9. INTEGRATING SERVICES WITH INFORMATION TECHNOLOGY
This year the President is proposing to spend about
$65 billion for Information Technology (IT) and associated
support services to deliver results for the American
people, providing timely and accurate information to
the citizens and government decision makers while ensuring
security and privacy.
The three major efforts underway will continue this
fiscal year to ensure the Federal government’s investment
in Information Technology returns benefits which
far outweigh the costs. These efforts are:
• Managing for Results
• Expanding the Use of Electronic Government
• Integrating the Federal Enterprise Architecture
MANAGEMENT FOR RESULTS
Departments and agencies are focused on:
• Making it easier for citizens to obtain service and
interact with the Federal government;
• Improving government efficiency and effectiveness;
• Improving government’s responsiveness to citizens;
and
• Making better purchasing decisions.
With these goals in mind, the Federal departments
and agencies are fulfilling the goals of the Clinger-
Cohen Act of 1996. This Act also requires the Director
of the Office of Management and Budget (OMB) to submit
an annual report to the Congress on the results
we are achieving from Federal IT spending. This Budget
chapter and Table 9–1, ‘‘Effectiveness of Agency’s
IT Management and E-Gov Processes,’’ included on the
CD-ROM, fulfill the statutory reporting requirement.
The Administration continues its oversight of agencies’
IT planning and portfolio activities. Our goal is
to be the best manager, innovator and user of information,
services and information systems in the world.
There are great opportunities to apply existing and
emerging business best practices to government to
achieve increases in productivity and delivery of services
and information. Agencies are continuing to establish
program performance metrics, identify benefits
achieved by their IT investments and show results in
the agency’s overall program performance. Work continues
in the operational analysis of cost, schedule and
performance.
Performance of Government.—The measure of success
rests in the results we achieve and the satisfaction
of our customers. The ultimate success is determined
by measuring distinct, quantitative, citizen-centered,
performance results which are tied to the overall agencies’
mission goals and outcomes. Each IT investment
must have specific performance targets tied to a specific
significant beneficial impact for our citizens. The IT
projects represented by these investments must be monitored
by the agencies and they must continually assess
whether or not the projects are accomplishing their intended
outcomes on-time while staying within their approved
budgets.
Departments’ or agencies’ IT business cases for any
planned and/or operational system critical to the mission
of the agency must be evaluated. Each business
case must have a clearly defined vision and outcomes,
including security linked to the department’s or agency’s
mission through their enterprise architecture. The
business cases are scored on specific criteria, including
whether:
• the expected benefits outweigh estimated costs;
• the likelihood the agency will succeed;
• cyber-security, planned or in place, as appropriate;
• the acquisition strategy helps manage project
risks; and
• project management teams and plans are qualified
and complete.
The Federal departments and agencies continue to
improve in their efforts to guarantee the success and
results for the taxpayer. The Administration continues
to monitor the performance of its IT projects. With the
release of the Fiscal Year 2005 President’s Budget,
there were 621 major projects representing about $22
billion on the ‘‘Management Watch List,’’ i.e., those
project justifications needing improvement in performance
measurement, earned value management or system
security. Agencies were directed to remediate the
shortfalls identified prior to expending funds before the
start of the fiscal year. The agencies have worked to
remediate the weaknesses or have put measures in
place to monitor the progress of the project. If a project
is still on the ‘‘Management Watch List,’’ agencies must
describe their plans to manage or mitigate risk before
undertaking or continuing that project. For example,
the Department of Defense (DOD) successfully addressed
deficiencies for 106 of its 107 business cases
on the ’’Management Watch List,’’ and developed a remediation
plan and schedule for the remaining program.
This year, less than a third (342 of 1,087 projects
valued at $15 billion) are on the ‘‘Management Watch
List.’’ These projects still need to address performance,
security or other related issues before obligating funding
in Fiscal Year 2006.
The Report on Information Technology (IT) Spending
for the Federal Government (Exhibit 53) located at
174 ANALYTICAL PERSPECTIVES
www.whitehouse.gov/OMB, provides details of the Administration’s
proposed 2006 IT investments. Related
documents on IT security and Electronic Government
(E-Government) will also be available at
www.whitehouse.gov/OMB and will be published by
March 1, 2005.
Since the Administration’s guidance was unchanged
from Fiscal Year 2005 to Fiscal Year 2006, investments
were studied for trends and duplications across government
entities. At about $65 billion, the Fiscal Year
2006 Federal IT portfolio represents a 9 percent increase
over Fiscal Year 2005 President’s Budget (see
July 2004, Update to the Report on Information Technology
(IT) Spending for the Federal Government (Exhibit
53) located at www.whitehouse.gov/OMB.) The following
represents the highlights:
FY 2005 FY 2006
%
Change
Major IT Investments ................................ 1,130 1,087 –4
Rated Unacceptable ............................. 54 16 –70
Well Planned and Managed ................. 385 682 78
(Value in millions)
Major IT Investments ................................ $32,341 $40,979 27
Rated Unacceptable ............................. $1,109 $1,497 35
Well Planned and Managed ................. $8,478 $24,761 292
In addition to analyzing business cases for major acquisitions,
the Administration identifies overlapping or
duplicative IT investments. When there is duplication
across Federal agencies, the Administration brings together
the appropriate agencies and helps them to consider
broad-based approaches to promote inter-agency
data sharing and cooperation in building common solutions,
rather than maintaining separate investments.
These inter-agency taskforces focus on the agency
Lines of Business (LoB) rather than a specific technology
or investment. In Fiscal Year 2004, there was
significant progress made on five LoB efforts. These
are:
• Case Management
• Federal Health Architecture
• Financial Management
• Human Resources Management
• Grants Management
The Case Management LoB is the business and technology
foundation upon which new solutions for the
Department of Justice and other agencies will be built.
It will also provide a blueprint for sharing information
and best practices across the Federal government. The
goal of this LoB is to improve effectiveness and efficiency
of law enforcement, investigation, and civil and
criminal litigation case management business processes.
Federal Health Architecture (FHA) is focused on improving
the efficiency, standardization, reliability, and
availability of comprehensive health information solutions
through a common framework. FHA is working
within the Office of the National Coordinator for Health
Information Technology in the Department of Health
and Human Services to improve the safety and health
of citizens by providing easier access to health-related
information and services.
Cross-agency teams analyzed opportunities for integration
and consolidation in the areas of Financial
Management, Human Resources Management, and
Grants Management. They have recommended the establishment
of government-wide service providers in the
areas of Financial Management and Human Resources
Management. The Grants Management team is developing
plans for the consolidation of Grants Management
activities across the government. The analysis showed
savings of more than $5 billion can be expected over
a 10 year timeframe through the consolidation of Financial
Management and Human Resources Management
systems and the standardization and optimization of
associated business processes and functions.
To realize these benefits, the Administration asked
agencies with the skills and capabilities to function as
government-wide service providers in the areas of
Human Resources Management and/or Financial Management
to submit business cases for doing so as part
of the Fiscal Year 2006 budget process. The business
cases were evaluated using a due diligence checklist
developed in conjunction with third-party industry
groups. This checklist assessed potential service providers’
abilities in terms of past performance, current
capabilities, and ability to operate a customer-focused
organization. On the basis of the review, the following
agencies were designated as eligible to enter into competitions
to become cross-agency service providers:
Financial Management
• Department of the Interior (National Business
Center)
• General Services Administration
• Department of Transportation
• Treasury/Bureau of Public Debt
Human Resources Management
• Department of the Interior (National Business
Center)
• Department of Agriculture (National Finance
Center)
• Department of Treasury
• Department of Health and Human Services
• Department of Defense
Rather than expend significant effort and resources
modernizing existing systems, agencies will select,
through a competitive process, beginning in Fiscal Year
2005, a government-wide service provider for Human
Resources Management and/or Financial Management
services. Upon migration to common, government-wide
solutions, agencies will shut down existing systems—
which will not only save money but also make available
resources for agencies to better focus on achieving their
missions.
This Administration continues to leverage government
buying power while reducing redundant purchases
through the SmartBUY program. SmartBUY is
a Federal government-wide enterprise software licensing
initiative managed by the General Services Admin175
9. INTEGRATING SERVICES WITH INFORMATION TECHNOLOGY
istration (GSA) to streamline the acquisition process
and provide the best priced, standards-compliant IT.
The SmartBUY initiative includes commercial off-theshelf
software generally acquired using license agreements
with terms and prices that vary based on volume,
including the following types of software licenses:
Office Automation; Network Management; Antivirus;
Database; Business Modeling Tools; and Open Source
Software Support. Since the Administration announced
the SmartBUY program in June 2003, the program has
completed agreements with four software vendors and
plans to negotiate agreements with the remaining top
software vendors to the Federal government. Based on
these agreements already in place, the Federal government
expects to reduce its annual software licenses expenses
by $21.5 million annually. The Administration
estimates when all agencies make joint use of these
best priced software licenses, the Federal government
could save in excess of $100 million per year.
As part of its management responsibilities, OMB continued
using one of the key authorities established in
Section 5113, ‘‘Enforcement of Accountability’’ of the
Clinger-Cohen Act. Under this authority, the Director
is required to evaluate information resources management
practices of the executive agencies with respect
to IT investments. Accordingly, OMB has taken several
steps to assist the SmartBUY program in leveraging
government buying power and reducing redundant purchases.
The following actions were taken:
• Issued M–03–14 ‘‘Reducing Cost & Improving
Quality in Federal Purchases of Commercial Software,’’
(06/02/03) requesting agencies to assist and
support the SmartBUY initiative by providing information
on existing agreements, developing migration
strategies, and taking steps to integrate
agency common desktop and server software licenses
with the initiative.
• Required, as part of the Fiscal Year 2005 budget
process, in Fiscal Year 2004, agencies to review
all commercial software acquisitions for possible
inclusion into the SmartBUY program.
• Issued M–04–08 ‘‘Maximizing Use of SmartBUY
and Avoiding Duplication of Agency Activities with
the President’s 24 E-Gov Initiatives,’’ (02/25/04)
to all senior procurement officers and Chief Information
Officers (CIOs) directing agencies to postpone
all further purchase requirements for a category
of software once GSA has notified the agencies
that it expects to award a SmartBUY contract
within 30 days for that category of software.
• Established a formal waiver process for agencies
with compelling procurement needs, ensuring compliance
with SmartBUY and promoting negotiating
leverage with software vendors.
• Issued M–04–16 ‘‘Software Acquisition,’’ (07/01/
04), reminding agencies of policies and procedures
covering acquisition of software to support agency
operations. This directive requires that all agency
IT investment decisions be made consistent with
the agency’s enterprise architecture and the Federal
Enterprise Architecture, must consider the
total cost of ownership of IT investments, and coordinated,
where applicable, with the SmartBUY
program.
Other management guidance provided to Federal departments
and agencies is included on Table 9–2, ‘‘Management
Guidance,’’ and is available at
www.whitehouse.gov/OMB/memoranda.
Government IT Workforce.—Qualified Federal IT
Project Managers with skilled interdisciplinary teams
are the first line of defense against the cost overruns,
schedule slippages, poor performance, and weakened security
which threaten agencies’ ability to deliver efficient
and effective services to citizens. OMB issued
M–04–19 ‘‘Information Technology (IT) Project Manager
(PM) Qualification Guidance’’ (07/19/04) requiring agencies
to submit, by July 30, 2004, a plan to implement
the Chief Information Officer Council (CIOC) guidance
on the qualifications of Federal IT project managers.
The CIOC made great strides in the development of
this guidance to further ensure the quality of our IT
process. Agencies were asked to submit plans for meeting
the CIOC guidance and to identify the required
PM Level for each investment requested for their Fiscal
Year 2006 IT budget requests. Agencies were also required
to confirm whether the assigned project manager’s
qualifications for major IT investments had been
validated against the CIOC guidance.
A review of the top tier of Agencies’ IT requests indicates
all agencies directly or indirectly addressed IT
project management qualification standards in accordance
with CIOC guidance. According to the submissions
for the fourth quarter of Fiscal Year 2004 President’s
Management Agenda (PMA) scorecard reporting, over
75 percent of the project managers of major IT investments
have been validated against CIOC guidance, and
plans are in place across government to ensure remaining
project managers are trained and validated by the
end of the calendar year.
The Office of Personnel Management (OPM) and the
CIO Council have conducted two annual governmentwide
IT workforce assessments in 2003 and 2004. The
surveys revealed five critical jobs: IT Project Management,
IT Security/Information Assurance, Customer
Support, System Analysis, and Applications Software
Management. Using these standardized assessments
provides an efficient and effective government-wide
view of competency and skill gaps assuring our critical
systems are sufficiently staffed to provide for security,
reliability and efficiency. Agencies have received the
results of the Fall Fiscal Year 2004 survey and are
participating in a specialized job activity target-setting
exercise to provide a more defined skill gap analysis
government-wide, and to apply to agency-specific workforce
assessment and planning. A Spring assessment
based on CIO’s judgment revealed maintaining a cadre
of qualified IT Project Managers, IT Security Specialists
and IT Architects could best be managed through training
programs.
176 ANALYTICAL PERSPECTIVES
The E-Government Act of 2002 requires the assessment
and reporting of current training offerings and
the oversight of development of curricula, training
methods, and training priorities to meet projected personnel
needs. In July 2004, OPM published its report
on the ‘‘Establishment of a Government Information
Technology Training Program.’’ The training report establishes
a common IT training framework and identifies
a baseline of current government-wide IT training.
The report reviewed and assessed the adequacy of existing
government-wide IT training programs with the
Clinger-Cohen Act core competencies as the basis for
evaluation. This report also served as a baseline for
OPM to track IT and Information Resources Management
(IRM) training availability and adequacy across
government in its ongoing responsibility to identify
where gaps in IT and IRM training do not satisfy personnel
needs.
OPM also recommended a government-wide IT training
framework using the IT Workforce Development
Roadmap as a foundation to link existing IT and IRM
training programs. The framework supports the OPM
requirement to assist agencies in establishing and operating
IT training programs. Agency use of this framework
will enable their workforce to obtain governmentwide
competencies and skills that improve the ability
of the government to achieve agency missions and program
goals. This framework fosters the development
of highly skilled Federal IT workers who are better
able to deliver essential services to the American people
in the increasingly technical E-Government environment.
However, skill gaps remain in the IT Workforce.
The CIO Council will work in conjunction with OPM
to develop guidelines for assisting departments and
agencies in identifying the skill gaps in their workforce.
OMB asked agencies to report their use of training
plans as well as their integration of IT plans in overall
human capital planning. Most agencies have shown
progress in identifying IT and the needs of the IT workforce
as part of their overall human capital planning.
Most indicate coordination and cooperation between
their agencies’ Chief Human Capital and Chief Information
Officers and staffs to improve IT project management
skills. Most agencies refer to their human capital
planning efforts as a way to ensure the Federal government
has sufficient highly qualified IT professionals
to deliver services to citizens, businesses, and government
entities, effectively and in direct alignment with
the mission of the agency. A number of agencies discussed
the importance of the government-wide survey
data in relation to agency succession planning. Agencies
also referred to OPM’s report as the basis for selecting
training in filling current workforce gaps, especially in
the IT project management arena. The Administration’s
goal during Fiscal Year 2005 is to have no more than
50 percent of the agencies with IT skill gaps within
their workforce.
On January 15, 2004, OPM published proposed regulations
to implement an Information Technology Exchange
Program. OPM has completed analysis of comments
received from the public on the proposed IT Exchange
Program Regulations. In accordance with Executive
Order 12866 ‘‘Regulatory Planning and Review’’
(01/11/96), the final regulation is being provided to
OMB for concurrence prior to publication in the Federal
Register.
The IT Exchange Program can improve the skills of
Federal IT managers by exposing them to cutting-edge
management and technical trends in the private sector.
The Program can improve the government’s capability
to apply advances in IT to enhance governmental functions
and services, achieve more efficient performance,
increase access to government information, and increase
citizen participation in government.
Securing Government Systems.—Over the last four
years the Federal government has improved the identification
and resolution of long-standing, serious, and
pervasive IT security problems. Agencies report both
quarterly and annually on their efforts to address IT
security weaknesses against key IT security performance
measures.
For example, the Department of Labor and the Department
of Transportation have excelled this year in
protecting their information technology assets. Both
agencies have increased the number of certified and
accredited systems, with Labor moving from 58 percent
to 96 percent accredited, and Transportation improving
from 33 percent to 98 percent. Agency Inspectors General
have approved the quality of these certification
and accreditation processes as well as the effectiveness
of agency remediation plans. By focusing on cyber-security,
the Department of Labor and the Department of
Transportation have taken great steps to protect the
integrity of their agencies.
The overall security status and progress in percentage
of systems*, from Fiscal Year 2002 to Fiscal Year
2004, is as follows:
FY 2002 FY 2003 FY 2004
Effective Security and Privacy Controls
(C&A) .................................................... 47% 62% 77%
‘‘Built in’’ with Security Costs ................... 62% 77% 85%
Tested with Contingency Plans ................ 35% 48% 57%
*Total Systems reported .................... 7,957 7,998 8,623
The number of agencies where the Inspector General
has verified the process exists to remediate IT security
weaknesses (POA&M):
FY 2002 ....................................... N/A (was not required in until FY 2003)
FY 2003 ....................................... 12
FY 2004 ....................................... 18
While notable progress in resolving IT security weaknesses
has been made, challenges remain and new
threats and vulnerabilities continue to materialize.
Agencies continue to improve the security of the information
and systems supporting the Federal government’s
missions. To address these challenges, the Administration
works with agencies, Inspectors General,
the Congress and the Government Accountability Office
(GAO) to assure appropriate cost-effective IT security
177 9. INTEGRATING SERVICES WITH INFORMATION TECHNOLOGY
programs, policies, and procedures are in place to protect
government systems. OMB issued M–04–25 ‘‘FY
2004 Reporting Instructions for the Federal Information
Security Management Act’’ (08/23/04) providing updated
instructions for the agency reporting under the Federal
Information Security Management Act of 2002
(FISMA). Agencies were directed to transmit their Fiscal
Year 2004 reports on the effectiveness of their security
programs to OMB by October 6, 2004.
Additional information and detail concerning the Federal
government’s IT security program and agency IT
security performance can be found in OMB’s Annual
Report to Congress on IT Security. The next such report
will be issued by March 1, 2005 and will be made
available on OMB’s website.
Additionally, the Administration intends to focus on
the implementation of a security LoB to reduce costs
and increase security effectiveness across government.
Working with agencies, the Administration will analyze
commonly used IT security processes and controls in
an effort to identify the extent to which consolidation
opportunities exist.
Protecting Privacy.—The Administration continues to
work with departments and agencies to assure that
privacy issues are addressed across boundaries providing
a uniform and systematic process to protect citizen
information. One method is through the Privacy
Impact Assessment (PIA) process. The PIA is a description
of business processes, data flows and technologies
in the context of applicable privacy principles. Agencies
have been conducting PIAs since the last budget cycle,
submitting them to OMB as necessary and making
them publicly available. The CIO Council has released
a Security and Privacy Profile to be used in conjunction
with the Federal Enterprise Architecture and the agency’s
specific enterprise architecture to ensure privacy
and security are properly addressed within the planned
IT investment. Because of the visibility of the PIA’s
and the work done, OMB did not request reporting
on this activity this year.
The Administration plans for greater transparency
on the part of the government agencies as it relates
to information collection and will continue to use the
PIA effort to provide this service.
Making Government Accessible to All.—Information
technology is increasing access to Federal information
and services. The Federal government continues to ensure
electronic information technology is accessible to
people with disabilities as required by Section 508 of
the Rehabilitation Act of 1973. The creation of the Buy
Accessible Wizard, a web-based application developed
by GSA, helps agencies to determine relevance, applicability,
and compliance to Section 508 when managing
electronic and information technology products and
services. The application helps Federal program managers
to consistently and correctly apply the Federal
Acquisition Regulation to their market research.
Agencies have also established inventories of the
types of information available on their websites, as well
as priorities and schedules for posting content. The inventories
and schedules help ensure agency information
products are adequately categorized and preserved so
citizens can easily retrieve them when searching. These
practices improve the quality and timeliness of the Federal
government’s information resources.
SUCCESSFUL USES OF ELECTRONIC GOVERNMENT
E-Government continues to seek to leverage information
technologies to make government services available
to the citizen while ensuring security of those systems,
the privacy of the citizen information and the prudent
use of taxpayer money. E-Government is about providing
direct and measurable results supporting departments’
and agencies’ mission and goals. For departments
and agencies, the benefits must far outweigh
the cost of implementation. In the coming months, the
Presidential E-Government initiatives graduate from
development and implementation phases to mature
service offerings supported by service fees. Increased
agency adoption and customer utilization will become
the primary measures of success. The expanded availability
of government information and the utilization
of an increased percentage of transactions between the
Federal government and citizens will be measured,
where appropriate.
Examples of how the tenets of E-Government are
helping to deliver services to the citizen and make the
government more effective include:
In Fiscal Year 2003, the Department of Labor (DOL)
fully deployed the Safety and Health Information Management
System (SHIMS) which manages employee injury
reports and worker compensation claims and produces
management reports and data to help guide
intervention activities. Previously, claim forms were
manually written and mailed which resulted in a two
week response. With SHIMS, DOL electronically receives
the claim within 24 hours and provides a response
within two days. The cost savings are attributed
to the implementation of the SHIMS in DOL. The system
demonstrates a reduction in workers’ compensation
costs through quicker claims processing and the ability
to identify persons able to return to work. As a result
of this effort, DOL saved over $3.23 million from FY
2003 to FY 2004 in workers’ compensation costs. Fourteen
Federal agencies have agreed to implement
SHIMS with six agencies working towards a January
2005 implementation target. DOL’s successful project
management performance in attaining Federal goals is
a major factor in agencies seeking to partner for use
of SHIMS.
The Department of Transportation’s (DOT) Federal
Motor Carrier Safety Administration implemented the
Motor Carrier Management Information System providing
businesses with an online, efficient method to
apply for operating authority and register for a U.S.
178 ANALYTICAL PERSPECTIVES
DOT Number. The system improves the sharing of commercial
motor carrier information among the levels of
government. Federal, state, and local agencies all access
the system for their safety, enforcement, licensing, and
insurance needs. Prior to October 2003, Cargo Tank
Manufacturers could not register online. Now over
4,000 Cargo Tank Manufacturers have registered online.
This investment reduces costs and improves efficiencies
in various ways by providing centrally-hosted
information for all interstate carriers and targeting enforcement
activities by utilizing motor carrier safety
data.
The departments and agencies continue to focus on
service improvements and best value for their customers.
The government is managing itself as one entity.
Through the continued work of the multi-agency
E-Government initiatives, such as Recreation.gov and
Disaster Management, multiple agencies work together
to provide service to the citizen from a single location.
Recreation.gov makes it easier for all citizens to make
reservations at any of 3,000 Federal parks and other
recreation sites without regard to which Federal agency
manages the facility. Disaster Management, through
DisasterHelp.gov has over 34,000 users registered with
disaster management services being used in 69 actual
emergencies as well as 344 disaster preparedness exercises.
The Administration continues the focus of the department
and agency specific services movement to citizencentered
services. We have reduced overall E-Government
funding annually since Fiscal Year 2004 as the
initiatives have met their milestones and have become
incorporated into the daily operations of Federal departments
and agencies. This reduction has come as result
of moving the initiatives to fee-for-service models where
appropriate, thereby eliminating the need for agency
contributions. Chapter 9, Table 9–3, ‘‘Status of the
Presidential E-Government Initiatives,’’ included on the
CD-ROM, provides an update for each project.
FEDERAL ENTERPRISE ARCHITECTURE
The Office of Management and Budget’s (OMB) EGovernment
and Information Technology Office with
the support of the General Services Administration and
the Federal Chief Information Officers (CIO) Council,
established the Federal Enterprise Architecture (FEA)
Program to build a comprehensive business-driven blueprint
of the entire Federal government. The development
of this framework has and will continue to enable
the Federal government to identify opportunities to leverage
technology to:
• Reduce redundancy;
• Facilitate horizontal (cross-federal) and vertical
(federal, state and local) information sharing;
• Establish a direct relationship between IT and
mission/program performance to support citizencentered,
customer-focused government; and
• Maximize IT investments to better achieve mission
outcomes.
The FEA framework and its five supporting reference
models (Performance, Business, Service, Technical and
Data) are now used by departments and agencies in
developing their budgets and setting strategic goals.
With the recent release of the Data Reference Model,
the FEA will be the ‘‘common language’’ for diverse
agencies to use while communicating with each other
and with state and local governments seeking to collaborate
on common solutions for services.
Using these reference models, the FEA identified five
major collaborative initiatives with potential to transform
the Federal government, improve services and deliver
substantial savings. Launched in February 2004,
these initiatives, known as the Lines of Business (LoB),
used EA principles to identify common solutions. These
initiatives are projected to save $5 billion across government
over the next 10 years.
Sharing Technology and Information Across Agencies
Will Drive Results.—The Administration’s continued
use of the Federal Enterprise Architecture data to drive
lines of business analysis will continue to be a central
focus in our efforts to direct information technology investments
to support delivery of services to citizens
and other entities. The Administration will continue
to improve performance and achieve results by linking
IT investments to another analytical tool used by the
Administration, the Program Assessment Rating Tool
(PART).
Looking Ahead.—In 2006 and beyond, the government
will continue to identify IT opportunities for collaboration
and consolidation. The Federal government
continues to make significant progress in implementing
E-Government to better serve the citizen, but much
could still be done. Through the PMA, the Clinger-
Cohen Act, the E-Government Act, budget guidance and
other management tools, the Federal government has
the ability to make it easier for the citizens and businesses
to interact with their government. The FEA
Framework will continue to guide the interfaces between
systems and re-use of data and applications
where appropriate. This service-oriented architecture
approach will ensure future government IT investments
will leverage existing capabilities to their maximum potential
and will provide the most efficient and customer-
centered services.
179 9. INTEGRATING SERVICES WITH INFORMATION TECHNOLOGY
The Federal government is managing its IT more
professionally as a resource for improving results. Seventy
percent of the Federal government’s IT systems
are secure; 72 percent of the departments and agencies
have mechanisms in place to validate performance relative
to cost, schedule and performance goals for the
IT investments; about half of those departments and
agencies meet at least 90 percent of their cost and
schedule goals. We have huge potential and opportunities
for growth. This Administration will continue to
work in all aspects of expanding E-Government to deliver
results the American people deserve.
