HHS Home > OCIO Home > Capital Planning & Budget > Exhibit 300

Exhibit 300 (BY2009) - National Select Agent Registry (NSAR) (formerly SATERIS), Centers for Disease Control and Prevention

PART ONE

OVERVIEW

1. Date of Submission:: 2008-02-04

2. Agency:: 009

3. Bureau:: 20

4. Name of this Capital Asset:: CDC National Select Agent Registry (NSAR) (formerly SATERIS)

5. Unique Project Identifier:: 009-20-01-03-01-0547-00

6. What kind of investment will this be in FY2009?: Mixed Life Cycle

7. What was the first budget year this investment was submitted to OMB?: FY2005

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.: The purpose of the joint CDC/HHS and APHIS/USDA inter-agency NSAR program is to support Public Law 107-188 by providing a single shared national database of information about regulated entities for Select Agent (SA) Program. The investment includes system software design & development, integration of COTS products, maintenance of the hardware, software, and database. Initial performance gaps include: inadequate database to collect, enter, process and report this information to appropriate authorities. It was difficult to manage the information necessary to regulate the Select Agent program. This investment addresses the performance gaps. It supports PMA-EGov by minimizing data entry redundancy through a single national database shared by CDC/APHIS, will improve information sharing when we implement collaborative electronic inter-agency approvals and will be able to reduce reporting burden for the regulated community when they have ability to complete/submit registration forms electronically. NSAR successfully merged their two select agent customer-facing websites into one shared national system. HHS obtained an agency neutral domain name for their shared system which is in use and serves as a single portal for SA information and for obtaining electronic forms for entities. Improvements in data collection accuracy, efficiency, & reporting have contributed to significant program performance improvements. Key capabilities provided: joint SA system architecture, a robust database, user based access, user interface, query, routine/ad-hoc reports and letters, document tracking, audit trails Targeted performance & productivity improvements include: reduction in the number of days to complete/process registrations through improved data entry and reporting, reduction in data entry error and unifying efficient information flows between agencies, minimizing redundant activities, and the reduction of the reporting burdens on the entities in cases of overlap agents. NSAR is designed to provide collaborative e-government activities between HHS, USDA, and DOJ. The joint inter-agency secure NSAR will provide regulated community capability to electronically submit SA forms thereby increasing process time. The impact of not fully funding this investment would include the loss of CDC's capability to efficiently comply with the mandates of PL 107-188,inability to register entities in a timely fashion, and inefficient inter-agency collaborative activities.

9. Did the Agency's Executive/Investment Committee approve this request?: yes

9.a. If "yes," what was the date of this approval?: 2007-06-26

10. Did the Project Manager review this Exhibit?: yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?: Mid/Journeyman-level

12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.: no

12.a. Will this investment include electronic assets (including computers)?: yes

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only): no

13. Does this investment directly support one of the PMA initiatives?: yes

If yes, select the initiatives that apply:

Initiative Name
Expanded E-Government

13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?): Gaps: inadequate database to collect, enter, process, report, redundant data entry, collaborations with APHIS. Supports eGov: minimizes data entry redundancy through a single joint national db, information sharing through inter-agency e-communications, reduce reporting burden for regulated community with e-submissions. Performance/productivity improvements: reduce registration time, data entry/reporting, robust database, efficient inter-agency collaboration, reduce entity reporting burden.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?: no

15. Is this investment for information technology?: yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?: Level 3

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance): (1) Project manager has been validated as qualified for this investment

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?: no

19. Is this a financial management system?: no

20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)

Area	Percentage
Hardware	4
Software	6
Services	88
Other	3

21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?: n/a

22. Contact information of individual responsible for privacy related questions.

Name	Alice M. Brown
Phone Number	770-488-8223
Title	IT Security Project Manager
Email	AMBrown1@cdc.gov

23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?: yes

24. Does this investment directly support one of the GAO High Risk Areas?: yes

SUMMARY OF SPEND

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report. All amounts represent Budget Authority Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies). Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2006	PY 2007	CY 2008	BY 2009
Planning Budgetary Resources	0.000	0.036	0.037	0.038
Acquisition Budgetary Resources	13.546	3.177	3.340	3.000
Maintenance Budgetary Resources	6.450	3.369	4.000	4.160
Government FTE Cost	1.180	0.260	0.280	0.290
# of FTEs	10	2	2	2

2. Will this project require the agency to hire additional FTE's?: yes

2.a. If "yes," how many and in what year?: We would like to hire 1 FTE by 2009

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.: A small across-the-board budget reduction for the current budget year, unrelated to investment performance, was directed by CDC with a relatively minor impact to scope and schedule.

PERFORMANCE

In order to successfully address this area of the exhibit 300, performance goals must be provided for the agency and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic goals, and performance measures (indicators) must be provided. These goals need to map to the gap in the agency's strategic goals and objectives this investment is designed to fill. They are the internal and external performance benefits this investment is expected to deliver to the agency (e.g., improve efficiency by 60 percent, increase citizen participation by 300 percent a year to achieve an overall citizen participation rate of 75 percent by FY 2xxx, etc.). The goals must be clearly measurable investment outcomes, and if applicable, investment outputs. They do not include the completion date of the module, milestones, or investment, or general goals, such as, significant, better, improved that do not have a quantitative measure.

Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2005	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	5% in 180 days	10% in 180 days	10% in 180 days
2	2005	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Customer Results	Availability	Total system up-time	90%	>90%	System deployment delayed - no results.
3	2005	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	7-8%	5-6%	System deployment delayed - no results.
4	2005	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	Manual process	Convert to electronic	System deployment delayed - no results.
5	2006	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	10% in 180 days	45% in 180 days	The program met its intended goal.
6	2006	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Customer Results	Availability	Total system up-time	90%	>90%	Currently exceeding 99% up-time
7	2006	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	7-8%	6-7%	Staff learning new system, progress being made.
8	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	Manual process	Convert to electronic	System deployment delayed due to CDC ID proofing issues
9	2007	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	45% in 180 days	95% in 180 days	The program Met its intended goal.
10	2007	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Customer Results	Availability	Total system up-time	90%	>90%	Currently exceeding 99% up-time
11	2007	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	6-7%	5-6%	The program Met its intended goal.
12	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	>60 days	45-60 days	System deployment delayed due to CDC ID proofing issues
13	2008	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	95% in 180 days	45% in 120 days
14	2008	S.O. 2.3 - Promote and encourage preventive health care, including mental health, lifelong healthy behaviors, and recovery	Customer Results	Availability	Total system up-time	90%	>90%
15	2008	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	5-6%	4-5%
16	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	45-60 days	30-45 days
17	2009	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	45% in 120 days	95% in 120 days
18	2009	S.O. 2.3 - Promote and encourage preventive health care, including mental health, lifelong healthy behaviors, and recovery	Customer Results	Availability	Total system up-time	90%	>90%
19	2009	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	4-5%	3-4%
20	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	30-45 days	20-30 days
21	2010	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	95% in 120 days	45% in 90 days
22	2010	S.O. 2.3 - Promote and encourage preventive health care, including mental health, lifelong healthy behaviors, and recovery	Customer Results	Availability	Total system up-time	90%	>90%
23	2010	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	4%	<4%
24	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	20-30 days	15-20 days
25	2011	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	45% in 90 days	95% in 90 days
26	2011	S.O. 2.3 - Promote and encourage preventive health care, including mental health, lifelong healthy behaviors, and recovery	Customer Results	Availability	Total system up-time	90%	>90%
27	2011	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	3-4%	<4%
28	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	15-20 days	<15 days
29	2012	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	45% in 90 days	95% in 90 days
30	2012	S.O. 2.3 - Promote and encourage preventive health care, including mental health, lifelong healthy behaviors, and recovery	Customer Results	Availability	Total system up-time	90%	>90%
31	2012	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	3-4%	<4%
32	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	45% in 90 days	<15 days
33	2013	S.O. 2.1 - Prevent the spread of infectious diseases	Mission and Business Results	Key Asset and Critical Infrastructure Protection	Completed SA entity registrations within 180 days of receipt	45% in 90 days	95% in 90 days
34	2013	S.O. 2.3 - Promote and encourage preventive health care, including mental health, lifelong healthy behaviors, and recovery	Customer Results	Availability	Total system up-time	90%	>90%
35	2013	S.O. 4.3 - Conduct and oversee applied research to improve health and well-being	Processes and Activities	Errors	Data entry error rate	3-4%	<4%
36	2013	Effective Management of Human Capital/Information Technology/Resources	Technology	External Data Sharing	Inter-agency electronic concurrence	45% in 90 days	<15 days

Enterprise Architecture

In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA.

1. Is this investment included in your agency's target enterprise architecture?: yes

2. Is this investment included in the agency's EA Transition Strategy?: yes

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.: CDC National Select Agent Registry (NSAR)

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?: no

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/. Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM. Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission. Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government. Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Internal or External Reuse?	Funding %
1	Query	Defines the set of capabilities that support retrieval of records that satisfy specific query selection criteria.	Search	Query	No Reuse	15
2	Inbound Correspondence Management	Defines the set of capabilities that manage externally initiated communication between an organization and its stakeholders.	Routing and Scheduling	Inbound Correspondence Management	No Reuse	15
3	Outbound Correspondence Management	Defines the set of capabilities that manage internally initiated communication between an organization and its stakeholders.	Routing and Scheduling	Outbound Correspondence Management	No Reuse	15
4	Information Retrieval	Defines the set of capabilities that allow access to data and information for use by an organization and its stakeholders.	Knowledge Management	Information Retrieval	No Reuse	15
5	Data Integration	Defines the set of capabilities that support the organization of data from separate data sources into a single source using middleware or application integration and the modification of system data models to capture new information within a single system.	Development and Integration	Data Integration	No Reuse	10
6	Change Management	Defines the set of capabilities that control the process for updates or modifications to the existing documents, software or business processes of an organization.	Management of Processes	Change Management	No Reuse	10
7	Reservations / Registration	Defines the set of capabilities that allow electronic enrollment and confirmations for services.	Customer Initiated Assistance	Reservations / Registration	No Reuse	20

5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment. FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications. Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate.

Row	SRM Component	>Service Area	Service Category	Service Standard	Service Specification (i.e., vendor and product name)
1	Inbound Correspondence Management	Service Access and Delivery	Service Requirements	Legislative / Compliance	36 CFR Part 1194
2	Reservations / Registration	Service Platform and Infrastructure	Delivery Servers	Application Servers	BEA WebLogic Platform
3	Inbound Correspondence Management	Service Platform and Infrastructure	Software Engineering	Test Management	Bobby
4	Inbound Correspondence Management	Component Framework	Security	Supporting Security Services	Check Point Firewall
5	Query	Component Framework	Data Management	Reporting and Analysis	Crystal Reports
6	Data Integration	Service Interface and Integration	Integration	Middleware	Distributed Component Object Model
7	Change Management	Component Framework	Business Logic	Platform Dependent	Documentum
8	Data Integration	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Eclipse
9	Inbound Correspondence Management	Component Framework	Business Logic	Platform Independent	Enteprise Java Beans
10	Inbound Correspondence Management	Service Interface and Integration	Interoperability	Data Format / Classification	Extensible Markup Language (XML) 1.1
11	Inbound Correspondence Management	Component Framework	Presentation / Interface	Static Display	Hyper Text Markup Language
12	Inbound Correspondence Management	Component Framework	Presentation / Interface	Static Display	Hypertext Transfer Protocol with SSL
13	Inbound Correspondence Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	Integrated Services Digital Network (ISDN) - Core Aspects of Frame Protocol for Use with Frame Relay Bearer Service
14	Inbound Correspondence Management	Service Platform and Infrastructure	Support Platforms	Platform Independent	Java 2 Enterprise Edition
15	Inbound Correspondence Management	Component Framework	Data Management	Database Connectivity	Java DataBase Connectivity (JDBC)
16	Inbound Correspondence Management	Component Framework	Presentation / Interface	Dynamic Server-Side Display	Java Server Pages
17	Inbound Correspondence Management	Component Framework	Business Logic	Platform Independent	Java Servlet (JSR 53)
18	Inbound Correspondence Management	Component Framework	Business Logic	Platform Independent	JavaScript
19	Inbound Correspondence Management	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	jBuilder
20	Inbound Correspondence Management	Service Platform and Infrastructure	Software Engineering	Test Management	JProfiler
21	Information Retrieval	Service Access and Delivery	Service Transport	Supporting Network Services	Lightweight Directory Access Protocol
22	Inbound Correspondence Management	Service Access and Delivery	Service Transport	Supporting Network Services	Microsoft Active Directory
23	Reservations / Registration	Service Platform and Infrastructure	Delivery Servers	Web Servers	Microsoft Internet Information Services
24	Inbound Correspondence Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server
25	Information Retrieval	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Microsoft Windows 2000
26	Inbound Correspondence Management	Service Access and Delivery	Access Channels	Web Browser	Mozilla Firefox
27	Information Retrieval	Service Access and Delivery	Service Transport	Supporting Network Services	Multipurpose Internet Mail Extensions
28	Query	Service Platform and Infrastructure	Hardware / Infrastructure	Peripherals	Network Attached Storage, EMC
29	Data Integration	Component Framework	Data Management	Database Connectivity	Open Database Connectivity
30	Change Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Rational ClearQuest
31	Change Management	Service Platform and Infrastructure	Software Engineering	Test Management	Rational RequisitePro
32	Change Management	Service Platform and Infrastructure	Software Engineering	Modeling	Rational Rose
33	Inbound Correspondence Management	Service Platform and Infrastructure	Hardware / Infrastructure	Peripherals	Scanner
34	Inbound Correspondence Management	Component Framework	Security	Certificates / Digital Signatures	Secure Sockets Layer
35	Information Retrieval	Component Framework	Data Interchange	Data Exchange	SOAP
36	Query	Service Platform and Infrastructure	Database / Storage	Database	SQL
37	Query	Service Interface and Integration	Integration	Middleware	SQL
38	Information Retrieval	Service Access and Delivery	Service Transport	Supporting Network Services	T1
39	Information Retrieval	Service Access and Delivery	Service Transport	Supporting Network Services	T3
40	Inbound Correspondence Management	Service Access and Delivery	Service Transport	Service Transport	TCP/IP
41	Outbound Correspondence Management	Component Framework	Security	Certificates / Digital Signatures	The Transport Layer Security (TLS) Protocol Version 1.1
42	Change Management	Service Platform and Infrastructure	Database / Storage	Storage	Veritas NetBackup
43	Information Retrieval	Service Access and Delivery	Access Channels	Other Electronic Channels	Web Service
44	Information Retrieval	Service Interface and Integration	Interface	Service Description / Interface	Web Services Description Language (WSDL)
45	Inbound Correspondence Management	Service Access and Delivery	Access Channels	Web Browser	Windows Internet Explorer 6.0
46	Inbound Correspondence Management	Service Interface and Integration	Interoperability	Data Types / Validation	XML Schema
47	Inbound Correspondence Management	Service Interface and Integration	Interoperability	Data Transformation	XSL/T

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?: yes

6.a. If yes, please describe.: This investment leverages: Federal Health Architecture (FHA)

PART TWO

RISK

You should perform a risk assessment during the early planning and initial concept phase of the investment's life-cycle, develop a risk-adjusted life-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing risk throughout the investment's life-cycle.

Answer the following questions to describe how you are managing investment risks.

1. Does the investment have a Risk Management Plan?: yes

1.a. If yes, what is the date of the plan?: 2006-08-04

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?: no

3. Briefly describe how investment risks are reflected in the life cycle cost estimate and investment schedule:: Schedule Risk from external dependencies is mitigated through the use of conservative milestone completion date estimates. Previous experience with integration efforts with both external agencies (CDC's Secure Data Network and USDA/APHIS) has provided historical context for adjusting internal schedule estimates with appropriate additional calendar time (adjusted at a macro level since we do not have a contractual relationship with either of the agencies with which we have schedule dependencies). Internal schedule risks are also accounted for through milestone estimate adjustments for historical experience, though are more directly tied to specific WBS tasks. The investment development effort is a complex project with multiple time-phased releases, however the major architectural elements are complete, integrated, and deployed; they no longer represent significant schedule risk. Initial Cost Risk is no longer a major factor since the investment has attained initial operational deployment and is 4 years into its contract. In addition, several major changes of direction for the program, driven both internally and through external direction (e.g., OMB direction to change development to a joint inter-agency system) make original cost estimates invalid. This investment is incrementally funded through annual exercise of option years to the contract base year (each year is fully funded/committed as funds are available). The original, modified, and current investment budget cost estimates are OMB approved. Lifecycle Cost Risk is estimated against the base year and 4 option years of the current contract, plus an additional estimated five years of use. Original Cost Benefit Analysis (CBA) figures present a Benefit-Cost Ratio of 1.64 with a payback period of approximately 7 years. As noted in the schedule risk and initial cost risk sections above, schedule adjustments have been made for both internal and external schedule risks, and associated cost estimates have been approved by OMB. The costs reported to OMB and used in the CBA include all development costs (DME) for the current contract period and estimated maintenance costs of the system/software for the projected five year follow-on contract (in line with the expected life cycle of the system). Earned Value Management information is reported monthly and overall investment cost and schedule variances are and expected to remain well below 10% for the remainder of the contract.

COST & SCHEDULE

1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?: no

2. Is the CV% or SV% greater than ± 10%?: no

3. Has the investment re-baselined during the past fiscal year?: no