Week 4 Case Study Summary (for Hifsa Shakaut)

Draft a  two page case summary on Digital Government (attached document)

Note: Use the grading rubric to maximize my points and format my paper according to the template  I attached. It should be the exact format. 12 Font Ariel, double-space, in-text citation and references. 

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Digital Government

Digital Government
Building a

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st Century Platform to Better Serve the American People

Introduction

“I WANT US TO ASK OURSELVES EVERY DAY, HOW ARE WE USING TECHNOLOGY
TO MAKE A REAL DIFFERENCE IN PEOPLE’S LIVES.”

– President Barack Obama

The Speed of Digital Information

When a 5.9 earthquake hit near Richmond, Virginia on August

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rd,

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11, residents in New York City read
about the quake on Twitter feeds 30 seconds before they experienced the quake themselves.

Mission drives agencies, and the need to deliver better services to customers at a lower cost—whether an agency is
supporting the warfighter overseas, a teacher seeking classroom resources or a family figuring out how to pay for
college—is pushing every level of government to look for new solutions.

Today’s amazing mix of cloud computing, ever-smarter mobile devices, and collaboration tools is changing the
consumer landscape and bleeding into government as both an opportunity and a challenge. New expectations
require the Federal Government to be ready to deliver and receive digital information and services anytime,
anywhere and on any device. It must do so safely, securely, and with fewer resources. To build for the future, the
Federal Government needs a Digital Strategy that embraces the opportunity to innovate more with less, and enables
entrepreneurs to better leverage government data to improve the quality of services to the American people.

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Early mobile adopters in government—like the early web adopters—are beginning to experiment in pursuit of
innovation. Some have created products that leverage the unique capabilities of mobile devices. Others have
launched programs and strategies and brought personal devices into the workplace. Absent coordination, however,
the work is being done in isolated, programmatic silos within agencies.

Building for the future requires us to think beyond programmatic lines. To keep up with the pace of change in
technology, we need to securely architect our systems for interoperability and openness from conception. We need
to have common standards and more rapidly share the lessons learned by early adopters. We need to produce better
content and data, and present it through multiple channels in a program and device-agnostic way. We need to
adopt a coordinated approach to ensure privacy and security in a digital age.

These imperatives are not new, but many of the solutions are. We can use modern tools and technologies to seize
the digital opportunity and fundamentally change how the Federal Government serves both its internal and external
customers – building a 21st century platform to better serve the American People.

Strategy Objectives

The Digital Government Strategy sets out to accomplish three things:

Enable the American people and an increasingly mobile workforce to access high-quality digital
government information and services anywhere, anytime, on any device.

Operationalizing an information-centric model, we can architect our systems for interoperability and openness,
modernize our content publication model, and deliver better, device-agnostic digital services at a lower cost.

The Rapidly Changing Mobile Landscape

Mobile broadband subscriptions are expected to grow from nearly 1 billion in 2011 to over 5 billion
globally in 2016.

By 2015, more Americans will access the Internet via mobile devices than desktop PCs.

As of March 2012,

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6% of American adults were smartphone owners – up from 35% in May 2011.

In 2011, global smartphone shipments exceeded personal computer shipments for the first time in history.

Ensure that as the government adjusts to this new digital world, we seize the opportunity to procure and
manage devices, applications, and data in smart, secure and affordable ways.

Learning from the previous transition of moving information and services online, we now have an opportunity to
break free from the inefficient, costly, and fragmented practices of the past, build a sound governance structure
for digital services, and do mobile “right” from the beginning.

Unlock the power of government data to spur innovation across our Nation and improve the quality of
services for the American people.

We must enable the public, entrepreneurs, and our own government programs to better leverage the rich wealth
of federal data to pour into applications and services by ensuring that data is open and machine-readable by
default.

About this Document

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The Digital Government Strategy complements several initiatives aimed at building a 21st century government that
works better for the American people. These include Executive Order 13571 (Streamlining Service Delivery and
Improving Customer Service), Executive Order 13576 (Delivering an Efficient, Effective, and Accountable
Government), the President’s Memorandum on Transparency and Open Government, OMB Memorandum M-10-06
(Open Government Directive), the National Strategy for Trusted Identities in Cyberspace (NSTIC), and the

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-Point
Implementation Plan to Reform Federal Information Technology Management (IT Reform).

Through IT Reform, the Federal Government has made progress in foundational execution areas such as adopting
“light technologies” (e.g. cloud computing), shared services (e.g. commodity IT), modular approaches for IT
development and acquisition, and improved IT program management. The strategy leverages this progress while
focusing on the next key priority area that requires government-wide action: innovating with less to deliver better
digital services. It specifically draws upon the overall approach to increase return on IT investments, reduce waste
and duplication, and improve the effectiveness of IT solutions defined in the Federal Shared Services Strategy.

The Digital Government Strategy incorporates a broad range of input from government practitioners, the public, and
private-sector experts. Two cross-governmental working groups – the Mobility Strategy and Web Reform Task Forces
– provided guidance and recommendations for building a digital government. These groups worked with the Office of
Management and Budget (OMB) and General Services Administration (GSA) to conduct current state research (e.g.
the December 2011 State of the Federal Web Report ) and explore solutions for the future of government digital
services. Feedback was also incorporated from citizens and federal workers across the nation using online public
dialogues, including the September 2011 National Dialogue on Improving Federal Websites and the January 20

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National Dialogue on the Federal Mobility Strategy which produced a combined total of 570 ideas and nearly 2,000
comments.

Conceptual Model

Before discussing how we will build a 21st century digital government, we must first establish a conceptual model
that acknowledges the three “layers” of digital services (see Figure 1).

The information layer contains digital information. It includes structured information (e.g., the most common
concept of “data”) such as census and employment data, plus unstructured information (e.g., content), such as fact
sheets, press releases, and compliance guidance.

The platform layer includes all the systems and processes used to manage this information. Examples include
systems for content management, processes such as web API (Application Programming Interface) and application
development, services that support mission critical IT functions such as human resources or financial management,
as well as the hardware used to access information (e.g. mobile devices).

The presentation layer defines the manner in which information is organized and provided to customers. It
represents the way the government and private sector deliver government information (e.g., data or content) digitally,
whether through websites, mobile applications, or other modes of delivery.

These three layers separate information creation from information presentation – allowing us to create content and
data once, and then use it in different ways. In effect, this model represents a fundamental shift from the way our
government provides digital services today.

Strategy Principles

To drive this transformation, the strategy is built upon four overarching principles:

An “Information-Centric” approach – Moves us from managing “documents” to managing discrete pieces of
open data and content which can be tagged, shared, secured, mashed up and presented in the way that is
most useful for the consumer of that information.

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A “Shared Platform” approach – Helps us work together, both within and across agencies, to reduce costs,
streamline development, apply consistent standards, and ensure consistency in how we create and deliver
information.

A “Customer-Centric” approach – Influences how we create, manage, and present data through websites,
mobile applications, raw data sets, and other modes of delivery, and allows customers to shape, share and
consume information, whenever and however they want it.

A platform of “Security and Privacy” – Ensures this innovation happens in a way that ensures the safe and
secure delivery and use of digital services to protect information and privacy.

Information-Centric

The Federal Government must fundamentally shift how it thinks about digital information. Rather than thinking
primarily about the final presentation – publishing web pages, mobile applications or brochures – an information-
centric approach focuses on ensuring our data and content are accurate, available, and secure. We need to treat all
content as data – turning any unstructured content into structured data – then ensure all structured data are
associated with valid metadata. Providing this information through web APIs helps us architect for interoperability
and openness, and makes data assets freely available for use within agencies, between agencies, in the private
sector, or by citizens. This approach also supports device-agnostic security and privacy controls, as attributes can
be applied directly to the data and monitored through metadata, enabling agencies to focus on securing the data and
not the device.

In production, the information-centric approach ensures all agencies follow the same “rules of the road” by using
open standards. It also guides how we present information, from mobile applications to websites, and allows for
increased automation at the presentation layer. If done right, the information-centric approach will add reach and
value to government services by helping to surface the best information and making it widely available through a
variety of useful formats.

Shared Platform

To make the most use of our resources and “innovate with less”, we need to share more effectively, both within the
government and with the public. We also need to share capacities to build the systems and processes that support
our efforts, and be smart about creating new tools, applications, systems, websites and domains. Ultimately, a
shared platform approach to developing and delivering digital services and managing data not only helps accelerate
the adoption of new technologies, but also lowers costs and reduces duplication. To do so, we need to rapidly
disseminate lessons learned from early adopters, leverage existing services and contracts, build for multiple use
cases at once, use common standards and architectures, participate in open source communities, leverage public
crowdsourcing, and launch shared government-wide solutions and contract vehicles.

Customer-Centric

From how we create information, to the systems we use to manage it, to how we organize and present it, we must
focus on our customers’ needs. Putting the customer first means quality information is accessible, current and
accurate at any time whether the customer is in the battle field, the lab, or the classroom. It means coordinating
across agencies to ensure when citizens and employees interact with government information and services, they can
find what they need and complete transactions with a level of efficiency that rivals their experiences when engaging
with the private-sector.

The customer-centric principle charges us to do several things: conduct research to understand the customer’s
business, needs and desires; make content more broadly available and accessible and present it through multiple
channels in a program- and device-agnostic way; make content more accurate and understandable by maintaining
plain language and content freshness standards; and offer easy paths for feedback to ensure we continually improve
service delivery. The customer-centric principle holds true whether our customers are internal (e.g. the civilian and
military federal workforce in both classified and unclassified environments) or external (e.g. individual citizens,

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businesses, research organizations, and state, local, and tribal governments).

Security and Privacy

As the Federal Government builds for the future, it must do so in a safe and secure, yet transparent and accountable
manner. Architecting for openness and adopting new technologies have the potential to make devices and data
vulnerable to malicious or accidental breaches of security and privacy. They also create challenges in providing
adequate notice of a user’s rights and options when providing personally identifiable information (PII).

Moving forward, we must strike a balance between the very real need to protect sensitive government and citizen
assets given the realities of a rapidly changing technology landscape. To support information sharing and
collaboration, we must build in security, privacy, and data protection throughout the entire technology life cycle. To
promote a common approach to security and privacy, we must streamline assessment and authorization processes,
and support the principle of “do once, use many times”. We must also adopt new solutions in areas such as
continuous monitoring, identity, authentication, and credential management, and cryptography that support the shift
from securing devices to securing the data itself and ensure that data is only shared with authorized users. When
appropriate, requirements and solutions should be collaboratively developed with industry to match Federal
Government needs, using the power of innovation and economies of scale to deliver better-value security and
privacy products.

Part A. Information-Centric

The rich wealth of information maintained by the Federal Government is a national asset with tremendous potential
value to the public, entrepreneurs, and to our own government programs. This information takes many forms. It can
be unstructured content (e.g. press releases, help documents, or how-to guides) or more structured data (e.g.
product safety databases, census results, or airline on-time records). Regardless of form, to harness its value to the
fullest extent possible, we must adopt an information-centric approach to digital services by securely architecting for
interoperability and openness from the start.

Traditionally, the government has architected systems (e.g. databases or applications) for specific uses at specific
points in time. The tight coupling of presentation and information has made it difficult to extract the underlying
information and adapt to changing internal and external needs. This has necessarily resulted in a duplication of
efforts and the building of multiple systems to serve different audiences where a single would suffice. For example,
most websites are typically built with webpages sized specifically for computer screens. To serve mobile audiences,
many agencies build an entirely new mobile site to present the same content to federal employees and the public.

An information-centric approach decouples information from its presentation. It means beginning with the data or
content, describing that information clearly, and then exposing it to other computers in a machine-readable format
– commonly known as providing web APIs. In describing the information, we need to ensure it has sound taxonomy
(making it searchable) and adequate metadata (making it authoritative). Once the structure of the information is
sound, various mechanisms can be built to present it to customers (e.g. websites, mobile applications, and internal
tools) or raw data can be released directly to developers and entrepreneurs outside the organization. This approach
to opening data and content means organizations can consume the same web APIs to conduct their day-to-day
business and operations as they do to provide services to their customers.

In addition, by embedding security and privacy controls into structured data and metadata, data owners can focus
more effort on ensuring the safe and secure delivery of data to the end customer and fewer resources on securing
the device that will receive the data. For example, security of an endpoint device becomes less of a risk management
factor if data is protected and authorized users must authenticate their identities to gain access to it.

The private sector has proven an information-centric model for delivering digital services securely and efficiently. The
time has come for the Federal Government to embrace this approach in stride. Recognizing that simply publishing

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snapshots of government information is not enough to make it open, we need to improve the quality, accessibility,
timeliness, and usability of our data and content through well-defined standards that include the use of machine-
readable formats such as web APIs and common metadata tagging schemas.

Decoupling Data and Presentation

The Centers for Disease Control and Prevention (CDC) is liberating web content by decoupling data and
presentation. Using a “create once, publish everywhere mindset” and an API-driven syndication service,
CDC’s content flows easily into multiple channels and is available for public and private reuse. Within its own
channels, content is updated once, and then easily displayed on the main CDC.gov web site, the mobile site
at m.cdc.gov, and in the various modules of the CDC mobile app.

In 2011, CDC’s liberated content was syndicated to 700 registered partners in all 50 US states, the District of
Columbia and 15 countries and accounted for an additional 1.2 million page views.

1. Make Open Data, Content, and Web APIs the New Default

Fueling the App Economy

The City of San Francisco releases its raw public transportation data on train routes, schedules, and to-the-
minute location updates directly to the public through web services. This has enabled citizen developers to
write over 10 different mobile applications to help the public navigate San Francisco’s public transit systems—
more services than the city could provide if it focused on presentation development rather than opening the
data publicly through web services.

To lay the foundation for opening data and content efficiently, effectively and accessibly, OMB will work with
representatives from across government to develop and publish an open data, content, and web API policy for the
Federal Government. This policy will leverage central coordination and leadership to develop guidelines, standards,
and best practices for improved interoperability. To establish a “new default,” the policy will require that newly
developed IT systems are architected for openness and expose high-value data and content as web APIs at a
discrete and digestible level of granularity with metadata tags . Under a presumption of openness, agencies must
evaluate the information contained within these systems for release to other agencies and the public, publish it in a
timely manner, make it easily accessible for external use as applicable, and post it at agency.gov/developer in a
machine-readable format.

# Owner(s) Milestone Actions

Timeframe
(months)

1 3 6 12

1.1 OMB
Issue government-wide open data, content, and web API policy and identify
standards and best practices for improved interoperability.

1.2 Agencies
Ensure all new IT systems follow the open data, content, and web API policy
and operationalize agency.gov/developer pages. [Within 6 months of release

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of open data policy – see milestone 1.1]

2. Make Existing High-Value Data and Content Available through Web APIs

Recognizing that change will not happen overnight, we need to adopt an efficient and cost effective implementation
strategy that will not place an undue burden on agencies to transition all existing systems and information upfront.
While the open data and web API policy will apply to all new systems and underlying data and content developed
going forward, OMB will ask agencies to bring existing high-value systems and information into compliance over a
period of time – a “look forward, look back” approach. To jump-start the transition, agencies will be required to:

Identify at least two major customer-facing systems that contain high-value data and content;

Expose this information through web APIs to the appropriate audiences;

Apply metadata tags in compliance with the new federal guidelines; and

Publish a plan to transition additional systems as practical.

Given the scope, scale, and complexity of some of these systems, agencies will be asked to prioritize release of data
and content so the most valuable information is made available first. In cases where the system supports a website,
content must also be structured, published through web APIs and tagged appropriately. Agencies will be required to
engage with their customers within three months to identify the highest priority systems to transition, and work
internally across communications, content, and infrastructure teams (e.g. program leads, digital strategists, web
managers, Chief Information Officers (CIOs), Chief Financial Officers (CFOs), Chief Technology Officers (CTOs), Chief
Acquisition Officers (CAOs), Chief Public Affairs Officers, Geographic Information Officers (GIOs), and data managers
to select the final candidates. GSA will help agencies develop web APIs through the Digital Services Innovation
Center (see section 3). Additionally, Data.gov will be expanded to include a web API catalog to serve as an
interactive directory of information made available to the public by agencies via web services so that customers may
more readily utilize that information in their own applications. Web APIs posted on agencies’/developer pages will be
automatically aggregated in this catalog.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

2.1 Agencies

Engage with customers to identify at least two existing major customer-
facing services that contain high-value data or content as first-move
candidates to make compliant with new open data, content, and web API
policy.

2.2 Agencies

Make high-value data and content in at least two existing major customer-
facing systems available through web APIs, apply metadata tagging and
publish a plan to transition additional high-value systems. [Within 6 months
of release of open data policy – see milestone 1.1].

2.3 GSA
Expand Data.gov to include a web API catalog that centrally aggregates web
APIs posted on agencies’/developer pages.

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Part B. Shared Platform

Government agencies are missing out on opportunities to share ideas and resources within the digital services
space. Inefficiencies such as fragmented procurement and development practices waste taxpayer dollars and
stymie the consistent adoption of new technologies and approaches. The shift to a shared platform culture will
require strong leadership at the government-wide and agency levels. Agencies must begin to look first to shared
solutions and existing infrastructure when developing new projects, rather than procuring new infrastructure and
systems for each new project. They must also share ownership of common service areas, both within and across
agencies, instead of creating multiple websites on the same topic. To alleviate the burden on individual agencies,
prevent duplication, and spur innovation, we must provide central support for the adoption of new technologies,
development of better digital services, and strengthening of governance.

Opportunities to Share

In the State of the Federal Web Report, agencies reported 150 separate implementations of 42 different
systems used to create and publish content and 250 web hosting providers.

3. Establish a Digital Services Innovation Center and Advisory Group

There are common challenges that all agencies face in trying to deliver better digital services at a lower cost to the
American people and employees. Approaching these challenges as one government will enable agencies to focus
their time and money on developing innovative, mission-facing solutions rather than re-inventing the wheel.

Identifying opportunities for sharing existing solutions at agencies and building new solutions for government-wide
use requires strong leadership, coordination, and support. To operationalize the principle of “build once, use many
times”, GSA will expand its current efforts and establish a Digital Services Innovation Center. The Center will work
with agencies to establish shared solutions and training to support infrastructure and content needs across the
Federal Government (e.g. source code sharing tools, video captioning, language translation, usability and
accessibility testing, web hosting, and security architectures). The Innovation Center will support agencies lacking
these capabilities, not supersede agencies’ existing capabilities, and function as a cooperative enterprise that draws
on resources from across government and leverages the expertise of forward-leaning agencies.

The Need for Open
Content Management Solutions

According to the State of the Federal Web Report, over

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% of federal agencies currently do not use CMS
solutions for publishing content online. In many cases, the lack of CMS means maintaining and updating
websites is an inefficient, manual process.

A prominent theme from the National Dialogue on Improving Federal Websites was the need to phase out the
use of custom-built technology. Participants in the dialogue recommended that the Federal Government use
open source technology to enable more sharing of data and make content more accessible. “Encourage use
of popular Open Source platforms” was one of the many ideas submitted in this vein and generated robust
discussion.

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At the outset, to support strategy implementation, the Center will focus on three initial actions:

Identify shared and open content management system (CMS) solutions and support implementation through
training and best practices. This will offer agencies an alternative to building their own platforms in isolation and
enable code sharing and modular development.

Help agencies develop web APIs and unlock valuable data by providing expert resources and other support to
enable developers, entrepreneurs, and other end users take advantage of government data and content.

Launch a shared mobile application development program, in conjunction with the Federal CIO Council, that
will help agencies develop secure, device-agnostic mobile applications, provide a development test environment
to streamline app delivery, foster code-sharing, and validate official government applications.

To augment the natural cross-agency collaboration that has developed through initiatives such as the Web
Reform and Mobility Strategy Task Forces, OMB will formalize and sustain such coordination into the future by
convening a Digital Services Advisory Group that draws membership from the Federal CIO Council, Federal Web
Managers Council, and other agency leaders. Through its leadership, the Advisory Group will promote cross-
agency sharing and accelerated adoption of mobile workforce solutions and best practices in the development
and delivery of digital services that build in security and privacy and keep the federal workforce abreast of
emerging technologies. Overall, in addition to advising the Federal CIO on implementation of the strategy, the
Advisory Group will have three main focus areas:

Help prioritize shared services needs for the Digital Services Innovation Center. The Advisory Group will
identify areas that need government-wide leadership and work with the Innovation Center to determine the best
shared solutions that leverage existing agency work and commercial options to the extent practical.

Foster the sharing of existing policies and best practices using online platforms and communities of practice
to provide more structure to existing ad-hoc collaboration efforts. For instance, many front-running agencies
have already launched bring-your-own-device (BYOD) pilots that test new devices and solutions. The Advisory
Group will work with the Federal CIO Council to develop government-wide BYOD guidance leveraging their
findings. The Advisory Group will also work with the Federal Web Managers Council to develop guidelines for
improving digital services and creating better digital content (see section 6) and setting up intra-agency
governance models for delivering better digital services (see section 4).

Identify and recommend changes to help close gaps in policy and standards. For instance, as new
technologies are introduced into the federal environment, policies governing identity and credential management
may need to be revised to allow the introduction of new solutions that work better in a mobile world. Equally, as
new technologies emerge, telework rules may need to be revisited to allow employees to work from any location,
as long as the device and connectivity are appropriately secure.

Creating an Environment for Mobility

A popular idea submitted during the National Dialogue on the Federal Mobility Strategy got straight to the
point: “Apps are easy… enterprise strategy, not so much.” As one commenter put it, we need to look at “how
mobility (not just mobile technology) fits into an organization, regardless of the device, platform, application,
etc.”

“Mobility” is not just about embracing the newest technology, but rather reflects a fundamental change in
how, when, and where our citizens and employees work and interact. Mobile technology – the devices,
infrastructure, and applications required to support a mobile citizenry and workforce – is a critical enabler of
mobility, but is only part of the profound environmental shift that mobility represents.

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# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

3.1 GSA
Establish a Digital Services Innovation Center to improve the
government’s delivery of digital services.

3.2 OMB
Convene a Digital Services Advisory Group to provide input on
priorities for the Innovation Center activities and recommend
government-wide best practices, guidance, and standards.

3.3

Advisory
Group /

Federal CIO
Council

Release government-wide bring-your-own-device (BYOD) guidance
based on lessons learned from successful pilots at federal agencies.

3.4
Innovation

Center
Identify shared and open content management system solutions. •

3.5
Innovation

Center
Provide support to help agencies develop web APIs. •

3.6

Innovation
Center /

Federal CIO
Council

Launch a shared mobile app development program. •

4. Establish Intra-Agency Governance to Improve Delivery of Digital Services

At the agency-level, Agency CIOs are responsible for commodity IT services and information security. However, the
lines of responsibility for developing and delivering content and data are not as clear and distinct. Agencies must
decide how they will staff and manage the delivery of digital services across the enterprise. An uncoordinated
approach at some agencies has resulted in the development and maintenance of dozens – in some cases hundreds
– of separate websites and supporting infrastructure, and application of varying degrees of quality and fiscal control
to these resources. In many cases, agencies lack consistent processes to measure performance and ensure content
quality.

Agencies must drive better decision-making across the organization about how best to spend resources on digital
services and manage their data. The Digital Services Advisory Group (see section 3) will recommend guidelines to
help agencies set up an effective governance structure where it does not yet exist. The guidance will suggest a range
of approaches, but not prescribe specific structures, and set expectations for activities and outcomes. For example,
as agencies establish new governance structures or strengthen existing ones, they will be required to establish
specific, measurable goals for delivering better services at a lower cost (e.g. through domain consolidation) and set
agency-wide standards for content lifecycle management, adoption of third-party online tools, mobile application
delivery, and sharing (e.g. infrastructure and digital information).

# Owner(s) Milestone Actions
Timeframe
(months)

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1 3 6 12

4.1
Advisory
Group

Recommend guidelines on agency-wide governance structure for
developing and delivering digital services and managing data.

4.2 Agencies
Establish an agency-wide governance structure for developing and
delivering digital services. [Within 3 months of release of governance
guidance – see milestone 4.1].

5. Shift to an Enterprise-Wide Asset Management and Procurement Model

Traditionally, agencies have purchased technology products and services in a fragmented manner at the bureau,
regional, team, and even individual levels. This approach has prevented the Federal Government from effectively
leveraging its buying power with vendors and service providers. In the mobile space alone, the opportunity to
increase efficiencies and cut costs is too great to overlook. The Federal Government currently spends approximately
$1.2 billion annually for mobile and wireless services and devices with an inventory of approximately 1.5 million
active accounts. These figures will only increase as agencies accelerate their adoption of new mobile technologies.

Fragmented…

Three separate federal agencies located in Atlanta pay three different monthly service plan rates for unlimited
data on the same type of device – $39, $94, and $120 – a significant price variance of $81.

…and Centralized

In 2011, the United States Department of Agriculture (USDA) centralized its wireless procurement by
collapsing over 700 separate contracts into three blanket purchase agreements (BPA), resulting in acquisition
cost savings of 18%.

By moving to an enterprise-wide model, we can leverage economies of scale and streamline purchasing, invoicing,
and asset management processes. We can also explore different pricing models, such as usage-based pricing (e.g.
metered), first at the agency-wide level and eventually at the government-wide level. Adopting a shared services
approach and consolidating mobile device and wireless service contracts will not only reduce costs but also improve
our ability to track usage, analyze pricing, secure devices, and deliver mobile applications. This is in line with the
Administration’s overall effort to consolidate the acquisition and management of commodity IT services through
mechanisms such as the Federal Strategic Sourcing Initiative, the PortfolioStat process , and the Administrative
Efficiency Initiative.

To jumpstart this shift, GSA will establish a government-wide contract vehicle for mobile devices and wireless service
and offer agencies the option of accessing central portal services for placing orders, reporting inventory, and
managing expenses to optimize their mobile usage. GSA will also set up a government-wide mobile device
management platform to support enhanced monitoring, management, security, and device synchronization. The
Federal CIO Council will work with the Digital Services Advisory Group (see Section 3) to develop models for the
secure, yet rapid, delivery of commercial mobile applications into the federal environment to support the consistent
application of security and interoperability requirements. For example, an enterprise mobile application environment
could provide central hosting, distribution, certification, and management services for mobile applications.

For their part, agencies will be required to develop and maintain an enterprise-wide inventory of their mobile devices

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and wireless service contracts, and include an evaluation of government-wide contract vehicles in their alternatives
analysis for all new mobile-related procurements.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

5.1 GSA
Establish government-wide contract vehicle for mobile devices
and wireless service.

5.2 Agencies
Develop an enterprise-wide inventory of mobile devices and
wireless service contracts.

5.3 Agencies
Evaluate the government-wide contract vehicles in the
alternatives analysis for all new mobile-related procurements.

5.4

Advisory Group /

Federal CIO Council
Develop models for the delivery of commercial mobile
applications into the federal environment.

5.5 GSA Set up a government-wide mobile device management platform. •

Part C. Customer-Centric

The quality of digital services that we provide determines our reputation and trust as an institution. It profoundly
affects the customer experience that our employees and citizens have in working for, and engaging with, the Federal
Government. Digital services include the delivery of digital information and transactional services (e.g. online forms,
benefits applications, timecard submissions) across a variety of platforms, devices and delivery mechanisms (e.g.
websites, mobile applications, and social media). Regardless of the form they take, these digital services must be
designed and delivered with customer service first in mind and reflect the technologies used by today’s customers.

Customer-centric government means that agencies respond to customers’ needs and make it easy to find and share
information and accomplish important tasks. It requires holding ourselves to a high-standard of timely data,
informative content, simple transactions, and seamless interactions that are easily accessible. The mantra of
“anytime, anywhere, any device,” is increasingly setting the standard for how information and services are both
delivered and received in a two-way exchange of information and ideas. We must embrace the ability of new
technologies to drive participation in the digital public square. To develop innovative, transparent, customer-facing
products and services efficiently and effectively, the Federal Government must also focus on the fundamentals of
customer-centric design: measure how well we are providing meaningful services; focus our efforts on those
interactions that have the most use and value; institutionalize performance measurement; and continuously improve
services in response to those measurements.

Absorbing the Complexity of the Government

A common theme from the National Dialogue for Improving Federal Websites was that the Federal
Government needs to change to a culture of customer service. A key part of that shift is the need to start
absorbing the complexity of the Government on behalf of the citizen. As one participant wrote, “Customers

don’t know — and don’t care to know — how government is organized. So why make them go from agency
[website] to agency [website] to get the full picture of what gov’t has to offer on any subject?”

6. Deliver Better Digital Services Using Modern Tools and Technologies

Using modern tools and technologies such as responsive web design and search engine optimization is critical if
the government is to adapt to an ever-changing digital landscape and deliver services to any device, anytime,
anywhere. Similarly, optimizing content for modern platforms, rather than just translating content from paper-based
documents to the Web, will help ensure the American people and employees can access content regardless of
platform. Agencies will need to keep current with the latest design concepts and refresh content delivery
mechanisms to ensure the highest performance. To help achieve these objectives, the Digital Services Advisory
Group (see section 3) will work with the Federal Web Managers Council to recommend guidelines for improving
digital services and the customer experience that will set a new default for how digital services are developed and
delivered. These guidelines will include:

Approaches for consolidating duplicative websites and coordinating information delivery across agencies;

Best practices for identifying and optimizing top tasks , content, and transactions, including use of plain
language; optimizing for usability, search, and accessibility ; and implementing content lifecycle management;

Best practices for standards-compliant, next-generation web development, including use of content delivery
networks; content management systems; common code libraries, frameworks, and tools; and responsive web
design (e.g. using HTML5 and CSS3 to provide a mobile-tailored experience);

Standards for structuring and tagging content and data to be machine-readable;

Approaches for using customer feedback to make improvements; and

Considerations to support the adoption of an information-centric security model.

The dot gov domain guidance and procedures will be updated to help ensure all new digital services meet these
improvement guidelines. Under the principle of “no new domains”, criteria for approving new second-level domains
will be strengthened and new domains will only be granted on an exception basis. For example, an agency may be
granted a new single domain to host consolidated content previously spread across multiple domains, thus
streamlining the customer experience and reducing redundant infrastructure. Domains will be approved or renewed
only if they to comply with web-related federal standards, guidance, and regulations (e.g. adoption of the
aforementioned guidelines, IPv6 , DNSSEC, continuous monitoring, and externally-issued credentials ). In addition,
the dot gov domain registration process will reinforce existing policies prohibiting the use of non-.gov (e.g. .org,
.com) top-level domains. Through the Digital Services Innovation Center (see section 3), GSA will provide tools,
guidelines, and training to help agencies comply with these new policies and continue efforts to consolidate websites
along topical lines.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

6.1

Advisory Group /

Federal Web
Managers Council

Recommend guidelines for improving digital services and customer
experience.

Update the dot gov domain guidance and procedures to help

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https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fn40

6.2 GSA ensure all new digital services meet improvement guidelines and
provide support to agencies.

6.3 Agencies
Ensure all new digital services follow digital services and customer
experience improvement guidelines. [Within 6 months of release of
improvement guidance – see milestone 6.2]

7. Improve Priority Customer-Facing Services for Mobile Use

The general public and our government workforce should be able to access government information and services on
demand and on any device. To jump-start the transition to mobile platforms, agencies will be required to mobile-
enable at least two priority customer-facing services within the next 12 months. This includes services currently
provided offline or optimizing those currently delivered online for mobile platforms. Agencies will also be required to
deliver information in new ways that fully harness the power and potential of mobile and web-based technologies
and ensure that all domains (e.g. www.agency.gov) can be easily accessed and used on mobile devices. GSA will
help coordinate these efforts to prevent the development of duplicative services and support the use of shared
solutions to provide the best quality mobile services at the lowest costs (see section 3).

Agencies will be required to engage their customers within three months to identify the highest priority services to
optimize for mobile use, and work internally across communications, content, and infrastructure teams to select their
final candidates. They will also be required to publish a plan for improving additional existing services as practical.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

7.1 Agencies
Engage with customers to identify at least two existing priority customer-
facing services to optimize for mobile use.

7.2 Agencies

Optimize at least two existing priority customer-facing services for mobile
use and publish a plan for improving additional existing services. [Within 6
months of release of digital services improvement guidance – see milestone
6.2]

8. Measure Performance and Customer Satisfaction to Improve Service
Delivery

Measuring Performance

According to the State of the Federal Web Report, only 10% of the 24 major federal agencies use the same
performance metrics to consistently evaluate websites agency-wide. But there’s a solution for that: “Open
web analytics for all .gov websites”, a popular idea submitted during the National Dialogue on Improving
Federal Websites.

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-6-2

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#digital-services-center

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-6-2

Objective performance measures should drive the development and delivery of effective digital government services.
Today most agencies lack enterprise-wide performance measures to consistently evaluate the success and usability
of their websites. This limits their ability to allocate resources effectively to invest in critical-needs areas. Similarly, the
lack of a government-wide view of performance for digital service delivery makes it difficult to properly address gaps
or duplications in services.

To enable data-driven decisions on service performance, agencies will be required to use analytics and customer
satisfaction measurement tools on all .gov websites within 6 months. To help these efforts, the Digital Services
Innovation Center (see Section 3) will identify common tools for agencies to use that will enable aggregation of this
data at the federal level. Common tools will give us the ability – for the first time – to take a government-wide view of
how well we serve our customers and opens up new possibilities for consolidating and improving the federal web
space and the growing number of mobile services.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

8.1
Innovation

Center
Identify tools and guidance for measuring performance and customer
satisfaction on digital services.

8.2 Agencies
Implement performance and customer satisfaction measuring tools on all
.gov websites. [Within 3 months of release of tools and guidance – see
milestone 8.1]

Part D. Security and Privacy

The information maintained by the Federal Government needs to be secured regardless of how data is stored,
processed, or transmitted. As information and devices become increasingly mobile, we must ensure confidentiality,
integrity, and availability by building security into digital government services. As the government moves to an
information-centric and mobility-enabled digital environment, existing security, privacy, and data protections and
cyber security priorities – including Trusted Internet Connection (TICs), continuous monitoring, and strong
authentication consistent with NSTIC and Federal Identity Credential and Access Management (ICAM) requirements
– must be considered throughout the entire life cycle of existing and emerging technologies as part of agencies’
overall organizational risk management. They must also be updated to reflect the realities of a rapidly changing
technology landscape.

Mobile devices have unique security challenges. Due to their portability, they are easy to misplace, potentially
compromising any unencrypted sensitive data or applications stored locally. Wireless connectivity allows users to
bypass an agency’s secure TIC and connect directly to the Internet and other untrusted resources. These problems
are not new, as the introduction of laptops into the workforce led to security and data breaches as employees took
their electronic devices mobile. However, the new class of smaller, lighter smartphones and media tablets has
elevated exposure to this risk. The rate of change of mobile operating systems, new update and notification
capabilities from external hardware and software vendors, diversity of the devices themselves, and introduction of
employee-owned devices (BYOD) also make security in the mobile space more challenging than in a traditional
desktop environment and require new approaches to continuously monitor and manage devices and secure the data
itself.

The challenge extends beyond the workforce and into the delivery of services to external customers. When deploying

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applications and other mobile technologies to interact with citizens and businesses, the Federal Government will
need to foster trust, accountability, and transparency about how user information is collected, used, shared, and
secured, without unduly burdening the robust development of such technologies or the user experience.

9. Promote the Safe and Secure Adoption of New Technologies

Agencies need to continue to integrate effective security and privacy measures into the design and adoption of all
new technologies introduced to the federal environment, including mobile devices, applications, and wireless
networks, consistent with existing policies, and incorporate commercial security and privacy capabilities by default,
augmenting controls and policies as required. To enable agencies to share security testing information and prevent
unnecessary duplication, the Department of Homeland Security (DHS) and the Department of Defense (DOD) will
work with the National Institute of Standards and Technology (NIST) to develop a security baseline within 12 months
that provides standardized security requirements for mobile and wireless adoption in the Federal Government. This
will include the development of mobile and wireless security reference architectures that incorporate security and
privacy by design while accounting for different agencies’ mission needs. For example, the Federal Government’s
evolving enterprise wireless networks may have varying needs to support unclassified and classified high-bandwidth
traffic, mission critical wireless coverage to in-building and terrestrial environments, and data offloading. A
government-wide mobile and wireless security baseline will enable adoption of the “do once, use many times”
approach to mobile and wireless security assessment, authorization, and continuous monitoring.

Going forward, we must pilot, document, and rapidly scale new approaches to secure data and mobile technologies
and address privacy concerns (see section 3 for role of the Digital Services Advisory Group in facilitating this
process). Such pilots and documentation will help advance our security posture and communicate the Federal
Government’s expectations on product capabilities to the private sector. Shifting to the cloud is one area of
opportunity. For example, if applications, operating systems, and data reside in an appropriately secured cloud
environment rather than on a device, this will limit the potential impact to an agency in the event a device is lost,
stolen, or compromised. Other opportunity areas include adopting advanced mobile device management solutions to
support continuous monitoring, strengthening identity and access management, and accepting externally-issued
credentials on public-facing websites.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

9.1
DHS / DOD

/ NIST
Develop government-wide mobile and wireless security baseline (includes
security reference architectures.).

10. Evaluate and Streamline Security and Privacy Processes

Given the realities of a rapidly changing technology landscape, we must continually evaluate current processes for
adopting new technologies and ensuring they provide security and privacy protections. As part of its ongoing work
on securing mobile devices, applications, and platforms to support wider mobile adoption across the Federal
Government, NIST will review existing standards and guidelines to ensure they are sufficiently flexible to
accommodate mobile technology. The Federal CIO Council’s Information Security and Identity Management
Committee will also evaluate opportunities to accelerate the secure adoption mobile technologies into the federal
environment at reduced costs.

As good stewards of data security and privacy, the Federal Government must ensure that there are safeguards to
prevent the improper collection, retention, use or disclosure of sensitive data such as personally identifiable

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information (PII). These safeguards should be regularly reviewed and updated as technology use, capability, and
architectures advance so they do not unnecessarily stifle the government’s ability to architect for openness and
engage with the public. The Federal CIO Council’s Privacy Committee will work with NIST and the National Archives
and Records Administration (NARA) to develop guidelines for standardized implementation of privacy controls in a
digital environment and educate key agency privacy and legal officials on the latest technology advances and
options for addressing digital privacy (e.g. data collection and individual notice) as well as records retention and
security issues.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

10.1 NIST
Report on NIST’s ongoing work in mobile technology, including the
applicability of NIST’s standards and guidelines to mobile devices and
platforms.

10.2

Advisory
Group /
Federal CIO
Council

Evaluate opportunities to accelerate the secure adoption of mobile
technologies into the federal environment at reduced cost.

10.3

Federal CIO
Council /

NIST /
NARA

Develop guidelines for standardized implementation of digital privacy
controls and educate agency privacy and legal officials on options for
addressing digital privacy, records retention, and security issues.

Conclusion

Technology is fundamentally transforming how we conduct our business and live our daily lives. Exponential
advances in computing power, the rise of high-speed networks, and the growing mobile revolution, which puts the
entire Internet at our fingertips, have unleashed new innovations, spawned new industries and reshaped existing
ones. The President has charged us with harnessing the power of technology to help create a 21st century digital
government – one that is efficient, effective and focused on improving the delivery of services to the American
people.

The roadmap actions outlined within this Digital Government Strategy form a series of critical next steps to help build
a 21st century government that innovates with less. To put us on a path to unlock the potential of a digital
government, the strategy emphasizes several key objectives.

First, we must enable citizens and an increasingly mobile federal workforce to securely access high-quality digital
government information, data and services – “anywhere, anytime, on any device.” By operationalizing an information-
centric model, we can help agencies securely architect systems for interoperability and openness. Doing so will allow
agencies to modernize their content publication model and deliver better, device-agnostic digital services at a lower
cost. In addition, by providing machine-readable connections to government data and services, government
agencies, businesses, and independent innovators can directly access the building blocks of government –
recombining them to create new services or connecting them with existing services to streamline operations.

Secondly, we must ensure that as the government adjusts to this new digital world, we build the modern

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infrastructure needed to support digital government efforts and leverage the Federal Government’s buying power to
reduce costs. Taking what we have learned from the previous transition in moving government information and
services online, we now have a chance to do mobile “right” from the beginning by procuring and managing devices,
applications, and data in a smart, secure, and affordable manner. Establishing a Digital Services Innovation Center
and Advisory Group will help lay the foundation for a well-coordinated approach toward these objectives.

Ultimately, this strategy aims to be disruptive. It provides a platform to fundamentally shift how government connects
with, and provides services to, the American people. It gives the federal workforce the tools needed to carry out their
mission of delivering services to all citizens – whether to a warfighter in the field retrieving geospatial imagery
information; a medical researcher sharing the latest bio specimen data sets for a rare form of cancer; or a rural farmer
accessing a real-time forecast of seasonal precipitation. It creates a space for citizens to become partners in building
a better government, where “every man,” as Thomas Jefferson once wrote, “feels that he is a participator in the
government of affairs.”

Appendix: Roadmap Milestones

The following table captures all milestones in the Digital Government Strategy.

# Owner(s) Milestone Actions
Timeframe
(months)
1 3 6 12

Part A: Information Centric

1. Make Open Data, Content, and Web APIs the New Default

1.1 OMB
Issue government-wide open data, content, and web API policy and
identify standards and best practices for improved interoperability.

1.2 Agencies
Ensure all new IT systems follow the open data, content, and web API
policy and operationalize agency.gov/developer pages. [Within 6 months
of release of open data policy – see milestone 1.1]


2. Make Existing High-Value Data and Content Available through Web APIs
2.1 Agencies

Engage with customers to identify at least two existing major customer-
facing services that contain high-value data or content as first-move
candidates to make compliant with new open data, content, and web
API policy.


2.2 Agencies

Make high-value data and content in at least two existing major
customer-facing systems available through web APIs, apply metadata
tagging and publish a plan to transition additional high-value systems.
[Within 6 months of release of open data policy – see milestone 1.1].

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/milestone-1-1

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-1-1

2.3 GSA Expand Data.gov to include a web API catalog that centrally aggregates
web APIs posted on agencies’/developer pages.

Part B: Shared Platform

3. Establish a Digital Services Innovation Center and Advisory Group
3.1 GSA
Establish a Digital Services Innovation Center to improve the
government’s delivery of digital services.

3.2 OMB
Convene a Digital Services Advisory Group to provide input on priorities
for the Innovation Center activities and recommend government-wide
best practices, guidance, and standards.


3.3
Advisory
Group /
Federal CIO
Council
Release government-wide bring-your-own-device (BYOD) guidance
based on lessons learned from successful pilots at federal agencies.

3.4
Innovation
Center
Identify shared and open content management system solutions. •
3.5
Innovation
Center
Provide support to help agencies develop web APIs. •
3.6
Innovation
Center /
Federal CIO
Council
Launch a shared mobile app development program. •
4. Establish Intra-Agency Governance to Improve Delivery of Digital Services
4.1
Advisory
Group
Recommend guidelines on agency-wide governance structure for
developing and delivering digital services and managing data.

4.2 Agencies
Establish an agency-wide governance structure for developing and
delivering digital services. [Within 3 months of release of governance
guidance – see milestone 4.1].

5. Shift to an Enterprise-Wide Asset Management and Procurement Model

5.1 GSA
Establish government-wide contract vehicle for mobile devices and
wireless service.

5.2 Agencies
Develop an enterprise-wide inventory of mobile devices and wireless
service contracts.

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-4-1

5.3 Agencies
Evaluate the government-wide contract vehicles in the alternatives
analysis for all new mobile-related procurements.


5.4
Advisory
Group /
Federal CIO
Council

Develop models for the delivery of commercial mobile applications into
the federal environment.


5.5 GSA Set up a government-wide mobile device management platform. •

Part C: Customer-Centric

6. Deliver Better Digital Services Using Modern Tools and Technologies
6.1
Advisory
Group /

Federal Web
Managers
Council

Recommend guidelines for improving digital services and customer
experience.

6.2 GSA
Update the dot gov domain guidance and procedures to help ensure all
new digital services meet improvement guidelines and provide support
to agencies.


6.3 Agencies
Ensure all new digital services follow digital services and customer
experience improvement guidelines. [Within 6 months of release of
improvement guidance – see milestone 6.2]

7. Improve Priority Customer Facing Services for Mobile Use

7.1 Agencies
Engage with customers to identify at least two existing priority
customer-facing services to optimize for mobile use.


7.2 Agencies

Optimize at least two existing priority customer-facing services for
mobile use and publish a plan for improving additional existing services.
[Within 6 months of release of digital services improvement guidance –
see milestone 6.2]

8. Measure Performance and Customer Satisfaction to Improve Service Delivery

8.1
Innovation
Center
Identify tools and guidance for measuring performance and customer
satisfaction on digital services.

8.2 Agencies
Implement performance and customer satisfaction measuring tools on
all .gov websites. [Within 3 months of release of tools and guidance –
see milestone 8.1]

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-6-2

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-6-2

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#milestone-8-1

Part D: Security and Privacy

9. Promote the Safe and Secure Adoption of New Technologies
9.1
DHS / DOD

/ NIST
Develop government-wide mobile and wireless security baseline
(includes security reference architectures.).


10. Evaluate and Streamline Security and Privacy Processes
10.1 NIST
Report on NIST’s ongoing work in mobile technology, including the
applicability of NIST’s standards and guidelines to mobile devices and
platforms.

10.2
Advisory
Group /
Federal CIO
Council
Evaluate opportunities to accelerate the secure adoption of mobile
technologies into the federal environment at reduced cost.

10.3
Federal CIO
Council /
NIST /
NARA
Develop guidelines for standardized implementation of digital privacy
controls and educate agency privacy and legal officials on options for
addressing digital privacy, records retention, and security issues.

1. Source for “The Speed of Digital Information”: http://mashable.com/2011/08/23/virginia-earthquake/. Sources for “The Rapidly
Changing Mobile Landscape”: http://hugin.info/1061/R/1561267/483187 , http://www.idc.com/getdoc.jsp?
containerId=prUS23028711, http://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspx,
http://tech.fortune.cnn.com/2011/02/07/idc-smartphone-shipment-numbers-passed-pc-in-q4-2010/. ↩

2. Digital information is information that the government provides digitally. Information, as defined in OMB Circular A-130, is any
communication or representation of knowledge such as facts, data, or opinions in any medium or form, including textual, numerical,
graphic, cartographic, narrative, or audiovisual forms. See http://www.whitehouse.gov/omb/circulars_a130_a130trans4 for more

information. ↩

3. Digital services include the delivery of digital information (i.e. data or content) and transactional services (e.g. online forms, benefits
applications) across a variety of platforms, devices and delivery mechanisms (e.g. websites, mobile applications, and social media).

4. Device-agnostic means a service is developed to work regardless of the user’s device, e.g. a website that works whether viewed on a
desktop computer, laptop, smartphone, media tablet or e-reader. ↩

5. http://www.whitehouse.gov/the-press-office/2011/04/27/executive-order-streamlining-service-delivery-and-improving-customer-ser

6. http://www.whitehouse.gov/the-press-office/2011/06/13/executive-order-13576-delivering-efficient-effective-and-accountable-gov

7. http://www.whitehouse.gov/sites/default/files/omb/assets/memoranda_2010/m10-06 ↩

http://mashable.com/2011/08/23/virginia-earthquake/

http://hugin.info/1061/R/1561267/483187

http://www.idc.com/getdoc.jsp?containerId=prUS23028711

http://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspx

http://tech.fortune.cnn.com/2011/02/07/idc-smartphone-shipment-numbers-passed-pc-in-q4-2010/

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref1

http://www.whitehouse.gov/omb/circulars_a130_a130trans4

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref2

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref3

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref4

http://www.whitehouse.gov/the-press-office/2011/04/27/executive-order-streamlining-service-delivery-and-improving-customer-ser

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref5

http://www.whitehouse.gov/the-press-office/2011/06/13/executive-order-13576-delivering-efficient-effective-and-accountable-gov

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref6

http://www.whitehouse.gov/sites/default/files/omb/assets/memoranda_2010/m10-06

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref7

8. http://www.whitehouse.gov/the_press_office/Transparency_and_Open_Government ↩

9. http://www.whitehouse.gov/sites/default/files/rss_viewer/NSTICstrategy_041511 ↩

10. http://www.cio.gov/documents/25-Point-Implementation-Plan-to-Reform-Federal%20IT ↩

11. http://www.cio.gov/documents/Shared_Services_Strategy ↩

12. The State of the Federal Web Report, released in December 2011, was created based on agency-provided information and can be
found at http://www.usa.gov/webreform/state-of-the-web . ↩

13. The National Dialogues are archived at http://web-reform-dialogue.ideascale.com/ (Improving Federal Websites) and http://mobility-
strategy.ideascale.com/ (Federal Mobility Strategy). ↩

14. For the purposes of this document, the term “content” will refer to all unstructured information, while the term “data” will refer to all
structured information unless otherwise noted. ↩

15. Web APIs are a system of machine-to-machine interaction over a network. Web APIs involve the transfer of data, but not a user
interface. ↩

16. A website is the hosted content on a domain, which has a unique homepage and global navigation, e.g. NASA.gov is a domain, but
www.nasa.gov and jpl.nasa.gov are both websites on that domain. ↩

17. Open data and content for the purposes of this document refers to digital information that is structured and exposed in a way that
makes it accessible for meaningful use beyond its system of origin, be that internal to the government or external to the public. This
builds upon the definition of “openness” in OMB Memorandum M-10-06 (Open Government Directive), which specifically addresses
the release of information to the public: “Agencies shall respect the presumption of openness by publishing information online…To
the extent practicable and subject to valid restrictions, agencies should publish information online in an open format that can be
retrieved, downloaded, indexed, and searched by commonly used web search applications. An open format is one that is platform
independent, machine readable, and made available to the public without restrictions that would impede the re-use of that
information.” See http://www.whitehouse.gov/open/documents/open-government-directive for more information. ↩

18. To treat content as data and turn unstructured content into structured data, web-based documents must be created as pieces of
structured information. For example, a fact sheet may be broken into the following component data pieces: the title, body text,
images, and related links. ↩

19. Metadata are information used to describe certain attributes of a piece of digital information, such as page title, author, date updated,
and other classifications. Consistent quality metadata tagging can improve search results and also be used to structure content so
that it can be more widely disseminated. ↩

20. A shared solution is a service such as web hosting, application support, or a content management system, provided by a single
agency or organization, but used by many. For example, a central hosting platform that allows multiple agencies to host their web
content rather than procuring separate infrastructure for each new project. ↩

21. Unstructured content like web-based fact sheets must be broken into their component data pieces (e.g. the title, body text, images,
and related links) and treated as structured data. ↩

22. High-value information is information that can be used to increase agency accountability and responsiveness; improve public
knowledge of the agency and its operations; further the core mission of the agency; create economic opportunity; or respond to need
and demand as identified through public consultation. ↩

23. Industry-standard markup language (e.g. XBRL, XML) will be used to the extent practicable. ↩

24. Customers may be internal (e.g. the civilian and military federal workforce in both classified and unclassified environments) or
external (e.g. individual citizens, businesses, research organizations, and state, local, and tribal governments.) Agencies with external
customers should engage the public. ↩

25. The State of the Federal Web Report provides several examples. See http://www.usa.gov/webreform/state-of-the-web for more

http://www.whitehouse.gov/the_press_office/Transparency_and_Open_Government

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref8

http://www.whitehouse.gov/sites/default/files/rss_viewer/NSTICstrategy_041511

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref9

http://www.cio.gov/documents/25-Point-Implementation-Plan-to-Reform-Federal%20IT

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref10

http://www.cio.gov/documents/Shared_Services_Strategy

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref11

http://www.usa.gov/webreform/state-of-the-web

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref12

http://web-reform-dialogue.ideascale.com/

http://mobility-strategy.ideascale.com/

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref13

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref14

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref15

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/www.nasa.gov

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref16

http://www.whitehouse.gov/open/documents/open-government-directive

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref17

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref18

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref19

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref20

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref21

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref22

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref23

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref24

http://www.usa.gov/webreform/state-of-the-web

information. ↩

26. To clarify the role of Chief Information Officers (CIO), the Director of the OMB issued OMB Memorandum M-11-29 (Chief Information
Officer Authorities) to the heads of Executive Departments and Agencies. In addition to their statutory responsibilities through the
Clinger-Cohen Act and related laws, Agency CIOs have a lead role in four main areas: IT Governance, Commodity IT, Program
Management, and Information Security. OMB continues to work with Congress to consolidate Commodity IT spending under the
Agency CIO. ↩

27. For a broader treatment of this issue, refer to the Federal Shared Services Strategy. ↩

28. Figures on mobile spending, including call-out box, drawn from research of the Federal Strategic Sourcing Initiative. See
http://www.gsa.gov/portal/content/105156 for more information. ↩

29. Examples of commodity IT services identified in OMB Memorandum M-11-29 include IT Infrastructure (e.g. Data Centers, Networks,
Desktop Computers, Mobile Devices), Enterprise IT Systems (e.g. E-mail, Collaboration Tools, Identity and Access Management,
Security, Web Infrastructure), Business Systems (e.g. Finance, Human Resources, Other Administrative Functions). ↩

30. Under OMB Memorandum M-12-10 (Implementing PortfolioStat), agency Chief Operating Officers (COO) are required to lead an
annual agency-wide IT portfolio review (PortfolioStat) to reduce duplication within commodity IT by shifting to intra- and inter-agency
shared services. This includes acquisitions for acquiring mobile devices, applications, and wireless telecommunications services. See
http://www.whitehouse.gov/sites/default/files/omb/memoranda/2012/m-12-10 for more information. ↩

31. In support of the Administrative Efficiency Initiative, Executive Order 13589 (Promoting Efficient Spending) asks agencies to assess
current employee device inventories and usage and establish controls to ensure that they are not paying for unused or underutilized
IT equipment, installed software, or services. This includes limiting the number of devices (e.g., mobile phones, tablets) issued to
employees. See http://www.whitehouse.gov/the-press-office/2011/11/09/executive-order-promoting-efficient-spending for more
information. ↩

32. Responsive web design is a method of designing content so that it can be re-sized to fit on various screen sizes ( e.g. designing a
service to work well on both a laptop screen and a smartphone, without the need to design and maintain separate “standard” and
“mobile” sites). ↩

33. Search engine optimization involves understanding how search engines work and designing content around those standards to boost
content’s ranking in search results. ↩

34. Top tasks are the things customers most often try to accomplish when accessing an organization’s services, whether finding specific
information or completing some transaction (e.g. filing taxes). ↩

35. Section 508 of the Rehabilitation Act of 1973 requires that federal employees and members of the public with disabilities have access
to the government’s digital information and services comparable to individuals without disabilities, unless an undue burden would be
imposed on the agency. See http://www.access-board.gov/508.htm for more information. ↩

36. HTML5 is the fifth revision of the Hypertext Markup Language standard used to code content for the Web. HTML5 makes it possible
to embed video, audio, animations and other features without the use of third-party plugins and can be used to build cross-platform
mobile applications. ↩

37. CSS3 is the current standard for Cascading Style Sheets, a language used to specify look and feel of digital content, and used
separately from the markup language (e.g., HTML) so as to separate content from presentation. ↩

38. The Federal Acquisition Regulation (FAR) requires all new information technology acquisitions using Internet Protocol (IP) to include
IPv6 requirements expressed using the USGv6 Profile and to require vendors to document their compliance with those requirements
through the USGv6 Testing Program. Agencies shall institute processes to include language in solicitations and contracts, where
applicable. For additional information, a copy of the September 2010 memorandum and IPv6 Frequently Asked Questions can be
found at www.cio.gov. ↩

39. The list of externally-issued credential providers that have been certified as being in accordance with government-wide requirements
is at http://www.idmanagement.gov/pages.cfm/page/ICAM-TrustFramework-IDP (for non-PKI solutions) and at

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref25

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref26

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref27

http://www.gsa.gov/portal/content/105156

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref28

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref29

http://www.whitehouse.gov/sites/default/files/omb/memoranda/2012/m-12-10

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref30

http://www.whitehouse.gov/the-press-office/2011/11/09/executive-order-promoting-efficient-spending

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref31

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref32

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref33

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref34

http://www.access-board.gov/508.htm

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref35

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref36

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref37

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/www.cio.gov

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref38

http://www.idmanagement.gov/pages.cfm/page/Federal-PKI-Management-Authority-entities-crosscertified-with-the-FBCA (for PKI
solutions). These are the only externally-issued credentials which may be accepted. See Federal CIO Memorandum on Requirements
for Accepting Externally-Issued Identity Credentials http://www.cio.gov/documents/OMBReqforAcceptingExternally_IssuedIdCred10-
6-2011 for more information. ↩

40. See OMB Memorandum M-05-04 (Policies for Federal Agency Public Websites)
http://www.whitehouse.gov/sites/default/files/omb/memoranda/fy2005/m05-04 for more information. ↩

41. All existing federal requirements for data protection and remote access are applicable to mobile devices. For example, the security
requirements in the Federal Information Security Management Act of 2002 (FISMA), OMB Circular A-130, NIST FIPS 140-2, NIST
FIPS 199, and NIST FIPS 200, apply (including appropriate security and privacy controls specified in NIST Special Publication 800-
53). Agencies should specify security requirements during the acquisition process and ensure that procurements capture the
requirements of the Federal Acquisition Regulation (e.g. 52.225-5, Trade Agreements), OMB policy (e.g. OMB Memorandum M-06-16
and OMB Memorandum M-07-16), and NIST standards and guidelines. ↩

42. See http://goals.performance.gov/goals_2013 for more information on the Cross-Agency Priority Goal for Cybersecurity. ↩

43. Organizational Risk Management is a key element in an organization’s information security program. A risk-based approach to
securing information technology involves categorizing an information system and the information in that system based on an impact
analysis, then selecting and implementing appropriate security controls. See http://csrc.nist.gov/groups/SMA/fisma/framework.html
for more information. ↩

44. Cloud services authorized through the Federal Risk and Authorization Management Program (FedRAMP) will meet standardized
security requirements and address cybersecurity priorities such as continuous monitoring and TIC. See www.FedRAMP.gov for more
information. ↩

45. For example, commercial Identity Providers approved for use under the Federal ICAM initiative have gone through a certification
process to ensure that their solutions support federal privacy and security rules. See
http://www.idmanagement.gov/pages.cfm/page/ICAM for more information. ↩

http://www.cio.gov/documents/OMBReqforAcceptingExternally_IssuedIdCred10-6-2011

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref39

http://www.whitehouse.gov/sites/default/files/omb/memoranda/fy2005/m05-04

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref40

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref41

http://goals.performance.gov/goals_2013

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref42

http://csrc.nist.gov/groups/SMA/fisma/framework.html

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref43

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/www.FedRAMP.gov

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref44

http://www.idmanagement.gov/pages.cfm/page/ICAM

https://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html#fnref45

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