 

Management LoB

Grants Management 

LoB

Bureau of Land Management Minerals Management Service Office of Surface Mining Reclamation and Enforcement Bureau of Reclamation Central Utah Project United States Geological SurveyBureau of Mines United States Fish and Wildlife ServiceNational Park Service Bureau of Indian AffairsDepartmental Management (Working Capital Fund 14X4523) $ 396,566 $ 450,000 $ 83,333 $ 90,909 $ 14,450 

Insular AffairsOffice of the SolicitorOffice of Inspector General Natural Resources Damage Assessment and RestorationOffice of Special Trustee for American IndiansNational Indian Gaming Commission FY 2006 To

TOTAL DEPARTMENT OF THE INTERIOR $ 396,566 $ 450,000 $ 83,333 $ 90,909 $ 14,450 $ 3,E-GOV FUNDING REQUEST $ 396,566 $ 450,000 $ 83,333 $ 90,909 $ 14,450 $ 4,Notes

[1] Initiative reduced resource requirements - DoI is the managing partner[2] No transfer of funds required for E-Travel; agency to spend funds on migration activities

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 9
ATTACHMENT H

DEPARTMENT OF JUSTICE

FY 2006 E-Government Distribution

Department / Bureau E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov E-Travel[1]

General Administration $ 6,659 $ 2,602 $ 807 $ 3,654 $ 8,180 

Executive Office of Immigration Review $ 9,323 $ 3,643 $ 1,130 $ 5,115 $ 11,451 

Antitrust Division $ 6,147 $ 2,402 $ 745 $ 3,373 $ 7,550 

Criminal Division $ 6,147 $ 2,402 $ 745 $ 3,373 $ 7,550 

Civil Division $ 8,401 $ 3,282 $ 1,018 $ 4,609 $ 10,319 Civil Rights Division $ 5,122 $ 2,001 $ 621 $ 2,811 $ 6,292 

US Attorneys $ 72,634 $ 28,380 $ 8,804 $ 39,855 $ 89,220 US Marshals $ 32,475 $ 12,689 $ 3,936 $ 17,819 $ 39,891 US Trustees $ 8,298 $ 3,242 $ 1,006 $ 4,553 $ 10,193 

Federal Bureau of Investigation $ 218,723 $ 85,461 $ 26,512 $ 120,014 $ 268,667 

Drug Enforcement Administration $ 67,307 $ 26,299 $ 8,158 $ 36,932 $ 82,676 Bureau of Alcohol, Tobacco, Firearms, and Explosives $ 37,188 $ 14,530 $ 4,508 $ 20,405 $ 45,680 Federal Bureau of Prisions $ 246,998 $ 96,509 $ 29,941 $ 135,529 $ 303,399 

Office of Justice Programs $ 46,716 $ 18,253 $ 5,662 $ 25,633 $ 57,383  Organized Crime Drug Enforcement TF $ 28,992 $ 11,328 $ 3,514 $ 15,908 $ 35,613 Miscellaneous $ 23,870 $ 9,327 $ 2,893 $ 13,097 $ 29,320 

TOTAL DEPARTMENT OF JUSTICE $ 825,000 $ 322,350 $ 100,000 $ 452,680 $ 1,013,384 E-GOV FUNDING REQUEST $ 825,000 $ 322,350 $ 100,000 $ 452,680 $ 100,756 

Department / Bureau

Integrated Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Case Manag

LoB

General Administration $ 3,516 $ 3,632 $ 673 $ 1,468 $ 467 $ 

Executive Office of Immigration Review $ 4,894 $ 5,085 $ 942 $ 2,055 $ 653 $ 

Antitrust Division $ 3,227 $ 3,353 $ 621 $ 1,355 $ 431 $ 

Criminal Division $ 3,227 $ 3,353 $ 621 $ 1,355 $ 431 $ 

Civil Division $ 4,410 $ 4,582 $ 849 $ 1,851 $ 589 $ 

Civil Rights Division $ 2,689 $ 2,794 $ 517 $ 1,129 $ 359 $ 

US Attorneys $ 38,131 $ 39,619 $ 7,337 $ 16,008 $ 5,089 $ 13US Marshals $ 17,049 $ 17,714 $ 3,280 $ 7,157 $ 2,275 $ 5

US Trustees $ 4,356 $ 4,526 $ 838 $ 1,829 $ 580 $ 

Federal Bureau of Investigation $ 114,823 $ 119,303 $ 22,093 $ 48,201 $ 15,324 $ 3Drug Enforcement Administration $ 35,334 $ 36,713 $ 6,799 $ 14,834 $ 4,716 $ 12Bureau of Alcohol, Tobacco, Firearms, and Explosives $ 19,523 $ 20,284 $ 3,756 $ 8,196 $ 2,605 $ 6

Federal Bureau of Prisions $ 129,667 $ 134,726 $ 24,949 $ 54,435 $ 17,305 $ 44Office of Justice Programs $ 24,524 $ 25,481 $ 4,719 $ 10,295 $ 3,273 $ 8 Organized Crime Drug Enforcement TF $ 15,200 $ 15,815 $ 2,928 $ 6,389 $ 2,031 $ 5

Miscellaneous $ 12,531 $ 13,020 $ 2,411 $ 5,261 $ 1,672 $ 4TOTAL DEPARTMENT OF JUSTICE $ 433,101 $ 450,000 $ 83,333 $ 181,818 $ 57,800 $ 1,50

E-GOV FUNDING REQUEST $ 433,101 $ 450,000 $ 83,333 $ 181,818 $ 57,800 $ 1,50Notes

[1] Agency contributing additional funds (beyond requested amount)

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 10
ATTACHMENT H

DEPARTMENT OF LABOR

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov[1]

Employment and Training Administration Employee Benefits Security Administration Pension Benefit Guaranty CorporationEmployment Standards AdministrationOccupational Safety and Health AdministrationMine Safety and Health Administration Bureau of Labor Statistics Departmental Management $ 2,000,000 $ 825,000 $ 825,000 $ 100,000 $ 559,000 TOTAL DEPARTMENT OF LABOR $ 2,000,000 $ 825,000 $ 825,000 $ 100,000 $ 559,000 E-GOV FUNDING REQUEST $ 2,000,000 $ 825,000 $ 825,216 $ 100,000 $ 754,467 

Department / Bureau E-Travel[2]

Integrated 

Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grant

Employment and Training Administration Employee Benefits Security Administration Pension Benefit Guaranty CorporationEmployment Standards AdministrationOccupational Safety and Health AdministrationMine Safety and Health Administration Bureau of Labor Statistics Departmental Management $ - $ 166,000 $ 450,000 $ 83,000 $ 45,000 $ 

TOTAL DEPARTMENT OF LABOR $ - $ 166,000 $ 450,000 $ 83,000 $ 45,000 $ E-GOV FUNDING REQUEST $ 167,252 $ 166,411 $ 450,000 $ 83,333 $ 45,455 $ Notes

[1] DOL petitioning initiative Managing Partner (HHS) for reduced funding requirement[2] No transfer of funds required for E-Travel; agency to spend funds on migration activities

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 11
ATTACHMENT H

DEPARTMENT OF STATE

FY 2006 E-Government Distribution

Department / Bureau

GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov

Department of State, Capital Investment Fund Account (19X0120) $ 241,938 $ 365,000 $ 171,920 $ 30,000 $ 226,340 

TOTAL DEPARTMENT OF STATE $ 241,938 $ 365,000 $ 171,920 $ 30,000 $ 226,340 E-GOV FUNDING REQUEST $ 241,938 $ 365,000 $ 171,920 $ 30,000 $ 226,340 

Department / Bureau

Integrated 

Acquisition 

Environment

E-Travel E-Authentication Financial Management LoB Human Resources Management LoB Gr

Department of State, Capital Investment Fund Account (19X0120) $ 342,634 $ 31,771 $ 450,000 $ 83,333 $ 45,455 $ 

TOTAL DEPARTMENT OF STATE $ 342,634 $ 31,771 $ 450,000 $ 83,333 $ 45,455 $ 

E-GOV FUNDING REQUEST $ 342,634 $ 31,771 $ 450,000 $ 83,333 $ 45,455 $ 

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 12
ATTACHMENT H

DEPARTMENT OF TRANSPORTATION

FY 2006 E-Government Distribution

Department / Bureau E-Rulemaking[1] Business Gateway[1]

Geospatial OneStop[2] Grants.gov E-Payro

Office of the Secretary $ 482,885 $ 263,978 $ 723 $ 

Federal Aviation Administration $ 443,900 $ 439,963 $ 52,155 $ 7Federal Highway Administration $ 16,905 $ 123,190 $ 660,432 $ Federal Motor Carrier Safety Administration $ 39,445 $ 52,796 $ National Highway Traffic Safety Administration $ 123,190 $ 7,653 $ Federal Railroad Administration $ 19,550 $ 228,781 $ 482 $ Federal Transit Administration $ 2,185 $ 17,599 $ 29,195 $ Saint Lawrence Seaway Development Corporation Pipeline and Hazardous Materials Safety Administration $ 54,050 $ 211,182 $ 3,773 $ Research and Innovative Technology Administration $ 70,394 $ Office of Inspector General $ Surface Transportation BoardMaritime Administration $ 21,735 $ 228,781 $ 54 $ 

TOTAL DEPARTMENT OF TRANSPORTATION $ 1,080,655 $ 1,759,854 $ 150,000 $ 754,467 $ 8E-GOV FUNDING REQUEST $ 825,000 $ 825,216 $ 150,000 $ 754,467 $ 8

Department / Bureau

Integrated Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grants Mana

LoB

Office of the Secretary $ 15,307 $ 4,500 $ 2,392 $ 909 $ 

Federal Aviation Administration $ 6,560 $ 378,900 $ 50,375 $ 76,545 $ Federal Highway Administration $ 21,868 $ 22,500 $ 19,625 $ 4,545 $ Federal Motor Carrier Safety Administration $ 1,531 $ 9,000 $ 3,417 $ 1,818 $ National Highway Traffic Safety Administration $ 6,560 $ 4,500 $ 833 $ 909 $ Federal Railroad Administration $ 2,187 $ 4,500 $ 1,183 $ 909 $ Federal Transit Administration $ 17,494 $ 4,500 $ 1,108 $ 909 $ Saint Lawrence Seaway Development Corporation $ 1,350 $ 273 $ Pipeline and Hazardous Materials Safety Administration $ 54,669 $ 9,000 $ 2,067 $ 1,818 $ Research and Innovative Technology Administration $ 656 $ 900 $ 292 $ 182 $ Office of Inspector General $ 4,500 $ 367 $ 909 $ Surface Transportation Board $ 21,868 $ 1,350 $ 192 $ 273 $ Maritime Administration $ 69,977 $ 4,500 $ 1,483 $ 909 $ 

TOTAL DEPARTMENT OF TRANSPORTATION $ 218,677 $ 450,000 $ 83,334 $ 90,908 $ 

E-GOV FUNDING REQUEST $ 255,065 $ 450,000 $ 83,333 $ 90,909 $ 

Notes

[1] Agency contributing additional funds (beyond requested amount)[2] Agency in process of determining allocations for Geospatial One-Stop

FY 2006FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 13
ATTACHMENT H

DEPARTMENT OF TREASURY

FY 2006 E-Government Distribution

Department / Bureau IRS Free File E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov

Departmental Offices $ 278,093 $ 1,547,280 $ 100,000 $ 226,340 

Financial Crimes Enforcement Network $ 16,326 Interagency Law EnforcementFinancial Management Service $ 5,442Federal Financing BankAlcohol and Tobacco Tax and Trade Bureau $ 100,674 Bureau of Engraving and PrintingUnited States MintBureau of the Public Debt $ 19,047 Internal Revenue Service $ 70,000 $ 340,116 Office of Housing Finance OversightComptroller of the Currency $ 29,930 Office of Thrift Supervision $ 35,372 Interest on the Public DeptCommunity Development Financial Insti. FundsDC PensionsExecutive Office for Asset ForfeitureOffice of Inspector GeneralTreasury Franchise FundInspector General for Tax Administration

TOTAL DEPARTMENT OF THE TREASURY $ 70,000 $ 825,000 $ 1,547,280 $ 100,000 $ 226,340 

E-GOV FUNDING REQUEST $ 70,000 $ 825,000 $ 1,547,280 $ 100,000 $ 226,340 

Department / Bureau

Integrated Acquisition 

Environment E-Travel[1] E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

Departmental Offices $ 6,013 $ 61,447 $ 2,053 $ 14,450 

Financial Crimes Enforcement Network $ 997 $ 1,145 $ 424 Interagency Law EnforcementFinancial Management Service $ 3,177 $ 7,420 $ 3,305 Federal Financing Bank $ 44 $ 56 Alcohol and Tobacco Tax and Trade Bureau $ 1,142 $ 1,940 $ 830 Bureau of Engraving and Printing $ 5,536 $ 8,329 $ 3,666 United States Mint $ 5,815 $ 7,024 $ 3,291 Bureau of the Public Debt $ 2,409 $ 4,532 $ 2,924 Internal Revenue Service $ 141,936 $ 338,989 $ 158,057 Office of Housing Finance OversightComptroller of the Currency $ 7,202 $ 9,759 $ 4,291 Office of Thrift Supervision $ 2,605 $ 3,193 $ 1,462 Interest on the Public DeptCommunity Development Financial Insti. Funds $ 166 $ 121 DC Pensions $ 357 $ 69 Executive Office for Asset Forfeiture $ 27 $ 59 Office of Inspector General $ 227 $ 420 $ 164 Treasury Franchise Fund $ 8,927 $ 2,474 $ 83,333 Inspector General for Tax Administration $ 1,776 $ 3,023 $ 1,351 FY 2006 Total 

TOTAL DEPARTMENT OF THE TREASURY $ 188,356 $ - $ 450,000 $ 83,333 $ 181,818 $ 14,450 $ 3,686,577 

E-GOV FUNDING REQUEST $ 188,357 $ 322,578 $ 450,000 $ 83,333 $ 181,818 $ 14,450 $ 4,009,156 

Notes

[1] No transfer of funds required for E-Travel; agency to spend funds on migration activities

FY 2006

FY 2006**

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 14
ATTACHMENT H

DEPARTMENT OF VETERANS AFFAIRS

FY 2006 E-Government Distribution

Department / Bureau GovBenefits.gov E-Rulemaking Business Gateway Geospatial One-Stop Grants.gov 

Medical Programs $ 109,000 $ 291,081 $ 150,968 

Benefits Programs $ 322,583 $ 256,000 $ 21,275 $ 75,372 Departmental Administration $ 9,994 $ 30,000 $ 

TOTAL DEPARTMENT OF VETERANS AFFAIRS $ 322,583 $ 365,000 $ 322,350 $ 30,000 $ 226,340 $ 

E-GOV FUNDING REQUEST $ 322,583 $ 365,000 $ 322,350 $ 30,000 $ 226,340 $ 

Department / Bureau

Integrated

Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human Resources 

Management LoB

Grants Management 

LoB

A

Medical Programs $ 1,207,755 $ 

Benefits Programs $ 88,079 $ 14,450 Departmental Administration $ 72,921 $ 450,000 $ 83,333 $ 181,818 

TOTAL DEPARTMENT OF VETERANS AFFAIRS $ 1,368,755 $ 450,000 $ 83,333 $ 181,818 $ 14,450 $ 

E-GOV FUNDING REQUEST $ 1,368,755 $ 450,000 $ 83,333 $ 181,818 $ 14,450 $ 

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 15
ATTACHMENT H

GENERAL SERVICES ADMINISTRATION

FY 2006 E-Government Distribution

Department / Bureau or Account USA Services [1] E-Rulemaking Federal Asset Sales Business Gateway Geospat

FCIC Appropriated - Fund 105 $ 7,564,000 

FCIC Reimbursable - Fund 105 $ 1,658,720 Operating Expense - Direct Fund 142 $ 1,532,000 General Supply Fund $ 1,800,000 Governmentwide Policy Fund $ 175,000 $ 64,470 $ Federal Buildings Fund $ 616,244 

TOTAL GENERAL SERVICES ADMINISTRATION $ 10,754,720 $ 175,000 $ 2,416,244 $ 64,470 $ 

E-GOV FUNDING REQUEST $ 9,229,254 $ 175,000 $ 2,416,244 $ 64,470 $ 

Department / Bureau E-Travel

Integrated Acquisition 

Environment E-Authentication

Financial 

Management LoB

Human 

Manag

Working Capital Fund $ 2,830,707 $ 631,149 $ 83,333 $ 

General Supply Fund - IFF Revenue $ 6,459,990 

TOTAL GENERAL SERVICES ADMINISTRATION $ 6,459,990 $ 2,830,707 $ 631,149 $ 83,333 $ 

E-GOV FUNDING REQUEST $ 6,459,990 $ 2,830,707 $ 631,149 $ 83,333 $ 

Notes

[1] Agency contributing funds beyond the requested amount.

FY 2006

FY 2006

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 16
ATTACHMENT H

OTHER AGENCIES

FY 2006 E-Government Distribution

U.S. Army Corps of EngineersEnvironmental Protection AgencyNational Aeronautics and Space AdministrationNational Archives and Records AdministrationNational Science FoundationNuclear Regulatory CommissionOffice of Personnel ManagementSmall Business AdministrationSmithsonian InstitutionSocial Security AdministrationU.S. Agency for International Development

Agencies without Bureau Breakouts

As provided in the FY06 Report to Congress on the Benefits of the E-Government Initiatives 17
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

Integrated Acquisition Environment $6,868

BBG Total $0 $6,868 

Grants Management LoB 

CIO Council Total $0 $0 

Grants.gov 

Grants Management LoB 

CNCS Total $0 $0 

Recreation One-Stop $50,000 GovBenefits.gov $500,000 $1,019,000 E-Loans $397,000 E-Rulemaking 

Business Gateway Geospatial One-Stop $135,000 $135,000 Disaster Management $1,480,000 SAFECOM $1,431,000 Grants.gov $675,000 E-Training E-Payroll $648,500 E-Travel Integrated Acquisition Environment $635,334 E-Records Management 

E-Authentication $1,200,000 Financial Management LoB Human Resources Management LoB 

Grants Management LoB 

USDA Total $635,000 $7,670,834 

Broadcasting Board of GovernorsChief Information Officers CouncilCorporation for National Community ServiceDepartment of Agriculture
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

Recreation One-Stop $25,000 E-Rulemaking International Trade Process Streamlining $1,100,000 Business Gateway Geospatial One-Stop $200,000 $200,000 Disaster Management $1,480,000 Grants.gov $675,000 E-Training E-Payroll $5,000E-Travel Integrated Acquisition Environment $205,196 E-Records Management E-Authentication $500,000 Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoC Total $205,000 $4,185,196 

E-Rulemaking $100,000 Business Gateway Geospatial One-Stop $475,000 $325,000 Disaster Management $1,480,000 SAFECOM $3,345,000 Grants.gov $225,000 $675,000 E-Payroll $28,000 $7,999,300 $Integrated Acquisition Environment $7,798,772 $15,697,264 $E-Records Management E-Authentication $2,500,000 Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB 

DoD Total $8,526,772 $32,121,564 $

Department of CommerceDepartment of Defense
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

GovBenefits.gov $300,000 $1,019,000 E-Loans $150,000 $397,000 E-Rulemaking Business Gateway Grants.gov $2,047,500 E-Training E-Travel Integrated Acquisition Environment $79,846 E-Authentication $2,500,000 Financial Management LoB Human Resources Management LoB Grants Management LoB 

Education Total $450,000 $6,043,346 

GovBenefits.gov $180,000 $491,000 E-Rulemaking $100,000 

Business Gateway SAFECOM $1,431,000 Grants.gov $150,000 E-Training E-Travel Integrated Acquisition Environment $4,792,480 E-Records Management $401,000 $100,000 E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB Case Management LoB 

DoE Total $731,000 $6,914,480 

Department of EducationDepartment of Energy
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

GovBenefits.gov $500,000 $1,019,000 E-Rulemaking $100,000 Business Gateway Consolidated Health Informatics $50,000Disaster Management $1,480,000 SAFECOM $1,431,000 Grants.gov $4,350,000 E-Travel Integrated Acquisition Environment $490,880 $1,136,338 E-Records Management E-Authentication $500,000 Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB 

HHS Total $5,390,880 $5,666,338 

GovBenefits.gov $300,000 $491,000 E-Rulemaking Business Gateway Geospatial One-Stop $100,000 $100,000 Disaster Management $11,800,000 $SAFECOM $9,500,000 $Grants.gov $675,000 E-Training E-Payroll $5,000E-Travel Integrated Acquisition Environment $26,615 E-Records Management E-Authentication Financial Management LoB Human Resources Management LoB Case Management LoB 

DHS Total $405,000 $22,592,615 $

Department of Homeland SecurityDepartment of Health and Human Services
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

GovBenefits.gov $500,000 $1,019,000 E-Loans $397,000 E-Rulemaking $100,000 Business Gateway Grants.gov $2,000,000 $47,500 E-Training E-Travel Integrated Acquisition Environment $66,968 E-Records Management E-Authentication $300,000 Financial Management LoB Grants Management LoB 

HUD Total $2,500,000 $1,930,468 

E-Rulemaking Business Gateway Disaster Management SAFECOM Grants.gov $455,000 $910,000 E-Training E-Payroll $5,000E-Travel Integrated Acquisition Environment $734,068 E-Records Management E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB Case Management LoB 

DoJ Total $460,000 $1,644,068 

Department of Housing and Urban DevelopmentDepartment of Justice
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

GovBenefits.gov $600,000 $2,000,000 E-Rulemaking $50,000 $135,000 Business Gateway Grants.gov $455,000 $910,000 E-Training E-Travel Integrated Acquisition Environment $240,397 E-Records Management E-Authentication $2,000,000 Financial Management LoB Human Resources Management LoB Grants Management LoB Case Management LoB 

DoL Total $1,105,000 $5,285,397 

GovBenefits.gov $180,000 $755,000 E-Rulemaking 

Business Gateway Grants.gov E-Travel Integrated Acquisition Environment $364,888 E-Records Management E-Authentication $2,000,000 Financial Management LoB Human Resources Management LoB Grants Management LoB 

State Total $180,000 $3,119,888 

Department of StateDepartment of Labor
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

Recreation One-Stop $200,000 $200,000 E-Rulemaking Business Gateway Geospatial One-Stop $1,500,000 $245,000 Disaster Management SAFECOM Grants.gov E-Training E-Payroll $3,840,000 $E-Travel Integrated Acquisition Environment $371,756 E-Records Management E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoI Total $1,700,000 $4,656,756 $

IRS Free File $356,000 E-Rulemaking $100,000 Expanding Electronic Tax Products for Businesses $18,000,000 $14,528,034 Business Gateway Grants.gov E-Training E-Payroll $31,000E-Travel Integrated Acquisition Environment $557,205 E-Records Management E-Authentication $3,200,000 Financial Management LoB Human Resources Management LoB Grants Management LoB 

Treasury Total $18,031,000 $18,741,239 

Department of the InteriorDepartment of the Treasury
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

Recreation One-Stop E-Rulemaking $5,100,000 Business Gateway Geospatial One-Stop $690,000 $200,000 Disaster Management $1,015,576Grants.gov $30,850 $2,016,650 E-Training $250,000 E-Travel Integrated Acquisition Environment $418,119 E-Records Management E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

DoT Total $970,850 $8,750,345 

GovBenefits.gov $500,000 $1,019,000 E-Loans $397,000 

E-Rulemaking Business Gateway Grants.gov E-Training E-Travel Integrated Acquisition Environment $1,510,206 E-Records Management E-Authentication $1,700,000 Financial Management LoB Human Resources Management LoB Grants Management LoB Federal Health Architecture LoB 

VA Total $500,000 $4,626,206 

Department of TransportationDepartment of Veterans Affairs
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

E-Rulemaking $120,000 $100,000 Business Gateway Geospatial One-Stop $160,000 $160,000 Disaster Management $1,480,000 Grants.gov E-Training E-Travel Integrated Acquisition Environment $190,600 E-Records Management E-Authentication $2,300,000 Financial Management LoB Human Resources Management LoB Grants Management LoB 

EPA Total $280,000 $4,230,600 

Integrated Acquisition Environment $4,293

EEOC Total $0 $4,293 

E-Payroll $98,000

FERC Total $98,000 $0 

USA Services $5,729,000 E-Rulemaking 

Federal Asset Sales $1,321,980 $4,402,000 Business Gateway $300,000 Grants.gov E-Training $227,000 E-Payroll $1,094,000 E-Travel $2,400,000 $13,500,000 $Integrated Acquisition Environment $24,452,355 $36,993,772 $E-Records Management E-Authentication $1,650,000 $2,800,000 Financial Management LoB Human Resources Management LoB 

GSA Total $30,051,335 $64,818,772 $

Grants.gov Grants Management LoB 

IMLS Total $0 $0 

Institute of Museum and Library ServicesEnvironmental Protection AgencyGeneral Services AdministrationEqual Employment Opportunity CommissionFederal Energy Regulatory Commission
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

E-Rulemaking Business Gateway Geospatial One-Stop $200,000 Grants.gov E-Training E-Payroll $5,000E-Travel Integrated Acquisition Environment $2,729,361 E-Records Management E-Authentication $500,000 Financial Management LoB Human Resources Management LoB 

NASA Total $5,000 $3,429,361 

E-Rulemaking $360,000 $100,000 Grants.gov Integrated Acquisition Environment $4,293E-Records Management $312,000 $905,000 

NARA Total $672,000 $1,009,293 

Grants.gov 

NEA Total $0 $0 

Grants.gov Grants Management LoB 

NEH Total $0 $0 

E-Rulemaking Business Gateway Grants.gov $1,820,000 E-Payroll $3,000E-Travel Integrated Acquisition Environment $15,454 E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

NSF Total $1,823,000 $15,454 

E-Rulemaking $100,000Integrated Acquisition Environment $6,868 Financial Management LoB 

NRC Total $0 $106,868 

National Endowment for the HumanitiesNational Science FoundationNational Archives and Records AdministrationNational Endowment for the ArtsNational Aeronautics and Space AdministrationNuclear Regulatory Commission
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

Recreation One-Stop $150,000 $1,000,000 GovBenefits.gov $800,000USA Services $100,000E-Rulemaking $200,000Business Gateway $1,600,000Disaster Management $200,000E-Training $200,000 $200,000E-Payroll $3,000 $510,000Integrated Acquisition Environment $2,576E-Authentication $2,000,000Grants Management LoB 

OMB Total $3,653,000 $3,312,576 

E-Rulemaking 

Business Gateway E-Training $2,256,721 $2,500,000 Recruitment One-Stop $1,200,000 $9,200,000 EHRI $3,200,000 $24,000,000 E-Clearance $5,200,000 $6,960,000 E-Payroll $727,000 $2,483,999 E-Travel Integrated Acquisition Environment $24,040 E-Authentication Financial Management LoB Human Resources Management LoB 

OPM Total $12,583,721 $45,168,039 $

Integrated Acquisition Environment $2,576

Peace Total $0 $2,576 

Integrated Acquisition Environment $3,920,000 $4,250,000 

PEC Total $3,920,000 $4,250,000 

Integrated Acquisition Environment $2,576

SEC Total $0 $2,576 

Office of Management and BudgetPeace CorpsProcurement Executives CouncilOffice of Personnel ManagementSecurities and Exchange Commission
Attachment I

FY02 through FY05 Agency Funding for E-Gov and LoB Initiatives

Agency Initiative

FY02 Agency 

Contributions 

(Includes In-Kind)

FY03 Agency 

Contributions 

(Includes In-Kind)

FY0

Con

(Includ

E-Loans $397,000 E-Rulemaking Business Gateway $250,000 Grants.gov E-Training E-Travel Integrated Acquisition Environment $6,010 E-Authentication Financial Management LoB 

SBA Total $0 $653,010 

Recreation One-Stop $25,000 

Smithsonian Total $0 $25,000 

GovBenefits.gov $500,000 $1,019,000 E-Rulemaking Business Gateway E-Vital $4,336,000 $7,675,000 Grants.gov E-Payroll $45,000E-Travel Integrated Acquisition Environment $95,300 E-Records Management E-Authentication $3,000,000 Financial Management LoB Human Resources Management LoB 

SSA Total $4,881,000 $11,789,300 

Grants.gov 

E-Training E-Travel Integrated Acquisition Environment $65,251 E-Authentication Financial Management LoB Human Resources Management LoB Grants Management LoB 

USAID Total $0 $65,251 

Recreation One-Stop $25,000 $50,000 Geospatial One-Stop $100,000 

USACE Total $25,000 $150,000 

Grand Total $99,782,558 $272,988,577 $2

Small Business AdministrationU.S. Army Corps of EngineersSmithsonianU.S. Agency for International DevelopmentSocial Security Administration
Attachment J

E-Gov Initiatives and Lines of Business Funding Development Status Risk Management Plan

As Requested by Division D, Section 737 of the Consolidated Appropriations Act of 2008

Initiative Development Status* Risk Management Plan?

GovBenefits.gov Operations & Maintenance Yes

IRS Free File Operations & Maintenance (The Free File project risk is monitored as 

the IRS Filing Season Readiness proc

Recreation One-Stop Operations & Maintenance Yes

USA Services Operations & Maintenance YesDisaster Assistance Improvement Plan Mixed Life Cycle (New Initiative - Under Developmen

Business Gateway Mixed Life Cycle Yes

Consolidated Health Informatics Complete (project is absorbed 

into FHA LoB)

(not applicable)

E-Rulemaking Mixed Life Cycle Yes

Expanding Electronic Tax Products For Businesses

Complete (project is absorbed 

into larger agency program)

(Expanding Electronic Tax Products 

Businesses project risk is monitored as 

the IRS Filing Season Readiness proc

Federal Asset Sales Operations & Maintenance YesInternational Trade Process Streamlining Operations & Maintenance Yes

Disaster Management Operations & Maintenance Yes

E-Vital Mixed Life Cycle YesGeospatial One-Stop Operations & Maintenance Yes

Grants.gov Mixed Life Cycle Yes

SAFECOM ** **E-Clearance Operations & Maintenance YesEHRI Mixed Life Cycle YesE-Payroll Mixed Life Cycle Yes

E-Records Management Mixed Life Cycle Yes

E-Training Planning (included as part of HR LoB risk manag

plan)

E-Gov Travel Operations & Maintenance YesIntegrated Acquisition Environment Mixed Life Cycle Yes

Recruitment One-Stop (USAJobs) Operations & Maintenance Yes

E-Authentication Mixed Life Cycle YesBudget Formulation and Execution LoB Mixed Life Cycle Yes

Case Management LoB Operations & Maintenance Yes

NOTE: This is the LCMS Risk Manageme

Federal Health Architecture LoB Mixed Life Cycle yFinancial Management LoB Operations & Maintenance Yes

Geospatial LoB Mixed Life Cycle Yes

Grants Management LoB Mixed Life Cycle Yes

Human Resources LoB Mixed Life Cycle YesInformation Systems Security LoB Mixed Life Cycle Yes

IT Infrastructure LoB Operations & Maintenance Yes

Notes:*As reported by agency managing partner**Initiative has not yet reported
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

All initiatives are required by OMB Circular A-11 to have risk management plans; this status is indicated in 

Attachment J – "Initiative Development Status & Risk Plan - Per Initiatives". All initiatives are required to 

perform risk assessment at the initial concept, including the risk elements listed below and demonstrate 

active management of the risk throughout the life-cycle of the investment. 

The following common areas of risk are found in OMB Circular A – 11 Supplement to Part 7—Capital 

Programming Guide: 

• Technology—Lack of expertise, software and hardware maturity or immaturity, installation 

requirements, customization, O&M requirements, component delivery schedule/availability, 

uncertain and changing requirements, design errors and/or omissions, technical obsolescence. 

• Project Schedule and Resources—Scope creep, requirement changes, insufficient or unavailable 

resources, overly optimistic task durations, and unnecessary activities within the schedule, critical 

deliverables or reviews not planned into the schedule. 

• Business—Poorly written contracts, market or industry changes, new competitive products 

become available, creating a monopoly for future procurements. 

• Organizational and Change Management—Business process reengineering acceptance by users 

and management, time and commitment managers will need to spend overseeing the change, 

lack of participation by business owners in the reengineering process, necessary change in 

manuals and handbooks, personnel management issues, labor unions, and ability of the 

organization to change. 

• Strategic—Project does not tie to the Department's mission or strategic goals, project is not part 

of the Department's IT Capital Planning and Investment Control (CPIC) process. 

• Security—Project does not conform to the requirements of OMB Circular A–130 Management of 

Federal Information Resources (November 28, 2000). 

• Privacy—Project does not conform to the requirements of OMB Circular A–130. 

• Data—Data standards are not defined, data acquisition and/or conversion costs are unknown. 

• Integration Risks 

• Project Team Risks 

• Requirements Risks 

• Cost Risks 

• Project Management Risks 

For each initiative we have included the categories or areas of risk identified as important to each of the 

E-Gov Initiatives. For details of these risks and mitigations please contact the initiative directly. Initiative 

contact information can be located on www.egov.gov. 

GovBenefits.gov

Categories or Areas of Risk: 

• Schedule 

• Initial Cost 

• Life Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

Page 1 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Dependencies and Interoperability Between this System and Others 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly for Future Procurements 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Information 

• Technology 

• Strategic 

• Security 

• Privacy 

• Investment Resources 

• Acquisition and Procurement Risk 

• Contract Management Risk 

• Legal or Regulatory Environment 

• Changing Priorities 

• Force of Nature 

IRS Free File – (Not Applicable – The Free File project risk is monitored as part of the IRS Filing Season 

Readiness process) 

Recreation One-Stop

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between This and Other Investments 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly For Future Procurements 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

Page 2 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Privacy 

• Project Resources 

USA Services

Top Risks: 

• Agencies and other key stakeholders do not understand benefits of working with USA Services 

infrastructure. 

• Different levels of privacy requirements and needs, and agencies capabilities to handle citizen 

inquiries 

• Legal, institutional, personnel and cultural barriers within federal government may prevent 

successful implementation throughout agencies 

• Unable to continue to obtain funding for additional development and operation 

• Ability to gather, agree and prioritize cross-agency requirements. 

• Degree of technology integration required across participating agencies is more difficult than 

predicted 

• No common technology solution can meet the widely varying business needs of the multiple 

agencies 

• Changes in federal/legislative mandates may require change in business objectives, processes, 

and functional requirements 

• Senior executive sponsorship does not understand the value of USA Services. 

Disaster Assistance Improvement Plan – (Not Applicable – Initiative is new and Risk Management 

Plan including the identified risks is still being developed) 

Business Gateway

Categories or Areas of Risk: 

• Funding/Cost 

• Schedule 

• Organizational 

• Sponsorship 

• Information Technology 

• External 

Consolidated Health Informatics – (Not Applicable – project is absorbed into Federal Health 

Architecture LoB) 

E-Rulemaking

Categories or Areas of Risk: 

• Development Team 

• User Attributes 

• Project Attributes 

• Business Problem Attributes 

• Project Size 

Page 3 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

Expanding Electronic Tax Products For Businesses – (Not Applicable – project is absorbed into 

larger agency program)

Federal Asset Sales

Categories or Areas of Risk: 

• Schedule 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Surety (Asset Protection) Considerations 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Data/Info 

• Strategic 

• Security 

• Privacy 

International Trade Process Streamlining

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between This and Other Investments 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly For Future Procurements 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

Page 4 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

Disaster Management

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between This 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly For Future Procure 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

E-Vital

Categories or Areas of Risk: 

• Schedule 

• Initial Cost 

• Life Cycle Cost 

• Technical Obsolescence 

• Feasibility 

• System Reliability 

• Dependencies 

• Interoperability 

• Asset Protection Consideration 

• Monopoly creation for future procurements 

• Agency Project Management Capability 

• Project Team Skill Set 

• Project Team Staff Turnover 

• System Development Methodology and Implementation Strategy 

• Overall Risk of Project Failure 

• Requirements Stability 

Page 5 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Design Complexity 

• Project scope/size 

• Organizational impact 

• Change Management 

• Business Process 

• Data/Information 

• Technology 

• Security – General 

• Information Confidentiality 

• Information Availability 

• Information Reliability 

• Privacy 

• Project Resources 

Geospatial One-Stop

Categories or Areas of Risk: 

• Dependencies and interoperability between this investment and others 

• Schedule and Cost 

• Initial Costs 

• Life-Cycle costs 

• Technical obsolescence 

• Feasibility 

• Reliability of systems 

• Surety (asset protection) considerations 

• Risk of creating a monopoly for future procurements 

• Capability of Agency to manage the investment 

• Overall risk of project failure 

• Organizational and Change Risks 

• Business Risks 

• Data/Info Risks 

• Technology Risks 

• Strategic Risks 

• Security Risks 

• Privacy 

• Project Resources 

Grants.gov

Categories or Areas of Risk: 

• Schedule 

• Initial Cost 

Page 6 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between this System and Others 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly for Future Procurements 

• Capability of Agency to Manage the Investment 

• Overall Risk of Project Failure 

• Organizational and Change Management 

• Business 

• Data/Information 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

SAFECOM – (initiative has not yet reported) 

E-Clearance

Categories or Areas of Risk: 

• Strategic 

• Technical 

• Operational 

• Security 

• Project Management 

• Financial 

EHRI

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between This 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly For Future Procure 

Page 7 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

E-Payroll

Categories or Areas of Risk: 

• Organization and Change Management/Governance 

• Organization and Change Management/Consolidation Standardization 

• Strategic/Consolidation 

• Strategic/Governance 

• Strategic, Business/Governance 

• Strategic, Business/Consolidation 

• Business/Governance 

• Business, Technology, Strategic/ Enterprise Architecture 

• Organizational and Change Management, Business, Technology, Strategy/Standardization, 

Governance 

• Business, Technology/Consolidation, Enterprise Architecture 

• Organizational and Change Management, Business, Technology, Data/Information/Governance, 

Consolidation 

• Organizational and Change Management, Data/Info, Strategic /Enterprise Architecture 

E-Records Management

Top Risks: 

• Need to monitor NH planning effort for the Records Management Service Component (RMSC). 

• May be delayed or terminated. Work effort for Proof-of-Concept and Lessons Learned Analysis 

remains open but is on hold. 

• Risk - Lack of promulgation of NARA Web RM guidance does not allow TC #6 to proceed as 

scheduled; results in missing related OMB milestones. 

E-Training - (Included in HR LoB Risk Management Plan) 

E-Gov Travel

 

Categories or Areas of Risk: 

• Schedule 

Page 8 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Initial Costs 

• Life-cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and interoperability between this investment and others 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly for Future Procurements 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

Integrated Acquisition Environment

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between This and Other Investments 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly For Future Procurements 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

Page 9 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

Recruitment One-Stop (USAJobs)

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Feasibility 

• Reliability of Systems 

• Dependencies and Interoperability Between This 

• Surety (Asset Protection) Considerations 

• Risk of Creating a Monopoly For Future Procure 

• Capability of Agency to Manage the Investment 

• Overall Risk of Investment Failure 

• Organizational and Change Management 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

E-Authentication

Categories or Areas of Risk: 

• Schedule 

• Costs (both initial and life cycle) 

• Technical obsolescence 

• Feasibility 

• Reliability of systems 

• Dependencies and interoperability between the project and others 

• Surety (asset protection) considerations 

• Risk of creating a monopoly for future procurements 

• Capability of agency to manage the project 

• Overall risk of project failure 

• Organizational and change management 

• Business 

• Data/info 

• Technology 

• Strategic 

Page 10 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Security 

• Privacy 

• Project resources 

Budget Formulation and Execution LoB

Categories or Areas of Risk: 

• Variability 

• Dynamic Nature 

• Contractual Restrictions 

• Redundancy 

• Flexibility 

• Security approval 

• Funding 

• Cost 

• Adoption of standards 

• Account structures 

• Technology 

• Data Ownership 

Case Management LoB

Top Risk: 

• Personnel shortfalls 

• Unrealistic schedules and budgets 

• Developing to functional requirements but not meeting the user expectations 

• Developing to user interface requirements but not meeting the user expectations 

• Gold plating (i.e., providing state-of-the-art functions regardless of user need or implementation 

feasibility) 

• Continuous stream of requirements changes 

• Shortfalls in externally furnished components 

• Shortfalls in externally performed tasks 

• Real-time performance shortfalls 

• Straining computer facilities 

Federal Health Architecture LoB

Categories or Areas of Risk: 

• Technical and performance risks (Tech) 

• Project-management risks (PM) 

• Organizational risks (ORG) 

• External risks (Ext) 

Page 11 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

Financial Management LoB

Categories or Areas of Risk: 

• Organizational and change management 

• Organizational -Leadership engagement 

• Initial costs 

• Capacity to manage the investment 

• Security 

• Privacy 

• Feasibility 

• Reliability of system 

• Overall risk of investment failure 

• Data/Info 

• Technology 

• Strategic 

• Business 

• Schedule 

• Life-cycle costs 

• Technical Obsolescence 

• Dependencies & Interoperability 

• Project Resources 

Geospatial LoB

Categories or Areas of Risk: 

• Operations 

• Compliance 

• Strategic 

• Reporting 

Grants Management LoB

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-Cycle Costs 

• Technical Obsolescence 

• Dependencies and Interoperability Between This 

• Reliability of Systems 

• Surety (Asset Protection) Considerations 

• Capability of Agency to Manage the Investment 

Page 12 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Overall Risk of Investment Failure 

• Business 

• Data/Info 

• Technology 

• Security 

• Privacy 

• Project Resources 

• Feasibility 

• Risk of Creating a Monopoly For Future Procure 

• Organizational and Change Management 

• Strategic 

Human Resources LoB

Categories or Areas of Risk: 

• Organizational/Change Management 

• Overall risk of investment failure 

• Risk of creating a monopoly for future procurements 

• Schedule 

• Security 

• Technology Obsolescence 

• Capability of agency to manage the investment 

• Feasibility 

• Reliability of systems 

• Technology 

• Business 

• Initial Costs 

• Life-Cycle Costs 

• Strategic 

• Surety (asset protection) considerations 

• Dependencies and Interoperability Between this and Other Investments 

• Data/Information 

• Privacy 

• Project Resources 

Information Systems Security LoB

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-cycle Costs 

• Technical obsolescence 

Page 13 
Attachment K 

E-Gov Initiative Risks 

as reported by Initiative Program Managers in 

Risk Management Plans and/or OMB Exhibit 300 Submissions 

• Feasibility 

• Reliability of systems 

• Dependencies/interoperability 

• Surety Considerations 

• Future Procurements 

• Project Management 

• Overall project failure 

• Org/Change Mgmt 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

IT Infrastructure LoB

Categories or Areas of Risk: 

• Schedule 

• Initial Costs 

• Life-cycle Costs 

• Technical obsolescence 

• Feasibility 

• Reliability of systems 

• Dependencies/ interoperability 

• Surety Considerations 

• Future Procurements 

• Project Management 

• Overall project failure 

• Org/Change Mgmt. 

• Business 

• Data/Info 

• Technology 

• Strategic 

• Security 

• Privacy 

• Project Resources 

• COI 

• IT Workforce 

• Accuracy of Data 

Page 14 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Recreation One-Stop (DOI) www.recreation.gov 

Reduce amount of time citizens expend searching for information about recreation sites and reservations. Eliminate task duplication across government agencies, which will decrease operational costs, while improving customer service and increasing use at underutilized facilities. 

 Q4 FY02 - Recreation.gov officially launched on 

National Public Lands Day 

 Q1 FY07 - Initial release consolidated recreation 

reservation system. 

 Q1 FY07 - Integrated all USDA systems with the 

launch of Recreation.gov. 

 Q2 FY07 - Launched Recreation Information Data 

Base (RIDB) version 2.0 

 Q2 FY07 - Implemented new National Recreation 

Reservation Service (NRRS) [Phase I - release of consolidated recreation reservation system frontend] 

 Q FY08 - Implemented new NRRS (USDA, USACE, 

DOI) – [Phase II – consolidated] 

Additional enhancemportal will be determifeedback and partner initiative will continue by USDA, DOI, and U

GovBenefits.gov Reduce the amount of time citizens 

spend trying to identify and access relevant information about government benefit programs that match their specific needs. Reduce the number of incorrect benefits submittals from citizens. 

 Q3 FY02 - GovBenefits.gov officially launched  Q1 FY04 - Acquired and published benefit 

information from all 50 states 

 Q3 FY04 - Establish cross-governmental standards 

working group and governance structure 

 Q4 FY04 - GovBenefits launch of GovLoans.gov

gateway and Spanish language version 

 Q3 FY06 - Launched portal architecture and 

deployed online Content Management System, enabling partners to maintain their own content 

As of Q3 FY07, GovBenefits.gov served more than 25 million visitors and referred more than 6 million to agency points of contact. 

 Q2 FY08 - "SSA Be

GovBenefits.gov via Connection 

Completion dates for being determined: 

 Go-live with 

(additional) 

Additional enhancemGovBenefits system winitiative in conjunctioon the GovBenefits.g

(DOL) www.govbenefits.gov GovLoans.gov (ED) www.govloans.gov 

Provide citizens with quick and easy access to Federal loan program information on the web. Provide agencies and lenders with quicker and easier access to risk mitigation data. 

 Q4 FY03 - Release of E-Loans Gateway  Q3 FY04 - Release of GovLoans.gov gateway 

 Q4 FY04 - Established agreement between 

GovBenefits.gov and E-Loans to create the GovLoans Gateway as a part of the GovBenefits.gov site 

 Q2 FY05 - Successfully completed E-Gov 

milestones and transitioned to the Federal Interagency Credit Council 

N/A 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

USA Services (GSA) www.usaservices.gov 1-800-FedInfo (333-4636) Publications Center in Pueblo, CO 

Improve customer service to citizens across the Federal government. Reduce costs in labor, information technology, and citizen service contact centers by providing best value and practices to Federal agencies in citizen customer service. 

 Q4 FY03 - Launched USA Services  Q4 FY04 - FirstContact - Established and awarded 

a contract vehicle for agency contact center services 

 Q4 FY04 - Established 20 Working agreements 

with Federal agency partners and set up nine Tier 1 telephone and email inquiry customers 

 Q4 FY05 - Hurricane Recovery Support - Awarded 

two FirstContact task orders for FEMA National Processing Service Center to assist with registering victims of hurricanes Katrina, Wilma, and Rita 

 Q2 FY08 - Issue a s

FirstContact2 renewcontact center servincrease the numbe

Additional goals and and maintenance of tdetermined collaboraagencies, and initiativService Levels Intera

IRS Free File (Treasury) http://www.irs.gov/efile/article/0,,id=118986,00.html 

Reduce burden and costs to taxpayers. 

 Q1 FY03 - Initial deployment of industry 

partnership free e-filing solution for 2003 season 

 Q1 FY06 - Executed new five year Agreement 

with the Free File Alliance to provide free e-filing solutions to 70% of U.S. individual income tax return population 

 Q1 FY07 - Negotiated removal of ancillary 

products from the Free File program 

 Q2 FY07 - Launched a Spanish Free File website 

IRS Free File continuexternal feedback recFree File Alliance web Free File volumes. IRwork with the Free FiFree File agreements

Disaster Assistance Improvement Plan(DHS) 

Provide citizens with a single source to obtain disaster assistance information on Federal, State, Tribal, local and private non-profit programs. Provide citizens with a single application process for applying for Federal disaster assistance Provide a single source for exchanging applicant and other Federal disaster assistance information 

 Q1 FY08 - In conjunction with GovBenefits, 

established the Disaster Assistance Improvement Program’s Program Management Office 

 Q1 FY08 - Established DAIP Development 

Contract to begin requirements collection, analysis, engineering and development 

As the initiative is in tcompletion have not future the initiative do Enhance GovBenef

disaster assistance information on avaTribal, local, and prassistance program

 Enhance FEMA’s In

Application to suppfor any eligible Fedprograms 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

E-Rulemaking (EPA) www.regulations.gov 

Enhance public access and participation in the regulatory process through electronic systems. Reduce burden for citizens and businesses in finding relevant regulations and commenting on proposed rulemaking actions. Consolidate redundant docket systems. Improve agency regulatory processes and more timely regulatory decisions. 

 Q2 FY03 - Regulations.gov launched  Q1 FY06 - Federal Docket Management System 

(FDMS) launched 

 Q4 FY07 - 23 of 26 scorecard agencies have fully 

implemented FDMS. These agencies represent over 82% the total federal rulemaking output. 

 Q1 FY08- Scheduled launch of Regulations.gov 

with integrated search engine technology 

 Q2 FY08 - All Score

implementations to complete implemenrepresents the two 9-4] 

Additional milestones collaboratively by the Committee. 

Expanding Electronic Tax Products for Businesses (Treasury) www.irs.gov 

Reduce burden for tax forms filed by businesses. Reduce total processing time required for processing of accurate tax information. 

 Q2 FY03 - Release form 94x, Employment tax 

form building in XML format to make business returns easier to file electronically 

 Q4 FY05 - Release form 1120, Corporate Income 

Tax 

EETPB, continues to wprogram. The initiatilarger IRS program to process. 

Federal Asset Sales (GSA) www.firstgov.gov 

Provide substantial benefit to the Federal government through maximizing net proceeds from asset sales, reducing selling expenses, and improving Utilization and Donation processes. Reduce the expense and difficulty of doing business with the government. 

 Q4 FY05 - Initial Federal Assets Sales website 

launched under FirstGov.gov 

 Q1 FY07 - GovSales.gov version 2 launched  Q1 FY07 - Launched 2 of initial 4 personal 

property sales centers (GSA and USDA) 

 Q1 FY07 - Real property joined personal property 

on GovSales.gov 

 Q1 FY07 - Personal property and real property 

workgroups identified, defined, standardized and started reporting key quarterly reporting measures 

 Q3 FY07 - Launched 3rd of initial 4 personal 

property sales centers (Treasury) 

 Q4 FY07 - Launched 4th of initial 4 personal 

property sales centers (DOJ) 

 Q2 FY08 - Report m

property sales centagencies/sales cent

 Q4 FY08 - Launch a

sales centers 

Agencies are migratinsales centers on a schwas determined by agthe addition of sales cagency waiver requesAdditional milestones collaboratively by the Committee (16 Originstakeholder groups inProperty Council and Executive Council. 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

International Trade Process Streamlining (DOC) www.export.gov www.export.gov/china 

Create a seamless environment for exporters to research markets, gather trade leads, and conduct a majority of their export transactions online. Provide more timely and accurate export information. Reduce the amount of time spent by U.S. exporters for collecting information and filling out forms. Continue to expand forms available in One Stop, One Form. 

 Q1 FY03 - Launched Export.gov (consolidated 

content from USATrade.gov, tradenet.gov, BuyUSA.gov) 

 Q1 FY03 - Launch of initial One Stop One Form  Q2 FY04 - Expanded One Stop One form including 

Ex-Im Bank electronic claims form 

 Q2 FY06 - Launched Export.gov with cross-agency 

content management technology 

The initiative is manaAdministration, U.S. DInitiative and website based on user feedbatesting. 

Business Gateway (SBA) www.business.gov 

Consolidate redundant investments in e-forms systems. Increase Federal agencies’ GPEA compliance. Reduce amount of redundant data and forms submitted to the Federal government. Reduce burden on small businesses. 

 Q3 FY04 - Business.gov and Forms.gov launched 

 Q1 FY06 - Business.gov and Forms.gov website 

refresh 

 Q3 FY06 - Launched initial data harmonization 

project - coal mining vertical 

Additional milestones collaboratively by the Board made up of 22 

Consolidated Health Informatics (HHS) 

Enable agencies to improve patient safety, which will reduce error rates, lower administrative costs, and strengthen national public health and disaster preparedness. 

 Q3 FY04 - Release final set of health informatics 

standards. 

The last meeting of CHI occurred in October of 2006. This initiative has been absorbed by the Federal Health Architecture LoB. All CHI work product is now managed by FHA LoB. 

N/A 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Geospatial One-Stop (DOI) www.geodata.gov www.geo-one-stop.gov 

Reduce burden on public entities by creating consistency, compatibility, and easy access to geospatial data. Stimulate vendor development of geospatial tools and reduce technology risk for geospatial data users. Reduce total processing time to gain access to geospatial data which will improve decision making and the delivery of government services. Provide shared access to spatial data and resources. 

 Q4 FY03 - Deployed Geodata.gov portal The initiative is mana

the Interior in coordinGeographic Data Comwill continue operatioto, the Geospatial Ongovernment organizaexisting geospatial dasharing costs of new 

Disaster Management (DHS) www.disasterhelp.gov 

Save lives and reduce property loss. Provides Federal, State, and local emergency managers better online access to disaster managementrelated information, planning and response tools. 

 Q1 FY03 - Launched of DisasterHelp.gov portal 

 Q2 FY05 - Disaster Management Interoperability 

Services (DMIS) available to emergency response community 

 Q1 FY06 - All agencies deploy the DMIS toolset 

with each of its emergency operations centers (EOCs) 

Daily operational manManagement has tranfor Science and TechnEmergency ManagemFEMA is currently devgoals for the initiativeon the data standards management via the Consortium (EIC). 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

SAFECOM (DHS) www.safecomprogram.gov 

Reduce the unnecessary loss of life and property during emergency incidents by facilitating public safety communications and interoperability. Reduce costs to local, tribal, State and Federal public safety agencies through coordinating standards for communications equipment. Reduce costs to local, tribal, State and Federal public safety agencies through coordinated planning and guidance. 

 Q2 FY03 - Developed common grant guidance 

across multiple federal grant programs 

 Q3 FY04 - Deliver Statement of Requirements 

(SoR) 

 Q1 FY07 - Delivery of National Interoperability 

Baseline Survey 

 Q1 FY08 - Assist states in developing and 

submitting statewide interoperability plans 

 Q2 FY08 - Develop

Guide for the Public Framework (PSAF) 

Completion dates for being determined:  Complete Final Bas

Additional goals and and will be determine

E-Vital (HHS) 

Reduce administrative, program, and customer costs associated with vital records. Enhance the ability of State and Federal agencies to provide quality customer service by improving the accuracy and speed of access to vital records data. Reduce frequency and amount of benefits fraud and erroneous payments as a result of untimely and inaccurate vital records. 

 Q3 FY04 - Complete deployment of Electronic 

Death Registration (EDR) systems in initial set of states (NH, MT, SD) 

 Q4 FY04 through Q3 FY06 - Additional 

deployments of EDR systems (MN, NYC, DC) 

 Q1 FY09 - Develop 

certificate standard

Completion date for tyet been determined deployment schedule

 Remaining s

(Currently, 1territories hasystems) 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Grants.gov (HHS) www.grants.gov 

Minimize the burden of finding and applying for grants. Minimize time spent looking up procedures and filling out redundant information, while maximizing time on actual grantrelated work. Facilitate the review process and enable agencies to make awards more efficiently. Avoid the cost of building and maintaining redundant agency grant systems. 

 Q4 FY03 - Launched Grants.gov

 Q2 FY05 - Enhanced Grants.gov “Find and Apply” 

mechanism by deploying Applicant system-tosystem functionality 

 Q2 FY07 - All agency discretionary grant 

applications posted to Grants.gov 

The initiative is manaHealth and Human Secross-agency Grants initiative will work witcontinue to post all dto Grants.gov. Also, meet with the grants necessary functionalit

E-Training (OPM) www.golearn.gov 

Avoid/decrease costs of tuition fee, travel expenses, and software license fees. Compress learning times through use of online coursework versus instructor-led courses. 

 Q4 FY02 - Launched Module 1 - initial rollout of 

the GoLearn.gov site 

 Q2 FY03 - Launched Module 2 - additional free 

courses and approximately 2,500 fee-for-service courses 

 Q4 FY03 - Launched Module 3 - established the 

Competency Management Center. In addition, Module 3 enhanced the user registration process and added e-Mentoring to GoLearn.gov. 

 Q4 FY04 - Launched Module 4 - additional 

competency and skill assessment tools for HR, Acquisition, and Financial Management, as well as additional learning services organized around an initial Communities of Practice tool set 

 Q1 FY05 - Enhanced the GoLearn.gov site with an 

improved user interface and easier site navigation 

 Q4 FY05 - Launched USALearning.gov on 3rd year 

Anniversary of the original launch 

 Q4 FY10 - All agen

enterprise wide Leaand redundant lega

Future milestones and collaboratively by the Council (CHCOC) LeaSubcommittee, which advisory body for this 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Recruitment One-Stop Increase public satisfaction with (OPM) the Federal hiring process. www.usajobs.gov 

Expedite agencies' identification of qualified candidates. Improve quality of new hires. 

 Q3 FY02 - Implement improved appearance and 

usability that mirrors popular private sector internet recruiting sites 

 Q2 FY03 - Added new functionality for applicant 

status query, applicant database mining, intake of paper resumes/applications, and capability to link to Federal agency’s assessment tools (basic capability implemented) 

 Q3 FY03 - Integration with agency assessment 

tools (basic capability implemented) 

 Q4 FY03 - Launched USAJobs.gov website 

 Q4 FY03 - Implement applicant database mining; 

fully integrate agency assessment tools; track applicant status 

 Q3 FY04 - Agencies scheduled to shutdown job 

search engines/resume builders and committed to use of USAJOBS as appropriate 

 Q4FY09 - Fully inte

with USAJobs.gov 

Future milestones ancollaboratively by the agencies. 

Enterprise HR Integration (OPM) www.opm.gov/egov 

Reduce dependencies on paperbased processes. Provide single source of official employee information. Provide single set of analytical tools supporting workforce analysis, forecasting, and strategic management of human capital. 

 Q2 FY04 - Deploy EHRI Repository to support 

Central Personnel Data File (CPDF) replacement, E-Payroll and E-Clearance 

 Q2 FY04 - Phase 2 Rollout (extend data model; 

begin load of historical data) 

 Q1 FY05 - Phase 3 Rollout (extend data model; 

complete load of historical data; employee transfer capability) 

 Q1 FY13 - All Agen

(OPF) converted to 

Additional milestones redundant reporting aplanning will be deteinitiative and the HumBusiness’ governance initiative. 

E-Clearance (OPM) www.opm.gov/egov 

Reduce time to locate previous investigations which enhances the opportunities for reciprocity. Reduce data entry burden and time. 

 Q2 FY03 - The Clearance Verification System 

(CVS) was deployed to provide access for all agency authorized users to the personnel security investigation and clearance records of the government 

 Q3 FY03 - Electronic Questionnaire for 

Investigations Processing (e-QIP) automating the Questionnaire for National Security Positions, Standard Form 86 (SF-86) deployed 

OPM’s Federal InvestFISD) is coordinating milestones to increas
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

E-Payroll (OPM) www.opm.gov/egov 

Reduce modernization costs by consolidating payroll systems. Reduce cost per payroll transaction per employee 

 Q4 FY03 - Standardize payroll processes  E-Payroll Agency Migrations: 

o Q4 FY03 - DOE o Q1 FY04 - NRC, American Battle 

Monuments Commission 

o Q3 FY04 - NSF, Railroad Retirement Board o Q4 FY04 - NASA, DHS o Q2 FY05 - Federal Energy Regulatory 

Commission 

o Q3 FY05 - DOL, HHS o Q4 FY05 - DOT, DHS o Q3 FY06 - EPA o Q4 FY06 - DOJ FBI o Q4 FY07 –Broadcasting Board of Governors 

(BBG) 

 Q4 FY08 - Treasury 

(OTS) - Migrate all National Finance Ce

 Q1 FY09 - VA - Mig

to Defense Finance (DFAS) 

The Department of Smigration date. The a Payroll Provider in Qdesignate a migration Upon completion of aPayroll provider, the managed by the Hum

E-Travel (GSA) http://egov.gsa.gov 

Improve the government’s internal efficiency, administrative performance, and regulatory compliance relative to travel. Eliminate redundant and stovepipe travel management systems through a buy-once/use-many shared services approach. Minimize capital investment, operations, and maintenance costs for travel management services. Bring world-class travel management and superior customer service to the Federal travel process 

 Q4 FY03 - Compete an acquisition and award to 

end-to-end service providers (Carlson Wagonlit, EDS, and Northrop Grumman) 

 Q1 FY04 - Begin agency capture of detailed travel 

and financial information in government-wide data warehouse 

 E-Gov Travel Agency Migrations: 

o Q1 FY06 - NSF o Q2 FY06 - NARA o Q4 FY06 - DOT, DOE, DOL o Q1 FY07 - ED, GSA o Q4 FY07 - HUD o Q1 FY08 - OPM, VA 

 E-Gov Travel sched

o Q3 FY08 - To Q3 FY08 - Ho Q4 FY08 - Eo Q4 FY08 - Do Q4 FY08 - So Q4 FY08 - No Q4 FY08 - No Q1 FY09 - Uo Q2 FY09 - Do Q3 FY09 - Do Q3 FY09 - So Q4 FY09 - So Q4 FY09 - Uo Q4 FY10 - D

 Q4 FY10 - All agen

migrated to E-Gov 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Integrated Acquisition Environment (GSA) www.BPN.gov www.FedBizOpps.gov www.FedTeDS.gov www.PPIRS.gov www.wdol.gov https://fpds.gov www.epls.gov www.contractdirectory.gov 

Reduce burden for vendors. Achieve cost savings through consolidated vendor information, procurement data systems, and common processes. Reduce cycle time of procurement process. 

 Q3 FY02 - Implemented Integrated Vendor Profile 

Network (IVPN), the Single point of vendor registration 

 Q4 FY02 - Implemented consolidated eCatalog, a 

directory of contracts to simplify selection and facilitate leverage of Government buying 

 Q4 FY03 - Implemented Federal Acquisition 

Management Information System (FAMIS), a webbased Federal Management Information System integrated with legacy systems and providing realtime data 

 Q1 FY04 - Implemented update to FAMIS  Q1 FY04 - Implemented initial intra-governmental 

exchange portal 

 Q1 FY04 - Implemented On-line Representations 

and Certifications (ORCA) system 

 Q3 FY05 - Implemented Federal Technical Data 

Solution (FedTeDS) system 

 Q3 FY07 - Implemented Electronic Subcontracting 

Reporting System (eSRS) 

 Q3 FY08 - Launch C

(CCR) v4.08 

 Q4 FY08 - New Fed

launch Full Operati

 Q4 FY08 - Complet

FBO 

 Q3 FY10 - Federal 

Next Generation (F

Future milestones ancollaboratively by the the Acquisitions Comthe Federal Chief Acq

Integrated Acquisition Environment – Loans and Grants(GSA) 

Increase utilization of the Dun and Bradstreet unique identifier (DUNS) and the Central Contractor Registration (CCR) 

 Q3 FY07 - Expanded capacity of Dun and 

Bradstreet contract for reporting of grants and loans recipients in support of in support of government-wide requirements for unique identifiers 

The project is providithe DUNS contract. Wof unique identifiers fis needed by the gran
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

E-Records Management (NARA) 

Increase % of eligible data archived/preserved electronically. Provide consistency in approach to implementing E-Records Management applications. Improve ability of agencies to access/retrieve records. 

 Q4 FY02 - Issue first Electronic Records 

Management (ERM) guidance product 

 Q4 FY02 - Issue first lessons learned/best 

practices model 

 Q2 FY03 - Develop ERM requirements that 

agencies can incorporate in their system designs 

 Q3 FY03 - Deploy enterprise-wide ERM system 

guidance 

 Q4 FY03 - Issued final guidance products and 

tools 

 Q1 FY06 - Issued guidance for building an 

effective enterprise-wide ERM Governance Structure 

 Q2 FY06 - Issued of recommended practice 

guidance regarding development and implementation of an enterprise-wide ERM Proof of Concept Pilot 

 Q3 FY06 - Issued analysis of lessons learned for 

enterprise-wide ERM projects 

Future milestones ancollaboratively by the 

E-Authentication (GSA) www.cio.gov/eauthentication 

Reduce authentication system development and acquisition costs. Reduce burden of conducting secure transactions with government. Eliminate the need for Federal agencies to establish independent authentication systems. Protect privacy by ensuring that individuals can control their own personal information. 

 Q2 FY04 - Issued Credential Assessment 

Framework (CAF) 

 Q3 FY04 - Issued NIST technical guidance on 

authentication systems 

 Q3 FY07 - Security Assertion Markup Language 

(SAML) 2.0, the standard for exchanging authentication and authorization data, became available 

 Q4 FY08 - All agen

SAML 2.0 service 

 Q4 FY09 - Add a m

Service Providers 

Agencies have providfacing web systems wthrough FY12 and the continues to work witnumbers of applicatiodistinct date for ensuare e-authentication and goals will be deteE-Authentication Exec(ESC). 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Financial Management (FM) LoB (GSA) 

The FM LoB is standardizing and consolidating the government’s financial systems and financial business processes through the establishment of shared service centers (SSC). 

 Q2 FY05 - Launched 4 FM LoB Shared Service 

Centers (SSC) 

 Q2 FY07 - Published Business Process Standard 

(BPS) for Funds Control 

 Q3 FY07 - Published Business Process Standard 

(BPS) for Payments 

 Q4 FY07 - Published Common Government-wide 

Accounting Code (CGAC) standard 

 Q4 FY08 - Publish B

(BPS) for Reimburs

 Q4 FY08 - Publish B

(BPS) for Receivab

 Q4 FY08 - Define c

requirements 

While all agencies havmigrations to FM LoB scheduled through Q1 

Human Resources (HR) LoB (OPM)

The HR LoB is using governmentwide, modern, cost-effective, standardized, and interoperable HR solutions to provide common core functionality to support the strategic management of Human Capital through the establishment of SSC’s. 

 Q3 FY05 - Established 5 Federal HR LoB Shared 

Service Centers (SSC) 

 Q2 FY07 - Developed Entrance on Duty (EOD) 

Concept of Operations 

 Q3 FY07 - Developed Service Component Model 

(SCM) version 2.0 

 Q4 FY07 - Developed target requirements for 

SSCs 

 Q1 FY08 - Competed HR LoB Service Delivery and 

Shared Services Best Practices Report 

 Q1 FY08 - Completed selection of HR LoB Private 

Sector SSC's for multiple award schedule or GWAC 

While all agencies havmigrations to HR LoB scheduled through Q4 

Grants Management (GM) LoB (HHS & NSF)

The GM LoB is developing solutions to standardize and streamline the grants management process government-wide. 

 Q2 FY06 - Identified three agencies as GM 

Consortia Leads: Department of Education, National Science Foundation, and Health and Human Services - Administration for Children and Families 

 Q2 FY08 - Agencies 

migrate to, or submanalysis 

 Q2 FY08 - Partner 

Implementation Stragency’s plan for imobjectives 

Additional milestones submitted agency Imadditional milestones collaboratively by the the Managing Partne
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Case Management (CM) LoB (DOJ)

The CM LoB is using common data standards and shared architectures to easily and appropriately share case management information within and between federal and non-federal agencies. 

 Q4 FY06 - CM LOB architecture developed for two 

areas (updates ongoing): 

o Federal Investigative Case Management 

Solution (FICMS), and 

o Litigation Case Management Solution 

(LCMS) 

 Q4 FY06 - DOJ begins using CM LOB architecture 

when planning & developing case management systems 

 Q4 FY06 - Agencies begin using the CM LOB 

architecture when planning and developing their case management systems (e.g., RRB, DHS, DOL, TREAS) 

The CM LoB will contleveraging CM architethe LoB. If further acLoB management will As agencies plan and solutions, agencies wmuch as possible the developed by the CM 

Federal Health Architecture (FHA) LoB (HHS)

The FHA LoB is a collaborative effort to foster interoperability between healthcare systems across the nation. 

 Q2 FY07 - Complete development of Emergency 

Response EHR Use Case 

 Q4 FY07 - FHA Program Plan, Reporting Guide, 

Standards Education Course materials 

The FHA LoB, which sprovide a forum for Fthat they can identify standards. FHA now Health Information Te(HITSP) as national hproposed and releasemeets the intent of thmature HIT standards Federal government. As agencies plan and solutions, agencies wstandards. 

Information Systems Security (ISS) LoB (DHS)

The ISS LoB is establishing common solutions for information systems security through Shared Service Centers. 

 Q2 FY07 - Designated IT Security Awareness 

training and security reporting service providers: DOD, State/USAID, and OPM serve as Federal Information Security Management Act (FISMA) training providers; EPA and DOJ serve as FISMA reporting providers 

 Q4 FY07 - Completed an analysis of situational 

awareness and incident response tools to determine priority tools demanded by agencies 

 Q2 FY10 - all applic

FISMA reporting anprovided by the ISS 

Future milestones ancollaboratively by the Security Governance 
Attachment L 

E-Government and Lines of Business Initiatives Milestones & Goals 

milestones are denoted by a bullet point; statements/goals do not have bullet points 

Initiative/LoB Description/Objectives Completed Milestones Future M

Budget Formulation and Execution (BFE) LoB (ED)

The BFE LoB is enhancing Federal agency and central budget processes by identifying and implementing modern, interoperable, flexible, cost effective, and optimized solutions to support all phases of the formulation and execution of the Federal budget. 

 Q3 FY07 - Deployed government wide budget 

formulation shared system – Budget Formulation and Execution Manager (BFEM) which is a system managed by Treasury 

 Q3 FY07 - Developed a requirements decision 

matrix for assessing budget formulation and execution systems 

 Q3 FY07 - Established a collaboration site for 

information sharing 

 Q4 FY08 - Add mod

Measures and BudgTreasury solution. agencies. 

Future milestones ancollaboratively by the 

Geospatial LoB (DOI)

The Geospatial LoB is developing a coordinated approach to produce, maintain, and use geospatial data and services across the federal government to reduce long-term costs of geo-information delivery and access. 

 Q3 FY06 - Released Common Solutions/Technical 

Architecture document 

 Q3 FY06 - Completed government-wide collection 

of investment data to determine the Federal government’s spending on geospatial data and capabilities to support mission and program activities 

 Q4 FY07 - Collected updated geospatial 

investment data and created a report and analysis of data 

 Q2 FY08 - Develop 

results and outcom

 Q4 FY09 - Expand 

geospatial data and 

 Q4 FY09 - Define/e

steward responsibimeasures for A-16 

Additional milestones collaboratively by the coordination with the Committee (FGDC). 

IT Infrastructure (ITI) LoB (GSA)

The ITI LoB is identifying opportunities for IT infrastructure consolidation and optimization and developing government-wide common solutions to realize cost savings. 

 Q4 FY06 - Released Common Solutions Document 

describing infrastructure work in three areas: 

o Data Centers; o Networks (data & voice); and o Desktop Computer Services and Seat 

Management 

 Q2 FY07 - Awarded contract to develop price and 

performance benchmarks 

 Q4 FY07 - Established metrics for first common 

infrastructure area: End User Systems and Services 

 Q1 FY08 - Develop the cost and service level 

definitions for the two remaining common infrastructure areas: 1) Mainframes and Servers Services and Support and 2) Telecommunications Systems and Support 

 Q2 FY08 - Establish 

Infrastructure OptimReports. 

 Q3 FY08 - Establish 

Resource Library in

 Q4 FY08 - Report F

End User Systems ain FY07 

Future milestones ancollaboratively by the Committee (ESC). 
Attachment M

E-Gov Initiatives and Lines of Business Funding History

as previously reported to the House Appropriations Committee, Surveys and Investigations

$ in millions

Initiative Budgetary Resources

PY-1 & 

Earlier PY 2006 CY 2007 BY 2008

Planning: $5.235 $2.904 $2.400 $0.000

Acquisition: $6.500 $4.155 $3.000 $0.000

Subtotal Planning and Acquisition: $11.735 $7.059 $5.400 $0.000

Operations & Maintenance: $1.650 $3.121 $2.992 $4.800

TOTAL $13.385 $10.180 $8.392 $4.800

Government FTE Costs: $2.695 $0.691 $0.750 $0.800

# of FTE represented by Costs: 15 5 5 5

Planning: $1.965 $0.000 $0.000 $0.000

Acquisition: $16.635 $3.576 $2.800 $0.000

Subtotal Planning and Acquisition: $18.600 $3.576 $2.800 $0.000

Operations & Maintenance: $3.615 $7.995 $7.000 $7.700

TOTAL $22.215 $11.571 $9.800 $7.700

Government FTE Costs: $2.955 $0.700 $0.700 $0.800

# of FTE represented by Costs: Not Provided 8 8 9

Planning: $5.076 $0.419 $0.250 $0.200

Acquisition: $13.731 $3.128 $2.450 $1.790

Subtotal Planning and Acquisition: $18.807 $3.547 $2.700 $1.990

Operations & Maintenance: $19.394 $6.617 $9.256 $10.058

TOTAL $38.201 $10.164 $11.956 $12.048

Government FTE Costs: $2.100 $0.700 $1.100 $1.400

# of FTE represented by Costs: 21 8 9 11

Planning: $18.678 $3.135 $5.327 $0.270

Acquisition: $9.210 $1.622 $1.045 $1.253

Subtotal Planning and Acquisition: $27.889 $4.757 $6.372 $1.524

Operations & Maintenance: $31.096 $28.932 $26.229 $33.054

TOTAL $58.985 $33.690 $32.601 $34.577

Government FTE Costs: $4.550 $5.331 $6.223 $5.831

# of FTE represented by Costs: 0 25 29 34

Planning: $0.000 $0.000 $0.196 $0.091

Acquisition: $0.000 $0.000 $1.766 $0.815

Subtotal Planning and Acquisition: $0.000 $0.000 $1.962 $0.906

Operations & Maintenance: $0.000 $0.000 $0.000 $1.194

TOTAL $0.000 $0.000 $1.962 $2.100

Government FTE Costs: $0.000 $0.000 $0.175 $0.263

# of FTE represented by Costs: 0012

Planning: $2.000 $1.831 $2.000 $6.000

Acquisition: $5.802 $7.100 $13.175 $13.129

Subtotal Planning and Acquisition: $7.802 $8.931 $15.175 $19.129

Operations & Maintenance: $44.112 $66.556 $68.012 $119.077

TOTAL $51.914 $75.487 $83.187 $138.206

Government FTE Costs: $118.208 $246.845 $249.786 $261.656

# of FTE represented by Costs: 1,150 2,403 2,403 2,403

Planning: $0.000 $0.000 $1.394 $1.436

Acquisition: $0.000 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $0.000 $0.000 $1.394 $1.436

Operations & Maintenance: $0.000 $0.000 $0.000 $0.000

TOTAL $0.000 $0.000 $1.394 $1.436

Government FTE Costs: $0.000 $0.000 $0.000 $0.000

# of FTE represented by Costs: 0000

Planning: $0.000 $1.004 $2.830 $3.998

Acquisition: $1.449 $1.490 $11.604 $17.036

Subtotal Planning and Acquisition: $1.449 $2.494 $14.434 $21.034

Operations & Maintenance: $3.933 $4.485 $8.204 $9.275

TOTAL $5.382 $6.979 $22.638 $30.309

Government FTE Costs: $0.604 $1.859 $3.534 $4.119

# of FTE represented by Costs: 3 5 25 25

Planning: $4.785 $4.074 $4.469 $3.814

Acquisition: $0.000 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $4.785 $4.074 $4.469 $3.814

Operations & Maintenance: $0.000 $0.000 $0.000 $0.000

TOTAL $4.785 $4.074 $4.469 $3.814

Government FTE Costs: $1.000 $0.934 $0.967 $1.547

# of FTE represented by Costs: 6 6 6 10

Business Gateway

E-Rulemaking

Grants.gov

Integrated 

Acquisition 

Environment

Budget Formulation 

and Execution LoB

Financial 

Management LoB

Geospatial LoB

Grants 

Management LoB

Human Resources 

LoB

NOTE: Highlighted data is per budgetary materials sent by agencies to OMB. Other data is 

as reported by agencies in publicly available FY08 exhibit 300s unless otherwise noted.

*Data per SAFECOM BY06 exhibit 300 submitted to OMB Page 1 
Attachment M

E-Gov Initiatives and Lines of Business Funding History

as previously reported to the House Appropriations Committee, Surveys and Investigations

$ in millions

Initiative Budgetary Resources

PY-1 & 

Earlier PY 2006 CY 2007 BY 2008

Planning: $0.000 $0.000 $432.980 $396.190

Acquisition: $0.000 $0.000 $2,456.000 $2,412.000

Subtotal Planning and Acquisition: $0.000 $0.000 $2,888.980 $2,808.190

Operations & Maintenance: $0.000 $0.000 $14,517.020 $14,550.000

TOTAL $0.000 $0.000 $17,406.000 $17,358.190

Government FTE Costs: $0.000 $0.000 $3.821 $3.810

# of FTE represented by Costs: 0 0 31,842 31,750

Planning: $24.283 $8.837 $8.009 $0.000

Acquisition: $0.000 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $24.283 $8.837 $8.009 $0.000

Operations & Maintenance: $0.000 $0.000 $0.000 $7.536

TOTAL $24.283 $8.837 $8.009 $7.536

Government FTE Costs: $1.556 $1.063 $0.647 $0.804

# of FTE represented by Costs: 10 9 5 5

Planning: $0.842 $0.000 $0.000 $0.000

Acquisition: $2.714 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $3.556 $0.000 $0.000 $0.000

Operations & Maintenance: $27.203 $4.321 $4.318 $4.298

TOTAL $30.759 $4.321 $4.318 $4.298

Government FTE Costs: $1.096 $0.179 $0.182 $0.185

# of FTE represented by Costs: 4111

Planning: $0.400 $0.100 $0.000 $0.000

Acquisition: $0.000 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $0.400 $0.100 $0.000 $0.000

Operations & Maintenance: $0.200 $0.050 $0.150 $0.150

TOTAL $0.600 $0.150 $0.150 $0.150

Government FTE Costs: $0.600 $0.150 $0.150 $0.150

# of FTE represented by Costs: 4111

Planning: $0.000 $0.000 $0.000 $0.000

Acquisition: $0.000 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $0.000 $0.000 $0.000 $0.000

Operations & Maintenance: $10.089 $10.090 $10.356 $10.579

TOTAL $10.089 $10.090 $10.356 $10.579

Government FTE Costs: $1.363 $1.693 $1.905 $1.996

# of FTE represented by Costs: 15 15 15 15

Planning: $12.789 $0.000 $30.065 $26.229

Acquisition: $0.000 $1.797 $1.144 $0.000

Subtotal Planning and Acquisition: $12.789 $1.797 $31.209 $26.229

Operations & Maintenance: $0.000 $0.000 $7.093 $6.517

TOTAL $12.789 $1.797 $38.302 $32.746

Government FTE Costs: Not Provided $0.619 $12.257 $12.505

# of FTE represented by Costs: 20 3 142 145

Planning: $0.290 $0.000 $0.000 $0.000

Acquisition: $1.895 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $2.185 $0.000 $0.000 $0.000

Operations & Maintenance: $0.900 $0.520 $0.520 $0.520

TOTAL $3.085 $0.520 $0.520 $0.520

Government FTE Costs: $0.800 $0.210 $0.220 $0.230

# of FTE represented by Costs: 8222

Federal Asset Sales

International Trade 

Process 

Streamlining

Consolidated 

Health Informatics

IRS Free File

Recreation OneStop

USA Services

Expanding 

Electronic Tax 

Products For 

Businesses

GovBenefits.gov

IT Infrastructure 

LoB

E-Travel

[Not available - has always been included as component of larger Treasury investment 

(Modernized e-File)]

[Not available - has always been included as component of larger Treasury investment 

(Modernized e-File)]

[Not available - included as component of FHA LoB exhibit 300]

NOTE: Highlighted data is per budgetary materials sent by agencies to OMB. Other data is 

as reported by agencies in publicly available FY08 exhibit 300s unless otherwise noted.

*Data per SAFECOM BY06 exhibit 300 submitted to OMB Page 2 
Attachment M

E-Gov Initiatives and Lines of Business Funding History

as previously reported to the House Appropriations Committee, Surveys and Investigations

$ in millions

Initiative Budgetary Resources

PY-1 & 

Earlier PY 2006 CY 2007 BY 2008

Planning: $8.025 $0.708 $0.711 $0.329

Acquisition: $1.894 $0.969 $0.976 $0.657

Subtotal Planning and Acquisition: $9.919 $1.677 $1.687 $0.986

Operations & Maintenance: $27.458 $10.543 $10.533 $11.468

TOTAL $37.377 $12.220 $12.220 $12.454

Government FTE Costs: $0.600 $0.050 $0.050 $0.050

# of FTE represented by Costs: Not Provided 50 50 50

Planning: $1.000 $0.000 $0.000 $0.000

Acquisition: $2.566 $0.454 $0.061 $0.001

Subtotal Planning and Acquisition: $3.566 $0.454 $0.061 $0.001

Operations & Maintenance: $0.713 $0.113 $0.060 $0.001

TOTAL $4.279 $0.567 $0.121 $0.002

Government FTE Costs: $1.583 $0.673 $0.445 $1.188

# of FTE represented by Costs: 16 7 4 10

Planning: $7.240 $0.000 $0.000 $0.000

Acquisition: $2.355 $0.050 $0.050 $0.050

Subtotal Planning and Acquisition: $9.595 $0.050 $0.050 $0.050

Operations & Maintenance: $23.890 $5.835 $3.210 $3.210

TOTAL $33.485 $5.885 $3.260 $3.260

Government FTE Costs: Not Provided $0.300 $0.300 $0.300

# of FTE represented by Costs: Not Provided 2 2 2

Planning: $78.170 $0.000

Acquisition: $0.000 $0.000

Subtotal Planning and Acquisition: $78.170 $0.000

Operations & Maintenance: $0.000 $33.770

TOTAL $78.170 $33.770

Government FTE Costs:

# of FTE represented by Costs:

Planning: $12.149 $4.540 $0.000 $0.000

Acquisition: $39.170 $22.150 $38.078 $30.034

Subtotal Planning and Acquisition: $51.319 $26.690 $38.078 $30.034

Operations & Maintenance: $5.514 $3.610 $15.246 $18.706

TOTAL $56.833 $30.300 $53.324 $48.740

Government FTE Costs: $1.900 $0.996 $0.998 $1.038

# of FTE represented by Costs: 7777

Planning: $0.000 $0.000 $0.000 $0.000

Acquisition: $0.000 $0.000 $0.000 $0.000

Subtotal Planning and Acquisition: $0.000 $0.000 $0.000 $0.000

Operations & Maintenance: $6.900 $6.009 $6.017 $6.274

TOTAL $6.900 $6.009 $6.017 $6.274

Government FTE Costs: $1.917 $2.001 $2.236 $2.242

# of FTE represented by Costs: 8899

Recruitment OneStop (USAJobs)

EHRI

E-Payroll

E-Records 

Management

E-Training

E-Vital

Geospatial OneStop

SAFECOM*

E-Clearance

Disaster 

Management

[Not available - became 

statutorily required 

program]

[Not available in prior year's 

exhibit 300]

[Not available - initiative is reported as component of three OPM exhibit 300's: eQIP, PIPS, 

and HR LoB]

[Not available - initiative is reported as component of multiple NARA records management 

programs]

[Not available - included as component of HR LoB Exhibit 300]

[Not available - included as component of HR LoB Exhibit 300]

NOTE: Highlighted data is per budgetary materials sent by agencies to OMB. Other data is 

as reported by agencies in publicly available FY08 exhibit 300s unless otherwise noted.

*Data per SAFECOM BY06 exhibit 300 submitted to OMB Page 3 
Attachment M

E-Gov Initiatives and Lines of Business Funding History

as previously reported to the House Appropriations Committee, Surveys and Investigations

$ in millions

Initiative Budgetary Resources

PY-1 & 

Earlier PY 2006 CY 2007 BY 2008

Planning: $28.441 $0.000 $0.000 $0.000

Acquisition: $0.000 $0.222 $0.505 $0.198

Subtotal Planning and Acquisition: $28.441 $0.222 $0.505 $0.198

Operations & Maintenance: $35.894 $10.043 $7.813 $2.882

TOTAL $64.335 $10.264 $8.318 $3.080

Government FTE Costs: $1.618 $1.401 $1.072 $0.698

# of FTE represented by Costs: 14 10 5 3

Planning: $0.630 $1.430 $1.180 $1.050

Acquisition: $2.800 $2.730 $5.220 $4.650

Subtotal Planning and Acquisition: $3.430 $4.160 $6.400 $5.700

Operations & Maintenance: $0.300 $0.980 $0.560 $0.500

TOTAL $3.730 $5.140 $6.960 $6.200

Government FTE Costs: $0.360 $0.180 $0.180 $0.190

# of FTE represented by Costs: 2111

Planning: $0.000 $0.150 $13.623 $27.651

Acquisition: $0.000 $0.000 $0.000 $22.762

Subtotal Planning and Acquisition: $0.000 $0.150 $13.623 $50.413

Operations & Maintenance: $0.000 $0.000 $0.000 $0.000

TOTAL $0.000 $0.150 $13.623 $50.413

Government FTE Costs: $0.000 $0.050 $3.838 $13.526

# of FTE represented by Costs: 0 1 27 97

Information 

Systems Security 

LoB

E-Authentication

Case Management 

LoB

Federal Health 

Architecture LoB

[Not available - no Exhibit 300 submitted; primary architecture maintained by CM LoB are 

from LCMS and Sentinel both of which have exhibit 300's]

NOTE: Highlighted data is per budgetary materials sent by agencies to OMB. Other data is 

as reported by agencies in publicly available FY08 exhibit 300s unless otherwise noted.

*Data per SAFECOM BY06 exhibit 300 submitted to OMB Page 4 
REPORT TO CONGRESS 

ON THE BENEFITS 

OF THE PRESIDENT’S 

E-GOVERNMENT INITIATIVES 

Fiscal Year 2008