Exhibit 300 (BY2010) for NIH CIT Central Accounting System (CAS)

1. Date of Submission:

2009-03-05

2. Agency:

009

3. Bureau:

25

4. Name of this Capital Asset:

NIH CIT Central Accounting System (CAS)

5. Unique Project Identifier:

009-25-01-01-01-3101-00

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

Operations and Maintenance

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

FY2001 or earlier

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 CAS, which was developed in 1978, was reviewed by the NIH and a decision was made to migrate its functionality to the NIH Business System (NBS), a component of the HHS Uniform Financial Management System (UFMS). The CAS is a critical component in the operations of the NBS since it continues to process transactions from the Administrative Data Base (ADB), Central Payroll, Payment Management System (PMS), and Information for Management, Planning, Analysis and Coordination (IMPAC)/eRA. The NBS is a component of the HHS UFMS project which has consolidated many administrative legacy systems within HHS, and improve the financial management of HHS; a key PMA initiative. Please refer to NBS project # 009-25-01-01-01-4601. The CAS project resides in the Division of Enterprise and Custom Applications, Center for Information Technology, NIH. The CAS is a legacy system project that almost thirty years old, and processes accounting and financial transactions for the NIH. It processes data from the ADB, Central Payroll, PMS, IMPAC/eRA. The CAS provides data exchange to the ADB, PMS and IMPAC. Data is extracted from the CAS nightly and made available to the NIH through the NIH Data Warehouse/nVision. In the past, the CAS produced a wide range of reports that detail spending within the Agency. These reports are now being generated by the NBS since NBS is now the financial system of record. In addition, financial reports previously generated for the Department of Health and Human Services, the Treasury Department, the Office of Management and Budget, and the Public Health Service are also now being generated by the NBS. The NIH Business System (NBS) will eventually totally replace the CAS. The number of financial transactions being processed by the CAS continues to diminish as modules within the NBS are being deployed. The CAS project has been extended to allow for completion of the NIH NBS. If the CAS is not funded, the NIH will not have an automated means of processing the accounting and financial transactions still originating from the remaining, limited ADB functions, Payroll, PMS, and IMPAC/eRA systems.

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?

2000-01-01

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
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?)

The CAS is a key element in implementing the PMA initiative of improving financial performance because it efficiently integrates data from the legacy ADB system, PMS, Payroll, and eRA with the NBS and continued operation of this system is essential to the ongoing operations of the NBS which is a component of the HHS UFMS project. which will consolidate many administrative legacy systems within HHS, and improve the financial management of HHS.

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?

yes

19.a. If yes, does this investment address a FFMIA compliance area?

yes

19.a.1. If yes, which compliance area:

Supports Federal Accounting Standards

19.b. If yes, please identify the system name(s) and system acronym(s) as reported in the most recent financial systems inventory update required by Circular A11 section 52.

The NIH Central Accounting System (CAS)

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

Area	Percentage
Hardware	29
Software	1
Services	66
Other	4

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	Karen Pla
Phone Number	301-402-6201
Title	NIH Privacy Act Officer
Email	plak@mail.nih.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	0.000	0.000	0.000	0.000
Acquisition Budgetary Resources	0.000	0.000	0.000	0.000
Maintenance Budgetary Resources	7.820	0.521	0.521	0.617
Government FTE Cost	1.010	0.229	0.229	0.123
# of FTEs	6	2	2	1

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.

CAS is a legacy system and remains a major investment because, until 2008, costs were more than $500,000 per year. In FY 2008 costs were below the established threshold for major financial management investments and will continue at a lower level in the future. When final budgetary information is available, the investment documentation will be updated to reflect more accurate cost information and THIS INVESTMENT WILL BE REBASELINED TO REFLECT THE REVISED COSTS FOR THE REMAINDER OF THE LIFECYCLE.

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	System Maintenance	Variance of cost from Plan	0.00	0.00	0.00
2	2006	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	99.99%
3	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Reliability	Percentage of time that processing occurs according to planned schedule	99.99%	99.5%	99.99%
4	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	.002	.005	.002
5	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Maintenance	Variance of cost from Plan	0.00	0.00	0.0
6	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	99.99
7	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Reliability	Percentage of time that processing occurs according to planned schedule	99.99%	99.5%	99.99
8	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	.002	.005	.002
9	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Maintenance	Variance of cost from Plan	0.00	0.05	.01
10	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	99.5
11	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Reliability	Percentage of time that processing occurs according to planned schedule	99.99%	99.5%	99.9
12	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	.002	.005	.001
13	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Maintenance	Variance of cost from Plan	0.00	0.00	TBD
14	2009	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	TBD
15	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Reliability	Percentage of time that processing occurs according to planned schedule	99.99%	99.5%	TBD
16	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	.002	.005	TBD
17	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Maintenance	Variance of cost from Plan	0.00	0.00	TBD
18	2010	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	TBD
19	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time that processing occurs according to planned schedule	.002	.005	TBD
20	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	99.99%	99.5%	TBD
21	2011	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Maintenance	Variance of cost from Plan	0.00	0.00	TBD
22	2011	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	TBD
23	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time that processing occurs according to planned schedule	.002	.005	TBD
24	2011	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	99.99%	99.5%	TBD
25	2012	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	System Maintenance	Variance of cost from Plan	0.00	0.00	TBD
26	2012	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Service Availability	Percentage of time that System is available to users during the 12 hour daily schedule	99.99%	99.5%	TBD
27	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time that processing occurs according to planned schedule	.002	.005	TBD
28	2012	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Errors	Percentage of errors reported	99.99%	99.5%	TBD
29	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Payments	Number of payments meeting prompt payment act and interest paid.	99.99%	99.5	as of 2/28/09 - 90.00%
30	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Payments	Number of payments meeting prompt payment act and interest paid.	TBD	TBD	TBD
31	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Payments	Number of payments meeting prompt payment act and interest paid.	TBD	TBD	TBD
32	2011	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Payments	Number of payments meeting prompt payment act and interest paid.	TBD	TBD	TBD
33	2012	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Payments	Number of payments meeting prompt payment act and interest paid.	TBD	TBD	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.

NIH CIT Central Accounting System (CAS)

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.

032-000

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	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Financial Management	Activity-Based Management			No Reuse	3
2	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Financial Management	Payment / Settlement			No Reuse	21
3	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Business Intelligence	Decision Support and Planning			No Reuse	10
4	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Reporting	Ad Hoc			No Reuse	3
5	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Financial Management	Revenue Management			No Reuse	1
6	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Asset / Materials Management	Property / Asset Management			No Reuse	0
7	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Asset / Materials Management	Asset Transfer, Allocation, and Maintenance			No Reuse	1
8	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Reporting	Standardized / Canned			No Reuse	1
9	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Asset / Materials Management	Asset Cataloging / Identification			No Reuse	1
10	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Security Management	Access Control			No Reuse	2
11	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Financial Management	Auditing			No Reuse	10
12	NIH CIT Central Accounting System (CAS)	The CAS is a financial system that is being replaced by the NBS, a component of the HHS UFMS. The CAS processes 70% of NIH's financial transactions.	Financial Management	Billing and Accounting			No Reuse	45

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	Activity-Based Management	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
2	Activity-Based Management	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
3	Activity-Based Management	Component Framework	User Presentation / Interface	Static Display	QWS3270 by: TBD
4	Payment / Settlement	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
5	Payment / Settlement	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
6	Payment / Settlement	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
7	Payment / Settlement	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
8	Decision Support and Planning	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
9	Decision Support and Planning	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
10	Ad Hoc	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
11	Ad Hoc	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
12	Ad Hoc	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
13	Ad Hoc	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
14	Revenue Management	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
15	Revenue Management	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
16	Revenue Management	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
17	Revenue Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
18	Property / Asset Management	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
19	Property / Asset Management	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
20	Property / Asset Management	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
21	Property / Asset Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
22	Asset Transfer, Allocation, and Maintenance	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
23	Asset Transfer, Allocation, and Maintenance	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
24	Asset Transfer, Allocation, and Maintenance	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
25	Asset Transfer, Allocation, and Maintenance	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
26	Standardized / Canned	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
27	Standardized / Canned	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
28	Standardized / Canned	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
29	Standardized / Canned	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
30	Asset Cataloging / Identification	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
31	Asset Cataloging / Identification	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
32	Asset Cataloging / Identification	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.
33	Asset Cataloging / Identification	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
34	Access Control	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Resource Access Control Facility by: International Business Machines Corp.
35	Auditing	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	COBOL by: TBD
36	Billing and Accounting	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	IBM OS/390 by: International Business Machines Corp.
37	Billing and Accounting	Service Platform and Infrastructure	Database / Storage	Database	IBM Tivoli Information Management for z/OS by: International Business Machines Corp.
38	Billing and Accounting	Component Framework	Business Logic	Platform Dependent Technologies	COBOL by: TBD
39	Billing and Accounting	Service Platform and Infrastructure	Support Platforms	Dependent Platform	z/OS by: International Business Machines Corp.

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

no

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?

2007-06-22

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?

no

1. Was operational analysis conducted?

yes

1.a. If yes, provide the date the analysis was completed.

2008-01-25

What were the results of your operational analysis?

The CAS is fully operational and operates well within the budgeted costs. CAS WILL BE REBASELINED TO REFLECT CHANGING COSTS AS MORE FUNCTIONS ARE ASSUMED BY THE NBS. The CAS is a batch system and the percentage of daily errors has been within .02%. There is no customer interaction with the CAS and as a result, there were no customer satisfaction surveys conducted. The CAS is a legacy system utilizing old technology with limited capabilities. For those reasons and due to some audit concerns and gaps in meeting the business mission, the CAS is being replaced by the NBS.