TABLE OF CONTENTS

FOREWORD

ABOUT THE CIO COUNCIL

STRATEGIC PLAN

  1. Define an Interoperable Federal Information Architecture
  2. Ensure Security Practices that Protect Government Services
  3. Lead the Federal Year 2000 Conversion Effort
  4. Establish Sound Capital Planning and Investment Practices
  5. Improve the IT Skills Of The Federal Workforce
  6. Build Relationships and Outreach Programs with Federal Organizations, Industry, Congress, and the Public

APPENDICES

I Executive Order 13011
II CIO Council Charter
III Partnerships

FOREWORD

The Paperwork Reduction Act (PRA) of 1995 requires that the Director of the Office of Management and Budget (OMB) annually submit to Congress a government-wide strategic plan for information resources management. For the first time, this Plan has been prepared jointly with the Chief Information Officers (CIO) Council. Established by Executive Order 13011, Federal Information Technology, the Council is a government-wide body that addresses critical cross-cutting information technology (IT) issues. The Council is comprised of the CIOs and Deputy CIOs of the 28 largest Federal agencies as well as senior officials from OMB and the National Archives and Records Administration. By providing policy guidance, leadership, and support to the Council, OMB works to improve government-wide IT management for the Federal IT community and its external partners.

The Council priorities forming the foundation for this Plan are:

  1. Define an interoperable Federal information architecture,
  2. Ensure security practices that protect government services,
  3. Lead the Federal Year 2000 conversion effort,
  4. Establish sound capital planning and investment practices,
  5. Improve the IT skills of the Federal workforce, and
  6. Build relationships through outreach programs with Federal organizations, industry, Congress, and the public.

The Council's goal through these priorities is to support, in partnership with State and local governments, industry, and academia, a Government that utilizes IT in an increasingly responsive manner to the needs of its customers. For each priority, this Plan provides a summary of accomplishments, a current status report, and plans for achieving specific objectives.

This Plan marks the first anniversary of the Council. For the past year, the Council has focused on understanding the complex issues facing the Federal IT community and establishing a structural foundation by which it may provide solutions to these challenges. During the next year, the Council will focus on leading the implementation of initiatives outlined in this Plan.

G. Edward DeSeve     Alvin Pesachowitz
Chair, CIO Council     Vice-Chair, CIO Council
Acting Deputy Director for Management     Chief Information Officer
Office of Management and Budget     Environmental Protection Agency

ABOUT THE CIO COUNCIL

CIO COUNCIL MISSION STATEMENT:

The fundamental purpose of the CIO Council is to be a resource that will help the Government to work better and cost less by promoting the efficient and effective use of agency information resources. The CIO Council supports business process reengineering, continuous process improvement, and measurable increases in employee productivity in the performance of work related to the achievement of agency objectives.

Executive Order 13011, Federal Information Technology, establishes a Chief Information Officersí Council as the principal interagency forum for improving agency practices on the design, modernization, use, sharing, and performance of agency information resources.

Adopted in February 1997, the Council Charter defines the following leadership responsibilities:

  • Recommend overall Federal IT management policy.
  • Establish IT standards and best practices to address shared management challenges.
  • Identify, promote, and sponsor promising IT solutions and initiatives.
  • Address the hiring, training, and development issues of the Federal IT workforce.
  • Advise executive agencies and OMB on the government-wide strategic plan required by the PRA.
  • Coordinate, collaborate, and share resources within the Council; and, in cooperation with other Federal executive councils, develop and implement government-wide business strategies to improve program services and operations.

Collectively, Council members are responsible for managing the Federal Governmentís $27 billion in annual IT expenditures and perform a key role in delivering vital government services. The Council's purpose is to lead and direct the strategic management of Federal IT resources to create a Government that serves the public better and costs less. The Council serves as a focal point for coordinating IT challenges that cross agency boundaries. It also partners with other Federal executive councils to address management challenges that require multi-disciplinary solutions.

As illustrated below, the Councilís structure is organized around its priorities and primary functions. The Council has six committees that are responsible for implementing the goals of this Plan.

The Councilís vision is a government that uses both information and technology as a strategic asset in meeting the mission and goals of Federal agencies. This vision maintains that IT is a central component of Federal program planning, and that the CIO participates fully in an agencyís senior management decision-making processes. The Council envisions a Federal information infrastructure that allows the public easy access to government information and services and which supports internal administrative functions through shared information systems.

Over the next five years, the Council will be guided by six priorities:

  • Defining an Interoperable Federal Information Architecture
  • Ensuring Security Practices that Protect Government Services
  • Leading the Federal Year 2000 Conversion Effort
  • Establishing Sound Capital Planning and Investment Practices
  • Improving the IT Skills of the Federal Workforce
  • Building Relationships and Outreach Programs with Federal Organizations, Industry, Congress, and the Public

The Council has established six committees to provide leadership for these priorities. The Council's priorities address the requirements of the Clinger-Cohen Act of 1996, which obligates agency and departmental CIOs to develop and maintain for their agencies an IT architecture, a capital investment process, and a skill development capability. These priorities will also address critical security and privacy issues and the Year 2000 conversion of Federal information systems. In addition, the Council will prioritize the cultivation of strong relationships with key stakeholders in order to maximize improving methodologies in performance measurement, IT acquisition, and the implementation of innovative business strategies.

The primary purpose of this Plan is to articulate the Council's vision and strategic priorities for managing Federal IT resources over the long-term and to define its near-term commitments in beginning implementation. As a result, this Plan has both a strategic and tactical focus. Lessons learned from implementing this Plan in 1998 and beyond will form the basis for updating and expanding upon the commitments, activities, and time horizon of the document.

The Council welcomes comments on the Plan and invites a dialogue with all stakeholders on how best to achieve these priorities and improve IT management in the Federal Government. Additional information on the Council can be found on the Web. Comments about this Plan should be sent to the Council by E-mail at mailto:ciocouncil.support@gsa.gov or by fax to (202) 501-3136.

A. Define an Interoperable Federal Information Architecture

PRIORITY: Define, communicate, and establish the major elements of an interoperable and open Federal information architecture in support of government missions.

The Federal Government, like State and local governments and private industry, operates in an information-intense business environment. The Council recognizes the need for increased capability to share information and operate across technology platforms.

The Interoperability Committee addresses two broad areas, information management and IT architecture. Information management focuses on increasing information, decreasing the public's reporting burden, common data definitions, and enhancing functional capabilities through collaborative efforts among participating agencies and interested industry partners. IT architecture focuses on the requirements of the Clinger-Cohen Act to provide for "an integrated framework for evolving or maintaining existing information technology and acquiring new information technology to achieve the agencyís strategic goals and information resources management goals."

Through the Interoperability Committee, the Council seeks to develop, maintain, and facilitate the implementation of the top-level architecture for the Federal enterprise. This architecture will serve as a common reference point to facilitate the efficient and effective coordination of business processes, information flows, systems, and investments across Federal agencies. In time, government business processes and systems will operate seamlessly in an enterprise architecture that provides models and standards that identify and define the information services used throughout the Government.

ACCOMPLISHMENTS:

  • Established an Interoperability Committee to lead the Federal interoperability effort. The Interoperability Committee has identified two areas of focus: information management and IT architecture. It has also established working groups to address specific interoperability issues: cross-cutting issues/information sharing initiatives, architecture, and standards.
  • Reviewed and supported issuance of OMB's Memorandum 97-16, "Development, Maintenance, and Implementation of Agency Information Technology Architecture."
  • Completed report on Common Best Practice, "How to Keep Computer Clocks Accurately Set," to ensure accurate time and date stamps for security purposes and electronic commerce activities.
  • Surveyed government agencies to identify current and proposed information systems initiatives with potential for increased information sharing government-wide.
  • Established a close working relationship with the Industry Advisory Council (IAC), which has developed a draft guide entitled "Information Systems Interoperability Reference Guide" that provides information on industry activities to standardize operations in systems infrastructure.

APPROACH

The Interoperability Committee operates through three working groups:

Cross-Cutting/Information Sharing Initiatives Working Group. This working group recently surveyed Federal agencies to identify current and proposed cross-cutting information systems initiatives. The objective of the survey is to identify business needs and facilitate the exchange of information and data among agencies. Information sharing should reduce reporting burdens on the public, enable agencies to eliminate agency specific systems, reduce operational costs, and serve the public more effectively. The working group is exploring activities that provide effective information sharing government-wide such as the standardization and sharing of geospatial and international trade data.

In addition, the working group is currently seeking to create a pilot interagency collaboration project that will simplify and increase information and resource sharing among Federal, State, and local government and its business partners.

Architecture Working Group. This working group is comprised of experienced agency IT architects and will explore the various approaches and models used to develop Federal IT architectures. The working group will identify approaches that not only work, but also create a broader framework. It will also provide a conceptual model of a Federal IT architecture to guide the development of agency architectures that support commonalities and interoperability.

Standards Working Group. This working group is studying the use of the Internet and government Intranets with an emphasis toward increased information sharing government-wide. The working group is developing a report on Common Best Practices for Government Intranets, and an interoperable government-wide electronic-mail strategy to maximize access from all Federal workstations.

In addition to these working groups, the Interoperability Committee provides a forum for exchanging information, identifying common best practices, and solving problems. Presentations from Interoperability Committee members and from other Federal and industry representatives highlight the challenges and successes of individual Federal agencies. Examples of presentations are "Levels of Interoperability"(Defense Information Systems Agency), "Data Standards: The Social Security Administration Experience (Social Security Administration);" and "Collaborative Data Standardization using the Intra/Internet" (Federal Aviation Administration). To increase awareness of interoperability issues and solutions, information on these presentations will be provided on the Web.

In collaboration with the Interoperability Committee, the IAC has established a companion working group to provide the industry perspective on current and future product direction. This companion group recently developed an Information Systems Interoperability Reference Guide, which summarizes ongoing industry activities to standardize systems infrastructure. The guide provides information on current standards and standards organizations and contacts for interoperability-related associations. The IAC is conducting a survey of its industry members to identify information streamlining opportunities and will co-sponsor an Industry Symposium on Interoperability with the Interoperability Committee.

The following objectives, activities, and milestones support the accomplishment of the Council's priority on interoperability:

Objective: Identify and promote activities within and across various Federal business areas [e.g., trade, tourism, and economic development] or technology driven functional business capabilities [e.g., electronic commerce] to minimize duplicative efforts, increase information sharing, and gain industry attention.

Measurement: Major business areas are identified and recommendations made regarding increased information sharing within and across common business areas.

Activities:

Milestones:

Identify and document the exchange of information and data among agencies.

March 1998

Complete action plan to develop the criteria for success, including approaches by the major manufacturers and associations influencing the business areas success of interoperability.

June 1998

Recommend to the Council areas of increased information sharing, commonly defined data, and specific functional capabilities, that can be enhanced through near-term, collaboratively sponsored efforts among participating agencies and interested industry partners.

September 1998

Create a pilot interagency collaboration project to simplify information and resource sharing and increase collaboration among people involved in the work of the Government, including Federal, State, and local government employees and other business partners as appropriate.

December 1998


Objective: Develop and issue a conceptual Federal Enterprise Information Architectural model based on common Federal business areas which cuts across agency and departmental boundaries and serves as an organizational framework for increased interoperability at data, applications, and basic technology levels.

Measurement: Agencies refer to the model when planning and developing their information architectures and the Council, OMB, and the major administration change initiatives (e.g., National Performance Review) recognize and utilize the model as the preferred framework for structuring issues regarding Federal IT and its deployment.

Activities:

Milestones:

Establish a Federal Information Architecture working group.

January 1997

Complete development of a summary of the current Federal approaches and models used in the formulation of agency and department level architectures.

July 1998

Complete draft conceptual model for a Federal Enterprise Information Architecture.

September 1998

Obtain Council concurrence and recommend issuance as OMB policy.

December 1998

Develop a Federal Enterprise Information Architecture policy and a Phase One Implementation Plan and related high level business case.

January 1999


Objective: Develop and issue through OMB an interoperable government-wide E-mail strategy to ensure access from all Federal workstations.

Measurement: Strategy leads to a seamless exchange of E-mail with attachments throughout the Federal Government.

Activities:

Milestones:

Survey agencies and develop baseline of current Federal E-mail environment. This will include an inventory of products and versions of E-mail systems and associated components and configurations.

January 1998

Establish Federal E-mail postmasters' affinity group.

February 1998

Develop E-mail issue statement outlining the current E-mail problems experienced by the Federal Government and request ideas and advice from industry on resolution. Statement will be issued in the Federal Register, Commerce Business Daily, and the trade press.

March 1998

Establish Federal testbed to validate product interoperability.

July 1998

Complete development of and issue through OMB an interoperable government-wide E-mail strategy to ensure maximum access from all Federal workstations.

September 1998

Objective: Provide a forum to identify and influence and/or resolve interoperability problems.

Measurement: The Interoperability Committee is recognized as the forum for resolving interoperability problems.

Activities:

Milestones:

Facilitate and broker issues and concerns regarding interoperability issues to the Council.

Ongoing

Identify and exchange information regarding lessons learned, success stories, and common best practices relating to interoperability issues (e.g., Internet and Intranets).

Ongoing


Objective: Work with industry to identify opportunities to increase interoperability and openness.

Measurement: Industry recognizes the interoperability needs of the Federal Government and offers the needed solutions.

Activities:

Milestones:

Establish Federal Web site with IAC for Interoperability Reference Guide.

February 1998

Co-sponsor industry symposium on Federal interoperability issues with IAC.

March 1998

Partner with IAC to develop a planned series of discussions with industry regarding Federal interoperability issues.

March 1998

Develop model for interacting with industry to ensure consideration of Federal interoperability issues.

March 1998


B. Ensure Security Practices that Protect Government Services

PRIORITY: Ensure implementation of security practices within the Federal Government that gain public confidence and protect government services, privacy, and sensitive and national security information.

Computer interconnectivity and increased use of the Internet are providing unparalleled opportunities for agency improvements in mission-related operations. Historically, security issues have not been a predominant concern. The Council recognizes that due to the proliferation of the Internet and increased requirements for interoperability, a heightened focus on security is necessary. Recent audits document that security management is an issue in the Federal IT community. Agencies are not always effectively protecting the integrity, privacy, and availability of the systems and data upon which they rely. Some agencies lack a management framework for dealing with the information security risks associated with their operations. Senior executives need to become more aware of information security issues. Through the Security Committee, the Council seeks to lead the effort to ensure public confidence in the security of government electronic information and IT.

ACCOMPLISHMENTS:

  • Established a Security Committee to lead the effort to ensure implementation of sound security practices within the Federal Government.
  • Established dialogue with the National Institute of Standards and Technology and the National Security Agency, and invited these agencies to participate actively in the Security Committee meetings for the purposes of sharing expertise and experience.
  • Establishing a partnership with the Government Information Technology Services (GITS) Board to address Access America security training initiative.
  • Established a working group to plan a security awareness day for CIOs, Deputy CIOs, and their agency designated IT security officers.

APPROACH

The following objectives, activities, and milestones support the accomplishment of the Council's security practices priority:

Objective: Promote awareness and training.

Measurement: Publish a training plan that includes an assessment of feedback from awareness sessions.

Activities:

Milestones:

Promote and facilitate an initial security awareness session.

February 1998

Review the GITS Boardís security training initiative.

March 1998

Investigate partnering with a professional society for an annual Computer Security Awareness Day.

July 1998


Objective: Identify best practices.

Measurement: Publish a Security Best Practices report.

Activities:

Milestones:

Partner with others to publish a Security Best Practices report.

July 1998

Conduct a security best practices program.

December 1998

Partner with General Accounting Office, Presidential Committee on Integrity and Efficiency, and others to institutionalize sound security practices in Federal agencies.

January 1999


Objective: Address technology and resources available today.

Measurement: Recommend solutions to support a Federal security management framework.

Activities:

Milestones:

Arrange for continuation of government-wide incident response capability on an operational basis (e.g., FedCirc).

March 1998

Identify technology resource issues and recommend solutions.

July 1998

Partner with IAC on a workshop covering innovative ways to fund security programs.

September 1998

Partner with IAC to produce a guide on innovative ways to fund security programs and incorporate funding into agency business plans.

January 1999


C. Lead the Federal Year 2000 Conversion Effort

PRIORITY: Lead Federal efforts to successfully implement the Year 2000 conversion.

The Year 2000 conversion effort is a challenge that must be addressed by each Federal agency. Computer systems, programs, and applications that use two digits to represent the year (e.g., "97") may not recognize "00" as the year 2000. These applications include telecommunications systems, biomedical and laboratory equipment, and certain electronic systems within facilities like security systems and heating controls. Because dates are used in calculations within software programs, there is a functional risk to government information systems and the programs they support. In addition to problems with their internal operations, Federal agencies could experience problems with the exchange or transfer of data to other locations or organizations. The Year 2000 challenge could affect Federal agencies ability to deliver mission-critical services to large segments of the population. The Council believes that with a collaborative leadership effort, public services will continue to be delivered in a timely manner.

 

ACCOMPLISHMENTS:

 

Conducted monthly meetings as a forum to share information among Federal agencies and to address cross-cutting issues related to the Year 2000.

 

Established an Internet Web site (i.e., http://www.itpolicy.gsa.gov/mks/yr2000/ y2khome.htm) to share information and lessons learned.

 

Established workgroups to focus on specific areas of concern: Best Practices, State Issues and Data Exchanges, Industry Issues, Telecommunications, Buildings, Biomedical Support and Commercial Off-the-Shelf (COTS) Products, and International Issues.

 

Developed a best practices document that provides guidance on the five-phased approach to solving the Year 2000 problem.

 

Published two pamphlets entitled "The Year 2000 Issue" and "Year 2000 Products and Services."

 

Worked with the Office of Federal Procurement Policy (OFPP) to develop standard language for contract solicitations on Year 2000 compliance, which has been published in the Federal Acquisition Regulation.

 

Worked with National Association of State Information Resources Executives and other State and local representatives to identify Federal/State exchange issues. Activated policy and technical committees. Documented agreements made adopting 4-position year standard for data exchanges.

 

 … Developed a publicly accessible database of information on the Year 2000 compliance of COTS products.

 

Worked with General Services Administration (GSA) to develop a GSA Schedule for Year 2000 products and services.

 

Identified 56 Year 2000 service providers, which are provided on the Web at http://pub.fss.gsa.gov/.

 

Adopted a 4-position year standard for data exchanges. OMB sent a memorandum to all agencies.

 

Asked the Office of Personnel Management (OPM) to lead the activity to obtain a waiver to rehire retired programmers.

 

Co-sponsored a State/Federal CIO Summit on the Year 2000 issue in October 1997.

 

Developed an open letter to industry inviting cooperation on identifying compliant products.

 

APPROACH

In November 1996, the Council acted to elevate the existing Federal Interagency Year 2000 Committee to the status of a Council committee. This Council Year 2000 Committee conducts monthly meetings as a forum to share information among Federal agencies and to address cross-cutting issues related to the year 2000. In addition, working groups have been established to focus on specific areas of concern: Best Practices, State Issues and Data Exchanges, Industry Issues, Telecommunications, Buildings, Biomedical Support and Commercial Off-the-Shelf (COTS) Products, and International Issues. The Year 2000 Committee is working with OPM and OFPP on hiring and procurement issues, respectively. The Year 2000 Committee is also working with the IAC and the States to address issues of shared importance and to leverage resources in developing solutions.

The following objectives, activities, and milestones support the accomplishment of the Councilís priority on Year 2000:

Objective: Re-emphasize IT management practices to assure that mission critical systems work on, before, and after January 1, 2000.

Measurement: Disseminating information on Year 2000 IT management practices, including best practices, is a continuous process. A Year 2000 Web site has been developed to provide this continuous flow of information. Currently, the Web site has more than 13,000 hits per month, and this number is expected to increase.

Activities:

Milestones:

Establish and update a Web site to share information.

Ongoing

Develop best practices document highlighting Year 2000 IT management practices.

Ongoing


Objective: Identify joint efforts to leverage resources for solving the Year 2000 problem.

Measurement: The Year 2000 Committee looks for opportunities to address cross-cutting issues and leverage government resources in addressing these issues.

Activities:

Milestones:

Assist agencies requiring contractor support:

- Identify independent verification and validation (IV&V) contracting vehicles available to agencies.

January 1998

- Work with industry groups to communicate government-wide Year 2000 needs.

Ongoing

Address data exchange and interchange issues:

- Set target dates for agencies to inventory data exchanges and make all exchanges Year 2000 compliant.

January 1998

Leverage resources to complete all Year 2000 projects:

- Consider asking OPM to take the lead to establish a waiver to rehire retired programmers, if the need arises.

March 1998

- Consider leveraging Year 2000 resources across agencies, if the need arises.

Ongoing

Address COTS issues:

- Identify (i.e., use the Y2K logo) Year 2000 compliant products on the GSA Schedule.

Ongoing

- Take a unified government approach in dealing with vendors that are not releasing Year 2000 versions in a timely manner.

Ongoing

Objective: Establish metrics that accurately reflect Federal agenciesí progress in implementing conversion plans.

Measurement: Metrics will accurately reflect the quarterly progress of Federal agencies in meeting the Year 2000 challenge.

Activities:

Milestones:

Issue expanded reporting requirements to agencies for use in preparing OMB quarterly progress reports, effective with the February 1998 Report.

January 1998

D. Establish Sound Capital Planning and Investment Practices

PRIORITY: Establish sound capital planning and investment practices.

A structured and disciplined approach to capital planning and investment is vital if agencies are to manage risks that are inherent to organizations with a complex portfolio of information systems. Business process reengineering (BPR) and a focus on Return On Investment (ROI) are key challenges in the modern Federal workplace. Agencies have to make technology decisions in a business context to ensure that they attain an acceptable ROI and that an IT project contributes directly to their missions. Recognizing and addressing risk is a key attribute of IT capital planning, given the rapid turnaround of information technologies. The Council Capital Planning and IT Investment Committee leads the Council's efforts to implement the investment provisions of the Clinger-Cohen Act of 1996.

ACCOMPLISHMENTS:

 

Developed definition of IT capital planning consistent with legislation and good business practices and identified the major elements of an IT capital planning process consistent with General Accounting Office (GAO) investment guidance. Published this information in the "Report of the Federal CIO Working Group, July 1996."

 

Sponsored seven capital planning pilots for the FY 1999 budget cycle, including GSA, Department of Housing and Urban Development, Department of Agriculture, U.S. Coast Guard, Department of State, Environmental Protection Agency, and Department of Energy. Agencies are now implementing the full capital planning life cycle including selection, control, and evaluation phases.

 

Held an interagency forum to review the progress of the pilots.

 

Published "Information Technology Investment: First Practices" document in February 1997.

 

Initiated support and oversight of an innovation fund project, I-Tips System, developed for government-wide management of agency IT investment portfolios in March 1997.

 

Held a government/industry forum to provide sharing of IT investment experiences and practices between the Federal Government and industry in April 1997. Published the minutes of the forum and provided them on the Council Web site.

 

Held a press briefing on the Capital Planning and IT Investment Pilots on April 24, 1997. Articles regarding the pilots were published in Government Computer News and Federal Computer Week on May 12, 1997.

 

 … Held an interagency forum to explore and share the experience of the pilot agencies as they implemented their capital planning and IT investment programs.

 

Published "Best Practices" document in August 1997.

 

Conducted a survey, in coordination with the IAC and Government Computer News, on experiences with IT capital planning and measuring ROI.

 

Worked with OMB to develop OMB Circular A-11, "Capital Programming Guide," published in July 1997.

 

Initiated an interagency group to review and propose modifications to Exhibit 43 of OMB Circular A-11 to enable it to meet capital planning and IT investment requirements and the needs of the CIO community.

 

Worked with Highway 1 to sponsor an interagency session on "Business Strategies for the 21st Century" in November 1997.

 

APPROACH

The Capital Planning and IT Investment Committeeís approach focuses primarily on identifying effective IT business strategies and investment practices and facilitating the sharing of that information across Federal agencies. This approach will continue to be emphasized and efforts made to assess how agencies are integrating these practices into their core business processes.

The following objectives, activities, and milestones support the accomplishment of the Council's priority on capital planning:

Objective: Assess the implementation of capital programming guidance for major agency systems.

Measurement: Agencies utilize OMB Capital Programming Guide or agency-published guidance when determining their system investments. The degree of successful system investment implementations is evaluated using Council criteria.

Activities:

Milestones:

Propose revisions to OMB A-11, Exhibit 43, which provide better guidance for agency use.

May 1998

Update the next version of the Capital Programming Guide.

June 1998

Approve criteria for assessing agency implementation of capital planning guidance.

August 1998

Complete agency assessments of capital planning effectiveness based on Council approved criteria.

November 1998

Evaluate the effectiveness of existing systems and COTS products that support the investment process.

Annually, by December

Objective: Continue to establish guidance for best practices for IT capital investments.

Measurement: Relevant government and private sector best practices are identified and published annually. Best practices are used by agencies in improving their capital planning process.

Activities:

Milestones:

Assess the effectiveness of the best practices.

May 1998

Publish and update "Best Practices".

Annually, by November

Complete annual process of documenting best practices from government and private sector.

Ongoing

Objective: Promote reengineering and consolidation of Federal administrative procedures and systems measures.

Measurement: The IT Capital Planning and Investment Committee identified reengineering opportunities for cross-cutting issues and leveraged resources to promote consolidations.

Activities:

Milestones:

Establish sound investment strategy for Federal administrative systems and procedures by:

- Identifying generic functions and procedures.

March 1998

- Identifying and prioritizing administrative systems for reengineering and consolidation.

July 1998

- Evaluating the effectiveness of existing systems and COTS packages.

September 1998

E. IMPROVE THE IT SKILLS OF THE FEDERAL WORKFORCE

PRIORITY: Assist agencies in identifying human resources with the requisite skills and competencies needed to develop, maintain, manage, and utilize IT programs, projects, and systems.

The successful development and deployment of IT strategies, in an era of rapid technological obsolescence and tight budgets, requires a cadre of highly skilled information resources management (IRM) practitioners at all organizational levels. The Clinger-Cohen Act cites the need for action to provide the development of a well-trained corps of professional Federal government information resources managers. The Act explicitly levies responsibilities on CIOs regarding work force management. As part of the strategic planning and performance evaluation process, CIOs must annually assess whether agencies have established appropriate knowledge and skill requirements to facilitate achievement of IRM performance goals. They must thereafter assess whether agency personnel meet those requirements. If requirements are not met, CIOs must develop strategies and specific plans for hiring, training, and professional development. CIOs must also report to the heads of agencies on progress in improving their IRM capability.

 

ACCOMPLISHMENTS:

 

Developed and distributed IRM core competencies to meet the Clinger-Cohen Act executive skills assessment requirements. These competencies cover the Federal IRM environment, capital planning, change management, and professional development. These core competencies are provided on the Web.

 

Implemented core competencies in several training programs, including the Department of Defense IRM College CIO Certificate Program, the GSA 1000 by 2000 and Trail Boss initiatives, and the State Departmentís School of Applied IT.

 

Drafted a white paper that addresses the resources needed to support the implementation of the knowledge management aspects of the Clinger-Cohen Act.

 

Initiated benchmarking of the best practices of successful organizations to determine the status of IRM core competency in the Federal environment.

 

APPROACH

The Council's Education and Training Committee has been charged with addressing the complex hiring, training, and development challenges of maintaining an effective Federal IT workforce. The Committee's approach to addressing these challenges includes identifying the IRM core competencies, leveraging existing training infrastructures (e.g., National Defense University), and distributing information on skill and training issues widely through the Internet. For this priority, the Council has addressed several key areas:

Benchmarking Study. Benchmarking involves identifying the best practices of successful organizations and examining to what extent an organization follows them. Benchmarking applies as appropriately to IRM education and training as it does to other critical IRM activities under CIO purview.

Accordingly, the Council is now in the process of determining the status of IRM core competency in the Federal Government. The study is being developed in consultation with GSA, IAC, the American Society for Training and Development, and the Bureau of Labor Statistics. The latter two organizations are lending experience from recently conducted research. Information will be gathered through surveys and interviews with Council members, CIOs at other Federal agencies, and CIOs designated by executive agencies for major subcomponents and bureaus.

Resource Requirements. The Council is exploring the resources that CIOs will have to bring to bear on workforce planning. CIOs must identify the current IRM knowledge, skills, and abilities resident in their agencies. They must then determine what knowledge, skills, and abilities will be required five years into the future ó no small chore given the rapid obsolescence of IT. A shortfall of workforce IT skills is projected, and CIOs will have to devise strategies to address this shortfall. The Council is particularly cognizant of the need to demonstrate to Chief Financial Officers and other senior agency leaders that an investment now in workforce planning will have important payoffs in the future.

The following objectives, activities, and milestones support the accomplishment of the Councilís priority on training and education:

Objective: Improve workforce IT skills, building on CIO Core Competencies and needed to accomplish agency missions.

Measurement: Agencies will have strategies and plans to address a projected gap in workforce IT skills.

Activities:

Milestones:

Review and revise CIO Core Competencies, as appropriate.

June 1998

Complete IRM Training Benchmarking survey.

August 1998

Develop best practices guidelines based on the Benchmarking survey.

December 1998


Objective: Identify ways to recruit, retain, and reskill IT professionals (e.g., technicians and managers).

Measurement: Federal Government will have definition of IT skills needed by the future Federal workforce.

Activities:

Milestones:

Sponsor a forum on IT Workforce for the Future.

March 1999

Issue white paper on IT Workforce for the Future.

May 1999

Objective: Improve end user IT skills.

Measurement: Agencies will have plans for improving employees' skills in standard desktop packages.

Activities:

Milestones:

Issue best practices on enhancing desktop skills.

February 1999

F. Build Relationships and Outreach Programs with Federal Organizations, Industry, Congress, and the Public

PRIORITY: Build relationships and outreach programs with Federal organizations, industry, Congress, State and local governments, and the public to seek advice from experts, specialists, and advisors outside the Federal establishment to share best practices and improve program delivery.

The relationship building priority of the Council is critical to the successful realization of all its stated goals and objectives. Federal agencies are being challenged by a renewed awareness of the "customers" of government services. A fluid interface is being constructed with the industry, partner agencies, and the American public. The Council seeks to facilitate the development and sharing of common success stories and lessons learned among these groups.

ACCOMPLISHMENTS:

 

Developed and distributed "Best IT Practices in the Federal Government."

 

Conducted private sector forum which brought together approximately 50 people, representing industry, government agencies, and other interested parties to discuss such matters as the design, modernization, use, sharing, and performance of agency information resources.

 

Established an Internet Web site with documentation about Council activities and other documents of interest to the IRM community.

 

Made speeches and presentations on the Council's accomplishments and activities to a number of professional organizations, seminars, and conferences.

 

Established liaison relationships with the IAC and the Subcommittee on Government Management, Information, and Technology of the Committee on Government Reform and Oversight, U.S. House of Representatives.

 

Held several briefings on Council activities with Senate staff.

 

Developing a monthly seminar series for CIOs around a number of common themes that emerged from a series of meetings held with CIOs, Deputy CIOs, and their staff members.

 

Surveying the CIO community on BPR efforts.

 

APPROACH

The Council Outreach Committee is actively working to facilitate outreach by helping agencies capitalize on communication opportunities that already exist while creating new forums for discussion on Federal IT matters. Already, the Outreach Committee has conducted numerous roundtable sessions and industry forums. These forums seek to provide constructive feedback about the government's goals and missions for IT implementation.

The following objectives, activities, and milestones support the accomplishment of the Council's priority on outreach:

Objective: Open channels of communication with targeted sectors.

Measurement: Continuous communication with Federal, State, local, and international governments, industry, and academia through forums, conferences, and other methods.

Activities:

Milestones:

Arrange a CIO Roundtable discussion as part of Virtual Government 1998 conference.

February 1998

Devise an approach for regular interactions with Congressional committees and staff.

March 1998

Determine appropriate form and level of interactions with State and local governments.

May 1998

Develop and publish a calendar of events.

May 1998

Conduct CIO Roundtables with the private sector.

Quarterly

Objective: Promote awareness of best practices.

Measurement: The number of requests and inquiries for information on best practices. Amount of interest in identified best practices and continuous identification and dissemination of best practices by interested groups.

Activities:

Milestones:

Publish best practices document on ROI.

March 1998

Identify other "Best Practices."

April 1998

Develop a plan for formulating and publishing other best practices.

June 1998

Define a communications plan for best practices concepts.

June 1998

APPENDIX I

Executive Order 13011

 

EXECUTIVE ORDER 13011 OF JULY 16, 1996

FEDERAL INFORMATION TECHNOLOGY

 

A Government that works better and costs less requires efficient and effective information systems. The Paperwork Reduction Act of 1995 and the Information Technology Management Reform Act of 1996 provide the opportunity to improve significantly the way the Federal Government acquires and manages information technology. Agencies now have the clear authority and responsibility to make measurable improvements in mission performance and service delivery to the public through the strategic application of information technology. A coordinated approach that builds on existing structures and successful practices is needed to provide maximum benefit across the Federal Government from this technology.

 

Accordingly, by the authority vested in me as President by the Constitution and the laws of the United States of America, it is hereby ordered as follows:

 

Section 1. Policy. It shall be the policy of the United States Government that executive agencies shall:

 

(a) significantly improve the management of their information systems, including the acquisition of information technology, by implementing the relevant provisions of the Paperwork Reduction Act of 1995 (Public Law 104-13), the Information Technology Management Reform Act of 1996 (Division E of Public Law 104-106) ("Information Technology Act"), and the Government Performance and Results Act of 1993 (Public Law 103-62);

 

(b) refocus information technology management to support directly their strategic missions, implement an investment review process that drives budget formulation and execution for information systems, and rethink and restructure the way they perform their functions before investing in information technology to support that work;

 

(c) establish clear accountability for information resources management activities by creating agency Chief Information Officers (CIOs) with the visibility and management responsibilities necessary to advise the agency head on the design, development, and implementation of those information systems. These responsibilities include: (1) participating in the investment review process for information systems, (2) monitoring and evaluating the performance of those information systems on the basis of applicable performance measures, and, (3) as necessary advising the agency head to modify or terminate those systems;

 

(d) cooperate in the use of information technology to improve the productivity of Federal programs and to promote a coordinated, interoperable, secure, and shared government-wide infrastructure that is provided and supported by a diversity of private-sector supplies and a well-trained corps of information technology professionals; and

 

(e) establish an interagency support structure that builds on existing successful interagency efforts and shall provide expertise and advice to agencies; expand the skill and career development opportunities of information technology professionals; improve the management and use of information technology within and among agencies by developing information technology procedures and standards and by identifying and sharing experiences, ideas, and promising practices; and provided innovative, multi-disciplinary, project-specific support to agencies to enhance interoperability, minimize unnecessary duplication of effort, and capitalize on agency successes.

 

Section 2. Responsibilities of Agency Heads. The head of each executive agency shall:

 

(a) effectively use information technology to improve mission performance and service to the public;

 

(b) strengthen the quality of decision about the employment of information resources to meet mission needs through integrated analysis, planning, budgeting, and evaluation processes, including:

 

(1) determining, before making investments in new information systems, whether the Government should be performing the function, if the private sector or another agency should support the function, and if the function needs to be or has been appropriately redesigned to improve its efficiency;

 

(2) establishing mission-based performance measures for information systems investments, aligned with agency performance plans prepared pursuant to the Government Performance and Results Act of 1993 (Public Law 103-62);

 

(3) establishing agency-wide and project-level management structures and processes responsible and accountable for managing, selecting, controlling, and evaluating investments in information systems, with authority for terminating information systems when appropriate;

 

(4) supporting appropriate training of personnel; and

 

(5) seeking the advice of, participating in, and supporting the interagency support structure set forth in this order;

 

(c) select CIOs with the experience and skills necessary to accomplish the duties set out in law and policy, including this order and involve the CIO at the highest level of the agency in the processes and decisions set out in this section;

 

(d) ensure that the information security policies, procedures, and practices of the executive agency are adequate;

 

(e) where appropriate, and in accordance with the Federal Acquisition Regulation and guidance to be issued by the Office of Management and Budget (OMB), structure major information systems investments into manageable projects as narrow in scope and brief in duration as practicable, consistent with the Information Technology Act, to reduce risk, promote flexibility and interoperability, increase accountability, and better correlate mission need with current technology and market conditions; and

 

(f) to the extent permitted by law, enter into a contract that provides for multi-agency acquisitions of information technology as an executive agent for the Government , if and in the manner that the Director of OMB considers it advantageous to do so.

 

Section 3. Chief Information Officers Council.

 

(a) Purpose and Functions. A Chief Information Officers Council ("CIO Council") is established as the principal interagency forum to improve agency practices on such matters as the design, modernization, use, sharing, and performance of agency information resources. The Council shall:

 

(1) Develop recommendations for overall Federal information technology management policy, procedures, and standards;

 

(2) share experiences, ideas, and promising practices, including work process redesign and the development of performance measures, to improve the management of information resources;

 

(3) identify opportunities, make recommendations for, and sponsor cooperation in using information resources;

 

(4) assess and address the hiring, training, classification, and professional development needs of the Federal Government with respect to information resources management;

 

(5) make recommendations and provided advice to appropriate executive agencies and organizations, including advice to OMB on the government-wide strategic plan required by the Paperwork Reduction Act of 1995; and

 

(6) Seek the views of the Chief Financial Officers Council, Government Information Technology Services Board, Information Technology Resources Board, Federal Procurement Council, industry, academia, and State and local governments on matters of concern to the Council as appropriate.

 

(b) Membership. The CIO Council shall be composed of the CIOs and Deputy CIOs of the following executive agencies plus two representatives from other agencies:

 

1. Department of State;

2. Department of the Treasury;

3. Department of Defense;

4. Department of Justice;

5. Department of the Interior;

6. Department of Agriculture;

7. Department of Commerce;

8. Department of Labor;

9. Department of Health and Human Services;

10. Department of Housing and Urban Development;

11. Department of Transportation;

12. Department of Energy;

13. Department of Education;

14. Department of Veterans Affairs;

15. Environmental Protection Agency;

16. Federal Emergency Management Agency;

17. Central Intelligence Agency;

18. Small Business Administration;

19. Social Security Administration;

20. Department of the Army;

21. Department of the Navy;

22. Department of the Air Force;

23. National Aeronautics and Space Administration;

24. Agency for International Development;

25. General Services Administration;

26. National Science Foundation;

27. Nuclear Regulatory Commission; and

28. Office of Personnel Management.

 

The Administrator of the Office of Information and Regulatory Affairs of OMB, the Controller of the Office of Federal Financial Management of OMB, the Administrator of the Office of Federal Procurement Policy of OMB, a Senior Representative of the Office of Science and Technology Policy, the Chair of the Government Information Technology Services Board, and the Chair of the Information Technology Resources Board shall also be members. The CIO Council shall be chaired by the Deputy Director for Management of OMB. The Vice Chair, elected by the CIO Council on a rotating basis, shall be an agency CIO.

 

Section 4. Government Information Technology Services Board.

 

(a) Purpose and Functions. A Government Information Technology Services Board ("Services Board") is established to ensure continued implementation of the information technology recommendations of the National Performance Review and to identify and promote the development of innovative technologies, standards, and practices among agencies and state and local governments and the private sector. It shall seek the views of experts from industry, academia, and state and local governments on matters of concern to the Services Board as appropriate. The Services Board shall also make recommendations to the agencies, the CIO Council, OMB, and others as appropriate, and assist in the following:

 

(1) creating opportunities for cross-agency cooperation and intergovernmental approaches in using information resources to support common operational areas and to develop and provide shared government-wide infrastructure services;

 

(2) developing shared government-wide information infrastructure services to be used for innovative, multi-agency information technology projects;

 

(3) creating and utilizing affinity groups for particular business or technology areas; and

 

(4) developing with the National Institute of Standards and Technology and with established standards bodies, standards and guidelines pertaining to Federal information systems, consistent with the limitations contained in the Computer Security Act of 1987 (40 U.S.C. 759 note), as amended by the Information Technology Act.

 

(b) Membership. The Services Board shall be composed of individuals form agencies based on their proven expertise or accomplishments in fields necessary to achieve its goals. Major government mission areas such as electronic benefits, electronic commerce, law enforcement, environmental protection, national defense, and health care may be represented on the Services Board to provide a program operations perspective. Initial selection of members will be made OMB in consultation with other agencies as appropriate. The CIO Council may nominate two members. The Services Board shall recommend new members to OMB for consideration. The Chair will be elected by the Services Board.

 

Section 5. Information Technology Resources Board.

 

(a) Purpose and Functions. An Information Technology Resources Board ("Resource Board") is established to provide independent assessments to assist in the development, acquisition, and management of selected major information systems and to provide recommendations to agency heads and OMB as appropriated. The Resources Board shall:

 

(1) review, at the quest of an agency and OMB, specific information systems proposed or under development and make recommendations to the agency and OMB regarding the status of systems or next steps;

 

(2) publicize lessons learned and promising practices based on information systems reviewed by the Board; and

 

(3) seek the views of experts from industry, academia, and state and local governments on matters of concern to the Resources Board, as appropriate.

 

(b) Membership. The Resources Board shall be composed of individuals from executive branch agencies based on their knowledge of information technology, program, or acquisition management within Federal agencies. Selection of members shall be made by OMB in consultation with other agencies as appropriate. The Chair will be elected by the Resources Board. The Resources Board may call upon the department or agency whose project is being reviewed, or any other department or agency to provide knowledgeable representation(s) to the Board whose guidance and expertise will assist in focusing on the primary issue(s) presented by a specific system.

 

Section 6. Office of Management and Budget. The Director of OMB shall:

 

(1) evaluate agency information resources management practice and, as part of the budget process, analyze, track and evaluate the risks and results of all major capital investments for information systems;

 

(2) notify an agency if it believes that a major information system requires outside assistance;

 

(3) provide guidance on the implementation of this order and on the management of information resources to the executive agencies and to the Boards established by this order; and

 

(4) evaluate the effectiveness of the management structure set out in this order after 3 years and make recommendations for any appropriate changes.

 

Section 7. General Services Administration. Under the direction of OMB, the Administrator of General Services shall:

 

(1) continue to manage the FTS2000 program and coordinate the follow-on to that program, on behalf of and with the advice of customer agencies;

 

(2) develop, maintain, and disseminate for the use of the Federal community, as requested by OMB or the agencies, recommended methods and strategies for the development and acquisition of information technology;

 

(3) conduct and manage outreach programs in cooperation with agency managers;

 

(4) be a focal point for liaison on information resources management, including Federal information technology, with state and local governments, and with non-governmental international organizations subject to prior consultation with the Secretary of State to ensure such liaison would be consistent with and support overall United States foreign policy objectives;

 

(5) support the activities of the Secretary of State for liaison, consultation, and negotiation with intergovernmental organizations in information resources management matters;

 

(6) assist OMB, as requested, in evaluating agencies' performance-based management tracking systems and agencies' achievement of cost, schedule, and performance goals; and

 

(7) provide support and assistance to the interagency groups established in this order.

 

Section 8. Department of Commerce. The Secretary of Commerce shall carry out the standards responsibilities under the Computer Security Act of 1987, as amended by the Information Technology Act, taking into consideration the recommendations of the agencies, the CIO Council, and the Services Board.

 

Section 9. Department of State.

 

(a) The Secretary of State shall be responsible for liaison, consultation, and negotiation with foreign governments and intergovernmental organizations on all matters related to information resources management, including Federal information technology. The Secretary shall further ensure, in consultation with the Secretary of Commerce, that the United States is represented in the development of international standards and recommendations affecting information technology. In the exercise of these responsibilities, the Secretary shall consult, as appropriate, with affected domestic agencies, organizations, and other members of the public.

 

(b) The Secretary of State shall advise the Director on the development of United States positions and policies on international information policy and technology issues affecting Federal Government activities and the development or international information technology standards.

 

Section 10. Definitions.

 

(a) "Executive agency" has the meaning given to that term in section 4(1) of the Office of Federal Procurement Policy Act (41 U.S.C. 403 (1)).

 

(b) "Information Technology" has the meaning given that term in section 5002 of the Information Technology Act.

 

(c) "Information resources" has the meaning given that term in section 3502(6) of title 44, United States Code.

 

(d) "Information resources management" has the meaning given that term in section 3502(7) of title 44, Untied States Code.

 

(e) "Information system" has the meaning given that term in section 3502(8) of title 44, United States Code.

 

(f) "Affinity group" means any interagency group focused on a business or technology area with common information technology or customer requirements. The functions of an affinity group can include identifying common program goals and requirements; identifying opportunities for sharing information to improve quality and effectiveness; reducing costs and burden on the public; and recommending protocols and other standards, including security standards, to the National Institute of Standards and Technology for government-wide applicability, for action in accordance with the Computer Security Act of 1987, as amended by the Information Technology Act.'

 

(g) "National security system" means any telecommunications or information system operated by the United States Government, the function, operation, or use of which (1) involves intelligence activities; (2) involves cryptologic activities related to national security; (3) involves command and control of military forces; (4) involves equipment that is an integral part of a weapon or weapons system; or (5) is critical to the direct fulfillment of military or intelligence missions, but excluding any system that is to be used for routine administrative and business applications (including payroll, finance, logistics, and personnel management applications).

 

Section 11. Applicability to National Security Systems. The heads of executive agencies shall apply the policies and procedures established in this order to national security systems in a manner consistent with the applicability and related limitations regarding such systems set out in the Information Technology Act.

 

Section 12. Judicial Review. Nothing in this Executive order shall affect any otherwise available judicial review of agency action. This Executive order is intended only to improve the internal management of the executive branch and does not create any right or benefit, substantive or procedure, enforceable at law or equity by a party against the United States, its agencies or instrumentalities, its officers or employees, or any other person.

 

William J. Clinton

 

THE WHITE HOUSE

July 16, 1996

 

 

APPENDIX II

CIO Council Charter

 

February 20, 1997

 

UNITED STATES GOVERNMENT

CHIEF INFORMATION OFFICERS COUNCIL

 

AUTHORITY:

 

Executive Order 13011, Federal Information Technology, establishes a Chief Information Officers Council (the CIO Council) as the principal interagency forum to improve agency practices for the management of information technology. The CIO Council is one element of an interagency support structure established to achieve IRM objectives delineated in the Government Performance and Results Act, the Paperwork Reduction Act of 1995 (PRA), and the Information Technology Management Reform Act of 1996 (ITMRA). The CIO Council is a forum to improve agency practices on such matters as the design, modernization, use, sharing, and performance of agency information resources. The CIO Council will communicate its findings to the Office of Management and Budget and to other executive agencies.

 

PURPOSE:

 

The CIO Council serves as the principal forum for executive agency CIOs to:

 

  • develop recommendations for overall federal information technology management policy, procedures, and standards;

 

  • share experiences, ideas, and promising practices, including work process redesign and the development of performance measures, to improve the management of information resources;

 

  • identify opportunities, make recommendations for, and sponsor cooperation in using information resources;

 

  • assess and address the hiring, training, classification, and professional development needs of the Federal Government with respect to information resources management;

 

  • make recommendations and provide advice to appropriate executive agencies and organizations, including advice to OMB on the government-wide strategic plan required by the Paperwork Reduction Act; and seek the views of the Chief Financial Officers Council, the Government Information Technology Services Board, the Information Technology Resources Board, Federal Procurement Council, industry, academia, and Federal, Tribal, and State and local governments on matters of concern to the Council as appropriate.

 

The CIO Council vision is to be a resource which will help the Government to work better and cost less by promoting the efficient and effective use of agency information resources. The CIO Council supports business process reengineering, continuous process improvement, and measurable increases in employee productivity in the performance of work related to the achievement of agency objectives.

 

RELATIONSHIPS:

 

The CIO Council may nominate members to serve on related councils, such as the Presidential Commission on Management Improvement (PCMI) and the Government Information Technology Services Board (GITSB).

 

The CIO Council will exchange information and perspectives with these boards and councils, and other governmental policy and standards bodies, such as the National Institute of Standards and Technology. The Council will serve as a filter to reflect agenciesí views and the impacts of pending IRM policies and standards before they are promulgated.

 

MEMBERSHIP:

 

Chair, Deputy Director of Management, OMB

Vice-Chair

CIOs and Deputy CIOs from agencies listed in the Executive Order

Administrator, Office of Federal Procurement Policy, OMB

Administrator, Office of Information and Regulatory Affairs, OMB

Controller, Office of Federal Financial Management, OMB

Senior Representative of the Office of Science and Technology Policy

Chair of the Government Information Technology Services Board

Chair of the Information Technology Resources Board

Two Small Agency Council representatives

 

Ex officio:

 

General Accounting Office (GAO) Representative

Chief Financial Officers Council Representative

Others designated by vote of the CIO Council

 

Voting Agencies listed in E.O. 13011 will get one vote per Department or Agency. In accordance with E.O. 13011 the two representatives for small agencies will have one vote each. The number of members required for a quorum will be the number of members at a meeting. The CIO and Deputy CIO may send their representative to a meeting, but only the CIO or Deputy may vote on behalf of their Agency or Department.

 

Ex-officio members are invited to contribute their particular skills and expertise to projects and work groups, but will not vote. At the option of the officers, and considering advice from the members, representatives of other organizations may be periodically invited to attend, observe, or contribute to meetings and activities.

 

OFFICERS:

 

By Executive Order the Chairperson shall be the Deputy Director for Management of the Office of Management and Budget. Elected officers of the Council are:

 

  • Vice-Chair
  • Secretary/Treasurer
  • Officer at Large (as needed)

 

The Vice-Chair shall be an agency CIO. The Vice-Chair term is two years.

 

PROCEDURES:

 

The Council will develop a concept of operations document which outlines specific operational procedures.

 

The Council Chair will establish the procedures for promulgating Council decisions and resolutions.

 

The Council will determine a meeting schedule adequate for ongoing implementation of the PRA and the ITMRA.

 

The Secretary/Treasurer will maintain an official archive of all minutes and Council documents.

 

COMMITTEES:

 

The CIO Council has the authority to establish standing committees and working groups as necessary to consider items of concern of the Council.

 

PROJECTS:

 

When it is necessary to establish ad hoc task groups to address particular items, a Council member shall head each such task group.

 

STAFF SUPPORT:

 

OMB and the Vice-Chair will provide for staff support to the Council. GSA will provide support and assistance to the Council. This will be augmented by support from other Officers and members as necessary.

 

Adopted by Majority Vote on January 15, 1997 in Washington, D.C.

 

 

 

 

APPENDIX III

PARTNERSHIPS

 

Armed Forces Communications Electronics Association (AFCEA)

Association for Federal Information Resources Management (AFFIRM)

Chamber of Commerce

Chief Financial Officers Council

Coalition for Government Procurement

Congress

Electronics Industry Association (EIA)

Federal Information Management Exchange (FIMEX)

Federation of Government Information Processing Councils (FGIPC)

General Accounting Office

Government Information Technology Services (GITS) Board

Highway 1

Industry Advisory Council (IAC)

Information Resources Management College

Information Technology Association of America (ITAA)

Interagency Management Council

National Association of State Information Resource Executives (NASIRE)

National Institute of Standards and Technology (NIST)

National Security Agency (NSA)

Presidential Council for Integrity and Efficiency (PCIE)