National e-Government Strategies: Designing for Success

Tim Young

Office of Management and Budget

June 19, 2007

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OMB / E-Gov Organization

DIRECTOR

OFFICE OF INFORMATION & REGULATORY AFFAIRS

OFFICE OF FEDERAL FINANCIAL MANAGEMENT

OFFICE OF FEDERAL PROCUREMENT POLICY

DEPUTY DIRECTORDEPUTY 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 & ITGeneral CounselLegislative AffairsCommunicationsAdministration

Economic PolicyLegislative Reference

Budget Review

OMB-WIDE SUPPORT OFFICES

Cross- Agency CouncilsChief 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 CouncilsChief Information Officers (CIO)Chief Financial Officers (CFO)

Chief Acquisition Officers (CAO)Chief Human Capital Officers (CHCO)

INFORMATION POLICY &

TECHNOLOGYCHIEF ARCHITECT

Policy Analysts

Government-to-Citizen

Government-toBusiness

Government-to-Government

Internal Efficiency & Effectiveness

Cross-cutting

(E-Authentication)

Enterprise Architects

PORTFOLIO MANAGEMENT

Lines of Business

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OMB / E-Gov Organization

Cross-Agency CouncilsChief 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

ADMINISTRATORKaren Evans

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Results Matter

“Our success depends on agencies working as a team across Our success depends on agencies working as a team across traditional boundariestraditional 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

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President's Management Agenda

http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf

Launched as a strategy for Launched as a strategy for improving the management and improving the management and performance of the Federal performance of the Federal GovernmentGovernment

Focuses on the areas where Focuses on the areas where deficiencies were most apparent deficiencies were most apparent and where the Government and where the Government could begin to deliver concrete, could begin to deliver concrete, measurable resultsmeasurable results

Includes five Government-wide Includes five Government-wide initiatives and 10 program-initiatives and 10 program-specific initiatives that apply to specific initiatives that apply to a subset of Federal agenciesa subset of Federal agencies

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PMA Government-Wide Initiatives

Strategic Management of Human Capital

Competitive Sourcing

Improved Financial Performance

Expanded Electronic Government

Budget and Performance Integration

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Legislative Background

Clinger-Cohen Act of 1996Clinger-Cohen Act of 1996

E-Government Act of 2002E-Government Act of 2002

Government Performance Government Performance Results ActResults Act

Privacy ActPrivacy Act

Paperwork Reduction ActPaperwork Reduction Act

Government Paperwork Government Paperwork Elimination ActElimination Act

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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)

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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

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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

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Keys to Success - Measures/Accountability

Implementation Plans

Performance Metrics

Monthy Burn Rate ($)

$40,000

$50,000

$60,000

$70,000

$80,000

Earned Value Management

President’s Management Agenda (PMA) Scorecard

• Executive review• Quarterly updates• Multiple status & progress

indicators• Transparency to performance

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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

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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 2002

• 123 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)

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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

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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

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FY 2006 - 2007 Focus

FY 2006 and Prior

E-Government Initiatives: Adoption Focus

LoB Framework EstablishedE-Gov InitiativesFederal Enterprise ArchitecturePresident’s Management Agenda

LoB MigrationsUtilization and Adoption of E-Gov InitiativesDevelopment of Self-Sustaining Business Models (e.g., Fee For Service)

Cost-savingsImproved Mission PerformanceGovernment-wide Adoption/Implementation

In progressNot Started Complete

FY 2007 - Beyond Focus

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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

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Questions

For additional information, please visit www.egov.gov

Tim YoungAssociate AdministratorOffice of E-Government & Information TechnologyOffice of Management and Budget725 17th Street NWWashington DC 20503

(202) 395-1181tkyoung@omb.eop.gov

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Appendix

Federal IT Budget Portfolio

Lines of Business Initiative Summary

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Federal Portfolio, IT Budgets

Federal Total IT Budget for FY2007

03 - Enterprise Architecture and Planning

2%

05 - Special Use IT

Investments* 28%

04 - Grants Management

Systems<1%

02 - Infrastructure,

Office Automation, Telecommunications

33%

01 - Mission Area Support

36%

Federal Total IT Budget for FY2008

04 - Grants Management

Systems<1%

05 - Special Use IT

Investments* 29%

03 - Enterprise

Architecture and Planning

2%

02 - Infrastructure,

Office Automation, Telecommunications

33%

01 - Mission Area Support

36%

Investment Type (Exhibit 53 Part) FY2006 FY2007 FY2008 FY2006 FY2007 FY2008 FY2006 FY2007 FY2008

1- Mission Area Support $23,300 $24,182 $24,628 $7,941 $9,017 $8,502 $15,359 $15,165 $16,1252- Infrastructure, Office Automation, Telecommunications $20,321 $20,888 $20,902 $2,657 $2,888 $2,619 $17,664 $18,000 $18,2843- Enterprise Architecture and Planning $1,590 $1,349 $1,482 $403 $302 $324 $1,187 $1,047 $1,1584- Grants Management Systems $130 $153 $143 $49 $66 $60 $81 $87 $835- Special Use IT Investments* $20,875 $18,340 $19,250 $11,063 $8,785 $9,245 $9,812 $9,555 $10,005

Grand Total $66,215 $64,911 $66,405 $22,112 $21,058 $20,750 $44,103 $43,854 $45,655

* - Special Use IT Investments previously identified as "Grants to State and Local/National Security Systems"

Total ($ milions) DME ($ milions) SS ($ milions)

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Financial Management LoB

The Financial Management LoB continues to make progress in standardizing and consolidating IT systems and business processes…

Approved Shared Service ProvidersApproved Shared Service Providers• General Services Administration• Department of the Interior• Department of the Treasury• Department of Transportation

Service CoverageService 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 StepsCurrent Status/Next Steps• Public-private competition guidance issued

summer/fall 2006• Agencies continue conducting competitions

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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 CentersApproved Federal Service Centers• Department of Agriculture• Department of the Interior• Department of the Treasury• Department of Health and Human Services• Department of Defense

Service CoverageService 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 StepsCurrent 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

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Grants Management LoB

President’s Management Agenda

E-gov Initiatives Grants.gov

ConsolidationConsolidation CoordinationCoordination CommunicationCommunication

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

GoalsGoals

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

OverviewOverview PRE-AWARDPRE-AWARD

• Access to status review

• Create / validate users• Receive applications / proposals / submissions, including

unsolicited proposals• Apply business rules & ensure administrative compliance• Authenticate submissions• Identify appropriate programs for consideration• Acknowledge receipt of proposal • Send submission updates

• Search / find & target opportunity• Form partnerships• Develop proposal & contents (E-submission)

Distribute solicitations / announcement / notificationSupport applicant – business and technical

• Establish submission process• Create / publish announcement

• Develop project / solicitation / announcement• Response back

Amount determination (apportionment and allocation)

• Information collection and clearance process• Establish milestone for completion of grant• Create forms

• Commit funds• Prepare award notice and obligate funds• Disburse funds• Funds control• Congressional notification and public announcement • Conduct business review (budget review)

• Setup financial obligations and tracking

• Access to status review

• Coordinate• Plan

Conduct reviews (Admin, Budget, Policy, Merit, Business, Application, Certifications, Assurances)

• Make award decision and provide review output• Notify Congress• Merit/peer review panelist support services

• Prepare reports in a timely manner• Focus messages on appropriate goals for sponsor• Program unique reports

• Conduct site visits & one-on-one interactions with project director

• Financial compliance review• Review program & reports • Risk assessment (portfolio management)• Audit tracking • Amendments / modifications • Conduct annual consultation• Grant administration• Administrative actions• Recapture and reallocate funds• Monitoring use of program income

12) Reports

11) Award Management & Oversight

• Submission of final reports • Financial reconciliation

• Distribution & archiving of records and grant reports• Link to financial management processes• Financial reconciliation (includes final audit review)• Enterprise Management Information Reporting• Recapture property owed to the government• Report inventions/copyrights• Identify best practices; share with others

AWARDAWARD POST - AWARD CLOSE - OUT

Process Flow Legend

Highly Generic

Generic With Flexible Business Rules/Data

Fully Tailored (Not currently applicable)

Circles indicate Grantee Functions

Squares indicate Agency Functions

• Notify / provide continuation applications

#

#

0) Pre Programming & Planning

1) Program Announcement

2&4) Find & Apply

3&5) Authenticate & Intake

6) Status & Update

7) Conduct Review & Decision

9) Award Fulfillment

8) In Process Status Review and Support

10) Receive Notification

13) Grantor Close-Out

14) Grantee Close-Out

1210862,4

11973,510

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• Appeal step on allocation of non-competitive money••

••

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…

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Case Management LoB

The Case Management LoB (CM LoB) establishes the Federal Architecture for improved sharing of Investigations and Litigations…

2006 Progress2006 Progress Continue refinement of Federal Case

Management Architecture Focus areas of Architecture:

– Litigation

– Investigation

Benefits Realized to DateBenefits 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

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Goals of FHA

Input Implementation      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

OverviewOverview• 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.…

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Information Systems Security LoB

2006 Progress2006 Progress• Defined Shared Service Center (SSC) selection framework• Selected SSC’s in 2 key areas:

– Security Training– FISMA Reporting

Next StepsNext 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 Training FISMA 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

Scoping Risk values

Review status

Scoping Risk values

Review status

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Geospatial LoB

GoalsGoals 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…

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IT Infrastructure Optimization LoB

Significant cost savings can be generated through consolidation and standardization…

Common SolutionCommon Solution Develop Performance Measures Release of Best Practices &

Lessons Learned Leverage GSA’s NetWorx

Next StepsNext 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)

DataCenters

Desktop/SeatManagement

Data/VoiceNetworks

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1 0 1 001

01 11 0 1 1

01 110 1

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 FutureThe 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 Progress2006 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 StepsNext 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

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Lines of Business Web Sites

Financial Managementhttp://www.fsio.gov/fsio/fsiodata/

Human Resources Managementhttp://www.opm.gov/egov/HR_LOB/index.asp

Federal Health Architecturehttp://www.hhs.gov/fedhealtharch/index.html

Budget Formulation and Executionhttp://192.136.12.215/lineofbusiness/budgetinglob.cfm

Geospatialhttp://192.136.12.215/lineofbusiness/geospatiallob.cfm

IT Infrastructure Optimizationhttp://www.itinfrastructure.gov/home/default.shtml