National e-Government Strategies: Designing for Success Tim Young Office of Management and Budget June 19, 2007

2 OMB / E-Gov Organization DIRECTOR OFFICE OF INFORMATION & REGULATORY AFFAIRS OFFICE OF FEDERAL FINANCIAL MANAGEMENT OFFICE OF FEDERAL PROCUREMENT POLICY DEPUTY DIRECTOR DEPUTY DIRECTOR FOR MANAGEMENT EXECUTIVE ASSOCIATE DIRECTOR OFFICE OF E-GOV & IT NATURAL RESOURCES HUMAN RESOURCES GENERAL GOVERNMENT PROGRAMS NATIONAL SECURITY PROGRAMS RESOURCE MANAGEMENT OFFICES STATUTORY OFFICES OMB works in collaboration with agencies and cross-agency councils to implement E-Government… OFFICE OF E-GOV & IT General Counsel Legislative Affairs Communications Administration Economic Policy Legislative Reference Budget Review OMB-WIDE SUPPORT OFFICES Cross-Agency Councils Chief Information Officers (CIO) Chief Financial Officers (CFO) Chief Acquisition Officers (CAO) Chief Human Capital Officers (CHCO) INFORMATION POLICY & TECHNOLOGY ASSOCIATE ADMINISTRATOR Tim Young CHIEF ARCHITECT ADMINISTRATOR Karen Evans Policy Analysts Government-to- Citizen Government-to- Citizen Government-to- Citizen Government-to- Citizen Cross-cut Enterprise Architects PORTFOLIO MANAGEMENT Lines of Business Cross-Agency Councils Chief Information Officers (CIO) Chief Financial Officers (CFO) Chief Acquisition Officers (CAO) Chief Human Capital Officers (CHCO) INFORMATION POLICY & TECHNOLOGY CHIEF ARCHITECT Policy Analysts Government-to- Citizen Government-to Business Government-to- Government Internal Efficiency & Effectiveness Cross- cutting (E- Authentication) Enterprise Architects PORTFOLIO MANAGEMENT Lines of Business

3 OMB / E-Gov Organization Cross-Agency Councils Chief Information Officers (CIO) Chief Financial Officers (CFO) Chief Acquisition Officers (CAO) Chief Human Capital Officers (CHCO) INFORMATION POLICY & TECHNOLOGY Policy Analysts Government-to- Citizen Government-to- Business Government-to- Government Internal Efficiency & Effectiveness Cross-cutting (E-Authentication) Enterprise Architects PORTFOLIO MANAGEMENT Lines of Business CHIEF ARCHITECT ASSOCIATE ADMINISTRATOR Tim Young ADMINISTRATOR Karen Evans

4 Results Matter Our success depends on agencies working as a team across traditional boundaries “Our success depends on agencies working as a team across traditional boundaries to better serve the American people, focusing on citizens rather than individual agency needs. I thank agencies who have actively engaged in cross-agency teamwork, using E-Government to create more cost-effective and efficient ways to serve citizens, and I urge others to follow their lead.” - President George W. Bush President’s Management Agenda (PMA)  Citizen-centered  Results-oriented  Market-based

5 President's Management Agenda  Launched as a strategy for improving the management and performance of the Federal Government  Focuses on the areas where deficiencies were most apparent and where the Government could begin to deliver concrete, measurable results  Includes five Government-wide initiatives and 10 program- specific initiatives that apply to a subset of Federal agencies

6 PMA Government-Wide Initiatives  Strategic Management of Human Capital  Competitive Sourcing  Improved Financial Performance  Expanded Electronic Government  Budget and Performance Integration

7 Legislative Background  Clinger-Cohen Act of 1996  E-Government Act of 2002  Government Performance Results Act  Privacy Act  Paperwork Reduction Act  Government Paperwork Elimination Act

8 Keys to Success A number of management factors have contributed to our success in E-Government… Strong executive leadership Well-defined governance models Alignment with budget process Clearly defined outcomes & performance measures Accountability & transparency Stakeholder outreach (e.g., internal government, press)

9 Keys to Success – Governance  Improve Mission Performance  Increase Resource Alignment on Core Mission Activities  Realize Cost and Operational Efficiencies  Achieve Equal or Better Service Delivery  Increase Value to Citizens & Agency Stakeholders  Drive Transformation Project/Program Governance is a Means to an End… Governance Board Advisory Board or Various Working Groups/Sub- committees Initiative PMO Strategic/ Major Decisions Authorize Funding/Agreements Program Oversight Partner Resource Support Help guide project direction Project and budget planning Tactical decision support Program implementation Performance measurement Provide work products to facilitate the success of the initiative Daily oversight of project Management schedule Track/Report progress Manage cross-project issues and risks Establish work teams Allocate resources across teams Leverage best practices Support implementation

10 Keys to Success – Budget Alignment Alignment with the budget process is essential to initiative planning and success…  Alignment with Presidential Priorities  Clear Funding Requirements  Business Case Process Instills Management Discipline

11 Keys to Success - Measures/Accountability Implementation Plans Performance Metrics Earned Value Management President’s Management Agenda (PMA) Scorecard Executive review Quarterly updates Multiple status & progress indicators Transparency to performance

12 E-Government Initiatives Government to Government  Grants.gov  Geospatial One-Stop  Disaster Management  SAFECOM  E-Vital Government to Business  E-Rulemaking  Expanding Electronic Tax Products For Businesses  Federal Asset Sales  International Trade Process Streamlining  Business Gateway  Consolidated Health Informatics Government to Citizen  Recreation One-Stop  GovBenefits.gov  E-Loans  IRS Free File  USA Services Internal Efficiency & Effectiveness  E-Training  Recruitment One-Stop  Enterprise Human Resources Integration  E-Clearance  E-Payroll  E-Gov Travel  Integrated Acquisition Environment  E-Records Management Cross-Cutting  E-Authentication

13 GovBenefits.gov Highlights Provides citizens a single online location to determination elgibility for government-provided benefit programs The number of citizens using GovBenefits.gov to locate benefit information has increased to over 305,000 visitors a month in 2006 from an average of 35,000 visitors a month in out of a total of 143 active benefit programs for individuals/families are available via GovBenefits.gov Over 510,000 benefit referrals from GovBenefits.gov to agency benefit programs (October 2006)

14 Business Gateway Highlights  Business Compliance Portal (Business.gov) Federal Forms Listing (Forms.gov)  Forms Harmonization  26,145 referrals per month (October 2006)  290,971 visits to Business.gov per month (October 2006)  34 of 40 agencies generating substantive compliance burden are providing information to Business.gov “Business.gov is the perfect resource for me. I’m growing one business and starting another. This Web site works on two different levels, providing the direct connections I want for my on-going business needs and the basic start-up support I need for launching my new business. Business.gov is like having a silent partner on line.” - Small Business Owner

15 Recruitment One-Stop Highlights  Provides a centralized repository for all competitive service job vacancies  Consistently ranked as a top Federal web-site in terms of customer satisfaction (as determined by the American Customer Satisfaction Index)  Averaging 240,000 daily visitors – to date, USAJobs.gov has served over 300 million visitors to date  Approximately 100,000 resumes created monthly

16 FY Focus FY 2006 and Prior E-Government Initiatives: Adoption Focus LoB Framework Established E-Gov Initiatives Federal Enterprise Architecture President’s Management Agenda LoB Migrations Utilization and Adoption of E-Gov Initiatives Development of Self-Sustaining Business Models (e.g., Fee For Service) Cost-savings Improved Mission Performance Government-wide Adoption/Implementation In progress Not StartedComplete FY Beyond Focus

17 Lines of Business: Overview The Lines of Business (LoBs) take an architecture-based approach to identifying, developing, and providing common solutions and components across the government Current Lines Of Business  Financial Management  Human Resources Management  Grants Management  Case Management  Federal Health Architecture  Information Systems Security  Geospatial  IT Infrastructure Optimization  Budget Formulation & Execution

18 Questions For additional information, please visit Tim Young Associate Administrator Office of E-Government & Information Technology Office of Management and Budget th Street NW Washington DC (202)

19 Appendix  Federal IT Budget Portfolio  Lines of Business Initiative Summary

20 Federal Portfolio, IT Budgets

21 Financial Management LoB The Financial Management LoB continues to make progress in standardizing and consolidating IT systems and business processes… Approved Shared Service Providers General Services Administration Department of the Interior Department of the Treasury Department of Transportation Service Coverage 5 CFO Act agencies hosted at a Federal SSP 2 CFO Act agencies hosted at a Commercial SSP 75 non-CFO Act agencies hosted at a Federal SSP 4 non-CFO Act agencies hosted at a Commercial SSP Current Status/Next Steps Public-private competition guidance issued summer/fall 2006 Agencies continue conducting competitions

22 Human Resources Management LoB The Human Resources Management LoB continues to make progress in standardizing and consolidating IT systems and business processes… Approved Federal Service Centers Department of Agriculture Department of the Interior Department of the Treasury Department of Health and Human Services Department of Defense Service Coverage 12 departments and large agencies serviced by a Federal SSC 77 small entities (boards, commissions, etc.) serviced by a Federal SSC Current Status/Next Steps Public-private competition schedule released Contract awards anticipated Summer 2007 Three agencies expected to begin migrations in FY07 Agencies continue conducting competitions

23 Grants Management LoB  President’s Management Agenda  E-gov Initiatives  Grants.gov  Consolidation  Coordination  Communication 1.Improve customer access and efficiency of submission process 2.Improve decision making 3.Integrate with Financial Management processes 4.Improve efficiency of reporting procedures in order to increase usable information content 5.Optimize post-award and closeout actions Goals Common Themes Federal Grants More than 900 programs in over 26 grant-making agencies provide $526 billion annually in Federal assistance Evolution of Grants Processes/Systems Decentralized manner Highly stove-piped operations, even within sub-agencies 99 investments identified in FY2005 – $144 million in DME – $3.8 billion in O&M Overview The Grants Management LoB provides a government-wide solution to support end-to-end grants management activities that promote citizen access, customer service, and agency financial and technical stewardship…

24 Case Management LoB The Case Management LoB (CM LoB) establishes the Federal Architecture for improved sharing of Investigations and Litigations… 2006 Progress  Continue refinement of Federal Case Management Architecture  Focus areas of Architecture: – Litigation – Investigation Benefits Realized to Date  The National Labor Relations Board (NLRB) reduced procurement preparation efforts by half through re-use of case management functional requirements developed by the initiative  DHS will use the CM LoB information exchange standards as a key component in its projects at US-VISIT/Immigrations and Customs Enforcement (ICE) involving data exchange government-wide and within DHS  By re-using DoJ’s business case materials to build the case for their consolidation efforts the Department of Treasury leverages best practices and lessons learned of the CM LoB in planning their new solution

25 Goals of FHA InputImplementation Accountability Goal: Federal expertise and experience supports the President's Health IT Plan through participation, coordination, and the leveraging of federal systems investments. Goal: The President's health IT plan is implemented in the federal agencies, in alignment with the Federal Enterprise Architecture, through adoption of standards, certified applications and the protection. Goal: Federal agencies coordinate effective capital planning activities, and invest in and implement interoperable health. Federal Health Architecture LoB Overview In April 2004, the Office of the National Coordinator for Health IT (ONC) established to coordinate health IT activities The ONC developed an infrastructure to address: – standards harmonization – compliance certification – nationwide health information network architecture – security and HIT adoption ONC/FHA Represents and coordinates federal activities in all matters relating to the President's health IT plan A federal Health IT environment that is interoperable with the private sector and supports the President’s health IT plan enabling better care, increased efficiency, and improved population health.…

26 Information Systems Security LoB 2006 Progress Defined Shared Service Center (SSC) selection framework Selected SSC’s in 2 key areas: – Security Training – FISMA Reporting Next Steps Identify additional SSC opportunities Work with service providers to best support the Federal community Implement/migrate to SSC solutions Identify SSC solutions in additional areas – System Awareness & Incident Response (SAIR) – Evaluating/Selecting Security Solutions Security TrainingFISMA Reporting Office of Personnel Management Department of State/U.S. Agency for International Development Department of Defense Department of Justice Environmental Protection Agency Designated Service Centers

27 Geospatial LoB Goals  Collaboration for geospatial- related activities and investments across all sectors and levels of government  Optimized and standardized common geospatial functions, services, and processes  Cost efficient acquisition, processing, and access to geospatial data and information The Nation’s interests are served, and the core missions of Federal agencies and their partners are met, through the effective and efficient development, provision, and interoperability of geospatial data and services…

28 IT Infrastructure Optimization LoB Significant cost savings can be generated through consolidation and standardization… Common Solution  Develop Performance Measures  Release of Best Practices & Lessons Learned  Leverage GSA’s NetWorx Next Steps  Provide Best Practices for Optimizing Agency Infrastructure and Developing Government-wide Solutions  Develop Performance Measures initially for Desktop/Seat Management – then subsequently for Data Centers (FY08) and Data/Voice Networks (FY09) Data Centers Desktop/Seat Management Data/Voice Networks

Budget Formulation and Execution LoB The Budget Formulation & Execution (BFE) LoB enhances the effectiveness of Federal agency and central budget processes through interoperable, flexible, cost effective, and optimized solutions to support the formulation and execution of the Federal budget… The Budget of the Future  Agencies formulate budgets using automated systems and pass data to OMB electronically  Budget documents move seamlessly through the budget process and to Congress  Budget exercises conducted using web- based applications  Enhanced analytical capabilities President’s Budget 2006 Progress  Formed inter-agency taskforce consisting of 25 agencies  Developed a joint business case with common solutions to enhance the capabilities of agency and OMB budget personnel in performing budgeting functions Next Steps  Work with agencies to identify and assess existing systems that can be shared, including cross-servicing  Establish capabilities for government- wide collaboration, data collection, and tracking of agency and central budget activities  Develop an architecture that promotes interoperability and re-usability

30 Lines of Business Web Sites Financial Management Human Resources Management Federal Health Architecture Budget Formulation and Execution Geospatial IT Infrastructure Optimization