Exhibit 300 (BY2010) for HRSA - OIT Electronic Handbooks

1. Date of Submission:

2009-04-10

2. Agency:

009

3. Bureau:

15

4. Name of this Capital Asset:

HRSA - OIT Electronic Handbooks

5. Unique Project Identifier:

009-15-01-06-01-1060-00

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?

FY2009

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 mission of HRSA is to improve and expand access to quality health care for all. HRSA assures the availability of quality health care to low income, uninsured, isolated, vulnerable and special needs populations. In meeting its mission, HRSA relies on the Electronic Handbooks (EHBs) to assist with improving the performance of HRSA funded programs, sharing data and conducting business in a more efficient manner. The EHBs currently serves more than 20,000 users in managing HRSA grants and projects. EHBs supports HRSA with program administration, grants administration and monitoring, management reporting, and performance measurement and analysis. The investment serves HRSA's goal to integrate existing grant support systems into one transparent enterprise-wide system. In conjunction with GRANTS.GOV, this system as a result has streamlined the application and administration process and has enabled applicants, grantee organizations and HRSA to communicate and conduct activities electronically. It allows HRSA to operate in a paperless fashion, with improved business efficiency, and in compliance with mandated Agency-wide and Federal policies, procedures and legislation. The investment consists of a core system (the Electronic Handbooks platform), as well as four internal performance reporting systems. The core system provides all potential grantees a means to access competitive funding opportunities published as a part of the annual HRSA Preview and to submit applications electronically. HRSA uses HHS ACF's Center of Excellence (COE) for grant award processing. The performance reporting systems are used for completing post-award reporting requirements and aid with conducting in-depth analysis of program grant allocation, use and effectiveness. The EHBs have allowed for a standardization of many of HRSA's business processes as a result of the consolidation. The following bureaus/offices have their performance systems integrated with the core EHBs system: Bureau of Health Professions, HIV/AIDS Bureau, Maternal and Child Health Bureau and Bureau of Primary Health Care. Future plans for the EHBs investment include: (1) Developing performance reporting systems for Office of Rural Health Policy, the Office of Health Information Technology and the Healthcare Systems Bureau and (2) Adding additional functionality to the core system, to include the Program Management and Final Review modules.

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

yes

9.a. If "yes," what was the date of this approval?

2008-07-30

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?

2006-10-01

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.

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
Budget Performance Integration
Expanded E-Government
Financial Performance

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?)

EHBs supports Expanded E-Gov by integrating with Grants.gov and GATES (GMLob) and providing a single location for all HRSA grant activities. EHBs provides automated business flows and enhanced process efficiencies. EHBs supports Financial Performance by improving the management of the HRSA Federal Grant Programs through more accurate and timely grants data and increased transparency. EHBs supports Budget Performance Integration by integrating grantee performance with continued funding.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?

yes

14.a. If yes, does this investment address a weakness found during the PART review?

yes

14.b. If yes, what is the name of the PARTed program?

10000274 - Health Centers

14.c. If yes, what rating did the PART receive?

Effective

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	1
Services	99
Other	0

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	Wendy Ponton
Phone Number	301.443.2053
Title	Director, Office of Management
Email	wendy.ponton@hrsa.hhs.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?

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	1.438	0.393	0.302	0.154
Acquisition Budgetary Resources	25.937	6.854	7.354	4.049
Maintenance Budgetary Resources	12.923	3.339	6.504	6.608
Government FTE Cost	3.934	1.302	1.351	1.380
# of FTEs	17	8	8	8

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

no

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

The summary of spending table has changed in order to refine the outyear estimates and include the estimates associated with BY+4 (FY2014).

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	2006	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Number of grant applications received electronically	464	900	1,041
2	2006	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Amount of time needed to respond to user issues/queries	15 business hours	13 business hours	8 business hours
3	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Amount of time till data is cleansed and available for use	14 months	13 months	12 months
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percent of total time system is available	91%	93%	93%
5	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Number of grant applications received electronically	1,041 applications	1,400 applications	1,821 applications
6	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Amount of time needed to respond to user issues/queries	8 business hours	7 business hours	4 business hours
7	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Amount of time till data is cleansed and available for use	12 months	5.5 months	5 months
8	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percent of total time system is available	93%	97.5%	99.98%
9	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	60%	65%	66%
10	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Amount of time needed to respond to user issues/queries	4 business hours	3.5 business hours	3.25 business hours
11	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Average days to respond to scope requests	180 days	90 days	48 days
12	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	50%	55%	59%
13	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	66%	75%	20% as of 12/31/2008
14	2009	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Percentage of inquiries that are responded to within 30 days	50%	70%	25% as of 12/31/2008
15	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Average days to respond to scope requests	48 days	40 days	48 days as of 12/31/2008
16	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	59%	65%	60% as of 12/31/2008
17	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	75%	85%	TBD
18	2010	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Percentage of inquiries that are responded to within 30 days	70%	80%	TBD
19	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Decrease response time to changes in grant activity change requests (scope requests) to better define government insurance liability: Average days to respond to scope requests	40 days	30 days	TBD
20	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	65%	75%	TBD
21	2011	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	85%	90%	TBD
22	2011	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Percentage of inquiries that are responded to within 30 days	80%	90%	TBD
23	2011	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Decrease response time to changes in grant activity change requests (scope requests) to better define government insurance liability: Average days to respond to scope requests	30 days	Maintain at 30 days	TBD
24	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	75%	85%	TBD
25	2012	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	90%	93%	TBD
26	2012	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Percentage of inquiries that are responded to within 30 days	90%	93%	TBD
27	2012	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Decrease response time to changes in grant activity change requests (scope requests) to better define government insurance liability: Average days to respond to scope requests	30 days	Maintain at 30 days	TBD
28	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	85%	90%	TBD
29	2013	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	93%	95%	TBD
30	2013	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Percentage of inquiries that are responded to within 30 days	93%	95%	TBD
31	2013	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Decrease response time to changes in grant activity change requests (scope requests) to better define government insurance liability: Average days to respond to scope requests	30 days	Maintain at 30 days	TBD
32	2013	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	90%	Maintain at 90%	TBD
33	2014	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Percentage of grant performance reports received electronically	95%	Maintain at 95%	TBD
34	2014	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Percentage of inquiries that are responded to within 30 days	95%	Maintain at 95%	TBD
35	2014	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Decrease response time to changes in grant activity change requests (scope requests) to better define government insurance liability: Average days to respond to scope requests	30 days	Maintain at 30 days	TBD
36	2014	Effective Management of Human Capital/Information Technology/Resources	Technology	Data Reliability and Quality	Percentage of reports submitted error-free upon first submission	90%	Maintain at 90%	TBD

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.

Continue expanded use of EHBs enterprise-wide.

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	Reused Component Name	Reused UPI	Internal or External Reuse?	Funding %
1	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Knowledge Management	Smart Documents			No Reuse	9
2	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Customer Initiated Assistance	Scheduling			No Reuse	1
3	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Knowledge Management	Information Sharing			No Reuse	9
4	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Management of Processes	Program / Project Management			No Reuse	8
5	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Customer Relationship Management	Call Center Management			No Reuse	3
6	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Reporting	Ad Hoc			No Reuse	8
7	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Data Management	Data Exchange			No Reuse	14
8	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Customer Initiated Assistance	Online Tutorials			No Reuse	8
9	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Collaboration	Task Management			No Reuse	1
10	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Routing and Scheduling	Inbound Correspondence Management			No Reuse	1
11	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Knowledge Management	Knowledge Capture			No Reuse	9
12	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Customer Relationship Management	Contact and Profile Management			No Reuse	1
13	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Tracking and Workflow	Process Tracking			No Reuse	1
14	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Organizational Management	Workgroup / Groupware			No Reuse	8
15	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Routing and Scheduling	Outbound Correspondence Management			No Reuse	1
16	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Reporting	Standardized / Canned			No Reuse	9
17	HRSA Electronic Handbooks	HRSA's Electronic Handbooks has become the Agency's means for accomplishing its mission of improving access to health care through grants and cooperative agreements to state and local government, health care providers and health professions training programs. The Handbooks have allowed for a standardization of many of HRSA's business processes. It is the automation of data collection from grantees and the respective review of that information by program and other officials.	Document Management	Library / Storage			No Reuse	9

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	Smart Documents	Component Framework	Business Logic	Platform Dependent Technologies	Visual Studio .NET by: Microsoft Corporation
2	Smart Documents	Component Framework	Business Logic	Platform Dependent Technologies	.NET 2.0 Framework by: Microsoft Corporation
3	Smart Documents	Component Framework	Business Logic	Platform Dependent Technologies	Microsoft Internet Information Services 6.0 by: Microsoft Corporation
4	Smart Documents	Component Framework	Business Logic	Platform Dependent Technologies	XMLSpy by: Altova
5	Smart Documents	Component Framework	Business Logic	Platform Dependent Technologies	CHIVE Apoc XSL-FO by: Chive Software
6	Smart Documents	Component Framework	Business Logic	Platform Dependent Technologies	ActivePDF ToolKit by: activePDF, Inc.
7	Scheduling	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2003 Server by: Microsoft Corporation
8	Information Sharing	Component Framework	Business Logic	Platform Dependent Technologies	Adobe Captivate by: Adobe Systems
9	Program / Project Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005 by: Microsoft Corporation
10	Program / Project Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2000 by: Microsoft Corporation
11	Program / Project Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2003 Server by: Microsoft Corporation
12	Call Center Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Nortel ACD by: Nortel Networks
13	Call Center Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Remedy by: BMC Software, Inc.
14	Ad Hoc	Component Framework	Data Management	Reporting and Analysis	Business Objects Crystal Reports 11 by: SAP AG
15	Data Exchange	Component Framework	Data Interchange	Data Exchange	SOAP by: World Wide Web Consortium
16	Online Tutorials	Service Access and Delivery	Delivery Channels	Internet	Windows Internet Explorer by: Microsoft Corporation
17	Online Tutorials	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Macromedia RoboHelp by: Adobe Systems
18	Online Tutorials	Component Framework	Business Logic	Platform Dependent Technologies	Adobe Captivate by: Adobe Systems
19	Task Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005 by: Microsoft Corporation
20	Task Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2000 by: Microsoft Corporation
21	Task Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2003 Server by: Microsoft Corporation
22	Inbound Correspondence Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005 by: Microsoft Corporation
23	Inbound Correspondence Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2000 by: Microsoft Corporation
24	Inbound Correspondence Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2003 Server by: Microsoft Corporation
25	Inbound Correspondence Management	Component Framework	Security	Supporting Security Services	IIS Internet Scanner vulnerability analysis by: IBM Internet Security Systems
26	Knowledge Capture	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005 by: Microsoft Corporation
27	Knowledge Capture	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2000 by: Microsoft Corporation
28	Knowledge Capture	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2003 Server by: Microsoft Corporation
29	Contact and Profile Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2000 by: Microsoft Corporation
30	Contact and Profile Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005 by: Microsoft Corporation
31	Contact and Profile Management	Service Access and Delivery	Service Transport	Supporting Network Services	Microsoft Active Directory by: Microsoft Corporation
32	Process Tracking	Component Framework	Business Logic	Platform Dependent Technologies	Visual Studio .NET 2003 by: Microsoft Corporation
33	Process Tracking	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Microsoft Visual Basic .Net by: Microsoft Corporation
34	Process Tracking	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Visual Studio 6.0 by: Microsoft Corporation
35	Process Tracking	Component Framework	Business Logic	Platform Dependent Technologies	.NET 2.0 Framework by: Microsoft Corporation
36	Process Tracking	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Macromedia RoboHelp by: Adobe Systems
37	Workgroup / Groupware	Service Access and Delivery	Service Transport	Supporting Network Services	Microsoft Active Directory by: Microsoft Corporation
38	Outbound Correspondence Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005 by: Microsoft Corporation
39	Outbound Correspondence Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2000 by: Microsoft Corporation
40	Outbound Correspondence Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2003 Server by: Microsoft Corporation
41	Outbound Correspondence Management	Component Framework	Security	Supporting Security Services	IIS Internet Scanner vulnerability analysis by: IBM Internet Security Systems
42	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	Microsoft Reporting Services 2005 by: Microsoft Corporation
43	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	Business Objects Crystal Reports 11 by: SAP AG
44	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	PopChart by: CORDA Technologies, Inc.
45	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	BRIO by: Oracle Corporation
46	Library / Storage	Service Platform and Infrastructure	Database / Storage	Storage	Microsoft SQL Server 2000 by: Microsoft Corporation

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.

Yes, Grants.Gov

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?

2007-05-11

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:

A risk assessment of the EHBs investment was conducted to quantify risks and adequately account for risk in the life cycle cost. The risks analyzed derive from the EHBs risk management plan and ongoing risk management discussions. Once identified, risks are quantified by assigning probability and cost impact. Mitigation strategies are developed for the risks. During this effort, the costs necessary for the implementation of the mitigation strategy are also captured. These costs will be added to the project budget as contingency funds. The last step for risk assessment is to adjust cost elements directly. In order to define an appropriate level of impact on costs, each risk is considered with the effects of mitigation. Mitigated risks will have lower probabilities and impacts, but often enough, risk cannot be entirely eradicated. This residual risk, in the form of a multiplier, is applied to those individual cost elements that may be affected by such risk. For example, the probability of a schedule risk occurring is multiplied by the impact of the risk on schedule and those schedule-dependent cost elements. Risk adjusted costs are then inflated to present realistic life cycle cost estimates.

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?

yes

3.a. If yes, when was it approved by the agency head?

2008-08-11