Exhibit 300 (BY2010) for HHS Enterprise E-mail System (HHSMail)

1. Date of Submission:

2009-04-10

2. Agency:

009

3. Bureau:

00

4. Name of this Capital Asset:

HHS Enterprise E-mail System (HHSMail)

5. Unique Project Identifier:

009-00-02-00-01-0009-00

6. What kind of investment will this be in FY2010?

Mixed Life Cycle

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

FY2003

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 HHS Enterprise E-mail initiative designed and implemented an enterprise-wide E-mail and calendaring solution to meet the Department's needs. This initiative was one of several strategic IT initiatives associated with the Department's enterprise-wide IT consolidation effort and supported the Secretary's One HHS vision. The primary goal of this initiative was to consolidate and centrally manage the Department's e-mail infrastructure that was housed throughout 7 disparate systems. This is a close-out Exhibit 300. The implementation phase of this project was completed in Q2 of FY08. The O&M phase of this project will officially begin on October 1, 2008 when control is transferred to the HHS Program Support Center (PSC). When PSC takes control of this initiative they will report this initiative's OMB 300 data as part of their OMB 300 submission for the HHS Consolidated Infrastructure. Therefore, all of the data for FY09 and beyond have been removed from this OMB 300.

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?

Waiver Issued

11.b. When was the Program/Project Manager Assigned?

2004-02-27

11.c. What date did the Program/Project Manager receive the FACP/PM certification? If the certification has not been issued, what is the anticipated date for certification?

2009-07-31

12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.

yes

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?)

HHS Mail closely aligns with the Expanded E-Gov initiative, which seeks to provide timely and accurate information while ensuring security and privacy. HHS Mail will streamline and modernize HHS' legacy E-Mail infrastructure, consolidating several disparate e-mail systems into one virtual e-mail system. Standardizing on one e-mail system will make it more efficient to collaborate and share data across govt. boundaries, and make it easier for private citizens to communicate with the Department.

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 2

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	0
Software	0
Services	95
Other	5

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	Suzi Connor
Phone Number	202-260-5528
Title	Program Director
Email	Suzi.connor@hhs.gov

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

no

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

no

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 -2007	PY 2008	CY 2009	BY 2010
Planning Budgetary Resources	2.432	0.608	0.000	0.000
Acquisition Budgetary Resources	28.800	4.240	0.000	0.000
Maintenance Budgetary Resources	26.340	11.871	0.000	0.000
Government FTE Cost	0.200	0.517	0.000	0.000
# of FTEs	1	3	0	0

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

yes

2.a. If "yes," how many and in what year?

3 FTEs will be required for each year of the contract Feb 2004 thru Dec 2009.

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.

The implementation phase of this project was completed in Q2 of FY08. The O&M phase of this project will officially begin on October 1, 2008 when control is transferred to the HHS Program Support Center (PSC). When PSC takes control of this initiative they will report this initiave's OMB 300 data as part of their OMB 300 submission for the HHS Consolidated Infrastructure. All of the data for FY09 and beyond has been removed from this OMB 300 submission since it will be reported as part of the PSC submission.

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	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Implement an e-mail system that functions as one seamless system and takes advantage of the economies of scale of requiring only one support organization to operate and maintain it.	Each OPDIV had their own seperate E-Mail system making it difficult to share calendars and other resources. And, each OPDIV had their own e-mail support team.	Implement an outsourced system that functions as one seamless system and is supported by one organization (Unisys) NIHi is the only HHS OPDIV that will not be part of the system.	Implemented an outsourced system that functions as one seamless system and is supported by one organization (Unisys). Complete implementation is scheduled for Q3 FY08 when all users (Except NIH) have been fully migrated.
2	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Eliminate the redundancies and inefficiencies caused by having to support seven different e-mail systems	Each OPDIV had their own e-mail support team making the Department's E-Mail system extremely inefficient to support and maintain	Implement an outsourced system that functions as one seamless system and is supported by one organization (Unisys). This implementation will allow the Department to take advantage of the economies of scale from the consolidation.	Implemented an outsourced system that functions as one seamless system and is supported by one organization (Unisys). Complete implementation is scheduled for Q3 FY08 when all users (Except NIH) have been fully migrated.
3	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of time thei mailbox is available	The service level agreements (SLA) are the baseline. TheSLAs are clearly measurable and are reported on monthly. The MS Exchange Servers where the mailboxes are stored must be available 99.9% of the time	The service level agreements are the target. The target SLA for system availability is 99.8% availability.	The system average availability 99.7%
4	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Internal Data Sharing	Percentage of time the Global Address book is available	The service level agreements (SLA) are the baseline. The SLAs are measurable and are reported on monthly. The baseline for all system availability SLAs is 99.9% availability.	The service level agreements are the target. The target SLA for system availability is 99.8% availability.	The system average availability 99.7%
5	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Access	Percentage of time access/sharing of calendars and other e-mail resources are available deparment-wide. Downtime will be tracked daily and reported on monthly.	The service level agreements (SLA) are the baseline. The SLAs are measurable and are reported on monthly. The baseline for all system availability SLAs is 99.9% availability.	The service level agreements are the target. The target SLA for system availability is 99.8% availability.	The system average availability 99.7%
6	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Number of minutes required to respond to a request for support	The service level agreements (SLA) are the baseline. The SLAs are measurable and are reported on monthly. The baseline for contractor response is: must respond within 30 minutes of initial request for assistance.	The target is 30 minutes or less response time	The contractor responded to all requests for assitsance within 30 minutes

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.

HHS Enterprise E-mail System (HHSMail)

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?

yes

3.a. If yes, provide the name of the segment architecture as provided in the agency’s most recent annual EA Assessment.

051-000

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	Reused Component Name	Reused UPI	Internal or External Reuse?	Funding %
1	Email Service		Collaboration	Email			No Reuse	60
2	Integrated Calendar		Collaboration	Shared Calendaring			No Reuse	40

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	Email	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Exchange Client by: Microsoft Corporation
2	Email	Service Platform and Infrastructure	Support Platforms	Wireless / Mobile	Blackberry by: Research in Motion, LTD.
3	Email	Service Access and Delivery	Delivery Channels	Intranet	Blackberry by: Research in Motion, LTD.
4	Email	Service Access and Delivery	Access Channels	Wireless / PDA	Blackberry by: Research in Motion, LTD.
5	Email	Component Framework	Business Logic	Platform Independent Technologies	Microsoft Exchange 5.5 by: Microsoft Corporation
6	Shared Calendaring	Service Access and Delivery	Access Channels	Collaboration / Communications	Blackberry by: Research in Motion, LTD.

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.

multi-OPDIV leverage for IT Infrastructure

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?

2007-05-01

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:

Project management and security are line items that are funded at industry standard percentages within this investment. Both the security and project management teams consist of govt. and contract employees. The teams meet weekly and project risk is always an agenda topic. The project managers use the Work Breakdown Structure (WBS) and other life cycle management methodologies to manage risk factors. And, the security team uses system audits/reviews and industry standard tools and appliances to manage security risks.

1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?

yes

2. Is the CV% or SV% greater than ± 10%?

no

3. Has the investment re-baselined during the past fiscal year?

no