FY 2003 Report to Congress on 

Implementation of 

The E-Government Act

March 8, 2004 
Table of Contents

Introduction....................................................................................1

Part I. Operations of the E-Government Fund............................................4

Part II. Compliance with Other Goals and Provisions of the Act.......................8

Part III. Summary of Agency E-Government Activities.................................28
Introduction 

As part of the institutionalization of the President’s Management Agenda, and the 

continuing support of citizen-centric service delivery, President Bush signed the EGovernment Act of 2002 (Public Law 107-347, 44 U.S.C. Ch. 36) into law on December 

17, 2002. E-Government is the use of information technology (IT) and the Internet, 

together with the operational processes and people needed to implement these 

technologies, to deliver services and programs to constituents, including citizens, 

businesses and other government agencies. E-Government improves the effectiveness, 

efficiency, and quality of government services. 

The Administration sees this Act as a significant step forward in the way that the 

Federal agencies should consider using information technology (IT) to transform agency 

business into a more citizen-oriented and user-friendly process. As part of making the 

management of IT more proactive the so called “At Risk” list has been replaced by the 

management watch list in order to assure a cooperative process in improving the delivery 

of services and information through technology. Through the use of budget guidance 

OMB can further drive the utilization, interoperability and security of IT investments. 

The E-Government Act: 

• advocates a more citizen-focused approach to current government-wide IT 

policies and programs; 

• establishes an Office of Electronic Government in the Office of 

Management and Budget (OMB) to improve Federal management of 

information resources; 

• formalizes the establishment of a Chief Information Officers (CIO) 

Council; 

• permanently reauthorizes and amends agency information security 

requirements through the Federal Information Security Management Act 

(FISMA); 

• protects the confidentiality of certain types of data through the 

Confidential Information Protection and Statistical Efficiency Act 

(CIPSEA); and 

• supports activities that OMB and the executive branch are already 

pursuing under the President’s Management Agenda’s Expanding 

Electronic Government initiative. 

The E-Government Act codifies and expands OMB’s leadership role by 

establishing the Office of Electronic Government headed by a Presidentially-appointed 

Administrator. The President’s appointed Administrator assists the Director of OMB and 

the Deputy Director for Management in implementing the requirements of the Act by 

providing overall leadership and direction to the executive branch on electronic 

government. Further, the Administrator is responsible for overseeing the implementation 

of IT throughout the Federal government, including: 
• oversight of the E-Gov Fund in support of interagency partnerships and 

innovation in using E-Government; 

• directing the activities of the CIO Council, advising on the appointments 

of CIO’s, and monitoring and consulting on agency technology efforts; 

• advising the Director, pursuant to OMB’s authorities under the ClingerCohen Act, on the performance of IT investments, as well as identifying 

opportunities for joint agency and government wide IT projects; 

• overseeing the development of enterprise architectures within and across 

agencies through the Federal Enterprise Architecture, a framework for 

describing the relationship between business functions and the 

technologies and information that support them; 

• overseeing specific IT reform initiatives, activities, and areas of shared 

responsibility under this Act in areas relating to: 

Capital planning and investment control for IT;

The development of enterprise architectures;

Information security;

Privacy;

Access to, dissemination of, and preservation of government 

information;

Accessibility of IT for persons with disabilities; and

Other areas of electronic government.

The above are in addition to specific responsibilities as set forth in Section 101, §3602 

(f)(1-17). The Office of E-Gov and IT organization is reflected in the graphic below: 

Karen Evans, Administrator, EGov 

Tad Anderson 

Associate 

Administrator 

Bob Haycock 

FEA PMO 

Branch Chief 

Information Policy 

and Technology (OIRA) 

dual report to J.Graham 

Portfolio Management FEA 

Coordination with 

CIO Council 

Guidance for Lines 

Of Business 

FISMA, GPEA, etc 

E-Government 

Chief Architect 

Glenn Schlarman* 

2 
In August of 2003, the Office of Management and Budget (OMB) issued EGovernment Act implementation guidance to agencies (Memorandum M-03-18)1

, 

providing direction for agencies to complete the specific activities and products required 

by the Act in using IT to improve a program’s effectiveness and efficiency in delivering 

services to citizens. By memorandum dated November 21, 2003, the Administrator of 

OMB’s Office of Electronic Government issued reporting instructions 2 for agencies to 

provide an update of their progress in implementing the provisions of the Act. In 

December of 2003, OMB received its first annual E-Government Act Reports, in which 

agencies updated their progress in implementing the provisions of the Act. 

The Act also endorses and requires agencies to support cross-agency initiatives 

such as E-Rulemaking, Geospatial One-Stop, E-Records Management, E-Authentication 

and Disaster Management, and the FirstGov.gov portal. The federal CIO Council 

established a far-reaching strategy which has now been published and is available on the 

CIO website (http://cio.gov/documents/CIO_Council_Strategic_Plan_FY04.pdf). The 

CIO Council strategy sets the IT agenda for the federal government. Once OMB refines 

and finalizes IT policies recommended by the CIO Council, the CIO Council has the lead 

role in directing the implementation activities within their respective agencies. Finally, 

the Act establishes an E-Government Fund authorizing funding through FY 2007 to 

support OMB-approved IT projects. 

The E-Government Act complements the President’s Management Agenda 

(PMA)3, and the Expanding Electronic Government initiative in particular, which focuses 

agencies’ attention and resources on managing IT investments for results. Criteria for 

successfully implementing the E-Government PMA initiative include: 

• Using a Modernization Blueprint to focus IT investments on priority agency 

functions; 

• Justifying investments with business cases that adequately address security, 

performance and project and risk management for all major projects; 

• Managing major projects so that they deliver as expected, on-time and within 

budget; 

• Securing at least 90% of operational systems and sustaining progress correcting 

security weaknesses; and 

• Avoiding redundant or agency-unique IT projects. 

OMB’s April 2003 E-Government Strategy located at: 

http://www.whitehouse.gov/omb/egov/2003egov_strat.pdf outlines the government’s 

goals for achieving the PMA agenda for E-Government in FY 2003 and FY 2004: 

• Agencies are focusing IT spending on high-priority modernization efforts. 

• Major IT investments are within 10 percent of cost/schedule/performance 

objectives.

1 http://www.whitehouse.gov/omb/memoranda/m03-18.pdf 

2 http://www.whitehouse.gov/omb/inforeg/e-gov/egov_instruct112103.html 

3

 See the entire PMA Scorecard at h ttp://www.results.gov 

3 
• All IT systems certified and accredited. 

• Presidential E-Government initiatives are operational and yield benefits (e.g., 

reduced cost, faster response time, reduced burden, improved citizen service, 

etc.). 

• Negotiate government-wide Enterprise Software licenses. 

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

the FY2004 budget, by defining government-wide solutions. 

As of December 2003, two of 26 agencies met all of the E-Government standards 

for success – the National Science Foundation (NSF) and Office of Personnel 

Management (OPM) – and 19 demonstrated solid progress implementing plans and 

meeting milestones to achieve the standards of success. DOE is integrating its multiple 

management systems into one, called I-MANAGE, in order to provide managers with 

accurate and timely information used to better manage programs. OPM is leading five of 

the Administration’s 24 E-Government initiatives including USAJOBS, which receives 

on average 200,000 visits per day by Federal employment job seekers who can create 

resumes using the tools available on-line. Federal employees have taken more than 

160,000 courses through the GoLearn.gov which is the on-line learning center, while EPayroll initiative is consolidating agencies’ payroll services into four service providers. 

This report includes a summary of federal agencies’ compliance with goals and 

provisions of the Act; details the operation of the E-Government Fund, and summarizes 

the E-Government information reported to OMB by agencies in December 2003. The 

report is comprised of three parts: 

I. Operations of the E-Government Fund 

II. Compliance with Goals and Provisions of the Act 

III. Summary of Agency E-Government Activities 

Part III provides highlights of agency-specific E-Government activities. The 

status and progress of the 24 Presidential E-Government initiatives (goals progress, 

performance outcomes and milestones) can be found in Chapter 9, Table 9-2, FY 2005 

Budget of the U.S. Government, Analytical Perspectives.4 

The information contained in this report is based on the December 2003 agency 

E-Go vernment Act reports. Additional information has been supplemented by FY 2005 

agency budget submissions, as appropriate. OMB and agencies have transmitted other 

specific reports pertaining to E-Government separately to Congress. For example, while 

information about implementing the Government Paperwork Elimination Act - an 

amendment to the Paperwork Reduction Act of 1995 (PRA) - is included in this report, 

later this year OMB will issue the Fiscal 2004 Information Collection Budget which will 

describe the information collection burden imposed by the federal government on the 

public; the agency progress towards eliminating violations of the PRA; and agency 

4 http://www.whitehouse.gov/omb/budget/fy2005/pdf/ap_cd_rom/9_2.pdf 

4 
initiatives to improve the efficiency of information collections, reducing burden on small 

businesses, farmers, and manufacturers. 

I. Operations of the E-Government Fund 

The Administrator of the General Services Administration manages the EGovernment Fund which is used to support projects approved by the Director of OMB in 

consultation with the E-Government Administrator. Projects qualifying for funding 

include those making federal information and services more readily available to members 

of the public (including individuals, businesses, grantees, and State and local 

governments), and make it easier for the public to apply for benefits, receive services, 

pursue business opportunities, submit information, and otherwise conduct transactions 

with the federal Government. These projects also enable federal agencies to share 

information and conduct transactions with each other, and with State and local 

governments. 

Projects requesting funds from the E-Government Fund must demonstrate the 

following: 

• Approval by a senior official with agency-wide authority on behalf of the head of the 

agency, who reports directly to the head of the agency (applicable only to those 

projects with substantial involvement or funding from only one agency); 

• Adherence to fundamental capital planning and investment control processes as 

established in the Clinger-Cohen Act and Circular A-11 guidance; 

• A financing strategy identifying resource commitments from the agencies involved 

and how these resources will be coordinated with support from the Fund, as well as 

include plans for potential continuation of projects after all funds made available from 

the Fund are expended; and 

• That the project is new or innovative and does not supplant existing funding streams 

within agencies. 

Fund ing decisions on projects are based on the following criteria: 

• Identification of the group to be served, including citizens, businesses, the federal 

government, or other governments; 

• A detailed explanation of what service or information the project will provide; 

• Information on security and privacy protections undertaken by the proposal; 

• Is interagency in scope, including projects implemented by a primary or single 

agency that could confer benefits on multiple agencies and have the support of other 

agencies; 

• Identify performance objectives that tie to agency(s) missions and strategic goals, and 

interim results that relate to the objectives; 

• Has government-wide application or implications; 

• Has demonstrated support by the public to be served; 

5 
• Integrates federal with State, local, or tribal approaches to service delivery; 

• Identifies resource commitments from nongovernmental sectors; 

• Identifies resource commitments from the agencies involved; 

• Uses web-based technologies to achieve objectives; 

• Identifies records management and records access strategies; 

• Supports more effective citizen participation in and interaction with agency activities 

that furthers progress toward a more citizen-centered government; 

• Directly delivers government information and services to the public or provides the 

infrastructure for delivery; 

• Supports integrated service delivery; and 

• Describes how business processes across agencies will reflect appropriate 

transformation simultaneous to technology implementation. 

In FY 2002, GSA forwarded to Congress on behalf of the Administration requests 

for the following nine initiatives totaling $4,890,000. The remaining balance of 

$110,000 from the appropriated amount of $5,000,000 was carried forward to FY 2003. 

FY2002 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

DOL GovBenefits $800,000 The funds were used to support the first release of 

GovBenefits.gov to provide instant access to 

information on eligibility for government 

programs and services. 

The GovBenefits.gov website provides a single 

point of access for citizens to locate and 

determine potential eligibility for government 

benefits and services. During FY 2003 the 

GovBenefits PMO, managed by the Department 

of Labor, developed a cross-agency technical and 

business infrastructure and launched the 

GovBenefits.gov website on April 29, 2002 with 

55 federal benefit programs. GovBenefits.gov 

had three subsequent releases in June, July and 

August 2003 that enhanced site-functionality and 

increased the total number of benefit programs to 

110. 

At the end of FY 2003, GovBenefits.gov had 

benefit programs from all 10 funding partners 

(HHS, HUD, ED, VA, USDA, DOL, FEMA, 

STATE, DOE and SSA) and received over 

300,000 visits to the site per month. More 

importantly, the efforts of the partnership in FY 

2003 enabled the GovBenefits initiative to 

develop into the program that it is today - a 

6 
FY2002 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

successful example of citizen-centric 

E-Government collaboration with over 500 

benefit programs, over 70 federal and state 

partners, and over 600,000 visits to the site per 

month by January 2004. 

GSA FirstGov Content 

Management 

System 

$400,000 The funds were used to evaluate needs, compile 

requirements, purchase, and implement Vignette 

Content Management System (CMS) software. 

As a result, FirstGov is now able to more 

efficiently and effectively develop new content 

on web pages and update existing web pages 

thereby increasing service to the public. FirstGov 

is also making the Vignette CMS available to 

other Federal agencies at incremental costs. 

SBA Business 

Compliance OneStop (renamed 

Business 

Gateway) 

$740,000 The funds were used to design and create a 

website to help business find, and understand 

federal regulations. This website, 

BusinessLaw.gov, centralized access to a 

significant amount of legal and regulatory content 

that is relevant to businesses, and provides 

compliance assistance tools for businesses. The 

website has won numerous E-government awards 

since its launch. The initiative also used this 

money to develop an integrated application for 

state registration and federal Employer 

Identification Number that allowed business 

owners to file one time for both. It also began the 

process of harmonizing reporting requirements in 

two vertical industries (trucking and coal mining) 

that will ultimately result in reduced burden on 

businesses. Under the authority of the Small 

Business Paperwork Relief Act of 2002, OMB 

chaired an interagency Task Force to study the 

feasibility of streamlining requirements with 

respect to small business concerns regarding 

collection of information and strengthening 

dissemination of information. The 2002 Small 

Business Paperwork Relief Task Force 

recommended that the Business Compliance One 

Stop Initiative, now Business Gateway, should 

more specifically focus on reducing federal 

7
FY2002 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

regulatory paperwork burden on small business. 

The 2003 Small Business Paperwork Re lief Task 

Force is charged with examining ways to 

strengthen information dissemination and 

creating a government-wide internet system to 

help understand and comply with reporting 

requirements. The Final Report is due to 

Congress by June 28, 2004. 

GSA E-Authentication $2,000,000 The funding resulted in the following: 

� The deployment of an interim EAuthentication Gateway and digital certificate 

validation service in September of 2002 

� The development of an automated eauthentication risk assessment tool, which is 

currently available for government-wide use 

at: 

http://www.cio.gov/eauthentication/news.htm. 

This tool assists agencies in meeting the 

requirements of the OMB Memorand um, 

M-04-04 E-Authentication Guidance for 

Federal Agencies. 

� Completion of a certification and 

accreditation on the E-Authentication 

Gateway. 

In October of 2003, E-Authentication began 

phase 2 of its technical approach, moving to a 

non-centralized architecture based on emerging 

authentication standards. The decision to pursue a 

federated architecture was reached following a 

twelve-month evaluation of the available options. 

The initial demonstration of a centralized EAuthentication architecture in FY 2002, known as 

the Gateway, provided a good understanding of 

the capabilities and limitations associated with 

this model. Subsequent testing of the federated 

authentication architecture indicated that 

emerging industry standards in this area ha ve 

reached a level of stability that makes this a 

viable model. 

Additionally, an independent review concluded 

8
FY2002 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

that an architectural approach based on a 

federated model provides the best opportunity for 

the success of the Initiative. E-Authentication will 

release its completed architecture in June of 2004. 

OMB Program 

Management 

Support 

$100,000 The funding supported a series of meetings with 

all 24 E-Government initiatives to define and 

document vision, goals, objectives and significant 

milestones for both the managing partner and the 

partner agencies. 

OPM E-Training $200,000 The funds were used to support the release of the 

first module of GoLearn.gov, a shared site for 

federal employees to access high quality Etraining products and services. 

With this funding, the E-Training Initiative was 

able to roll out the foundation of a centralized ETraining site earlier than initially planned. 

Delivering the Gov Online Learning Center 

(GoLearn.gov) in July 2003 enabled agencies to 

see an actual E-Training site that illustrated the 

potential inherent in the E-Training Initiative 

vision: To create a premier E-Training 

environment that supports development of the 

Federal workforce through simplified and onestop access to high quality E-Training products 

and services, and, thus, advances the 

accomplishment of agency missions. Module 1 

of GoLearn provided nearly 30 free E-Training 

courses, a Resource Center, access to select 

online books, and a search and select feature that 

delivered targeted learning objects to support 

just-in-time training. 

DOT E-Rulemaking $200,000 The funds were used to perform an independent 

capability assessment of existing electronic 

docket systems, which then allowed the initiative 

to choose a system that would be enhanced to be 

the docket management system of the federal 

government. E-Rulemaking provides centralized 

access to the public for federal regulatory 

material. 

9
FY2002 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

With the launch of Regulations.gov now 

receiving over 15,000 visits per month, citizens 

and businesses can find open or proposed 

rulemakings and comment on them electronically, 

all from one website. Following the launch of the 

government-wide common e-docket system, 

citizens will also be able to view all of the federal 

docket information in one place. 

DOI Recreation OneStop $150,000 The funds were used to support the re-launch of 

Recreation.gov, a site offering information and 

access to government recreational sites. 

Recreation.gov reduces the amount of time 

citizens spend searching for information about 

recreation site and reservations. The re-launched 

site features an enhanced user interface and added 

mapping capabilities. As of January 2004, there 

were more than 3,800 facilities listed in 

Recreation.gov. 

FEMA Disaster 

Management 

$200,000 The funds were used to establish a Program 

Management Office to support the release of both 

the initial DisasterHelp.gov and Disaster 

Management Interoperability Services (DMiS). 

DisasterHelp.gov provides federal, state, and 

local emergency managers better online access to 

disaster management-related information, 

planning and response tools. As of November 

2003, there were more than 10,000 registered 

users of DisasterHelp.gov. 

The DMIS Interoperability Backbone is a web 

service that provides responders with 

communication tools that allow them to share 

information with other responder organizations. 

Responder groups receive and transmit 

information over the web, enabling them to 

rapidly develop and exchange incident 

information with other responder organizations. 

This capability of sharing incident information 

gives all responders greater knowledge of a 

10
FY2002 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

particular disaster event by leveraging technology 

to gain efficiency. There are currently over 300 

collaborative operating groups using the tools, 

which have also been used to respond to more 

than 60 real-world incidents. 

GSA USA Services $100,000 The fund ing supported the development activities 

for program management and the USA Services 

Strategic Management Plan that included 

marketing strategy, risk management and change 

management strategies. Additional services 

included development of Citizen Relationship 

Management strategies for USA Services. 

Based on marketing outreach strategies in the 

plan, USA Services has successfully acquired 18 

partnering agencies and E-Gov initiatives. 

As a result of the rescission in FY2003, $4,967,500 was available in the EGovernment Fund. In FY 2003, GSA forwarded to Congress on behalf of the 

Administration requests for the activities described below totaling $5,000,000. (NOTE: 

$32,500 was used of the remaining funds from FY 2002 with an ending balance of 

$77,500.) 

FY2003 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

OMB Line s of Business $500,000 The funds were used to perform Phase I of the 

Opportunity 

Development 

Phase I 

Lines of Business (LoB) Opportunity 

Development Initiative, an analysis of 

information technology (IT) investments across 

several lines of business (LoB) within the Federal 

government. The purpose of this analysis was to 

better quantify the savings and service 

improvements that could result from integration 

and consolidation of projects in the following 

areas: Financial Management, Human Resources 

Management, Criminal Investigations, Data and 

Statistics, Public Health Monitoring, and 

Monetary Benefits. 

This two-month opportunity assessment effort, 

which involved significant Agency support and 

participation, analyzed the FY04 IT business case 

11 
FY2003 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

data using the Federal Enterprise Architecture 

(FEA) Business Reference Model (BRM) and 

additional input from the Agencies. This 

assessment identified potential savings 

opportunities of over $1 billion through the FY08 

planning period. Several white papers were 

developed to describe these cross-agency 

collaboration opportunities in more detail. These 

results were presented to the President’s 

Management Council in late June 2003. 

OMB Line s of Business 

Opportunity 

Development 

Phase II 

$600,000 Based on the results from Phase I of the LoB 

assessment, the PMC decided to continue 

solution development efforts for four of the crossagency collaboration opportunities identified: 

Financial Management, Human Resources 

Management, Case Management (formerly 

Criminal Investigations) and Federal Health 

Architecture (formerly Public Health 

Monitoring). 

$600,000 funded Phase II of the LoB work, 

which involved the program management support 

for and the development of joint agency business 

cases for these four opportunities. The purpose of 

these cases was to further detail the case for 

possible consolidation of investments in the 

planning and acquisition phase of development or 

reuse of IT infrastructure. For each case 

development effort, OMB designated a lead 

agency that was supported by a working team of 

other agency representatives. The FY05 joint 

business cases were submitted on September 8, 

2003. 

OPM Expansion of the 

E-Payroll 

Migration 

Activities (EPayroll) 

$510,000 E-payroll is consolidating agencies’ payroll 

services into four service providers. Funds were 

distributed to three of the four payroll provider 

partnerships to support migration activities. 

Department of Agriculture (National Finance 

Center) 

The National Finance Center (NFC) was provided 

12
FY2003 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

$225,000 to assist in the migration of those noncontinuing agencies, who are currently utilizing a 

PeopleSoft solution, i.e., the Federal Energy 

Regulatory Commission, the Environmental 

Protection Agency, and the Department of Labor. 

The NFC has conducted migration planning 

activities to include fit/gap analysis and 

requirements definition and costs have been 

incurred for these purposes. 

Department of Defense (Defense Finance and 

Accounting Service) 

The Defense Finance and Accounting Service 

(DFAS) was provided $200,000 to assist in the 

migration of the Department of Veterans Affairs 

(VA). DFAS is currently in the process of 

conducting fit/gap workshops with VA prior to 

beginning requirements definition. Costs have 

been incurred for these purposes. 

General Services Administration (Heartland 

Finance Center) 

The Heartland Finance Center was provided 

$85,000 to assist in the migration of small 

agencies such as the American Battlefield 

Monuments Commission (ABMC), the Railroad 

Retirement Board (RRB), and the Broadcast 

Board of Governors (BBG). The ABMC has 

been migrated. Migration planning including 

fit/gap analysis and requirements definition has 

been completed for the RRB. Preliminary 

migration planning has been completed for the 

BBG migration. However, completion of 

migration activities has been suspended pending 

selection of a payroll provider by the Department 

of State who currently services BBG. Costs have 

been expended for these purposes. 

OPM Expansion of the 

E-Training 

Program 

Management 

$200,000 The funds were used to expand the E-Training 

PMO by adding program manager support 

resources which will improve the speed and 

effectiveness of the Learning Management 

13
FY2003 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

Office (ETraining) System (LMS) migrations. 

With this funding, the E-Training Initiative was 

able to hire temporary project managers to 

concentrate on pre-identified project management 

components that would lead to more efficient and 

effective agency migrations to GoLearn. This 

included assessing department/agency 

participation thus far with the E-Training 

Initiative, identifying targets of opportunities and 

strategies for deve loping them, creating business 

processes for effective agency migrations, with a 

focus on creating standards and procedures for 

products, service delivery levels, issue resolution, 

and customer satisfaction. 

GSA Developing a 

Content 

Management 

Strategy for the 

Federal 

Government 

$540,000 GSA's Office of Citizen Services and 

Communications is using this funding to support 

the Interagency Committee on Government 

Information as required by the E-Government Act 

of 2002. The Director of the FirstGov Content 

Management Team is serving as one of the 

Executive Sponsors of the committee. 

The funding will be used to acquire expertise and 

resources (i.e., consultants and reimbursable 

detailees) to develop a common content model for 

use by all Federal agencies. Specifically, web 

content standards will be developed so that OMB 

can issue guidance to agencies by December 2004 

in accordance with provisions of the E-Gov Act. 

These standards will include: 

1. Compilation of existing web content standards 

2. Proposed web content standards 

3. Proposed guidelines 

4. Background on other standards/guidelines 

which were considered 

A Web Content Manager's Toolkit and Best 

Practices is also being developed to share the 

experiences learned through the development and 

life of FirstGov. gov. Some funding is being used 

for professional support of an interagency 

14
FY2003 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

committee that contains members from all cabinet 

and independent agencies. As the project 

progresses, we will also need a communications 

and outreach program to collect input and build 

consensus and educate all levels of government 

on the outcomes. 

DOI Recreation OneStop $800,000 The funds are being used to support the 

improvement of online recreation services 

provided via Recreation.gov and online recreation 

reservation systems. The Recreation One-Stop 

initiative is consolidating several federal 

campground reservation systems and recreation 

information sources to create a unified federal 

recreation portal. The portal will provide a single 

point of access to information about federal 

recreation areas, maps, and recreation 

reservations and transactions. 

Results achieved will include support for the 

planning and development of a Request for 

Proposal (RFP) for the enhanced, single crossagency recreation reservations system, transition 

of legacy systems to the unified portal, and the 

procurement of hardware, software, and 

telecommunications services for new additions to 

the reservation system. The single cross-agency 

portal and reservations system is expected to 

launch in November 2004. 

CNCS Expansion and 

Enhancement of 

USA Freedom 

Corps Volunteer 

Network 

$250,000 These funds have not been expended. USA 

Freedom Corps and CNCS are currently 

evaluating potential enhancements to the USA 

Freedom Corps web site (www.volunteer.gov) 

SBA Business 

Gateway 

(formerly 

Business 

Compliance OneStop) 

$1,600,000 The funds were used to support va rious program 

activities including the launch of a governmentwide electronic forms catalog that allows 

businesses and citizens to find forms that pertain 

to them in one location. The money also funded 

the creation of a formal Program Management 

Office (PMO) to support the ongoing operation of 

the program. 

15
FY2003 E-Gov Fund Requests 

Agency Initiative Funding Description & Results 

Furthermore, the initiative created a Solution 

Architecture to guide future implementation 

efforts for the initiative and its partners. The 

money was also used to support data 

harmonization efforts in the trucking and surface 

coal mining verticals, where multiple constituents 

including federal, state, and local government 

partners met with private sector partners and 

affected businesses to best share and consolidate 

information collection requirements. 

OMB will continue to drive the use of the E-Gov Fund for the migration efforts necessary 

to achieve efficiency and utilization. The fund will act as a venture capital fund in 

generating cross-agency savings and improving collaboration and cooperation. The 

reinvestment of funds generated from cross-agency acquisition savings will be used to 

drive common solutions. By investing these funds in projects with both immediate and 

long-term benefits we can meet today’s day to day operations while keeping an eye on 

the future. 

There will be a continued focus on driving the prudent use of taxpayer funds and support 

of initiatives serving the citizen and government well. In this effort OMB will continue to 

use the Federal Enterprise Architecture, the agency EA’s and the CIPIC process to 

identify redundancies and areas where collaboration will solve delivery problems. 

16 
II. Compliance with Other Goals and Provisions of the 

Act 

A. The Program to Encourage Innovative Solutions to Enhance Electronic 

Government Services and Processes 

This program will include announcements using FedBizOpps, the Federal 

Register, and other appropriate outlets, as well as utilizing the media to solicit 

suggestions and comments for unique solutions to facilitate the development and 

enhancement of electronic government services and processes. GSA, in conjunction with 

the Federal CIO Council and the Office of Federal Procurement Policy will review the 

announcements and participate in the review of the results. 

B. Accessibility to People with Disabilities 

The E-Government activities undertaken by agencies comply with Section 508 of 

the Rehabilitation Act of 1973 to ensure that all people have access the benefits of 

improved IT management. As amended, this section requires federal agencies to 

purchase accessible electronics and IT in accordance with standards developed by the 

Access Board and published in the FAR in April 2001. Section 508 also required federal 

agencies to conduct an initial self-evaluation to determine how accessible their EIT is to 

people with disabilities. The Department of Justice is charged with reporting to the 

President and to Congress the results of this evaluation, and then to report biennially on 

agency progress in implementing Section 508. In 2000, the Department of Justice 

surveyed agencies to determine the baseline level of accessibility for web pages, 

software, telecommunications, information transaction machines, and electronic office 

equipment. The survey also examined agency procurement policies and practices to 

determine how accessibility requirements were met at each agency. 

C. Compatibility of Executive Agency Methods for Use and Acceptance of 

Electronic Signatures 

In order to reduce the paperwork burden on citizens and businesses, users need to 

be able to quickly and easily access government services via the Internet. Identity 

verification and authentication is needed to ensure online government services are 

accessed securely and in a privacy protected manner. The E-Government Act requires 

GSA to establish a framework to allow efficient interoperability among Executive 

agencies when using electronic signatures, including processing of digital signatures, so 

that constituents can obtain government services in a safe and secure manner. Ongoing 

activities of GSA and the E-Authentication E-Government Initiative (summarized in 

Table 9.2 of the FY 2005 Budget of the U.S. Government, Analytical Perspectives) begin 

17 
to meet the requirements of Section 203 as well as agency activities to implement the 

GPEA and the ESIGN Act (Public Law 106-229). 

The E-Authentication Initiative is expected to provide full operational capability 

for common authentication services to support electronic signature and remote access 

control in July 2004. This includes a suite of policy documents and technology services 

to provide an online identity validation service that enables the American public to access 

government services in a secure, trusted environment with credentials of their choosing. 

The Initiative is also developing technology architecture to ensure interoperability 

between disparate agency systems (available at www. cio.gov/eauthentication). GSA is 

also working closely with the Small Business Administration (SBA) on the Business 

Gateway Initiative. GSA’s role in the initiative is to provide the electronic forms 

infrastructure for government-wide use. 

Section 203(b) requires the Director of OMB to issue guidance on electronic 

signatures. On December 16, 2003, the Director issued Memorandum M-04-04, 

Electronic Authentication Guidance for Federal Agencies5, which will assist agencies in 

determining their authentication needs for electronic transactions. This guidance directs 

agencies to conduct “e-authentication risk assessments” on electronic transactions to 

ensure that there is a consistent approach across government. As a follow up to OMB’s 

guidance, the National Institute of Standards and Technology (NIST) issued a companion 

Draft Special Publication 800-63 Recommendation for Electronic Authentication (located 

at: http://csrc.nist.gov/publications/drafts/draft-sp800-63.pdf), which establishes 

cons istent technology requirements for electronic transactions that require authentication. 

Public comments are due to NIST on March 15, 2004, with the final publication expected 

to be issued in April 2004. 

D. Federal Internet Portal 

FirstGov.gov is the federal Internet Portal and serves online users as a 

comprehensive reference point of the U.S. Government. It is the federal government’s 

primary portal for citizen access to U.S. Government information and services. Since its 

inception, Firstgov.gov has undergone two major redesigns, gradually evolving to meet 

the needs of the American public. FirstGov.gov provides easy, secure access to federal, 

state, local, and tribal government information and services. It provides navigational 

tools, a search function and the option for citizens to e-mail the government questions, 

with the promise of a response within two business days. Phone and fax communications 

are also available. 

The FirstGov.gov website is organized to provide government information and 

services directed at key groups through specially designated tabs on the homepage for 

citizens, businesses and non-profits, federal employees and Government-to-Government. 

Throughout the website, information and services are organized according to function 

and topic rather than separated according to the boundaries of agency jurisdiction. For 

5 http://http://www.whitehouse.gov/omb/memoranda/fy04/m04-04.pdf 

18 
example, a section on “Online Services” directs the citizen to services they can obtain 

electronically. Another section lists information by topic. Other sections provide contact 

information, a reference center, and more. For those more familiar with the organization 

of government, FirstGov.gov provides an A-Z Agency Index as well as a hierarchical 

index of government organizations. In addition, FirstGov en Espanol was added in 

October 2003, to provide a portal of government information and services to the Spanishspeaking population. 

The site search function assists citizens in finding government documents and 

information, and also has the potential to consolidate federal and state documents for 

rapid and relevant response to citizen search inquiries. FirstGov.gov provides 

information in a manner that protects privacy and is consistent with privacy laws, and 

does not store or collect citizen data. Aggregated usage statistics are provided using 

standard web trending tools and consolidated summaries on number of visits, and similar 

data are collected and summarized to monitor performance and identify steps to improve 

the site’s usability for citizens. Currently, FirstGov.gov delivers approximately 16 

million page views per month to 5.5 million visitors. At an annualized rate this will 

approach 192 million page views and 66 million visitors in 2004. 

FirstGov.gov and several other citizen-centric programs and offices were 

consolidated into the GSA new Office of Citizens Services and Communications (OCSC) 

in July 2002. Among its many responsibilities, OCSC provides leadership and daily 

support to maintain and enhance FirstGov.gov. Through close coordination with 

organizations involved in the implementation of E-Government and by participating in 

cross government E-Government activities, the Office of Citizen Services and 

Communications maintains constant interaction and communication with federal 

agencies, other governments, and industry. OCSC has several outreach programs to 

promote improved interactions with the citizens and to facilitate best practices in 

implementation of E-Government. Key federal organizations include OMB, the 

President’s Management Council, GSA’s Office of Intergovernmental Solutions, GSA’s 

Office of Governmentwide Policy, and others. Key cross government committees 

include the CIO Council, the Federal Interagency Web Content Managers Committee, 

and the Federal Webmaster Forum. 

FirstGov.gov has received recognition as a superior government portal. It has 

been ranked the #1 government portal by the United Nations and Brown University; 

listed by Yahoo! Magazine among the 50 Most Incredibly Useful Sites; and was recently 

honored with the Innovations in American Government Award by Harvard University 

and the Ford Foundation. 

E. Accessibility, Accountability, and Transparency to the Development and 

Issuance of Agency Regulations 

Section 206 requires regulatory agencies to enhance public participation in Government 

by electronic means, consistent with the Administrative Procedures Act. By 

memorandum dated March 1, 2004, the Administrator of OMB’s Office of Electronic 

19 
Government and IT and the Administrator of the Office of Information and Regulatory 

Affairs issued guidance in order to encourage public use of www.regulations.gov. The 

guidance requested the following two steps: 

• In the preamble to any regulatory action requesting public comment, agencies 

should include (in the “Addresses” section) specific reference directing the 

public to www.regulations.gov; and 

• Every agency website should include in an appropriate place on its homepage 

a link to www.regulations.gov. 

The E-Rulemaking Initiative is providing centralized access to the public for finding and 

submitting comments on federal regulatory material (www.regulations.gov). The key 

objectives of E-Rulemaking include: 

• Creating a government-wide, centralized on-line capability to access and search 

all publicly available regulatory material; 

• Providing an easy and consistent way for the public to find and comment on 

proposed rules; and 

• Building a unified, cost-effe ctive “back room” regulatory management system to 

ensure efficiency, economies of scale, and consistency for public customers and 

the government. 

Per Section 206, agencies shall migrate to a common federal wide electronic docket 

system consistent with the timetable as established by the Director and reported to 

Congress. OMB has established a goal of completing migrations to the common federal 

wide electronic docket management system by September 2005. Agencies will begin the 

migrations to this central solution in September 2004. 

F. Accessibility, Usability and Preservation of Government Information 

The E-Government Act addresses various aspects of federal management and 

promotion of electronic government services. The purpose of section 207 is to imp rove 

the methods by which government information, including information on the Internet, is 

organized, preserved, and made accessible to the public. 

Section 207 requires the Director of OMB to establish the Interagency Committee 

on Government Information (ICGI), which was established on June 17, 2003. The 

committee members are meeting and working toward the deadlines for recommendation 

to OMB and NARA. After these recommendations are made OMB and NARA will 

evaluate them and issue any necessary guidance or policy in accordance with the Act. 

Below is a summary of the committee’s deliverables: 

20 
Deliverable Deadline 

Establish Interagency Committee on Government Information Established 

June 2003 

Recommend method of establishing public domain directory to June 2004 

OMB Director 

Recommend standards for agency websites to OMB Director June 2004 

Recommend policies to improve agency reporting and June 2004 

dissemination of Federally funded R&D to OMB Director and 

OSTP 

Recommend to OMB Director standards for categorizing and December 2004 

indexing government information 

Recommend policies and procedures to OMB Director and December 2004 

NARA Archivist for recordkeeping of information on the 

Internet and other electronic records 

The fourth and fifth deliverables, while not explicitly called for in the Act, are necessary 

for the ICGI and OMB to comply with the intent of delivering robust governmentwide 

policy and implementations. 

The illustration below shows that ICGI consists of an Executive Committee 

comprised of representatives of the NARA, the offices of the Chief Information Officers 

(CIOs) of federal agencies, and other relevant officers from the executive branch. The 

ICGI’s executive committee, which operates under the direction of the CIO Council, has 

overall responsibility for the requirements specified in section 207 of the E-Government 

Act. A designee of the OMB Director chairs the ICGI executive committee. In addition 

to the OMB Chair, the ICGI executive committee includes the executive sponsor of each 

ICGI working group and a Co-Chair from the CIO Council. The ICGI executive 

committee can create and delegate work to subordinate working groups. 

There are currently three ICGI working groups (see illustration below): the 

Categorization of Information Working Group; the Electronic Records Policy Working 

Group, and the Web Content Management Working Group. These working groups are 

charged with developing final draft deliverables of the ICGI, which will be submitted to 

the executive committee for review and final approval. 

The working groups include representatives from agencies throughout the federal 

government, including any relevant E-Government programs. They are also available for 

consultations with any federal agency. Each ICGI working group is consulting with 

interested communities and with government agencies. ICGI working groups report to the 

executive committee on progress and refer matters of information policy to the executive 

committee. 

21 
CIO Council 

Interagency Committee on Government 

Information 

OMB Chair & CIO Council Chair 

Executive Director 

Categorization of Information 

Working Group 

Electronic Records Policy 

Working Group 

Web Content Management 

Working Group 

Electronic Records Management 

E-Government Initiative 

Categorization of Information 

The Categorization of Information Working Group’s purpose is to fulfill the 

requirements of subsection 207(d) of the Act, "Categorizing of Information." 

Specifically on: 

(A) the adoption of standards, which are open to the maximum extent 

feasible, to enable the organization and categorization of government 

information in a way that is searchable electronically, including by 

searchable identifiers; and in ways that are interoperable across 

agencies; 

(B) the definition of categories of government information which should 

be classified under the standards; and 

(C) the determination of priorities and the development of schedules for 

the initial implementation of the standards by agencies. 

The ICGI recommendations also address what defined categories of government 

information shall be required to be categorized under the standards. The Categorization 

of Information working group will provide ongoing consultation with OMB and 

interested parties regarding modifications to policies and procedures. 

Public Access to Electronic Information 

The Electronic Records Policy Working Group’s purpose is to fulfill the 

requirements of subsection 207(e) of the Act, “Public Access to Electronic Information.” 

Specifically on: 

(A) the adoption by agencies of policies and procedures to ensure 

that chapters 21, 25, 27, 29, and 31 of title 44, United States Code, are 

applied effectively and comprehensively to government information 

on the Internet and to other electronic records; and 

22 
(B) the imposition of timetables for the implementation of the policie s and 

procedures by agencies. 

In addition, the Electronic Records Policy Working Group acts as executive board 

for the Electronic Records Management E-Government project. The Electronic Records 

Policy Working Group will provide ongoing consultation with the Archivist and 

interested parties regarding modifications to policies and procedures. 

Agency Websites 

The Web Content Management Working Group’s purpose is to assist OMB in 

fulfilling the requirements of subsection 207(f)(1), and 207(f)(3) of the Act, "Standards 

For Agency Websites," and “Public Domain Directory of Public Federal Government 

Websites,” respectively. The website standards will require agencies to include direct 

links to agency missions and statutory authority, including their strategic plans, as well as 

information about the organizational structure of the agency. The standards will also 

provide minimum goals for agencies to assist users in quickly retrieving search results of 

high relevancy, tools to aggregate the data, and protocols to protect information. 

G. Access to Federally Funded Research and Development 

A governmentwide repository and website of federally funded research and 

development will integrate into one location information about research and development 

funded by the federal government. The repository shall integrate information about each 

separate research and development task or award, and facilitate the coordination of 

federal research and development activities. The National Science Foundation (NSF) and 

OMB have completed a detailed analysis and evaluation of RaDiUS, a database system 

currently supported by NSF. RaDiUS can provide access to information regarding 

federally Funded Research and Development, and has closely aligns to the functional 

requirements of the database and websit e prescribed by the E-Government Act. OMB 

and NSF will work with agency representatives through the National Science and 

Technology Council to discuss the potential uses for and implementation of such a 

database. As advised by OMB, NSF will continue to support RaDiUS at least through the 

end of FY 2004. The Web Content Management working group from the ICGI will also 

assist OMB and NSF on any future evaluation. 

H. Implementation of E-Government Act Privacy Provisions 

Background 

The Administration is committed to protecting the privacy of the American 

people. In September 2003, the OMB Director issued guidance (Memorandum M-03-22) 

addressing privacy protections when Americans interact with their government. The 

guidance directs agencies to conduct reviews of how information about individuals is 

handled within their agency when they use IT to collect new information, or when 

agencies develop or buy new IT systems to handle collections of personally identifiable 

information. Agencies are also directed to describe how the government handles 

23 
information that individuals provide electronically, so that the American public has 

assurances that personal information is protected. All OMB privacy guidance is available 

at OMB’s website.6 

Results and Next Steps 

The E-Government Reporting Instructions called for agencies to report on their 

privacy impact assessments, use of persistent tracking technology, implementation of 

machine-readable privacy tools, and to supply contact information for officials 

principally responsible for IT, web, and privacy matters. 

The privacy impact assessment (PIA) is a process for determining: (i) whether the 

agency’s information handling practices conform to the established legal, regulatory, and 

policy privacy framework, (ii) what risks arise from electronic collection and 

maintenance of information about individuals and (iii) what protections or alternative 

processes should be implemented to mitigate the risks identified. It is a description 

of business processes, data flows and technologies in the context of applicable privacy 

principles. 

Agencies satisfied the PIA requirement by providing assessments when system 

changes created new privacy risks. Agencies are refining their understanding of the PIA 

requirement and working to conform to OMB standards articulated in circular A-11 

regarding the circumstances in which an agency must conduct a PIA and continue 

outreach and training forums in which the PIA requirement is reviewed and explained. 

Agencies should take a multidisciplinary approach to completing the PIA, inviting the 

coordinated efforts of system and program owners as well as experts in IT, security, 

privacy law, and policy. Agencies indicated they plan to post PIAs on their web sites 

unless the publication of the PIA would raise security concerns or reveal classified or 

sensitive information. 

Persistent tracking technology refers to technologies (such as persistent cookies, 

web bugs, web beacons) that permit the tracking, monitoring or surveillance of a visitor’s 

activity on the Internet (i.e., beyond the immediate web session). In most cases, tracking 

technology may not be employed to follow the activities of identifiable users of the site. 

However, exceptions may be granted when a proper authorizing official approves its use 

for a compelling agency purpose. In such instances, the agency must report to OMB the 

reasons necessary for tracking the individual’s activities and the safeguards instituted to 

protect the information collected. 

Of the sixty agencies reporting, most did not employ persistent tracking 

technology. Of those that did, the persistent tracking technology was appropriately 

approved by the head of the agency, or the head of the subordinate agency or CIO 

reporting directly to the agency head. In addition, agencies reporting the use of tracking 

technology provided citations to the required privacy policy informing the public about 

the application of tracking technology. The Department of Homeland Security reported 

6 http://www.whitehouse.gov/omb/ 

24 
while they were not aware of any use of persistent tracking technology they are currently 

developing an inventory of several hundred websites. One goal of this work is to verify 

their sites do not have or use such technologies. If such technology is identified the 

Department's report noted they would follow the appropriate procedures in law and 

policy. 

Machine readable privacy policies are web privacy policies that have been 

translated into a standard computer language readable by a browser. Where a privacy 

policy is so translated, the browser automatically informs the user if an agency’s privacy 

practices do not reflect the user’s keyed-in privacy preferences. Of the sixty reporting 

agencies, over half identified current or future use of a standard for machine readability 

as well as the date such technology will be implemented. Other agencies were 

“undecided”, indicating they were either examining the field or they were awaiting a 

recommendation from OMB on what standard to use. OMB remains technology-neutral 

and will not endorse a particular standard even though only one standard exists at this 

time, and will provide information to agencies about emerging standards as alternatives 

to the existing standard develop. 

The E-Government Reporting Instructions also asked agencies to identify the 

primary officials responsible for privacy policies designated by the head of the 

Department or Agency. Agencies generally designated a single individual as the point of 

contact for IT and web matters and another individual as the principal point of contact for 

privacy policies. Several agencies designated three separate individuals and several 

agencies assigned all three responsibilities to a single individual. OMB is in the process 

of communicating with the listed individuals to supplement the information provided and 

develop a contact roster. By communicating with all three principals, OMB can ensure 

that agency privacy officials are part of the agency’s capital planning and investment 

process. 

I. Federal Information Technology Workforce Development 

Background 

The government must have an IT workforce capable of effectively delivering EGovernment products and services. Prior to implementation of Section 209 of the EGovernment Act, the Clinger Cohen Act and the President’s Management Agenda were 

also drivers for the collaborative efforts of the CIO Council, OMB, the Office of 

Personnel Management (OPM), and the General Services Administration (GSA) to 

improve the recruitment, development, retention and management of a fully trained and 

qualified IT workforce. 

In 2001, the CIO Council Workforce and Human Capital for IT Committee 

worked with OPM in creation and issuance of the Information Technology Management 

Series, GS-22107 that replaced the Computer Specialist Series, GS 334, and other series 

previously used to classify changing IT occupations. Under GS-2210, ten specialty areas 

7 http://www.opm.gov/fedclass/2200a/gs2200a.pdf 

25 
and job titles were created (1) to more effectively communicate job-related information to 

potential applicants for vacant positions (2) to more easily identify the composition of the 

current IT population for IT workforce planning purposes and (3) to more readily link job 

titles with required competencies. In 2002 and 2003, the Committee collaborated with 

OPM in its development of interpretive guidance for IT Project Management positions. 

As the federal government increases the "corporate" management of IT resources, 

resulting in more enterprise-wide programs, the IT workforce must be able to effectively 

plan, manage and execute such projects. In September 2003, the CIO Council Workforce 

and Human Capital for IT Committee developed a survey to gauge the qualifications 

status of IT project managers across government. It also formed a Project Management 

best practices study team, the first product of which is the Project Management Training 

Directory that can be found at www.cio.gov. The Directory is a compilation of 

government, academic and commercial training and education sources with a crossreference by state listing. Follow-up actions to remedy the identified project 

management skills gap will remain a high priority in FY2004. This work provided a 

strong foundation for the federal CIO Council’s emerging role in developing competent 

project managers for enterprise-level IT initiatives. The CIO Council most recently has 

requested CIOs to provide their estimated skills gap analysis of Project Managers, IT 

Security Specialists and Solution Architects to assist in FY 04 hiring, education, and 

development remedial actions. 

To make it easier to ascertain the skills an employee needs to improve upon and 

provide a mechanism for him/her to develop those competencies, the CIO Council 

Workforce and Human Capital for IT Committee developed federal IT Core 

Competencies and sponsored the development of the IT Skills Roadmap, a skills 

assessment and development tool.

8 

The Committee also sponsored the first federal-wide IT Workforce assessment 

tool, which provides the first step in agencies' compliance with OMB policy requirements 

for FY 04 to conduct and report annually on IT workforce skills in accordance with the 

Clinger Cohen Act. 

In collaboration with OMB and the CIO Council, GSA offers federal IT 

professionals training opportunities to keep up with constantly evolving IT and EGovernment competencies. Training is offered at the CIO University, Strategic and 

Tactical Advocates for Results (STAR) program, and the Interagency Resources 

Management Conference (IRMCO).9 

The CIO University is a virtual consortium of universities that offers graduate 

level programs to address executive core competencies. STAR is a one-week residential 

seminar program focused on program and project management, leadership, security, 

technology, government and capital planning. STAR is held at least twice a year and 

http://www.cio.gov/index.cfm?function=documents§ion=it%20workforce%20/%20hr&startrow=1&e 

ndrow=10 

9 http://www.gsa.gov/Portal/gsa/ep/channelView.do?pageTypeId=8199&channelId=-13450 

26 

8
emphasizes Clinger-Cohen results-based management and "information technology as a 

strategic resource." IRMCO is the federal government’s premier annual interagency 

forum for senior executives and managers to address the most significant and timely 

issues facing government communities and has developed several certificate programs to 

address key IT management education and training needs. Additionally, the CIO Council 

Workforce and Human Capital for IT Committee supports OPM’s Scholarship for 

Service “Cyber Corp” program, whose graduates will add federal IT workforce capability 

in cyber security for years to come.10 

Finally, federal mentoring and job shadowing programs are also early and 

continuing contributors to the federal government’s successful collaborative efforts to 

meet the changing and increasing need for a strong IT workforce. 

Results and Next Steps 

In leading the Human Capital initiative of the President’s Management Agenda, 

OPM has primary responsibility for fulfilling the requirements of Section 209 of the EGovernment Act. The E-Government Report called for OPM to report on its progress in 

providing IT Workforce guidance to agencies. IT Workforce planning should be 

integrated in an agency’s overall Human Capital efforts. OPM designed the Workforce 

Planning Model and the Human Capital Assessment and Accountability Framework 

located at to ensure federal agencies have the information and tools necessary to devise 

successful workforce plans.11 

On August 23, 2003, OPM published Interpretive Guidance for Project Manager 

Positions.

12 The Guidance delineates the particular duties, tasks, knowledge, skills, 

abilities, and competencies for IT project manager positions and authorizes an official 

position title of IT Project Manager covered by the Information Technology Management 

Series, GS-2210. This will assist agencies in identifying qualified candidates as well as 

develop current employees who will assume these responsibilities. OPM is developing 

and coordinating a report on existing government-wide IT training programs and 

recommendations for improvement as required by the E-Gov Act. 

OPM posted a proposed rule in the Federal Register on January 15, 2004, to seek 

input on the development of the digital exchange program established in the EGovernment Act.

13 The program, “Information Technology Exchange,” is intended to 

improve the competency of the federal workforce in using IT to deliver government 

information and services. In accordance with reporting requirements of the EGovernment Act, on December 18, 2003, OPM submitted a Report on Existing Exchange 

Programs to the Committee on Governmental Affairs, which identified exchange 

programs in existence as of December 17, 2002. 

10 http://www.opm.gov/hr/employ/products/recruitment/scholarship/scholarship.asp 

11 http://www.opm.gov/workforceplanning and http://apps.opm.gov/HumanCapital/tool/index.cfm 

12 http://www.opm.gov/fedclass/PM/index.asp 

13 http://www.opm.gov/fe dregis/2004/69-011504-2311-a.pdf 

27 
In partnership with the federal CIO Council IT Workforce Committee, the first 

federal-wide Clinger Cohen IT Workforce Assessment Survey was conducted in 

September 2003. Results at the federal level are being coordinated and will be published 

soon. Agencies are using their agency-specific results to assess their “bench strength” 

and as a tool in their IT Human Capital Planning. OPM will review and evaluate 

agencies’ workforce analysis plans; review and evaluate agency gap closure plans, and 

analyze government-wide trends by applying the Human Capital Assessment and 

Accountability Framework to the IT workforce challenge found at 

http://apps.opm.gov/HumanCapital/tool/index.cfm. Furthermore, OPM will refine the 

assessment tool to enable annual or biannual assessments, the results of which will 

become the basis for specific gap-filling federal-wide education and training strategies. 

OMB’s E-Government Act reporting instructions asked agencies to report on their 

IT workforce planning, management activities, and progress in accordance with OPM 

guidance and the President’s Management Agenda Human Capital initiative. Agencies 

were requested to identify job categories, specialty areas, skills, and competencies that 

are critical to fulfilling their strategic plans, enterprise architectures, and IT investment 

portfolios. Additionally, they were asked to report gaps that require action plans to close, 

strategies to do so, and measures of success. 

Most executive agencies have set strategic direction regarding workforce planning 

and are in the second step of Human Capital planning as prescribed in OPM’s Workforce 

Planning Guide. The next step requires assessment and gap analysis. Several agencies 

participated in the October 2003 federal-wide Clinger Cohen IT Workforce Assessment 

and were analyzing their data at the time of reporting to OMB. A few agencies are 

further along and are involved in action planning and implementation to close skills gaps 

and measure success in doing so. The occupational areas most often identified as critical 

were IT Policy and Planning, IT Project Management, IT Security, Systems Analysis, 

Applications and Data Management, Contracting/Procurement, and Customer Service. 

Almost all agencies reporting a skills gap cite the IT Project Management. 

There are several federal-wide resources to close existing competency gaps. 

These include OPM’s Recruitment-One-Stop, OPM's virtual training center, 

Go.Learn.gov, OPM's IT Roadmap, a self-assessment tool that produces individual 

development plans, OPM's Scholarship for Service to develop and place Cyber Security 

Specialists, and OPM's direct-hire authority and other incentive allowances and bonuses. 

A few agencies, such as Department of Energy, have allotted a percentage of their IT 

budgets for the development of their IT workforce. The Department of State and 

Department of Veterans Affairs were one of the first Departments to streamline the 

recruitment process through the use of electronic recruitment and assessment tools. 

Agency performance measures relative to IT workforce planning are in the early 

stages of development and use. Some cited the traditional personnel statistics to track 

vacancies, hires, training hours, and retention and attrition rates. A few agencies, such as 

the Department of Transportation and Department of State, incorporated IT workforce 

planning as part of the overall Agency Human Capital planning through partnership with 

28 
their Agencies’ Human Capital Officers. DOT, State, and VA provided specific numeric 

goals and results; such as, rate and timelines for IT PM certifications and required 

security awareness training, time to fill vacancies, training achieved in accordance with 

development plans. The Office of Personnel Management, Small Business 

Administration, Department of State, and U.S. Agency for International Development 

stated meeting mission and customer satisfaction as primary measures used to build 

workforce plans. 

J. Share-in-Savings Initiatives 

The General Services Administration (GSA), in consultation with OMB, is 

required to identify potential Share-in-Savings (SiS) opportunities across government and 

develop guidance on how to determine mutually beneficial savings share ratios for the 

contractor and agency, as well as baselines for measuring savings. OMB is required to 

develop techniques in consultation with Congress to permit an agency to retain savings, 

and to report to Congress within 2 years of the enactment of the E-Government Act on 

the use of SiS contracting. 

SiS is intended for use in cases where projects are innovative and 

transformational. The Clinger-Cohen Act directed the use of SiS for a few pilot projects, 

but the potential downside for these pilots was fairly significant. Agencies were not 

allowed to keep the savings they recognized and the financial benefits were therefore 

negligible. The E-Government Act allows agencies to retain some of the savings and 

brings tremendous value and benefit to government by spreading risk across projects. 

SiS has been used very successfully to recognize significant benefit to the services 

government provides while costing the taxpayers significantly less money. Advantages 

of SiS contracts to agencies are: 

• low up-front costs 

• shifting of burden to the contractor 

• payment for results, not effort. 

In order for SiS contracts to be successful, a number of criteria must be met. 

Project managers must have clear baseline data, and be able to answer how many web 

servers there are, the current costs of operation, and be able to identify any hidden costs. 

There must also be buy in from the highest levels. The proposed solution must generate 

enough savings to justify the approach, and there should be true partnership between 

government and industry. These calculations need to be precise, complete, and available 

to the vendor if they are to assume financial risk based on that information. 

GSA, DoD, and NASA issued an advance notice of proposed rulemaking on 

October 1, 2003 to solicit public input on potential FAR amendments to mo tivate 

contractors and successfully capture the benefits of SiS contracting. Public comments 

have been analyzed and proposed changes to the FAR will be issued shortly. In addition, 

GSA has established a series of e-tools on its website to assist agencies with developing 

sound business cases for suitable SiS projects available at www.gsa.gov/shareinsavings. 

29 
Projects can be tracked through these e-tools, which will provide seminal pieces of 

information for reporting to Congress. 

K. Authorization for Acquisition of Information Technology by State and Local 

Governments through Federal Supply Schedules 

Section 211 of the E-Government Act provides for the use by States or local 

governments of GSA's Federal Supply Schedules for automated data processing 

equipment (including firmware), software, supplies, support equipment, and services as 

included in Schedule 70. GSA issued an interim rule on May 7, 2003 amending the GSA 

Acquisition Regulation (GSAR). Comments on the interim rule are being analyzed and a 

final rule is pending. 

L. Integrated Reporting Study and Pilot Projects 

An Enterprise Architecture is a comprehensive view of what an organization does, 

how it does it, and how IT supports it. OMB is leading the development of the FEA with 

the support of GSA and the federal CIO Council. The FEA is a business-focused 

framework that provides OMB and federal agencies with a way to monitor, analyze, and 

control federal investments in information technology. The FEA will make possible 

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

collaboration and communication with respect to IT investments. 

The FEA framework is nearing completion and identifies opportunities for 

federal-wide systems interoperability and collaboration. The FEA reference models are a 

viable framework to analyze agency IT investments, enabling the government to wisely 

target inter- and intra-agency collaboration efforts to improve citizen services and 

streamline government business processes. Each model is constantly updated to reflect 

evolving government operations. The models are defined at: http://feapmo.gov/fea.asp as 

the: 

• Performance Reference Model 

• Business Reference Model 

• Service Component Reference Model 

• Data and Information Reference Model 

• Technical Reference Model 

30 
Technical Reference Model (TRM)

•Service Component Interfaces, Interoperability

• Technologies, Recommendations

Business Reference Model (BRM) 

• Lines of Business 

• Agencies, Customers, Partners 

Service Component Reference Model (SRM) 

•Service Domains, Service Types 

•Business & Service Components 

Data Reference Model (DRM) 

• Business-focused Data Standardization 

• Cross-Agency Information Exchanges 

Performance and Business-Driven 

Performance Reference Model (PRM) 

•Inputs, Outputs, and Outcomes 

•Uniquely Tailored Performance Indicators 

Component-Based Architectures

Business Reference Model (BRM)

• Lines of Business

• Agencies, Customers, Partners

Service Component Reference Model (SRM)

•Service Domains, Service Types

•Business & Service Components

Technical Reference Model (TRM) 

•Service Component Interfaces, Interoperability 

• Technologies, Recommendations 

Data Reference Model (DRM)

• Business-focused Data Standardization 

• Cross-Agency Information Exchanges

Performance and Business-Driven

Performance Reference Model (PRM)

•Inputs, Outputs, and Outcomes

•Uniquely Tailored Performance Indicators

Component-Based Architectures

As a result of using the FEA last year, OMB identified and targeted redundancies 

across five federal functions, which have been identified as lines of business (LoB). 

These LoBs are case management, federal health architecture, financial management, 

human resources information, and the second phase of E-Grants. Initial analysis of these 

activities identified hundreds of millions dollars in IT investments that should be 

reviewed for potential savings. Now underway as pilot projects, the LoB initiatives will 

enable agencies to implement common business practices and technology solutions. 

Over the next year, these initiatives will produce new roadmaps outlining best practices 

for agencies to follow and enable the government to ensure interoperability of the 

systems. The end result saves taxpayer dollars, measurably reduces the administrative 

burden, and significantly improves service delivery beginning in FY 2005. 

M. Development of Online Tutorial on Government Information and Services 

(IMLS) 

The Institute of Museum and Library Sciences (IMLS), in consultation with the 

Secretary of Education, OMB, the GSA Administrator, and other relevant agencies will 

develop an online tutorial for users wanting to learn how to take full advantage of the 

content found at the Federal Internet Portal, FirstGov.gov. IMLS, OMB, and 

FirstGov.gov program officials from GSA identified the scope of the tutorial to include 

information for users on how to quickly and easily find government information as well 

as identify opportunities for citizens to participate in federal activities. 

N. Study on Community Technology Centers 

The Department of Education began an evaluation of Community Technology 

Center practices in March 2003 with its America Connects website (americaconnects.net) 

which posts best practices of Community Technology Centers (CTC). During FY 2004, 

31 
the work will proceed in partnership with the CTC Network and others, to consolidate 

information and provide outreach to technology centers, public libraries and other 

institutions that provide internet access to the public along with a database of technology 

centers throughout the country. The study will identify characteristics of effective CTCs 

and recommend ways to promulgate best practices with other CTCs. 

O. Enhancing Crisis Management through Advanced Information Technology 

IT is used to coordinate and facilitate information across multiple channels to 

improve disaster preparedness, response, and recovery. Section 214 of the EGovernment Act charged the Administrator, in consultation with the Federal Emergency 

Management Agency (FEMA), to complete a study on how IT can be used to enhance 

crisis preparedness, response, and consequence management of natural and man-made 

disasters. FEMA (through the Project SAFECOM E-Government initiative) worked with 

the Department of Defense in conducting this study. A contractor team identified and 

modeled interoperability technologies and processes at Federal, state, and local levels. 

Some of the factors SAFECOM documented include, affordability, lead time to 

implementation (six months or less), compliance to open standards (as certified by 

nationally recognized standards organizations), and scalability. This effort served the 

dual purpose of meeting short-term interoperability needs while gathering information to 

inform the gap analysis work for developing architecture framework for two Presidential 

E-Government initiatives described below.. 

Additionally, DHS has held a number of events in which vendors are given the 

opportunity to present and discuss IT solutions which would assist in crisis preparedness, 

response, and consequence management of natural and man-made disasters. DHS also 

issued a request for information (RFI) focused on IT relating to interoperability of public 

safety communications and is about to issue an RFI relating to information sharing and 

integration among first responder communities and government jurisdictions. 

Section 214 also charges the E-Gov Administrator, in consultation with FEMA, to 

initiate pilot projects or report to Congress on other activities which further the goal of 

maximizing the use of IT in disaster management. There are two Presidential interagency 

E-Government initiatives that directly support and promote improving information 

sharing between Federal, state, and local public safety officials through maximization of 

IT, Disaster Management and Project SAFECOM. DHS is the managing partner for 

these initiatives. Partner agencies for Disaster Management include: DOC, DOD, DOI, 

DOJ, EPA, HHS, and USDA. Partner agencies for Project SAFECOM include: DoD, 

DOE, DOI, DOJ, HHS, and USDA. Additional information on both of these initiatives is 

available at www.egov.gov. 

The goal of Disaster Management is to: 1) provide Federal, state and local 

emergency manager’s online access to disaster management-related information, 

planning, and response tools ; and 2) improve first responder interoperability through 

partnership with the public safety community and industry by developing common 

standards and an architecture. Disaster Management provides Federal, State, and local 

32 
emergency managers, as well as citizens, with online access to disaster managementrelated information, as well as planning and response tools, making it easier to find 

disaster assistance information. The DisasterHelp.gov portal has over 11,500 registered 

users. This portal is in the process of being transitioned to the DHS enterprise-wide 

portal consolidation effort led out of the DHS CIO office which is expected to be 

comp leted mid FY 2004. 

At its core, this initiative is working toward achieving interoperability among all 

types of public safety officials at all levels of government. To date, the first responder 

toolset has been delivered to nearly 300 collaborative operating groups in 46 states and 

has been used to respond to more than 30 real-world incidents. Additionally, Federal 

agencies are expected to coordinate all disaster and emergency management investments, 

including incident or emergency management systems, through the Disaster Management 

initiative. 

The Project SAFECOM initiative partners with Federal agencies, state, local, and 

tribal public safety organizations to achieve interoperable wireless communication and 

information sharing across all levels of government so public safety officials can 

communicate and share information as they respond to emergencies. The three 

objectives of this initiative are to: 1) develop standards to promote wireless 

interoperability; 2) develop a national architecture to assist in the progression towards 

wireless interoperability; and 3) coordinate the Federal government’s wireless 

interoperability investments and programs. 

In conjunction with representatives from the public safety community, 

SAFECOM developed common grant guidance to be used by all grant programs related 

to public safety communications. Last year, this guidance was incorporated by grant 

programs at both COPS and FEMA and Federal agencies with grant programs that 

address public safety communications were expected to adopt the common grant 

guidance. 

P. Disparities in Access to the Internet 

GSA and the National Academy of Science (NAS) are developing a methodology 

and approach for examining disparities in Internet access and how they influence the 

effectiveness of online government services. The study will include a review of the 

nature and causes of disparities in Internet access. The study will also examine how the 

increase in online government services influences the disparities in Internet access and 

how technology development and diffusion trends may offset these adverse influences. 

GSA will work to compile the results of the best studies in the field of disparities of 

public access to information including existing NAS works. The report will be 

completed by December 2004. 

33 
Q. Common Protocols for Geographic Information Systems 

Section 216 of the E-Government Act discusses common protocols for geographic 

information systems and geospatial data. Geospatial data identifies the geographic 

location and characteristics of natural or constructed features and boundaries on the 

Earth. Although a wealth of geospatial information exists, it is often difficult to locate, 

access, share, and integrate in a timely and efficient manner. Many Federal, state, and 

local agencies collect and use geospatial data in different formats and standards based on 

their requirements. This results in wasteful spending, redundant data collection, and can 

hinder the ability of federal, state, and local governments to effectively and efficiently 

provide information and services to each other, citizens, and business. 

This section charges the E-Gov Administrator, in consultation with the Secretary 

of the Interior, and working through an interagency group, to facilitate the development 

of common protocols for the development, acquisition, maintenance, distribution, and 

application of geographic information. The Federal Geographic Data Committee 

(FGDC), The FGDC is chaired by the Secretary of the Department of the Interior, with 

the Deputy Director for Management at OMB, serving as Vice-Chair. It was organized in 

1990 under OMB Circular A-16, “Coordination of Geographic Information, and Related 

Spatial Data Activities”, serves as the interagency group. The FGDC promotes the 

coordinated use, sharing, and dissemination of geospatial data on a national basis and is 

composed of representatives from nineteen Cabinet level and independent federal 

agencies. 

Additionally, another key interagency effort underway is the President’s EGovernment initiative, Geospatial One-Stop. The goal of this initiative is to promote 

coordination and alignment of geospatial data collection and maintenance among all 

levels of government. Specifically, this initiative is working to: 

• Facilitate sharing of geospatial information; 

• Improve planning for future investments in geospatial data; 

• Expand collaborative partnerships that help leverage investments and reduce 

duplication; and 

• Collaborate on the development and implementation of standards that encourage 

sharing and use of best practices and advance implementation of the National 

Spatial Data Infrastructure. 

Additionally, Geospatial One-Stop is accelerating the development of the 

National Spatial Data Infrastructure (NSDI), which will provide federal, state, and local 

governments, as well as private citizens, with “one-stop” access to geospatial data. 

Interoperability tools, which allow different parties to share data, will be used to migrate 

current geospatial data from all levels of government to the NSDI, following data 

standards developed and coordinated through the FGDC using the standards process of 

the American National Standards Institute. 

34 
To date, Geospatial One-Stop has developed a portal for seamless access to 

geospatial information, provided a number of standards and models for geospatial data, 

and created an interactive index to geospatial data holdings at federal and non-federal 

levels. Twenty-four Federal agencies are posting data sets to GeoData.gov with over 214 

Federal records posted. Eighteen states have posted data sets representing 213 state 

records posted with another 2,126 local jurisdiction records posted. OMB will continue 

to work with GeoSpatial One-Stop and Federal agencies to drive utilization of this 

initiative. 

By making it easier for government officials at all levels to share, coordinate the 

collection of and gain access to geospatial data, Geospatial One-Stop will help to improve 

decision making and the delivery of government services. In its first months of 

operation, the Geospatial One-Stop Portal responded to support several national disaster 

events including Hurricane Isabel and the California Wild Fires. From one location, 

users of the portal could access storm tracking, modeling, weather information, satellite 

images and regional and local mapping services and links to disaster planning web sites. 

Geospatial One-Stop will also accelerate cost efficiencies while reducing 

duplication as governments better allocate their data resources. Additionally, data 

consistency, compatibility, and easy access will stimulate vendor development of 

geospatial tools and reduce technology risk for geospatial data users. Over the next six 

months the current operational portal capabilities will be enhanced and the content and 

number of network providers of metadata will grow significantly as production metadata 

harvesting begins. In addition, a schedule for purchasing interoperable portal 

components will be developed by the Geospatial One-Stop team and released by the 

GSA. 

A contract is being created for Interoperable Geospatial Portal Components. This 

contract will be available for organizations at all levels of government to acquire 

interoperable, standards-based geospatial components for use in portals and other 

applications. This objective is aligned with the E-Government Act, the Federal 

government’s IT management principles, the work being conducted under the Federal 

Enterprise Architecture, and the OMB policy on creating the NSDI. 

R. Compliance with the Government Paperwork Elimination Act 

Background 

Before the E-Government Act, the primary legislative driver for E-Government 

was the Government Paperwork Elimination Act (GPEA) of 1998, 44 U.S.C. § 3504. 

GPEA requires agencies to provide for electronic submission of forms, including 

electronic signature and proper security. GPEA required agencies by October 21, 2003, to 

provide for the (1) option of electronic maintenance, submission, or disclosure of 

information, when practicable as a substitute for paper; and (2) use and acceptance of 

electronic signatures, when practicable. GPEA states that electronic records and their 

35 
related electronic signatures are not to be denied legal effect, validity, or enforceability 

merely because they are in electronic form. 

OMB’s Procedures and Guidance on Implementing the Government Paperwork 

Elimination Act14 provides guidance for GPEA implementation and required that each 

agency update annually its plan for implementing GPEA and submit to OMB a summary 

of that plan. Agencies were asked to build on their existing efforts to implement 

electronic government, prioritize their implementation based on achieve-ability and net 

benefit, and coordinate the plan and schedule with their strategic IT planning activities to 

support program responsibilities consistent with the budget process. 

Results and Next Steps 

Agencies have been aggressively working to meet the GPEA deadline, focusing 

on those transactions that will provide the greatest benefit to the citizen. Statistics, as of 

December 2003, showed that 57% of all government transactions met the GPEA deadline 

to provide an electronic option. Table One summarizes federal government compliance as 

of December 2003. 

Table One: Summary of Federal Government Compliance 

Percentage Number of Transactions 

October 21, 2003 

56% 4040 

Transactions Compliant After 

October 21, 2003* 

12% 898 

Transactions that will not be 

Completed 

32% 2249 

Total Transactions Reported 

Transactions Compliant As of 

7187 

*Agencies provided an expected date of completion of 2004 and beyond 

However, the GPEA implementation statistics do not provide the complete picture 

of government-wide compliance: 

• GPEA provides agencies the flexibility to determine whether or not a transaction is 

practicable. For example, there are some paper transactions that are not suitable to do 

on the web (e.g. customs form filled out on airplane). 

• Compliance data include data on both transactions (e.g. forms submitted to the 

government) and information dissemination activities (e.g. posting of publications on 

a government website). 

Beginning in September of 2000, agencies have been asked to submit an annual 

status report of their progress in meeting the requirements of GPEA. Table Two 

summarizes agency compliance as of December 2003. Agency compliance will be 

continually monitored through the E-Government Act Report and the OMB process for 

14 OMB Memorandum M -00-10, 4/25/00, http://http://www. whitehouse.gov/omb/memoranda/m00-10.html 

36 
approving information collections under the Paperwork Reduction Act (PRA, 44 U.S.C. 

3501-20). As this report demonstrates, agencies are continuing to make progress on the 

implementation of GPEA. 

In addition to continued agency efforts to work towards GPEA compliance, the Business 

Gateway Initiative has created an E-forms catalog, which will provide an easy one-stop 

access to publicly available forms that affect businesses and citizens. The development 

of this catalog is the first step towards providing agencies with a service to manage their 

forms electronically. 

Table Two: Summary of Agency Compliance 

Agency Total 

Transactions 

Reported 

Transactions 

Compliant 

As of 

10/21/03 

Transactions 

Compliant 

After 

10/21/03 

Transactions 

that will not 

be 

Completed 

USAID Agency for International Development 57 17 40 0 

USDA Department of Agriculture 509 188 140 181 

DOC Department of Commerce (1) 321 201 54 66 

DOD Department of Defense 137 77 17 43 

Education Department of Education 297 257 2 38 

DOE Department of Energy (2) 93 52 24 17 

HHS Department of Health and Human Services 344 207 44 93 

DHS Department of Homeland Security 277 215 35 27 

HUD Department of Housing and Urban Development 225 132 51 42 

DOI Department of the Interior 299 46 95 158 

DOJ Department of Justice 117 71 32 14 

DOL Department of Labor (3) 408 249 35 124 

DOS Department of State 94 62 19 13 

DOT Department of Transportation 290 290 0 0 

Treasury Department of the Treasury 708 297 50 361 

VA Department of Veteran's Affairs 189 158 5 26 

EPA Environmental Protection Agency 449 103 0 346 

GSA General Services Administration 48 30 9 9 

NARA National Archives and Records Administration 50 18 29 3 

NASA National Aeronautics and Space Administration 12 6 1 5 

NSF National Science Foundation 19 15 3 1 

NRC Nuclear Regulatory Commission 692 565 1 126 

OPM Office of Personnel Management 111 60 28 23 

SBA Small Business Administration 57 38 1 18 

SSA Social Security Administration 219 76 10 133 

Other Independe nt Agencies, Boards, and Commissions 

BBG Broadcasting Board of Governors 5 3 1 1 

CFTC Commodity Futures Trading Commission 10 3 0 7 

CPSC Consumer Product Safety Commission’s 7 3 2 2 

CNCS Corporation for National and Community service 4 3 0 1 

EEOC Equal Employment Opportunity Commission 164 59 101 4 

EXIM Export-Import Bank of the United States 14 4 8 2 

37 
Agency Total 

Transactions 

Reported 

Transactions 

Compliant 

As of 

10/21/03 

Transactions 

Compliant 

After 

10/21/03 

Transactions 

that will not 

be 

Completed 

FAR Federal Acquisition Regulations 100 98 0 2 

FCA Farm Credit Administration 7 3 0 4 

FCC Federal Communications Commission 80 69 3 8 

FDIC Federal Deposit Insurance Corporation 57 1 4 52 

FHFB Federal Housing Finance Board 7 2 2 3 

FLRA Federal Labor Relations Authority 10 0 0 10 

FMC Federal Maritime Commission 13 13 0 0 

FTC Federal Trade Commission 46 9 2 35 

IMSLS Institute of Museum and Library Services 1 0 0 1 

USITC International Trade Commission 8 5 3 0 

MSPB Merit Systems Protection Board 7 5 2 0 

NCUA National Credit Union Administration 34 16 0 18 

NEA National Endowment for the Arts 8 5 3 0 

NEH National Endowment for the Humanities 10 8 0 2 

NLRB National Labor Relations Board 5 1 4 0 

NMB National Mediation Board 10 9 1 0 

OGE Office of Government Ethics 4 0 4 0 

OSC Office of Special Counsel 2 2 0 0 

OSHRC Occupational Safety and Health Review 

Commission 1 0 1 0 

OPIC Oversee Private Investment Corporation 21 20 1 0 

Peace Peace Corps 13 3 1 9 

RRB Railroad Retirement Board 159 10 29 120 

SEC Securities and Exchange Commission 313 218 1 94 

TVA Tennessee Valley Authority 45 38 0 7 

Total 7187 4040 898 2249 

(1) Includes Patent and Trademark Office 

(2) Includes Federal Energy Regulatory Commission

(3) Includes Pension Benefit Guaranty Corporation 

38 
III. Summary of Agency E-Government Activities 

Agency for International Development 

Agency Accomplishments 

USAID has engaged in many of the E-Government exercises under the 

Presidential Management Agenda. Working in concert with the State Department, two of 

the most active E-Government programs at USAID include the overseas deployment of a 

new accounting system called Phoenix, and the design and purchase of a Procurement 

Solution (PSIP) aligned with Phoenix and the Department of State's financial 

management system. Phoenix is fully implemented in Washington and further modules of 

Phoenix are being rolled out to four pilot missions. PSIP is in the design phase as systems 

requirements are being refined and documented. 

Maintaining Communication 

USAID strives to promote the best interests of the public by participating in 

workgroups such as USAID/Department of State Joint Management Council (JMC). 

These entities use this forum to develop policy solutions through a variety of shared 

management challenges in an effort to achieve their unique but parallel missions with 

more efficiency and effectiveness. The Department has not specified if it works with 

private or non-profit entities to promote its organizational objectives. 

Public Accessibility 

USAID ensures information on its website can be accessed by those without 

internet access by providing this information in hardcopy through the agency printing 

office. 

United States Department of Agriculture 

Department Accomplishments 

Over the next five years, the USDA plans to develop and implement a modern 

supply chain management system that will optimize its delivery and execution of its 

domestic and international food programs. This effort will focus on satisfying the needs 

of employees, food customers and suppliers by providing the information, tools and 

resources they need to receive and provide food across the globe. One of the most critical 

enablers of this transformation will be implementing and using advanced technologies to 

allow the seamless, transparent and efficient flow of food products throughout the supply 

chain process. 

A COTS solution will be used to achieve objectives of the initiative. The COTS 

technology platform envisioned for Web-based Supply Chain Management (WBSCM) is 

in line with private sector technology solutions leveraged by many leading companies. 

39 
Additionally, the system is designed so that after completion of initial development and 

rollout for commodity distribution programs and processed commodity management, it 

can be extended to USDA’s bulk commodity management programs (which includes 

grain, sugar, and cotton), to replace the current Grain Inventory Management System 

(GIMS). These programs manage billions of dollars of inventory and touch over $5 

billion of the FSA’s budget. 

The WBSCM initiative is a cross-agency effort including representatives from all 

USDA agencies involved in commodity distribution programs (AMS, FAS, FNS, and 

FSA), as well as the U.S. Agency for International Development (USAID) and the U.S. 

Department of Transportation’s Maritime Administration (MARAD). As part of the 

process of developing the business case, feedback from USDA business partners and 

customers across the supply chain process was considered. Planned performance 

measures include: 

• 10-20% reduction in overall staff time devoted to bid and contract management 

processes. 

• 15-25%Reduction in amount of export spoilage and shrinkage. 

• 24 x 7 operation, 99.9% overall uptime and reliability. 

Other cost savings and benefits include: 

Strategic: 

• Reduces costs for customers; reduces storage costs paid by school districts for late 

deliveries. 

• Increases food aid and meals: A $50 million savings would fund the annual cost 

of the Food Distribution Program on Indian Reservations (FDPIR) and/or USDA 

portion of millions of school meals. 

Financial: 

• Reduces total commodity spending (estimated value: $120 million/year in 3-5 

years); 

• Reduces transportation costs (estimated value $22-35 million). 

• Reduces inventory and warehouse costs and investments (estimated value: $0.3-

$0.6 million). 

• Reduces information technology cost (estimated value $5-$8 million). 

• The significant estimated cumulative seven-year benefits of the WBSCM 

solution, which will deliver additional productivity benefits, are expected to range 

from $455-790 million. 

Operational: 

• Improves timely delivery of USDA commodities and reduces processing cycles. 

• Improves collaboration and integration across the Departments. 

• Ensures timely financial management and reconciliation and improves reporting 

capabilities. 

40 
Maintaining Communication 

USDA puts forth a concerted effort to frequently communicate with three 

stakeholder groups: employees, business partners, and citizens, around whom the 

Department’s E-Government Strategic Plan is organized. USDA collaborates with these 

groups through various outreach programs which are used as a means of conducting 

surveys, usability studies and discussion groups. The Department uses these forums to 

learn how it can more efficiently use electronic tools to deliver services and information 

to agricultural producers and consumers. 

Public Accessibility 

USDA is a business about and for people; the human element in USDA’s services 

— the food inspector, the Extension agent, the county office — will neither be 

diminished nor displaced by the Internet. The Web will not entirely replace paper-based, 

phone, or live communications options for those who are dependent on or prefer these 

means. However, the Internet is a prominent and growing channel for service and product 

delivery that USDA must embrace. In our vision, Web-based technology will be used to 

support, supplement, and enhance the more meaningful personal interactions between 

citizens, business partners, and USDA employees. 

USDA’s mission includes economic and community development for rural 

communities as well as food assistance programs for poor children and families. Lack of 

access to technology and technical skills in an era dominated by electronic change 

threatens economic opportunity and social inclusion. USDA is doing many things to help 

bridge the “digital divide.” Cognizant of our mission and this goal, USDA assessed the 

readiness of its core citizen customers for E-Government and their level of Internet 

access. Some highlights are shared in the table below: 

Major USDA Citizen Group Estimated # of Customers Internet Access 

Farmers/Producers 2.2 Million 43% 

Rural Communities & Businesses 2.5 Million (direct), 

50 Million (indirect) 

39% 

Children 30 Million 89% 

Low-Income Families & 

Individuals ($15-$25K/yr) 

20 Million 24% 

Landowners and Conservationists 10 Million N/A 

All Americans 285 Million 44% 

Department of Commerce 

Department Accomplishments 

For the 2002 Economic Census, the Census Bureau offered electronic reporting to 

all 3.5 million participating businesses. In an innovative use of XML and a meta data 

repository, businesses were able to download forms from the Internet, and file them on 

41 
the Census Bureau’s Web site. More than 50,000 online requests for extensions, re-mails, 

and additional form requests have been made using the Census Web site. Further, the 

Census Bureau provides one-stop access to the most popular Bureau data and products 

through the Internet. 

Finally, the National Oceanic and Atmospheric Administration (NOAA) Center 

for Operational Oceanographic Products is working with a private company to develop 

data delivery technique s for cell phones and personal data assistants. While still in the 

experimental stages, it is expected tides and water level data will be available to users 

who can simply download the information to their personal electronic devices. 

Maintaining Communication 

In FY2003, DOC collaborated with a variety of groups interested in finding new 

ways of using IT to identify and to address the needs of the public. DOC organized user 

groups and forums to offer the public the opportunity to voice their needs and concerns. 

The Department continuously works with government officials from all levels to develop 

new tools and procedures for its IT infrastructure. 

Public Accessibility 

DOC makes information about its services and products available to those without 

internet access in hardcopy format as well as by phone, fax and CD-ROM. Examples of 

other non-Internet services include the National Weather Service (NWS) disseminating 

observations, forecasts, and warnings available to the mass media for widespread 

distribution through the NOAA Weather Radio and via the Family of Services (FOS), 

which provides external users access to weather information through a collection of data 

services. Text products are disseminated to NWS partners using the Satellite Broadcast 

Network, NOAA Weather Radio (NWR), and the NOAA Weather Wire System 

(NWWS). NWS’s Alaska region operates a system called the “Alaska Weather Line” 

(AWL). The AWL is an interactive system that provides toll-free telephone access to 

weather information throughout the state. There is no Internet dependency for the AWL 

operation. 

Department of Defense 

Department Accomplishments 

DoD’s Central Contractor Registration (CCR) has been so successful in reducing 

the registration efforts of vendors for DoD contracts that OMB mandated the use of CCR 

throughout the federal government as of October 1, 2003. CCR is Section 508 compliant, 

and through the CCR Help Desk, individuals without internet access can register with 

CCR. CCR supports the expansion of E-Government by serving as the single repository 

for vendor business information, including electronic payment data, for the entire federal 

government. 

42 
DoD is also leading an initiative to better anticipate the impacts of emerging 

information technologies through a web-based Community of Practice. This project, 

titled Technology, leverages the combined efforts of the Air Force, DoD, industry, and 

academic communities in a synergistic manner to study the military implications of 

commercial information technologies. The Technology project performed two case 

studies in 2003 and is poised to expand to broader communities of interest and a broader 

set of information technologies. 

Another significant cross-agency collaboration effort is occurring with GSA’s 

SmartBUY initiative. The broad success of the DoD Enterprise Software Initiative is 

providing lessons learned to execute SmartBUY and successfully leverage the federal 

government’s immense purchasing power to drive down software prices. 

Maintaining Communication 

DoD is also heavily engaged in leveraging standards to meet mission 

requirements through enhanced interoperability while reducing the cost of IT systems 

through the promotion and use of commercial standards. As the DOD Executive Agent 

for IT Standards, the Defense Information Systems Agency (DISA) works with the 

Institute for Electronics and Electrical Engineering (IEEE), the International Standards 

Organization (ISO), and many other similar groups to ensure that the needs of DOD and 

the federal government are addressed in standards. DISA also works with the National 

Institute for Standards and Technology (NIST) and the Department of Homeland Security 

on certain non-governmental standards to promote effective communications for critical 

governmental functions. 

Public Accessibility 

To ensure that the availability of government information and services is not 

diminished for those without internet access, DoD and its components continue to 

respond to a wide range of queries and contacts through traditional media, such as 

telephone, mail, fax, and personal contacts. In addition, DoD routinely distributes 

information to the public via hard copy publications and normal distributions through the 

print and electronic media (e.g., press releases). 

Other ways DoD provides information related to E-Government initiatives 

include the Central Contractor Registration (CCR) Help Desk and the Defense Technical 

Information Center (DTIC) reference staff. For government agencies that require access 

to the CCR database but do not have access to the Internet, the CCR Program Office can 

supply CDROM versions of the CCR database on a monthly basis. The DTIC reference 

staff performs database searches and produces printed results for those users who cannot 

or do not wish to search via the Internet. 

Department of Education 

Department Accomplishments 

43 
The September redesign of www.ed.gov integrated No Child Left Behind and 

ed.gov into a single, more engaging and aesthetically appealing website. This integration 

established a common look and feel across the site, thereby creating a recognizable 

branding for ED.gov and No Child Left Behind. The redesign offers "information paths" 

for our most frequent visitors -- students, parents, teachers, and administrators -- and 

standardizes navigation to make it easier for visitors to find their way around the site and 

locate what users are looking for. The new site is more robust than its predecessor, and 

unscheduled downtime has dropped by 34%. 

The Department of Education has continued to focus on its on-line services to 

customers. During FY 2003, the Department expanded public access to grants, loans, 

and research information through improvements in electronic transactions. 100% of the 

Department's Title IV loan programs provide online capability. In addition to the fact 

that the eligibility application (FAFSA) is available online, students and parents can also 

complete and sign loan applications/promissory notes online. Fifty-seven percent (105 

competitions) of the Department’s FY 2003 grant competitions provided the capability 

for applicants to submit electronic applications using the Department's e-Application 

system, which is an increase over the 31% of programs that provided this capability in 

FY 2002. This is the fourth year that the Department's e-Application system for grants 

has been available. The e-Application system supports all of the Department's standard 

grant forms and has been modified to support additional program specific grant forms 

and requirements for grant programs that do not use the Department's standard forms and 

application process. 

The Department of Education has launched the Performance-Based Management 

Initiative (PBDMI) to provide a central data repository of performance information for 

federal grant programs. PBDMI will include analytic tools so that users will have easy 

access to performance information and an electronic survey tool to accommodate unique 

information requirements. PBDMI is a system for measuring student achievement by: 1) 

providing an integrated, Web-based collection of timely data on student achievement and 

educational outcomes; 2) eliminating existing reporting burdens that divert State and 

local school resources from their educational mission; and 3) assisting in analysis of data 

on educational results to identify performance trends and inform management, budget, 

and policy decisions. 

Implementation of the system will help lay the groundwork for shifting the 

Department's emphasis from focusing on compliance with procedural requirements to a 

focus on actual student achievement. All the State Educational Agencies (SEAs) will use 

the PBDMI system to provide required performance information to ED. The system will 

be available to ED staff to obtain performance information. In addition, it is envisioned 

that selected information will be provided to the public through the Internet. It is 

anticipated that the reduction in the reporting burden achieved by PBDMI will promote 

the redirection of State and local resources from responding to collection requests to 

addressing core mission objectives. 

44 
Maintaining Communication 

From the Electronic Access Conferences to the Software Developers 

Conference, the Department of Education, Federal Student Aid (FSA) annually 

hosts thousands of financial aid professionals from across the nation at conferences and 

events designed to promote dialogue on IT updates, industry best practices, recent 

developments and process improvements. In addition, FSA constituencies can access any 

one of several websites developed and maintained by FSA to receive real-time 

information on issues impacting student aid. 

Public Accessibility 

Customers who do not have access to the Internet may still receive Department of 

Education information and services via toll-free telephone (including a TTY number), 

fax, and mail from ED Pubs. In addition, multi-lingual customer service representatives 

answer all ED Pubs toll-free telephone lines. Upon request, ED Pubs provides 

publications in alternate formats such as Braille and large print for customers who need 

special services. The Department also has an Information Resource Center (IRC) that 

links families, schools and communities to education information. As a central entry 

point for the U.S. Department of Education through 1-800-USA-LEARN and 

usa_learn@ed.gov, the IRC assists Principal Offices and initiatives in reaching their 

customers. The IRC is staffed with a team of experienced information specialists who 

provide customers with the latest education information. In addition, the Department 

offers optional grant electronic submission for most programs that use the Department’s 

e-Application system, and there is a waiver process for programs that may require 

electronic submission. 

Department of Energy 

Department Accomplishments 

To accomplish the Department of Energy’s (DOE) unique E-Government 

initiatives, DOE developed Project IDEA (Innovative Department of Energy EGovernment Applications), which includes agency-specific E-Government investments. 

Sample initiatives identified below enable the agency to move forward in meeting its 

strategic goals. DOE has completed one project and initiated seven of its nineteen 

original IDEA initiatives. 

DOE has redesigned its website to be organized around the principle 

Departmental strategic objectives and standardizes the layout of individual program 

office web sites. The new departmental web presence initiative has been deployed and is 

fully operational. This project was completed in FY 2003. This initiative supports DOE 

Strategic Corporate Management Goals & Objectives: “Advocate and implement EGovernment citizen service delivery. Performance metrics include: 

• 50% increase in number of user’s sessions in the first six months of operation 

45 
over the existing energy.gov usage. 

• 100% increase at the conclusion of the first year, and a 200% increase by the end 

of the second year of operation. 

• Reduction of 50% in request for users request for general information (vice 

detailed information) submitted to the DOE Webmaster within six months of 

operation. 75% reduction by the end of the first year of operation. 

• In the first six months of operation, program offices will submit collectively, on 

average, one article per day for posting to the new Departmental site, an average 

of two submittals per day at the end of the first year of operation, three per day by 

the end of the first year of operation. 

• Public can find 95% of all information they seek on Departmental services and 

data within three clicks. 

The goals and objectives of I-MANAGE/STARS and I-MANAGE outlined in the 

DOE 2004 Annual Performance Plan are directly and indirectly supported by the 

Standard Accounting and Report System (STARS) and the Standard Budget System 

(SBS) through best practices for budget planning, budget execution, financial accounting 

and reporting. These new systems will provide integrated information processing 

capabilities to better plan, budget, manage, and measure the performance of program 

activities. This initiative supports DOE Strategic Corporate Management Goals & 

Objectives to: “Demonstrate excellence in the management of the Department’s human, 

financial, physical and information assets” and will help meet the Departmental Strategic 

Objectives to: 

• Achieve an effective and efficient management of the Department of Energy by 

implementing the President’s Management Agenda initiatives by taking 

advantage of industry best practices resident in the application. 

• Implement the President’s E-Government initiatives” using applications built 

upon Oracle’s Internet Computing Architecture (ICA) and through alignment with 

the Department’s Enterprise Information Architecture. 

Two of the Department’s Goals for Corporate Management are heavily dependent on the 

successful implementation of these systems: 

• Management of the Department’s financial resources and other assets, attainment 

of an unqualified audit opinion, and integration of financial, budget and program 

information will rely on a successful implementation of the STARS system. A 

significant risk to the Department will be avoided by replacing existing legacy 

system hardware and software. 

• Full integration of the Department’s budget and performance will rely on the 

power, flexibility, and scalability of the STARS System architecture and software. 

Performance metrics to assess effectiveness of this initiative are: 

• Implement major project development and implementation milestones on 

schedule and within budget. 

46 
• Obtain an unqualified audit opinion on the Department’s financial statements. 

• Demonstrate integration by eliminating redundant data files, crosswalk tables, 

and manual interfaces. 

The I-MANAGE Data Warehouse will enable progress toward agency objectives, 

strategic goals, and statutory mandates by eliminating manual data calls, increasing 

accessibility to data, decreasing response time to ad-hoc queries, linking transactional 

systems with related data, reduc ing the need for paper reports, and increasing the quality 

and consistency of data. System requirements have been drafted and circulated for 

comment. Performance metrics for this initiative include: 

• 50% of data calls eliminated because information is retrieved from I-MANAGE 

Data Warehouse. 

• Senior management utilization of the Data Warehouse for formulating 

information in a timely manner.

e-Assessment of Foreign Owned, Controlled or Influenced (FOCI) Companies 

automates FOCI Companies’ determination process and aids the Department in reducing 

adverse security incidents. New Authentix password software has been fully integrated 

into the FOCI processing site. Efforts continue in the areas of graphics and related 

programming, Section 508 compliance, documentation of software development, and 

data entry for the historical FOCI determinations. 

This initiative supports DOE Strategic Corporate Management Goals & 

Objectives to “manage information technology systems and infrastructure to improve the 

Department’s efficiency and effectiveness.” Performance metrics used to assess the 

effectiveness of this initiative are: 

• Database populated 50%, analytical tools work begins, and all submission types 

can be accommodated. 

• Electronic signatures added to system. 

Maintaining Communication 

The Office of the Chief Information Officer provides overall leadership and 

direction for the Departments electronic government initiatives through the Information 

Technology Leadership Council, the Innovative Department of Energy E-Government 

Applications (IDEA) Task Force, and the Capital Planning and Investment Control 

process (CPIC). The CIO serves on several E-Government inter and intra - governmental 

working groups to promote cross agency collaboration in the area of E-Government, 

while maintaining a continued dialogue with local, state, private and non-profit sectors. 

Public Accessibility 

DOE’s Office of Public Affairs redeployed the agency’s Internet Web site and 

other outreach programs (i.e., print media) to ensure the availability of program specific 

47 
information to all segments of the public in compliance with Section 508 of the 

rehabilitation Act. 

Environmental Protection Agency 

Agency Accomplishments 

Over the past 14 months, the Environmental Protection Agency (EPA) has 

focused tremendous effort on creating the National Environmental Information Exchange 

Network (the Exchange Network). The Exchange Network, supported by a 

congressionally authorized $20 million state grant mechanism, is an innovative model for 

exchanging environmental, health, and natural resource information among partner 

organizations. It revolutionizes the management of environmental information across the 

U.S.. Over the next three-to-five years, the Exchange Network will increase efficiency, 

improve the quality of environmental data, provide agencies and the public with ready 

access to these data, and increase their ability to employ this information to protect public 

health and the environment. The Exchange Network will be standards based, highly 

interconnected, dynamic, flexible and secure, and will operate with the broad-based 

voluntary participation of individual states and EPA. The Exchange Network offers a 

modern, innovative, and technologically feasible answer to many of the problems posed 

by incompatible and difficult-to-use information systems of the past. It is not just another 

new technology initiative, but instead represents a change in the way environmental 

agencies do business. The Exchange Network has working groups to assist in key areas 

and support activities that are staffed by EPA and state staff. Central Data Exchange 

(CDX) serves as EPA’s gateway or “node” on the Exchange Network, providing a single 

point of exchange between EPA and our state, tribal, local, and federal agency partners 

on the Network. CDX staff also serve as EPA’s technical support team to states and other 

partners in validating their technical solutions to the Network, as well as testing and 

deploying Exchange Network standards. 

Maintaining Communication 

EPA strives to promote dialogue among itself, state, local, and tribal governments 

and industry in an effort to identify and development new ways of using IT to meet the 

environmental needs of the public. In FY 2003, the Administration supported this 

objective by creating various workgroups and the CDX to enable interested parties to 

communicate with more ease. EPA has promoted interagency collaboration by 

consulting with other federal agencies to develop a universal web-based application that 

enables the public to find, view, understand and comment on federal regulatory actions 

and in turn enhance their participation in the federal regulatory process. 

Public Accessibility 

EPA maintains a network of libraries in 24 locations across the United States that 

provides access to Agency documents and information on-site. Citizens without Internet 

access are also encouraged to visit one of the nearly 1,300 federal Depository Libraries 

48 
for assistance in accessing and using government information. These federal Depository 

Libraries provide access to the Internet as well as a collection of printed documents made 

available through the U.S. Government Printing Office. 

General Services Administration 

Agency Accomplishments 

The General Service Administration’s (GSA) 3GS Program demonstrates good 

progress in GSA’s efforts to use IT to align agency goals with customer needs. The 

program unifies as well as increases the accountability of the government ’s financial 

activities. GSA has partnered with industry, federal government and consumer 

representatives to establish a clear understanding of how GSA officials should proceed to 

develop a robust IT system that meets user needs. GSA believes this program will 

alleviate the financial burden placed on taxpayers because this program replaces 

numerous legacy systems and reduces the maintenance costs of IT systems. 

Maintaining Communication 

GSA finds new ways to improve service to the public by collaborating with 

representatives from state and local governments, trade associations, academia and the 

private sector. The Administration supports this objective by facilitating workgroups and 

conferences that allow the aforementioned parties to exchange information regarding new 

IT products as well as best practices. 

Public Accessibility 

GSA makes certain that information and services mentioned via its Website are 

also available to those without internet access. GSA also provides information and 

services by mail or phone, and through local government offices. The federal 

information program was initiated to respond to citizens’ questions about federal 

agencies, programs, and services as part of President Lyndon Johnson’s “war on 

gobbledygook.” From its beginnings in a federal building lobby in Atlanta, it has 

expanded to respond to about 3 million inquiries per year through its toll-free telephone 

number, 1-800-688-9889 (1-800-326-2996 for TDY users). This center provides 

information and documents to phone callers about GSA and other federal programs. GSA 

also operates the federal Relay Service to provide phone access to persons who are 

hearing impaired through TTY to voice conversion. 

Department of Homeland Security 

Department Accomplishments 

The Department of Homeland Security (DHS) uses IT and E-Government in a 

number of ways to meet both its primary homeland security missions such as securing 

our nation’s borders, ports, and transportation systems as well as its other non-homeland 

49 
security responsibilities such as providing services to immigrants and providing disaster 

assistance. DHS’s development and implementation of the Student and Exchange Visitor 

Information System (SEVIS) exemplifies how the Department has used IT to remain 

proactive. Officials have not only used the SEVIS software to document and maintain an 

accurate status of foreign students and their dependents in the U.S. but, to also respond 

more quickly to students who may have violated immigration laws by overstaying their 

visas or failure to maintain their status. DHS has used measurements to evaluate the 

success of this program which range from percentage of leads that are ge nerated into 

investigative cases based on students who have violated their stay to percentage of recertifications that are completed in accordance with 2-year requirement. The 

Department has indicated that this program will reduce monitoring costs of fo reign 

students from $4.5 million annually to $.8 million. 

Maintaining Communication 

The Department of Homeland Security (DHS) promotes an ongoing dialogue with 

numerous parties to identify new ways of using IT to better serve the public. DHS 

participation in the federal CIO Council offers its officials the opportunity to interact with 

IT professionals within the federal government. Its National Association of State CIOs 

(NASCIO) membership allows the Department to strengthen its ties with state and local 

governments. Furthermore, DHS has formed alliances with private entities through its 

involvement in the Industry Advisory Council as well as the Private Sector Council. 

Public Accessibility 

Departmental documents are available on the Department’s website, 

www.dhs.gov, and in paper format. Additionally, information is disseminated via public 

service announcements in print, radio, and television mediums; there are telephone 

centers available to discuss questions citizens may have, such as 1-800-BE-READY; 

press releases; and by Departmental officials at public forums. 

Department of Housing and Urban Development 

Department Accomplishments 

The Department of Housing and Urban Development’s (HUD) progress with IT is 

exemplified by the manner it has used these resources to distribute information to lowincome individuals in the presence of service delivery barriers and to increase public 

awareness of program performance through its website (http://www. hud.gov). Through 

HUD’s Public Access Technology (PAT) initiative, the Department offers free internet 

access to its website via public kiosks so individuals may learn about the Department’s 

services and products. HUD officials estimate that 300,000 citizens used these kiosks in 

FY2003. 

HUD initiated Home.gov, a multi-agency project that will make it easy for 

citizens to find and buy federally-owned homes. HUD is the managing partner and 

50 
USDA and VA are partner agencies. Homes.gov will provide an online sales capability 

to streamline the current federal sales process. More importantly, the initiative will 

increase both agency and buyer/consumer access by offering better search capability, 

ease of access and quality of information. Homes.gov will also reduce redundant 

websites, and enhance communications through built-in common business rules. 

The Credit Alert Interactive Voice Response System (CAIVRS) is a HUDinitiated federal government interagency shared database used to alert participating 

federal lending agenc ies when an applicant for credit benefits has a federal lien judgment 

or a federal loan which is currently in default or foreclosure. CAIVRS allows authorized 

employees of participating federal agencies to access a shared database of delinquent 

federal borrowers for the purpose of pre-screening direct loan applicants for credit 

worthiness, and access the delinquent borrower database for the purpose of pre-screening 

the credit worthiness of applicants for federally guaranteed loans. CAIVRS reduces the 

risk of endorsing a mortgage for FHA insurance without knowledge of previous 

delinquencies or defaults in federal programs. Agencies access CAIVRS via the FHA 

Connection. CAIVRS has realized over $215 million in loss avoidance annually since 

1988 and it is anticipated similar savings will be realized in the future. 

Maintaining Communication 

HUD strives to maintain an ongoing dialogue with public interest groups, 

industry, other government entities as well as public organizations. The Department 

facilitates meetings with non-profit and public entities in an effort to promote a free 

exchange about IT and how they can be applied to address public needs. Furthermore, 

Department representatives regularly meet with developers and lenders to learn how 

technologies can be applied to deliver their services and products to citizens in less time 

and at lower costs. Subsequently, this combination of efforts has enabled HUD to use IT 

as an instrument for targeting the needs of low-income individuals with greater 

efficiency. 

Public Accessibility 

HUD notes that it has put forth a concerted effort to serve millions of low and 

moderate income households, and is sensitive to the challenges created by the “Digital 

Divide.” The Department addresses this “Divide” by maintaining an extensive field staff 

to answer questions and to provide assistance over the phone or through face-to-face 

contact for those without Internet access. HUD has also placed 106 touch-screen kiosks 

in public places throughout the country to provide basic information about HUD 

programs and services to citizens. HUD's outreach efforts are further supplemented 

through events (e.g., local homeownership fairs) sponsored by HUD business partners 

who disseminate HUD program information. 

HUD’s Community Planning and Development programs have taken several steps 

to make program accomplishment data available to the public. For example, the HOME 

program’s performance “Snapshots” and other production reports encourage State and 

51 
local grantees to improve performance by comparing their performance to other grantees 

through quarterly program and individual grantee performance reports. HUD also uses 

its website to post actual expenditure data for each of the more than 1,100 State and local 

governments that receive Community Development Block Grant (CDBG) funds. The 

public can evaluate a grantee's actual use of CDBG funds accounting for more than 90 

different eligible categories. HUD will continue to make performance data more 

transparent in an effort to improve accountability and focus on results. 

Department of Health and Human Services 

Department Accomplishments 

The Centers for Medicare & Medicaid Services (CMS) is currently implementing 

the Next Generation Desktop (NGD). The NGD is a computer application that is used by 

customer service representatives and CMS to answer telephone and written inquiries 

from Medicare beneficiaries and providers. The NGD increases operational efficiency by 

handling both beneficiary and provider inquiries via a single application vs. the multiple 

applications in use today. By leveraging existing NGD infrastructure, providers can 

access claims status information over the internet and beneficiaries can access enrollment 

and eligibility information. The cost of completing an internet transaction is pennies 

verses dollars to answer a telephone inquiry. 

The Electronic Health Record (EHR) project is a key component of the IHS EHealth Initiative, which supports IHS Strategic Objective to provide quality health 

information for decision making to patients, providers and communities through 

improved information systems. As stated in the IHS E-Health Initiative proposal to the 

HHS, “the project will deliver a software package that include an easy to use graphical 

user interface, clinical features, and decision support tools for improved clinical 

management of diabetes (year 1), asthma (year 1), cardiovascular disease (year 2), 

HIV/AIDS (year 2) and alcohol/substance abuse (year 3)...” 

The E-Health Initiative will demonstrate how successful development and 

deployment of an inclusive electronic health record designed for provider use can 

improve the delivery of preventive services and assist in the management of chronic 

disease conditions to help patients remain healthy and out of the hospital. Five chronic 

diseases were originally identified in December 2002 as representing our long term 

measures of increased compliance with clinical practice guidelines: diabetes, asthma, 

cardiovascular disease, HIV/AIDS, and alcohol/substance abuse. For this long-term 

measure, HHS has substituted obesity as the fifth measure; the alcohol/substance abuse 

measure will be tracked in Long-Term Measure #3 Behavioral Health System 

Improvement (see below). 

Clinical guideline compliance has been documented in the IHS Strategic Plan and 

as indicators in the IHS Annua l Performance Plan to Congress. Diabetes has been base 

lined, using RPMS diabetes case management and GPRA+ Clinical Indicator Reporting 

software applications. Three of these diseases, asthma, cardiovascular disease and obesity 

52 
were base lined in FY 2003 using GPRA+ and additional case management software. 

HIV care will have a baseline available in FY 2004 as well as a new case management 

application. 

The IHS has a limited number of specific annual performance measures that can 

demonstrate progress towards achieving the long-term goals established for RPMS. The 

IHS Information Resources Management Plan 2003-2008 and the Annual IHS 

Government Performance Results Act (GPRA) Performance Plan include key annual 

performance goals for RPMS. These annual performance measures are drivers for current 

and future RPMS development and enhancements. These performance measures reflect 

long-term goals and strategies from the IHS Strategic Plan. In addition, ITSC produces an 

Annual Work Plan that includes the development and deployment of the software tools 

that are needed to support the delivery of these annual performance measures. 

Other partners who collaborate with the IHS on the EHR E-Government 

initiatives, include the following: 

• Information Systems Advisory Committee 

• Professional Specialty Groups (PSGs) 

• Tribes and Urban Programs 

• Contractors 

• Veterans' Health Affairs (VHA) 

• Agency for Health Care Research and Quality (AHRQ) 

Maintaining Communication 

Administration for Children and Families (ACF) was the lead agency in 

formulating the HHS Reverse Vendor Fair. This event brought together HHS IT staff 

and IT vendors for the purpose of exploring business opportunities and innovative 

technology. ACF engages in numerous outreach and promotes conferences with IT 

workshops devoted to grantee (state, local and private and non-profit sectors 

represented). Workshops allow for the exchange of IT related information 

The Food and Drug Administration maintains an ongoing dia logue with its 

regulated industry and other federal, state and local agencies regarding IT through many 

diverse mechanisms; of which the following are more prominent examples: 

• Participation with Pharma and BioPharma in collaborative discussions on 

common standards and approaches to IT.

• Innovative use of Cooperative Research and Development Agreements 

(CRADAs) to establish partnerships with the Private and non-profit sectors. 

• Participation in the International Conference on Harmonization (ICH) to develop 

electronic submission standards positively impacting U.S. and international 

governments as well as Industry. 

53 
All HHS operating divisions participate on the HHS Data Council to 

collaboratively arrive at data standards and common projects (such as the Patient Safety 

Network) that support common objectives in support of the safety and health of the 

public. Finally, many HHS operating divisions are active in the Consolidated Health 

Informatics and developing federal Health Architecture E-Gov initiatives, the National 

Committee on Vital and Health Statistics, and national standards development. 

Public Accessibility 

HHS maintains accessibility to Department services and information in a variety 

of ways. One example is at the Centers for Disease Control and Prevention (CDC), 

which provides equivalent information through the agency administered hotlines (e.g. 

HIV/AIDS, STD, immunization hotline), clearinghouses (e.g. NPIN and NIOSHTIC), 

and the CDC Voice/Fax Information Service which provides automated telephonic 

information and fax-back of documents. CDC recently released an request for proposal 

to industry to consolidate all hotlines into one consumer response center for all health 

topics. CDC also participates in the depository libraries at the Department. 

Furthermore, the National Library of Medicine (NLM) has launched several 

major consumer websites. These websites include MedlinePlus, ClinicalTrials.gov, 

ToxTown, NIHSeniorHealth.gov, Household Products Database, and the Genetics Home 

Reference. All are specifically designed to provide the American public with reliable, 

high quality health information. MedlinePlus usage grew between FY 2002 and FY 2003 

from 116 million page views to 214 million; and from 9.5 million unique visitors to over 

16 million. NLM collaborates with all NIH Institutes, HHS components, and other 

government agencies in developing these resources. 

Department of Interior 

Department Accomplishments 

E-Planning is an initiative led by the Bureau of Land Management (BLM) to use 

technology to assist the land use planning and NEPA processes. E-Planning is based on 

web, relational database, dynamic content management, project team management, and 

Geographic Information Systems (GIS) technology. The goal of the 

project is to develop interactive planning and NEPA documents/web sites, and to 

facilitate collaboration with the public to review draft and final Resource Management 

Plans; submit and respond to comments; and publish web, CD, and hardcopy versions of 

planning documents. Performance measures used to assess the effectiveness of EPlanning implementation includes: 

• Percentage of land use plans and associated NEPA analysis available on the 

Internet for review, query, comment, analysis; 

• Percentage of planning dollars allocated to printing costs (a measure of

savings);

• Number of E-Planning pilot participations satisfied with application and 

54 
contribution to performance in land use planning; 

• Percentage of desired stakeholders (DOI, non-DOI) using E-Planning tools; and 

• Number of concurrent users supported. 

BLM is the managing partner and the Forest Service, the Army Corps of Engineers, the 

Air Force, Mineral and Mining Service, and the Council of Environmental Quality are 

also involved in the initiative. BLM completed a retur n on investment ana lysis based on 

costs of preparing and publishing Resource Management Plans in its field offices. Over 

the 10 year lifecycle of the project, a very conservative $8.25 million can be saved on 

printing and mailing some 116 land use plans and $2.6 million can be saved on 

developing HTML code for planning websites. Similar savings may result for other 

agencies that elect to use the software. 

DOI’s application of IT exemplifies the degree of savings E-Government can 

bring to taxpayers. For example, the Department’s LANDFIRE IT system helps to 

implement the National Fire Plan and the President’s Healthy Forests Initiative by 

providing geospatial data and predictive models required for characterizing vegetation, 

fuel conditions, and fire regime conditions througho ut the country. DOI officials will 

evaluate the potential of this project by the following factors: 

• Number of acres in a fire regime elevated to a better condition; 

• Number of acres restored or enhanced to achieve desirable habitat conservation 

outcomes; 

• Percent of communities applying project technologies. 

The Department has calculated that the application of the LANDFIRE project is expected 

to reduce annual property damage caused by wildfires by $18.5 million. 

Maintaining Communication 

DOI maintains an ongoing dialogue with other sectors of government, private 

industry and citizen groups through its outreach and consultation efforts as well as public 

meetings. DOI relies on these activities to enhance its understanding of client needs and 

to determine what innovative technologies should be developed and implemented to 

better meet them. 

Public Accessibility 

The Internet is an important and growing channel for Interior and other 

organizations to communicate and conduct business with customers and stakeholders. 

However, DOI continues to maintain all of its other existing channels of communication 

and information distribution. As a field-based organization with over 2,400 field stations 

across the country, Interior, through its bureaus and offices, works closely with the 

communities it serves on a daily basis. DOI deals with many of its customers on a faceto-face basis by providing information and services in a direct manner to the millions of 

visitors to National Parks, National Wildlife Refuges, Public Lands and other recreational 

55 
facilities. DOI holds numerous public meetings and consultation sessions to gain public 

input on our policies and decisions. Finally, DOI holds formal consultation meetings with 

the tribal governments to which Interior has trust obligations, and provides products and 

services and scientific information to a wide variety of partners. 

Department of Justice 

Department Accomplishments 

The Department of Justice’s (DOJ) application of IT exemplifies how electronic 

government can enhance citizen services. The Drug Enforcement Administration (DEA) 

Office of Diversion Control initiative titled: The Electronic Prescription for Controlled 

Substances (EPCS) Controlled Substances Ordering System (CSOS) will facilitate the 

electronic transfer of prescription information from prescriber to pharmacy, and allow 

secure electronic versions of order forms to replace the current paper version form. 

Specifically, DEA is establishing standards and a Public Key Infrastructure (PKI) to issue 

digital certificates that will allow health care practitioners and supply chain organizations 

to transform their transaction processes away from paper to electronic transmission. 

The Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) Firearms 

Integrated Technology (FIT) initiative is another good example of how DOJ is 

implementing E-Government. The ATF is pursuing an integrated regulatory and 

enforcement strategy to provide electronic filing capabilities for the regulated industries, 

law enforcement agencies, and the public so that required forms and reports can be filed 

using secure internet transactions. Through the FIT program, ATF will consolidate 

common data elements of over 20 stand-alone systems that support gun tracing, 

regulatory licensing and permitting data analysis, and data storage, including On-Line 

Lead, the firearms and explosives licensing system and the Firearms Tracing System. 

This will result in faster processing of legal firearms transactions regulated by ATF, as 

well as improved ability for law enforcement to investigate illegal firearms transactions. 

Maintaining Communication 

DOJ maintains ongoing dialogue with interested parties to improve the delivery of 

government information and services and to enhance understanding of best practices and 

innovative approaches in acquiring, using and managing information resources. Dialogue 

is conducted through working groups, task forces, agency IT committees, and 

professional associations. The Advisory Policy Board (APB) at the Criminal Justice 

Information Services (CJIS) reviews policy issues and appropriate technical and 

operational issues related to the FBI's CJIS Division programs and makes 

recommendations to the Director of the FBI. Meeting at least twice a year, the APB is 

composed of representatives from criminal justice agencies throughout the United States. 

The Global Justice Information Sharing Initiative Global Advisory Committee (GAC) 

helps guide and facilitate the nation's efforts to improve information sharing across the 

criminal justice community. During the past year, the Committee made a series of 

56 
recommendations to the Attorney General on strategies to improve intelligence-based 

policing capabilities in the U.S. 

Public Accessibility 

DOJ ensures that information about its activities is available to those without 

Internet access by also providing it in paper form, fax, via call centers, and in local 

government offices. One example is at the U.S. Marshals Service (USMS), which 

through a variety of USMS publications provides information to other federal, local, 

tribal and state law enforcement agencies, local detention facilities, businesses that 

provide services to the agency, and members of the public interested in Marshals Service 

activities. 

Department of Labor 

Department Accomplishments 

The Department of Labor’s (DOL) use of IT, through its Internet Payment 

Platform (IPP) and Statistical Data Collection/ Information Dissemination Programs, 

demonstrates how E-Government can reduce costs and promote efficiency. IPP 

decreases the burden of taxpayers by unifying the tracking and payment of vendor 

invoices and enabling cost savings through timely payment of vendor invoices and 

streamlined workflow processes which offer payment discounts. This new IT program 

system will increase the value of DOL data by reducing the distribution and analysis of 

critical information and allowing researchers and policy makers to make informed 

decisions sooner. 

Maintaining Communication 

DOL has aimed to find new ways of using IT to better serve the public by 

facilitating committee and workgroup meetings with academics and industry 

representatives. Advisory councils and alliances are some examples of how DOL 

communicates with its stakeholders. The Bureau of Labor Statistics (BLS) maintains an 

on-going dialogue with interested parties through a variety of advisory committees and 

partnerships that include the Business Research Advisory Council, Labor Research 

Advisory Council, and the Federal Economic Statistics Advisory Committee. These 

advisory bodies include members from the private and public sectors and help provide 

the BLS with forums to discuss a variety of statistical issues and technical issues, 

including some IT issues. Feedback from data users via telephone and e-mail is also a 

source for identifying areas where there is need or opportunity for IT improvements. The 

Employee Benefits Security Administration (EBSA) has regularly scheduled meetings 

with the ERISA Advisory Council, which provides suggestions on how EBSA can 

increase its effectiveness in improving its interaction with the public, which includes the 

use of Information Technology. The Mine Safety and Health Administration (MSHA) has 

formed four health and safety “alliances” with stakeholder groups – formal agreements to 

work together to foster a culture of accident prevention in mines nationwide. These 

57 
signed agreements typically address cooperative efforts to use IT to assist in pinpointing 

areas of concern and the on-line dissemination of best practices. 

Public Accessibility 

Members of the public can call or visit any of the Department’s agency offices 

located throughout the country and can obtain paper copies of any material listed on DOL 

and Agency Websites. Since its inauguration on Labor Day 2001, the National Call 

Center has responded to 2.4 million calls and over 40,000 e-mails from employers and 

employees. Call volume is currently running at a 1.2 million annual rate. Eighty percent 

of all calls were answered within 30 seconds by a “live”, trained customer service 

representative (CSR). English and Spanish speaking CSRs are on site, and near instant 

service is available for over 140 additional languages. The Call Center operates 8 a.m. to 

8 p.m. to accommodate the West Coast time zones, and operates a 24/7 eme rgency line 

for OSHA-related questions. During FY 2002, a pilot program designed to train and 

employ individuals with significant disabilities on-site at the Call Center facility was 

implemented. During FY 2003, a pilot with DOL’s Office of Disability Employment 

Policy (ODEP) and a grantee to train and utilize remote, home based CSRs with 

significant disabilities was implemented. A multi-layered Quality Control system has 

been established to ensure timely, consistent, accurate and polite service, and customer 

satisfaction surveys rate highly. The initiative consolidates and streamlines more than 

three hundred (1-800) agency level lines and stove-piped agency call centers, and 

improves service to the public. 

National Aeronautics and Space Administration 

Department Accomplishments 

The National Aeronautics and Space Administration’s (NASA) progress in 

implementing E-Government is reflected by its development and implementation of its 

Employees Benefits System (NEBS). This IT system has reduced the financia l burden 

placed on taxpayers by automating the delivery and reporting of federal employee 

benefits and retirement information for its workforce. NEBS has promoted costefficiency by translating employee personnel data in a unified fashion to produce a 

comprehensive report on individual employee benefits. The Administration has 

evaluated this project by identifying the number of employee records that are compiled 

through this system. Preliminary cost-benefit analysis has indicated that NEBS will 

enable NASA to deliver unlimited on-line benefit statements each year at a cost of at 

least 80% less than the cost incurred by the average private sector organization. 

Maintaining Communication 

NASA regularly partners with various groups to discuss how information 

technology may be used to better meet citizen needs. For instance, NASA officials meet 

with industry representatives to understand how it Department can apply new IT 

solutions. It has also formed alliances with other federal agencies, through the federal 

58 
CIO Council, to learn about their IT best practices and how they may be incorporated into 

NASA’s activities. Just as NASA actively investigates what technologies are available to 

meet the needs of the public, it relies on technology to enable American citizens to offer 

feedback about NASA’s activities. 

Public Accessibility 

NASA is committed to providing Agency information and services to all citizens, 

including those without access to the Internet. The Agency continues to provide its most 

important documents, including scientific and technical publications, to the American 

public through our participation in the federal Depository Library Program. In addition, 

NASA provides information, materials, and services to the larger education community 

through a multifaceted dissemination network. Our extensive educational outreach 

programs bring NASA’s information and services directly into the Nation’s classrooms. 

NASA’s Central Operation of Resources for Educators provides distribution of NASA’s 

educational materials, such as videotapes, slide sets, CD-ROMs, and DVDs, to 

supplement classroom curricula while providing information on NASA’s programs and 

accomplishments. The NASA Educator Resource Center Network provides expertise and 

facilities to help educators utilize NASA-related science, mathematics, technology, and 

geography instructional products in all formats. Finally, NASA Television provides realtime coverage of Agency activities and missions, including instructional programming 

targeted for classroom use. 

National Science Foundation 

Agency Accomplishments 

The National Science Foundation (NSF) is a federal leader in the use of 

information technology and promotes electronic business solutions that are simpler, 

faster, more accurate, and less expensive. New customer-focused E-Government 

capabilities have significantly improved the agency’s ability to solicit, review, select, 

award, manage and report results on government-funded research and education projects. 

The agency’s paper-based work processes have evolved to capitalize on technologyenabled ways of doing business, allowing the agency to serve as an effective and capable 

steward of the taxpayer's resources. As a result of the technology innovations 

implemented in FY 2003, NSF processed more than: 

• 40,000 Electronic Proposals (over 99.9% of all proposals) 

• 190,000 Electronic Reviews 

• 7,500 Graduate Research Fellowships 

• 25,000 Electronic Grantee Progress Reports 

• 10,000 Electronic Post-Award Actions 

• 15,000 Electronic Cash Requests 

• $3.5 Billion Distribution of Funds 

59 
One example of an NSF E-Government initiative is the Federal Demonstration 

Partnership (FDP). FDP is a cooperative initiative among federal agencies and 

institutional recipients of federal funds. It was established to increase research 

productivity by streamlining the administrative process and minimizing the 

administrative burden on principal investigators while maintaining effective stewardship 

of federal funds. The FDP is composed of institutional members, emerging research 

institutions, federal agencies and affiliate members (see http://thefdp.org). NSF 

participates on committees and task forces of the FDP, including the Electronic Research 

Administration group. Given its diverse membership, FDP is uniquely qualified to act as 

a forum for addressing issues of mutual interest and concern to the partners, and for 

testing innovative approaches and streamlining process and systems for federally 

supported research and education. For example, NSF’s current e-authentication system 

was evaluated by and tested with the FDP community prior to full implementation. NSF 

has been an active participant in the FDP since its inception, and NSF staff currently 

serve as co-chairs of two of the seven FDP standing committees as well as on the 

Executive Committee. 

The Experimental Program to Stimulate Competitive Research (EPSCoR) is a 

joint program of NSF and twenty-three States, the Commonwealth of Puerto Rico, and 

the Territory of the U.S. Virgin Islands, who currently participate in the NSF EPSCoR 

program. The program promotes the development of the state’s science and technology 

(S&T) resources through partnerships involving a state’s universities, industry and 

government and their federal research and development (R&D) enterprise. EPSCoR 

operates on the principle that aiding researchers and institutions in securing federal R&D 

funding will help develop a state’s research infrastructure and advance economic growth. 

EPSCoR’s goal is to maximize the potential inherent in a state’s S&T resources and use 

those resources as a foundation for economic growth. 

Maintaining Communication 

NSF carries out its mission primarily by making merit-based grants and 

cooperative agreements to individual researchers and groups, in partnership with more 

than 2,000 colleges, universities, and other public, private, state, local, and federal 

organizations throughout the United States. NSF is organized by science, engineering, 

and education disciplines which receive business and administrative support from the 

Offices of Budget, Finance and Award Management and Information Resource 

Management. Through merit review, NSF selects about 10,500 proposals for new grant 

awards each year from about 40,000 competitive proposals that are submitted by the 

science and engineering research and education communities. The Foundation leads the 

nation’s efforts to achieve excellence in science, mathematics, engineering, technology 

and education at all levels. NSF employs a variety of outreach activities to support an 

ongoing dialogue with its communities to identify innovative ways to use IT for use in 

the proposal and award process. 

NSF annually co-hosts two “Regional Grants Conferences” with workshops and 

presentations by NSF staff covering topics such as the NSF organizational structure and 

60 
funding portfolio, the proposal preparation and merit review processes, cross-disciplinary 

and special interest programs, and grant award administration. Given the pervasive use 

of electronic systems at NSF, such conferences provide a unique opportunity to converse 

with proposers and awardees on potential improvements to the proposal and award 

process through information technology. The 2003 conferences were in Albuquerque, 

New Mexico and Minneapolis, Minnesota. Conferences frequently include specialized 

workshops on using e-systems. 

Outreach conducted for external users include attendance at meetings of the major 

professional societies for research administrators, such as the Society of Research 

Administrators (SRA) and the National Council of University Research Administrators 

(NCURA) and the American Association of State Colleges and Universities (AASCU). 

NSF attends the annual national and regional conferences of these groups and the agenda 

includes “NSF Update” sessions that provide attendees with an update of significant 

issues and policy changes of relevance to the grantee community, including changes to 

the ways information technology is used in the proposal and award process at NSF. 

NSF employs a variety of ongoing outreach activities, including: “NSF Days” 

with professional societies; Experimental Program to Stimulate Competitive Research 

(EPSCoR) program participation; state and university site visits; active participation in 

the Federal Demonstration Partnership, a cooperative initiative among federal agencies 

and institutional recipients of federal funds, to address issues of mutual concern; 

leadership in the Research Business Models (RBM) Subcommittee of the Committee on 

Science, a chartered committee of the National Science and Technology Council, to 

facilitate a coordinated effort across federal agencies to address policy implications rising 

from changing nature of scientific research and their effects on business models; and 

FastLane presentations and workshops at organizations across the country. 

Public Accessibility 

Today virtually all NSF publications are electronically available, and since FY 

2002, all program announcements have been available online. A comparison of FY 2002 

and FY 2003 demonstrates the effectiveness of the electronic dissemination program. In 

FY 2002, nearly $348,000 was spent on print dissemination; in FY 2003, that number 

dropped to about $268,000 – a decrease of $80,000 or 23 percent. This is a notable 

accomplishment considering that in FY 1998, agency costs for printing publication was 

about $745,000. Thus, over the last five years, NSF printing costs have decreased by 

64%. Furthermore, NSF works closely with the Computer/Electronic Accommodations 

Program (CAP) to acquire assistive technology accommodations and services for our 

own staff and for our guests. Some of the assistive technology NSF has installed 

includes: 

• An application in the NSF Library to provide staff and visitors with limited vision 

with the capability to fully magnify text or photos on a color monitor for sharp 

reading and viewing for reading, textbooks, maps, catalogs, instructions, science 

citations, forms, etc. 

61 
• FM assistive listening systems in 6 central conference rooms to aid deaf and hard of 

hearing persons attending meetings, lectures, workshops, and/or training seminars. 

Each system is complete with an FM microphone receiver, transmitter, headsets, neck 

loops, and personal Assistive Listening Device (ALD) receiver. 

• Existing hallway television monitors were replaced with new ones that provide 

captioning. 

• Assistive technology and equipment for an NSF Program Officer with impaired 

vision included screen magnification software, keyboard stick on key labels, and a 

special graphics adapter card. 

Nuclear Regulatory Commission 

Agency Accomplishments 

The Nuclear Regulatory Commission’s (NRC) progress in implementing EGovernment is reflected by the development of a National Source Tracking System 

(NSTS). In the aftermath of September 11, 2001, security has become a priority for all 

Americans and has motivated leaders to strengthen the manner the U.S. safeguards 

radioactive materials and prevents them from being used maliciously. To address this 

priority, the NRC has established an Interagency Workgroup Group to explore how IT 

may be used to establish a National Source Tracking System to log the movement and 

location of radioactive materials in the U.S.. 

Maintaining Communication 

The NRC holds periodic meetings with stakeholders and communicates the status 

of issues raised on its Web page. The NRC also communicates via its web page 

information policies and new initiatives. One example is the Licensing Support Network 

Advisory Review Panel (LSNARP) that provides advice to the Commission on the 

design, development, and operation of the Licensing Support Network (LSN), an 

electronic information management system for use in the Commission's high-level 

radioactive waste (HLW) licensing proceeding. Membership consists of those interests 

(including the State of Nevada, local governments and tribes) that will be affected by the 

HLW program, which also includes DOE. The LSNARP normally meets annually. NRC 

also has an Agencywide Document Access and Management System (ADAMS) User 

Group consisting of members of the public. The ADAMS system provides public access 

to all NRC’s publicly available documents. The user group informs enhancements to 

ADAMS and meets twice a year. There are two access paths to ADAMS, via the web, 

and via dial-in service. 

Public Accessibility 

NRC maintains a Public Document Room where copies of NRC publicly 

available records can be reviewed, and from which copies can be ordered in person, or by 

phone. 

62 
Office of Personnel Management 

Agency Accomplishments 

The Retirement Systems Modernization (RSM) project is an example of the 

Office of Personnel Management (OPM) implementing E-Government to improve public 

services. This multi-year project strongly supports the principles of E-Government and is 

described extensively in the Capital Assets Plans OPM has submitted to OMB. These 

plans outline the performance metrics used for RSM and how they support the OPM’s 

strategic goals. 

Maintaining Communication 

OPM fosters dialogue with representatives from all sectors of government, the 

private sector, and citizens. Through these interactions, OPM aims to identify the unmet 

needs of the public and how they may be resolved with the application of new IT 

products and processes. OPM conducts focus groups to ensure these products fulfill the 

needs of all interested parties. 

Public Accessibility 

Major OPM applications and information products are routinely made available 

through various media and avenues of notification to ensure access for the public. Many 

OPM customers, e.g., annuitants, do not have access to the Internet. Typical alternative 

methods of access to information include call centers, Interactive Voice Response 

systems, direct mail, and availability of hardcopy documents, brochures, and forms. 

Small Business Administration 

Agency Accomplishments 

The Small Business Administration (SBA) has implemented the Small Business 

Training Network (SBTN) as means of using information technology (IT) to provide 

SBA’s customers with access to numerous courses and electronic tools that can be used 

to obtain critical business knowledge. Businesslaw.gov exists as another one of SBA’s 

E-Government accomplishments as this site enables small business entities to access 

regulations governing their activities with more ease. Together, these initiatives 

generated $10 million in savings for taxpayers in FY 2003. 

The Office of Disaster Assistance is currently developing the Disaster Credit 

Management System which will employ such technologies as electronic processing, 

scanning and imaging, automatic interfaces, workflow management and much more. 

These capabilities will allow ODA to process disaster loans anytime, anywhere. The 

DCMS is being developed parallel to the ODA Strategic Plan and will play a significant 

role in ODA meeting its goals under the strategic plan. The DCMS will streamline the 

procedures for both processing and closing SBA disaster loans. The project will also 

63 
allow ODA faster retrieval of “duplication of benefit” information from FEMA, will 

reduce the amount of paperwork required for a loan, and is expected to reduce the 

number of staff necessary to fulfill the loan-making and closing processes. The initiative 

will also allow disaster loans to be processed and closed from virtually any location in the 

United States, thereby reducing travel costs. It will allow ODA to meet its outcome and 

performance goals more quickly while using fewer resources. Full implementation of 

this system will provide the agency with the ability to process disaster loans 

electronically, thus reducing the costs related to travel, per diem, and the shipping of 

files. 

The DCMS project is being coordinated with FEMA (Federal Emergency 

Manageme nt Agency) as well as the IRS. SBA is collaborating with FEMA for NEMIS 

interface for referrals, the duplication of benefits and declined applicant referrals. In the 

future, SBA hopes to receive electronic tax return transcripts from IRS. In addition, SBA 

is coordinating with credit bureaus to obtain credit reports for its loan applicants through 

DCMS. The DCMS business case estimates the cost savings from implementing DCMS 

to be $68.97 million over nine years. 

Maintaining Communication 

SBA has strived to develop new ways of promoting the best interests of small 

business by regularly communicating with industry, academics and consumers. It has 

relied on using various entities from focus groups to SBA field office staff and managers 

to accomplish this objective. SBA has also aimed to build alliances with leading IT 

companies, such as Microsoft and Google, to gain their prospective on how IT resources 

may be used to better serve the needs of small businesses. Furthermore, it has partnered 

with other government entities, members of private and public organizations, as well as 

consumers to identify and devise modes of using IT to implement E-Government and 

better meet the needs of the public. 

The Office of Strategic Alliances (OSA) is extending the SBA’s public-private 

relationships with corporate partners to further promote agency outreach, and among 

other things, allow SBA to increase dialogue concerning internal IT issues. Through 

OSA, SBA has built alliances with leading IT companies including Microsoft, Yahoo, 

Google, and eBay. These companies offer SBA with invaluable insight into the most 

effective use of technological resources to better serve its small business customers. In 

addition to private sector input, SBA dialogues with public and non-profit sector partners 

through training events, hosted luncheons, and formal arrangements such as Strategic 

Alliance Memoranda. For example, SBA currently partners with over 30 small business 

trade associations to hold quarterly discussions on current issues. While relationships 

such as these are often coordinated from SBA Headquarters, many discussions are also 

held in SBA Field Offices across the Nation as alliances are formed, events conducted, 

and outreach extended to the many current and potential alliance partners. OSA is keenly 

interested in fostering alliance opportunities that promote the innovative use of IT. 

Public Accessibility 

64 
For those without Internet access, SBA makes information about its services and 

products available through its field offices and resource partners. One example at the 

ODA occurs when disaster victims (who do not have computers or access to the Internet) 

lose access to disaster program information, disaster loan applications and program 

availability, ODA utilizes the media to announce who, what, where, when and how upon 

the declaration of a disaster by the President or the SBA Administrator. Furthermore, 

SBA partners with all other federal, state, and local governments involved in a given 

disaster to strategically locate disaster staff on-site to personally assist disaster victims 

and provide them with the information and help they need. 

Social Security Administration 

Agency Accomplishments 

One of the Social Security Administration’s (SSA) E-Government initiatives is 

the development and implementation of an electronic disability process (eDib). This 

initiative exemplifies how federal agencies can use IT to make high quality citizencentered services more readily available. eDib offers prospective disability beneficiaries 

the ability to submit information with more ease and have decisions made and acted on in 

less time. The eDib process also provides the opportunity for external participants in the 

disability process (e.g., medical providers, advocates and representatives) to respond 

quickly to requests for information and assist in reducing processing delays. SSA will 

measure improvement of the processing and delivery of disability benefits using three 

categories of measurement to help SSA determine if initial disability claims are being 

processed with more accuracy and efficiency: 

• Average completion time of initial, reconsideration and hearings level claims; 

• Number of initial disability claims and hearings pending; and 

• Accuracy rate of claim and hearing decisions. 

Additionally, SSA has worked with employer payroll and software communities 

to encourage electronic filing of wage reports for the past several years with continued 

success. The agency has established the necessary systems architecture and is working 

extremely hard to market the process. Electronic wage reporting significantly improves 

the accuracy of wages reported by employers and reduces the number of erroneously 

posted wage records. The percent of W-2s filed electronically and processed to 

completion has risen from 6.6% in FY 1999 to 53.4% in FY 2003. This represents an 

increase of millions of records. 

Electronic Entitlement to Social Security Benefits and Supporting Actions 

A-eDIB is not SSA's only effort to provide on-line services to the public. In FY 2003, 

SSA launched its improved website to enhance ease of use by the public. Services 

provided via the Internet include change of address, filing for retirement benefits and 

others. In FY 2004, SSA expects to handle at least 300,000 such transactions including 

65 
Internet Social Security Benefit Applications, Benefit Verification Statements, Medicare 

Replacement Cards, Change of address and direct deposit requests. 

Maintaining Communications 

The Social Security Administration (SSA) strives to identify innovative ways of 

using IT to improve service by maintaining dialogue with industry, academics, federal 

officials and citizens on a routine basis. SSA fulfills this objective by working with other 

federal agencies, such as the Centers for Medicare & Medicaid Services (CMS), to share 

best practices and to improve similar services and information they provide to the public 

via the internet and the telephone. In addition, the agency also heads a Research and 

Development Linkage Initiative which allows federal benefit agencies (SSA, CMS and 

Railroad Retirement Board) to exchange information with private and academic entities 

concerning new technologies that can be used to improve service. In the area of webbased citizen services, SSA uses focus groups to evaluate the efficiency and effectiveness 

of current and prospective IT offerings and to encourage feedback and suggestions for 

improvement. These collective efforts enable SSA to better meet the needs of the public. 

SSA is working with the States to provide timely electronic access and transmittal 

of birth and death records, and has collaborated actively with other federal agencies 

serving the beneficiary population to promote electronic services. SSA routinely 

provides services and information such as electronic Social Security Number verification, 

to trusted third parties with legitimate needs, such as employers and state motor vehicle 

agencies. 

Public Accessibility 

SSA views electronic services as an additional contact channel for the public, and 

continues to support all channels of service (face-to-face, telephone, mail and Internet). 

Department of State 

Department Accomplishments 

A key E-Government accomplishment is the Department’s TIPOFF Initiative, a 

counter terrorism/crime tool that supports the war on terror. TIPOFF enables the use of 

sensitive intelligence to detect known or suspected terrorist and other felons as they apply 

for US, Canadian or Australian visas, or as they attempt to pass through border entry 

points in each country. Department officials monitor the effectiveness of the TIPOFF 

initiative by measuring the total number of suspected terrorists/felons identified applying 

for visas or attempting to enter the US Canada or Australia, and by the appropriate 

resolution of each case in which a terrorist/felon has been detected and positively 

identified. 

66 
The Passport Modernization System incorporates modernized technologies to 

improve passport application turn-around times. In addition, it incorporates biometric 

chip technologies in the manufacture of new passports to enhance border security. The 

new Passport biometric benefits are measured in terms of cost avoidance related to the 

prevention of terrorist, criminal and other acts, as well as lost jobs caused by who might 

gain entry into the U.S if this project were not in effect. 

Maintaining Communication 

The Department frequently conducts individual interviews and meetings with 

private and public-sector entities to identify new ways of managing and using IT to 

enhance the services and information it provides to the public. This approach keeps the 

Department well-informed of IT developments, products and issues. While State puts 

forth a concerted effort to communicate with IT industry leaders and public-sector 

entities, it actively collaborates with other federal agencies. The Department of State has 

partnered with DHS, SSA, IRS, FBI, DoD, DOT, HHS, DOC, Treasury, NARA, NASA, 

and USAID on IT Initiatives to learn about their IT best practices and discuss how their 

lessons learned can be applied in the Department. 

Public Accessibility 

The Department ensures that general information is published on its principal 

Internet website (www.state.gov) and is available in print form upon request. Other 

programs include a website, www. usinfo.state.gov; Information Resource Centers at 

posts in more than 140 countries where people can come in or call and get information; 

and a speakers program that links over a thousand U.S. speakers a year in person or via 

digital video conferencing to key foreign audiences at overseas posts. Consular Affairs 

offices provide information and services (as well as passport agencies) and they maintain 

a phone service (1-877-4USAPPT) found on Department brochures. 

Department of Transportation 

Department Accomplishments 

The efforts made by the Department of Transportation (DOT) to implement EGovernment as a means of promoting the well-being of the public is reflected by its Toll 

Free Emergency Notification System (ENS). This system provides a more cost-effective 

means for citizens, agencies, law enforcement, and safety personnel to alert industry and 

government Rail Operation and Traffic Management Centers of rail-related hazards at 

railroad-highway crossings. With this system, the federal Rail Administration can 

conduct quantitative analysis of the data generated by ENS and target areas where 

improvements are needed. 

Another example is the Motor Carrier Messaging Information System (MCMIS), 

which is a citizen-centered application providing citizens with an online method for 

obtaining safety data about mo tor carriers for use in making decisions. It is a 

67 
government-to-business application that provides businesses with an online, efficient 

method for applying for operating authority and registering for a USDOT number. 

MCMIS also serves as a government-to-government application by improving the sharing 

of commercial motor carrier information among multiple levels of government (federal, 

state, and local) allowing all direct access and use of MCMIS as a knowledge 

management resource for their own safety, enfo rcement, licensing, and insurance 

business processes. 

Performance measures that demonstrate how successfully this initiative is meeting 

agency objectives are based on the number of new entrants and Cargo Tank 

Manufactures who can register online as well as the number of inspections, crash records, 

and compliance reviews. The system will develop functionality to allow new entrants 

and new cargo tank manufactures to register online; and increase the collection of 

registration and safety data on motor carriers and hazardous materials shippers. The 

initiative reduces costs and improves efficiencies by providing: 

• Information for all interstate carriers stored in one central database (MCMIS). 

Without MCMIS, data for carriers who operate in many States would be difficult 

and expensive to exchange among States. 

• MCMIS safety data for motor carriers used to target enforcement activities. With 

this information, FMCSA and the States work smarter and more efficiently by 

focusing their enforcement activities on carriers, vehicles, and drivers who are atrisk based on their past performance. 

• Other stakeholders (i.e., insurance companies, shippers, and the public) operating 

authority and safety data for motor carriers from MCMIS, SAFER, and L&I so 

they have an efficient way to assess a motor carrier’s safety posture so they can 

make better, informed business decisions. 

Another DOT E-Government initiative is the work of the Saint Lawrence Seaway 

Development Corporation (SLSDC) with its Canadian, private sector counterpart to 

operate the waterway known as the Seaway System. The system allows vessels to transit 

between the Atlantic Ocean and the Great Lakes using the Seaway locks. The SLSDC 

and its Canadian counterpart jointly provide a binational Internet web site to current and 

prospective users that acts as a single resource for Seaway-related information on rules 

and regulations, real-time vessel locations, water level and weather conditions, trade 

development and promotional activities, regulatory cost information, and cargo matching 

services. The binational web site makes the Seaway more efficient and enhances 

transportation safety. 

Maintaining Communication 

DOT maintains an active role in multiple organizations, such as the Surface 

Transportation Board, the American Association of State Highway and Transportation 

Officials (AASHTO), and others to identify opportunities for the use of IT. The most 

significant forum for this activity is the Department of Transportation’s Intelligent 

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Transportation Systems (ITS) Program. The DOT CIO is a member of the ITS Board of 

Directors. ITS was established to: 

• Promote the implementation of a technically integrated and jurisdictionally 

coordinated transportation system across the country; 

• Support ongoing applied research and technology transfer; 

• Ensure that newly developed ITS technologies and services are safe and costeffective; and 

• Create a new industry by involving and emphasizing the private sector in all 

aspects of the program. 

The national ITS program addresses both information and infrastructure-based 

approaches to achieving its goals. The program also has an inter-modal nature, 

incorporating highways, transit, and rail, requiring unprecedented cooperation among 

diverse groups of public (i.e., state and local agencies) and private stakeholders. ITS also 

has significance beyond transportation, due to its potential to stimulate and revitalize the 

United States technology base. Offices within the various program administrations (i.e., 

FHWA, NHTSA, FTA, FRA, FMCSA, and MARAD) are responsible for the actual 

implementation of ITS activities. 

Public Accessibility 

In addition to Internet communication, DOT enables citizens to have the 

flexibility of requesting a variety of information from its organizations by means of 

selected 1-800 numbers and fax on demand. For example, 1-800 numbers provide easy 

access to NHTSA’s statistical publications, FMCSA’s payment process and forms, and 

the ability to report oil spills by telephone. Overall, DOT’s flexibility facilitates on-line 

and paper processes for conducting business and completing transactions. 

Department of Treasury 

Department Accomplishments 

At the Bureau of Public Debt, the Bureau’s Strategic Plan incorporates 

performance goals that are tied to E-Government initiatives. In the category, 

“Government to Business,” Public Debt offers an internet application called “SLGSafe” 

for investors in state and local government securities. Internet solutions have also been 

deployed for savings bonds issuing agents. Commercial customers, such as private 

financial institutions and brokerage firms use the web-based “TAAPSLINK” system to 

submit tenders in the auction process. One example of a BPD performa nce measure is 

their Government-to-Business Wholesale Securities Services which facilitates investing 

via the website. The strategic goal which has been established is to increase the number 

of bidders in Treasury auctions by15 percent by FY 2010. 

Maintaining Communications 

69 
The Department of Treasury uses a variety of methods to build customer relations 

and to foster a better understanding of what their needs are. The Department promotes 

this objective through the use of focus groups, industry, regulatory committees, and 

community outreach initiatives. The Department also reinforces its consumer-centered 

activities by conducting a National Tax Forum for tax preparers and software developers. 

While the Department engages in various modes of communication to promote the 

interests of the public through technology, it also uses IT as a means to enhance its 

capabilities. The Internal Revenue Service (IRS) has established five formal groups to 

dialogue with tax administrators at all levels of government. Stakeholder meetings are 

conducted periodically to interested parties informed of changes in tax law. List servers 

and websites are also used to keep various groups informed of pending changes. In 

addition, the IRS conducts National Tax Forums for tax preparers and software 

developers, and periodically conducts surveys and focus groups to gather input from its 

customers. And finally, the IRS website allows citizens to forward feedback 

anonymously to the IRS. 

Public Accessibility 

Treasury is committed to access and continued communication for all potential 

users not just those with Internet access. Included among these options are telephone 

contact service centers, face-to-meetings with customers, the Federal Register, and hard 

copy documents send via surface mail. Customers can use IRS telephone services to 

obtain tax law information, forms, and publications, refund, business and individual 

account information, and specialty services such as Practitioner Priority Service (PPS), 

Spanish language assistance and service for the hearing impaired (TTY). Other services 

include VITA Hotline assistance (for VITA volunteer use during the filing season), non 

toll free telephone assistance for international callers, a Criminal Investigation Hotline, 

estate and gift tax, and excise tax. IRS telephone assistors provide information to callers 

such as the locations and hours for IRS walk-in offices and for VITA sites. Automated 

services, including refund information and TRIS Notice/Letter/Bill applications are 

available 24 hours per day. 

During the filing season, late January until April 10, 2004, Saturday service will 

be provided through the Individual Tax Line (800-829-1040) and to NTA (877-777-

4778) customers. In addition to published IRS telephone numbers, toll free service is 

provided to customers who received a notice from the IRS. 

Department of Veterans Affairs 

Department Accomplishments 

The Department of Veterans Affairs (VA) strategy to migrate from the current 

VistA health information system to the next generation HealtheVet-VistA system will 

create a person-centered system where clinical information will be available to any health 

provider at any time, anywhere across the VA health system. Furthermore, the solution 

will support improvements in health care quality, patient safety, and the effective use of 

70 
limited health resources. Furthermore, this program will enhance the service delivery 

capabilities of VA by equipping it with the ability to share patient health record data as 

appropriate with the Department of Defense. 

Maintaining Communications 

VA has aimed to devise new methods of meeting the needs of veterans by 

preserving its ongoing discussion with other federal agencies as well as public and 

private sector organizations. While VA aims to work with a broad range of individuals, 

its main partner concerning health care IT issues is the Department of Defense. VA has 

created HealthePeople as a strategy to work with other federal agencies and with other 

public and private sector organizations. For example, HealthePeople (federal) includes 

the joint VA/DoD Electronic Health Record System Interoperability Plan. Another 

example is the co-leadership position VA shares with Consolidated Health Informatics, a 

Presidential E-Government initiative tasked with adopting a portfolio of existing health 

messaging and vocabulary standards for use within the federal healthcare enterprise. 

Public Accessibility 

When VA uses the Internet as a new means to provide service, VA retains the 

original non-Internet service as well. 

Examples of Small Agency E-Government Activities 

Small agencies demonstrate progress in implementing the E-Government Act. The 

examples below are sample highlights: 

The U.S. Consumer Product Safety Commission (CPSC) recently launched, in 

partnership with the Food and Drug Administration, the U.S. Coast Guard, the National 

Highway Traffic Safety Administration, the U. S. Department of Agriculture and the 

Environmental Protection Agency, a new government web site: 

http://www.recalls.gov. 

This web site provides the public with the most up-to-date information on recalls 

in a one-stop web environment, eliminating the need to visit each agency web site 

separately. CPSC monitors the public's usage of the site as a baseline for future 

evaluation and web enhancements. 

The U.S. Equal Employment Opportunity Commission (EEOC) leads an 

initiative called the Charge Assist System to provide individuals with the capability to 

submit information related to a charge of employment discrimination electronically. 

Slated for piloting in FY 2004, this initiative will enhance agency effectiveness and 

increase customer service to the public by enabling electronic submission of a charge 

inquiry through the Internet. Savings will be achieved through a reduction in staff 

resources required to respond to inquires which are outside of EEOC’s jurisdiction or are 

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related to completing the initial questionnaire; although at this time it is too early to begin 

to quantify savings as usage metrics are not yet available. 

The Board of Governors of the Federal Reserve System has implemented the 

Restricted-Controlled Information Transmission System (RITS). RITS is a secure 

electronic system for transmitting Restricted-Controlled recommendations and actions on 

discount rates between the Board and the 12 Federal Reserve Banks that replaced a 

system using a dedicated secure fax machine. The system was developed in conjunction 

with the Reserve Banks and its users (or customers), and design was refined to 

accommodate their operational considerations. Productivity has been increased in several 

respects. RITS eliminates the need to convert electronic documents into paper and to use 

paper-based processes to send and receive information. It also permits almost 

simultaneous communication of the Board’s action on discount rates to the Reserve 

Banks. The Federal Reserve Board estimates staff time devoted to processing discount 

rate information has been reduced by approximately three hours per week. 

RITS also incorporates innovative information technology that uses commercial 

best practices and addresses security considerations. Based on a Lotus Notes platform, 

RITS features a symmetric key encryption, dedicated secure server, and hierarchical 

access protocol to prevent unauthorized access to discount rate information. Another 

Lotus Notes platform (Sametime) was used to significantly reduce costs associated with 

training staffs at the Reserve Banks in the set-up, testing, and operation of the system. 

The Smithsonian’s Center for Education and Museum Studies has forged 

partnerships with school systems, educators, education and museum professional 

associations, and others to expand opportunities for development and dissemination of 

Smithsonian-based education resources. The Center developed an award winning 

website to disseminate education resources to educators, students, and families. The 

Center also collaborated with the kids.us internet domain, which is overseen by the 

National Telecommunications and Information Administration (NTIA) at the Department 

of Commerce, as an "anchor Web site" partner, and smithsonian.kids.us was the first 

kids.us Web site to go live, serving as a model example for other partners. 

Additionally, the National Museum of the American Indian (NMAI) in 

collaboration with the Department of Interior, the Department for Health and Human 

Services, and the Native American Advisory Committee are working to develop a 

“Native One Stop” portal to bring together federal, tribal, and state government program 

services, information and electronic transactions for online access by Native Americans, 

as well as meet the related informational and educational needs of the American public. 

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