1. 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

2. 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

3. 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
3/24/2018

4. 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

5. 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

6. 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

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

8. 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

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

10. 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

11. 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

12. 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

13. 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

14. 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

15. Key Barriers and Actions to Resolve
3/24/2018

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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