Mark A. Forman Associate Director for IT & E-Government OMB ACHIEVING THE VISION OF E-GOVERNMENT Mark A. Forman Associate Director for IT & E-Government OMB Feb. 2002 3/24/2018

Issues that must be addressed Governance Structure How to get to Green Topics Vision Issues that must be addressed Governance Structure How to get to Green Selecting strategic IT investments Project Management Success E-government teamwork 3/24/2018

E-Government represents a new role for IT in the Federal Government The Vision: an order of magnitude improvement in the federal government’s value to the citizen: e.g., information and decisions in minutes or hours (vs. weeks or months) Principles: Integral component of President’s Management Agenda Market-based, Results-oriented, Citizen-Centered Simplify & Unify the details are at http://www.whitehouse.gov/omb/ 3/24/2018

U.S. Society is a Web of Information Interdependency Intra-agency Agency to business Inter- and Intra-governmental Agency to the public 3/24/2018

Order of Magnitude Improvements Simplify government for citizens and business Citizens, businesses, and other levels of government find it efficient and easy to access info and do business on-line -- reduced compliance burden Government services are organized around customer groups: individuals, businesses, other levels of government, internal -- more rapid government decisions and response Make government more transparent and accountable 3/24/2018

3 processes Revise Internal Operations – Underlying processes: 1 3 processes Revise Internal Operations – Underlying processes: 1. Capture, order, fulfillment; 2. Command and control Simplify a process or Unify around a line of business Info Value Chain, Command & Control/Distributed Decision Making

Quicksilver Findings: The Business Architecture – That Isn’t … each agency supports 17 lines of business (average)

225 pages listing dozens of form titles Lack of business architecture has yielded thousands of forms that feed bureaucratic “islands of automation” 225 pages listing dozens of form titles 3/24/2018

Moreover, the islands of automation make it hard to get service ? 3/24/2018

The Challenge: move beyond web-enablement E-Problems Chronic Problems 5600 G2B, G2G, & G2C Transactions to be put on-line About 1000 intragovernmental transactions to be put on-line 33+ million web pages operational across the 22,000 federal government websites Government spends 10X what private sector spends for similar IT work Need Alignment with Agency performance plans Few gains from “islands of automation” Fad buying --shows people are open to change, but ... Technology does not replace good management, but good government management requires technology Communication gap between IT and Lines of Business Lack of Business Cases and Enterprise Architecture Few performance plan successes Chronic Problems Few gains if e-business/e-government applications become new “islands of automation” Fad buying of e-business and e-government products --shows people are open to change, but may not be productive use of funds Technology still does not replace good management, but good government management requires technology Applications fail to deliver operational results: Technologists and Line of Business professionals do not communicate well Lack of Business Cases and Enterprise Architecture lead to poor investment decisions Also there are Examples of successful e-gov (DOT Rules on line, EPA, IRS) 3/24/2018

E-Government Task Force Recommend highest-payoff, citizen-centered and cross-agency initiatives that can be rapidly developed Identify key barriers to becoming a citizen-centered E-government and actions needed to overcome them Establish governance framework and roles for agencies, management councils and OMB 3/24/2018

Four Segments in the Citizen-Centered strategy are now four portfolios of work Individuals: building easy to find one-stop-shops for citizens -- creating single points of easy entry to access high quality government services. Businesses: reduce burden on businesses through use of Internet protocols and by consolidating myriad redundant reporting requirements. Intergovernmental: make it easier for states to meet reporting requirements, while enabling better performance measurement and results, especially for grants. Internal efficiency and effectiveness: reduce costs for federal government administration by using best practices in areas such as supply chain management and financial management, and knowledge management. We are focussed on building easy to find one-stop-shops for citizens-- creating single points of easy entry to access high quality government services. Businesses: We must reduce burden on businesses through use of Internet protocols. This is about being able to communicate with businesses in the language of e-business to streamline the myriad reporting requirements as well as facilitate a more efficient means for business to do business with the government. Intergovernmental: We must make it easier for states to meet reporting requirements, especially for grants, and provide the valuable information the federal government must have to measure the performance and results of national programs. Internal efficiency and effectiveness: We must automate internal processes to reduce costs for federal government administration by using best practices in areas such as supply chain management and financial management, and more effectively leverage knowledge management investments to make government employees more productive. 3/24/2018

Project Quicksilver: Summary of Key E-Government Initiatives G2C: Use of the Web for accessing services such as benefits, loans, recreational sites & educational materials Key Lines of Business: Social services, Recreation & Natural Resources, Grants/Loans, Taxes G2B: Reduce burden on businesses by adopting processes that enable collecting data once for multiple uses & streamlining redundant processes Key Lines of Business: Regulatory Creation, Economic Development, Trade, Permits/Licenses, Grants/Loans, Asset Management G2G: Share & Integrate Federal, State, & local data Key Lines of Business: Homeland Security, Economic Development, Recreation & Natural Resources, Public Safety, Law Enforcement, Disaster Response Management, Grants/Loans IEE: Adopt commercial best practices in government operations (supply chain management, HR, document workflow) Key Lines of Business: Supply Chain Management, HR, Finance 3/24/2018

E-Gov Initiatives: Final Selections and Managing Partners Government to Citizen Government to Business Managing Partner GSA DOT Treas HHS SBA DOC Managing Partner GSA TREAS DoEd DOI Labor 1. Federal Asset Sales 2. Online Rulemaking Management 3. Simplified and Unified Tax and Wage Reporting 4. Consolidated Health Informatics (business case) 5. Business Compliance One Stop 6. International Trade Process Streamlining 1. USA Service 2. EZ Tax Filing 3. Online Access for Loans 4. Recreation One Stop 5. Eligibility Assistance Online Government to Government Internal Effectiveness and Efficiency Managing Partner SSA HHS FEMA DOI Treas Managing Partner OPM GSA NARA 1. e-Vital (business case) 2. e-Grants 3. Disaster Assistance and Crisis Response 4. Geospatial Information One Stop 5. Wireless Networks 1. e-Training 2. Recruitment One Stop 3. Enterprise HR Integration 4. e-Travel 5. Integrated Acquisition 6. e-Records Management 7. Payroll Processing 3/24/2018

Key Barriers and Actions to Resolve 3/24/2018

Key Governance Issues Beyond Funding Executive Leadership Line of Business Partnerships The challenge: Who “owns”: The process The applications and IT The data The community of interest (staffing, skills, etc.) The infrastructure protection and security implementation The relationship with the citizen Balance between Centralized Command & Control and Distributed Decision-making Who leads, builds, and controls the integration of the delivery channel -- also key challenge for IT in homeland security 3/24/2018

E-GOVERNANCE STRUCTURE PRESIDENT'S BUDGET FINAL FUNDING APPROVAL -- OMB DIRECTOR OMB Associate Director For Information Technology and E-Government PORTFOLIO MANAGEMENT OFFICE MANAGEMENT OF TRANSFORMATION CIO COUNCIL STEERING COMMITTEE STEERING COMMITTEE STEERING COMMITTEE STEERING COMMITTEE OIRA IPT LEADERS INTERNAL EFFECTIVENESS & EFFICIENCY PORTFOLIO MANAGER GOVERNMENT TO CITIZEN PORTFOLIO MANAGER GOVERNMENT TO BUSINESS PORTFOLIO MANAGER GOVERNMENT TO GOVERNMENT PORTFOLIO MANAGER IPTS FOR: FEDERAL ASSETS SALES ONLINE RULEMAKING MANAGEMENT SIMPLIFIED & UNIFIED TAX & WAGE REPORTING ONE STOP BUSINESS COMPETITION INTERNATIONAL TRADE PROCESS (CONSOLIDATED HEALTH INFORMATICS) IPTS FOR: E-AUTHENTICATION ENTERPRISE ARCHITECTURE ASSESSMENT IPTS FOR: USA SERVICE EZ TAX FILING ONLINE ACCESS FOR LOANS RECREATION ONE- STOP ELIBIBILITY ASSISTANCE ONLINE IPTS FOR: GEOSPATIAL INFORMATION ONE-STOP DISASTER ASSISTANCE E-GRANT WIRELESS E-VITAL IPTS FOR: RECRUITMENT ONE-STOP ENTERPRISE HR INTEGRATION INTEGRATED ACQUISITION SYSTEM E-RECORDS MANAGEMENT E-TRAINING PAYROLL INITIATIVE E-TRAVEL 3/24/2018

IT Policy and the Budget Clinger Cohen Act (CCA) OMB Director’s Actions Budget Process -- Analyzing, tracking, evaluating, and actions Federal Acquisition Streamlining Act FASA Title V’s 90% Standard for cost, schedule, results Budget Actions: Baseline incorporating risk Deviations: Eliminate or fix 3/24/2018

FY02 and FY03 IT Spending 1999 IT spending was $32.9 bn, 2002 IT Spending request was $45 bn (over $48 bn actual), and 2003 IT Spending is requested at $52 bn FY03 solutions focus: Over 900 major projects accounting for $18 bn, and $11 bn for 2000 significant projects; Remaining issues: 400 major projects ($ 10 bn) need better business cases Agency computer security weaknesses and increased investments Department-level Enterprise Architecture Cross-agency Teamwork versus redundant investments 3/24/2018

Information Security: OMB is Pursing a Five-Part Approach Business Cases must document security requirements and costs (policies, staff & training, processes, testing, IT) -- Led to increase in security spending for FY 2003 Agency Capital Planning process must document that adequate security controls are incorporated into life cycle plans and funding for each system Project Matrix -- systems analysis of cybersecurity Agency annual GISRA reports and corrective action plans must reflect agency spending priorities (including system needs, patches, etc.) These must lead to clear audit trails that link needs, corrective action plans and agency spending priorities (including business cases) 3/24/2018

How to get to Green: Perform under Circular A-11, E-Gov Participation Capital Planning and Investment Control (CPIC) -- integrated process under Clinger-Cohen Enterprise Architecture (EA) -- roadmap to modernize agencies through business, data, IT IT Performance Management -- projects well managed and on schedule/budget IT Security -- sound program, problems addressed E-Gov project participation -- team with other agencies in citizen-centered initiatives 3/24/2018