roadmap for a digital government
TRANSCRIPT
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DIGITAL GOVERNMENT:
BUILDING A ST
CENTURY PLATFORM
TO BETTER SERVE THE
AMERICAN PEOPLE
MAY ,
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i
Table of Contents
Introduction 1
Part A. Inormation-Centric 9
Make Open Data, Content, and Web APIs the New Deault
Make Existing High-Value Data and Content Available through Web APIs
Part B. Shared Platorm 13
Establish a Digital Services Innovation Center and Advisory Group
Establish Intra-Agency Governance to Improve Delivery o Digital Services
Shit to an Enterprise-Wide Asset Management and Procurement Model
Part C. Customer-Centric 19
Deliver Better Digital Services Using Modern Tools and Technologies
Improve Priority Customer-Facing Services or Mobile Use
Measure Perormance and Customer Satisaction to Improve Service Delivery
Part D. Security and Privacy 23
Promote the Sae and Secure Adoption o New Technologies
Evaluate and Streamline Security and Privacy Processes
Conclusion 27
Appendix: Roadmap Milestones 29
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Introduction
I want us to ask ourselves every day, how are
we using technology to make a real diference inpeoples lives. President Barack Obama
Mission drives agencies, and the need to deliver bet-
ter services to customers at a lower costwhether an
agency is supporting the warghter overseas, a teacher
seeking classroom resources or a amily guring out
how to pay or collegeis pushing every level o gov-
ernment to look or new solutions
Todays amazing mix o cloud computing, ever-smarter
mobile devices, and collaboration tools is changing
the consumer landscape1 and bleeding into government as both an opportunity and a challenge New
expectations require the Federal Government to be ready to deliver and receive digital inormation2 and
services3 anytime, anywhere and on any device It must do so saely, securely, and with ewer resources
To build or the uture, the Federal Government needs a Digital Strategy that embraces the opportunity
to innovate more with less, and enables entrepreneurs to better leverage government data to improve
the quality o services to the American people
Early mobile adopters in governmentlike the early web adoptersare beginning to experiment in pur-
suit o innovation Some have created products that leverage the unique capabilities o mobile devices
Others have launched programs and strategies and brought personal devices into the workplace Absent
coordination, however, the work is being done in isolated, programmatic silos within agencies
Building or the uture requires us to think beyond programmatic lines To keep up with the pace o
change in technology, we need to securely architect our systems or interoperability and openness
rom conception We need to have common standards and more rapidly share the lessons learned by
early adopters We need to produce better content and data, and present it through multiple channels
in a program and device-agnostic4 way We need to adopt a coordinated approach to ensure privacy
and security in a digital age
Source or The Speed o Digital Inormation: http://mashablecom////virginia-earthquake/ Sources orThe Rapidly Changing Mobile Landscape: http://huginino//R//pd, http://wwwidccom/
getdocjsp?containerId=prUS, http://pewinternetorg/Reports//Smartphone-Update-/Findingsaspx,http://techortunecnncom////idc-smartphone-shipment-numbers-passed-pc-in-q-/
Digital inormation is inormation that the government provides digitally Inormation, as dened in OMB CircularA-, is any communication or representation o knowledge such as acts, data, or opinions in any medium or orm,including textual, numerical, graphic, cartographic, narrative, or audiovisual orms See http://wwwwhitehousegov/omb/circulars_a_atrans or more inormation
Digital services include the delivery o digital inormation (ie data or content) and transactional services (eg onlineorms, benets applications) across a variety o platorms, devices and delivery mechanisms (eg websites, mobileapplications, and social media)
Device-agnostic means a service is developed to work regardless o the users device, eg a website that workswhether viewed on a desktop computer, laptop, smartphone, media tablet or e-reader
The Speed o Digital Inormation
When a earthquake hit near Richmond,
Virginia on August rd, , residents
in New York City read about the quake on
Twitter eeds seconds beore they experi-
enced the quake themselves
http://mashable.com/2011/08/23/virginia-earthquake/http://hugin.info/1061/R/1561267/483187.pdfhttp://www.idc.com/getdoc.jsp?containerId=prUS23028711http://www.idc.com/getdoc.jsp?containerId=prUS23028711http://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspxhttp://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspxhttp://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspxhttp://tech.fortune.cnn.com/2011/02/07/idc-smartphone-shipment-numbers-passed-pc-in-q4-2010/http://www.whitehouse.gov/omb/circulars_a130_a130trans4http://www.whitehouse.gov/omb/circulars_a130_a130trans4http://www.whitehouse.gov/omb/circulars_a130_a130trans4http://www.whitehouse.gov/omb/circulars_a130_a130trans4http://tech.fortune.cnn.com/2011/02/07/idc-smartphone-shipment-numbers-passed-pc-in-q4-2010/http://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspxhttp://pewinternet.org/Reports/2012/Smartphone-Update-2012/Findings.aspxhttp://www.idc.com/getdoc.jsp?containerId=prUS23028711http://www.idc.com/getdoc.jsp?containerId=prUS23028711http://hugin.info/1061/R/1561267/483187.pdfhttp://mashable.com/2011/08/23/virginia-earthquake/ -
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These imperatives are not new, but many o the
solutions are We can use modern tools and tech-
nologies to seize the digital opportunity and un-
damentally change how the Federal Government
serves both its internal and external customers
building a st century platorm to better serve the
American People
Strategy Objectives
The Digital Government Strategy sets out to accomplish three things:
Enable the American people and an increasingly mobile workorce to access high-quality
digital government inormation and services anywhere, anytime, on any device.
Operationalizing an inormation-centric model, we can architect our systems or interoperability
and openness, modernize our content publication model, and deliver better, device-agnostic
digital services at a lower cost
Ensure that as the government adjusts to this new digital world, we seize the opportunity
to procure and manage devices, applications, and data in smart, secure and afordableways.
Learning rom the previous transition o moving inormation and services online, we now
have an opportunity to break ree rom the inecient, costly, and ragmented practices o the
past, build a sound governance structure or digital services, and do mobile right rom the
beginning
Unlock the power o government data to spur innovation across our Nation and improve
the quality o services or the American people.
We must enable the public, entrepreneurs, and our own government programs to better lever-
age the rich wealth o ederal data to pour into applications and services by ensuring that datais open and machine-readable by deault
The Rapidly Changing Mobile Landscape
Mobile broadband subscriptions are expected
to grow rom nearly billion in to over
billion globally in
By , more Americans will access the
Internet via mobile devices than desktop PCs
As o March , % o American adults
were smartphone owners up rom % in
May
In , global smartphone shipments
exceeded personal computer shipments or
the rst time in history
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I N T R O D U C T I O N
About this Document
The Digital Government Strategy complements several initiatives aimed at building a st century gov-
ernment that works better or the American people These include Executive Order (Streamlining
Service Delivery and Improving Customer Service),5 Executive Order (Delivering an Ecient,
Eective, and Accountable Government),6 the Presidents Memorandum on Transparency and OpenGovernment,7 OMB Memorandum M-- (Open Government Directive),8 the National Strategy or
Trusted Identities in Cyberspace (NSTIC),9 and the -Point Implementation Plan to Reorm Federal
Inormation Technology Management (IT Reorm)10
Through IT Reorm, the Federal Government has made progress in oundational execution areas such
as adopting light technologies (eg cloud computing), shared services (eg commodity IT), modular
approaches or IT development and acquisition, and improved IT program management The strategy
leverages this progress while ocusing on the next key priority area that requires government-wide
action: innovating with less to deliver better digital services. It specically draws upon the overall approach
to increase return on IT investments, reduce waste and duplication, and improve the eectiveness o IT
solutions dened in the Federal Shared Services Strategy11
The Digital Government Strategy incorporates a broad range o input rom government practitioners,
the public, and private-sector experts Two cross-governmental working groupsthe Mobility Strategy
and Web Reorm Task Forcesprovided guidance and recommendations or building a digital govern-
ment These groups worked with the Oce o Management and Budget (OMB) and General Services
Administration (GSA) to conduct current state research (eg the December State o the Federal
Web Report12) and explore solutions or the uture o government digital services Feedback was also
incorporated rom citizens and ederal workers across the nation using online public dialogues, including
the September National Dialogue on Improving Federal Websites and the January National
Dialogue on the Federal Mobility Strategywhich produced a combined total o ideas and nearly ,
comments13
http://wwwwhitehousegov/the-press-oce////executive-order-streamlining-service-delivery-and-improving-customer-ser
http://wwwwhitehousegov/the-press-oce////executive-order--delivering-ecient-eective-and-
accountable-gov http://wwwwhitehousegov/sites/deault/les/omb/assets/memoranda_/m-pd http://wwwwhitehousegov/the_press_oce/Transparency_and_Open_Government http://wwwwhitehousegov/sites/deault/les/rss_viewer/NSTICstrategy_pd http://wwwciogov/documents/-Point-Implementation-Plan-to-Reorm-Federal%ITpd http://wwwciogov/documents/Shared_Services_Strategypd The State o the Federal Web Report, released in December , was created based on agency-provided
inormation and can be ound athttp://wwwusagov/webreorm/state-o-the-webpd The National Dialogues are archived at http://web-reorm-dialogueideascalecom/ (Improving Federal Websites) and
http://mobility-strategyideascalecom/ (Federal Mobility Strategy)
http://www.whitehouse.gov/the-press-office/2011/04/27/executive-order-streamlining-service-delivery-and-improving-customer-serhttp://www.whitehouse.gov/the-press-office/2011/04/27/executive-order-streamlining-service-delivery-and-improving-customer-serhttp://www.whitehouse.gov/the-press-office/2011/06/13/executive-order-13576-delivering-efficient-effective-and-accountable-govhttp://www.whitehouse.gov/the-press-office/2011/06/13/executive-order-13576-delivering-efficient-effective-and-accountable-govhttp://www.whitehouse.gov/sites/default/files/omb/assets/memoranda_2010/m10-06.pdfhttp://www.whitehouse.gov/the_press_office/Transparency_and_Open_Governmenthttp://www.whitehouse.gov/sites/default/files/rss_viewer/NSTICstrategy_041511.pdfhttp://www.cio.gov/documents/25-Point-Implementation-Plan-to-Reform-Federal%20IT.pdfhttp://www.cio.gov/documents/Shared_Services_Strategy.pdfhttp://www.usa.gov/webreform/state-of-the-web.pdfhttp://www.usa.gov/webreform/state-of-the-web.pdfhttp://web-reform-dialogue.ideascale.com/http://mobility-strategy.ideascale.com/http://mobility-strategy.ideascale.com/http://web-reform-dialogue.ideascale.com/http://www.usa.gov/webreform/state-of-the-web.pdfhttp://www.cio.gov/documents/Shared_Services_Strategy.pdfhttp://www.cio.gov/documents/25-Point-Implementation-Plan-to-Reform-Federal%20IT.pdfhttp://www.whitehouse.gov/sites/default/files/rss_viewer/NSTICstrategy_041511.pdfhttp://www.whitehouse.gov/the_press_office/Transparency_and_Open_Governmenthttp://www.whitehouse.gov/sites/default/files/omb/assets/memoranda_2010/m10-06.pdfhttp://www.whitehouse.gov/the-press-office/2011/06/13/executive-order-13576-delivering-efficient-effective-and-accountable-govhttp://www.whitehouse.gov/the-press-office/2011/06/13/executive-order-13576-delivering-efficient-effective-and-accountable-govhttp://www.whitehouse.gov/the-press-office/2011/04/27/executive-order-streamlining-service-delivery-and-improving-customer-serhttp://www.whitehouse.gov/the-press-office/2011/04/27/executive-order-streamlining-service-delivery-and-improving-customer-ser -
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Conceptual Model
Beore discussing howwe will build a st century digital government, we must rst establish a concep-
tual model that acknowledges the three layers o digital services (see Figure )
The information layercontains digital inormation It includes structured inormation (eg, the most
common concept o data) such as census and employment data, plus unstructured inormation (eg,
content), such as act sheets, press releases, and compliance guidance14
Theplatform layerincludes all the systems
and processes used to manage this inor-
mation Examples include systems or con-
tent management, processes such as web
API (Application Programming Interace)15
and application development, services that
support mission critical IT unctions such as
human resources or nancial management,as well as the hardware used to access inor-
mation (eg, mobile devices)
Thepresentation layerdenes the manner
in which inormation is organized and pro-
vided to customers It represents the way the
government and private sector deliver gov-
ernment inormation (eg, data or content)
digitally, whether through websites,16 mobile
applications, or other modes o delivery
These three layers separate inormation cre-
ation rom inormation presentationallow-
ing us to create content and data once, and
then use it in dierent ways In eect, this model represents a undamental shit rom the way our
government provides digital services today
For the purposes o this document, the term content will reer to all unstructured inormation, while the term datawill reer to all structured inormation unless otherwise noted
Web APIs are a system o machine-to-machine interaction over a network Web APIs involve the transer o data, butnot a user interace
A website is the hosted content on a domain, which has a unique homepage and global navigation, eg, NASAgov isa domain, but wwwnasagov and jplnasagov are both websites on that domain
Govt Digital
Services(Websites &Applications)
Private SectorDigital Services
(Websites &Applications)
Systems, Processes,Management & Web APIs
Open Data & Content(Information) InformationLayer
Platform
Layer
PresentationLayer
Security & Privacy
AmericanPeople Employees
Customers
Figure 1: The Layers o Digital Services
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I N T R O D U C T I O N
Strategy Principles
To drive this transormation, the strategy is built upon our overarching principles:
An Information-CentricapproachMoves us rom managing documents to managing
discrete pieces o open data and content17 which can be tagged, shared, secured, mashed up
and presented in the way that is most useul or the consumer o that inormation
A Shared PlatformapproachHelps us work together, both within and across agencies, to
reduce costs, streamline development, apply consistent standards, and ensure consistency in
how we create and deliver inormation
A Customer-CentricapproachInluences how we create, manage, and present data
through websites, mobile applications, raw data sets, and other modes o delivery, and allows
customers to shape, share and consume inormation, whenever and however they want it
A platorm oSecurity and PrivacyEnsures this innovation happens in a way that ensures
the sae and secure delivery and use o digital services to protect inormation and privacy
Information-Centric
The Federal Government must undamentally shit how it thinks about digital inormation Rather
than thinking primarily about the nal presentationpublishing web pages, mobile applications or
brochuresan inormation-centric approach ocuses on ensuring our data and content are accurate,
available, and secure We need to treat all content as data 18turning any unstructured content into
structured datathen ensure all structured data are associated with valid metadata 19 Providing this
inormation through web APIs helps us architect or interoperability and openness, and makes data
assets reely available or use within agencies, between agencies, in the private sector, or by citizens
This approach also supports device-agnostic security and privacy controls, as attributes can be applied
directly to the data and monitored through metadata, enabling agencies to ocus on securing the data
and not the device
Open data and content or the purposes o this document reers to digital inormation that is structured andexposed in a way that makes it accessible or meaningul use beyond its system o origin, be that internal to thegovernment or external to the public This builds upon the denition o openness in OMB Memorandum M--(Open Government Directive), which specically addresses the release o inormation to the public: Agencies shallrespect the presumption o openness by publishing inormation onlineTo the extent practicable and subject tovalid restrictions, agencies should publish inormation online in an open ormat that can be retrieved, downloaded,
indexed, and searched by commonly used web search applications An open ormat is one that is platormindependent, machine readable, and made available to the public without restrictions that would impede the re-use o that inormation See http://wwwwhitehousegov/open/documents/open-government-directive or moreinormation
To treat content as data and turn unstructured content into structured data, web-based documents must be createdas pieces o structured inormation For example, a act sheet may be broken into the ollowing component datapieces: the title, body text, images, and related links
Metadata are inormation used to describe certain attributes o a piece o digital inormation, such as page title,author, date updated, and other classications Consistent quality metadata tagging can improve search results andalso be used to structure content so that it can be more widely disseminated
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In production, the inormation-centric approach ensures all agencies ollow the same rules o the road
by using open standards It also guides how we present inormation, rom mobile applications to web-
sites, and allows or increased automation at the presentation layer I done right, the inormation-centric
approach will add reach and value to government services by helping to surace the best inormation
and making it widely available through a variety o useul ormats
Shared Platform
To make the most use o our resources and innovate with less, we need to share more eectively, both
within the government and with the public We also need to share capacities to build the systems and
processes that support our eorts, and be smart about creating new tools, applications, systems, web-
sites and domains Ultimately, a shared platorm approach to developing and delivering digital services
and managing data not only helps accelerate the adoption o new technologies, but also lowers costs
and reduces duplication To do so, we need to rapidly disseminate lessons learned rom early adopters,
leverage existing services and contracts, build or multiple use cases at once, use common standards
and architectures, participate in open source communities, leverage public crowdsourcing, and launch
shared government-wide solutions and contract vehicles20
Customer-Centric
From how we create inormation, to the systems we use to manage it, to how we organize and pres-
ent it, we must ocus on our customers needs Putting the customer rst means quality inormation is
accessible, current and accurate at any time whether the customer is in the battle eld, the lab, or the
classroom It means coordinating across agencies to ensure when citizens and employees interact with
government inormation and services, they can nd what they need and complete transactions with a
level o eciency that rivals their experiences when engaging with the private-sector
The customer-centric principle charges us to do several things: conduct research to understand thecustomers business, needs and desires; make content more broadly available and accessible and present
it through multiple channels in a program- and device-agnostic way; make content more accurate and
understandable by maintaining plain language and content reshness standards; and oer easy paths
or eedback to ensure we continually improve service delivery The customer-centric principle holds
true whether our customers are internal (eg the civilian and military ederal workorce in both classied
and unclassied environments) or external (eg individual citizens, businesses, research organizations,
and state, local, and tribal governments)
Security and Privacy
As the Federal Government builds or the uture, it must do so in a sae and secure, yet transparent andaccountable manner Architecting or openness and adopting new technologies have the potential to
make devices and data vulnerable to malicious or accidental breaches o security and privacy They also
A shared solution is a service such as web hosting, application support, or a content management system, providedby a single agency or organization, but used by many For example, a central hosting platorm that allows multipleagencies to host their web content rather than procuring separate inrastructure or each new project
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I N T R O D U C T I O N
create challenges in providing adequate notice o a users rights and options when providing personally
identiable inormation (PII)
Moving orward, we must strike a balance between the very real need to protect sensitive government
and citizen assets given the realities o a rapidly changing technology landscape To support inorma-
tion sharing and collaboration, we must build in security, privacy, and data protection throughout theentire technology lie cycle To promote a common approach to security and privacy, we must streamline
assessment and authorization processes, and support the principle o do once, use many times We must
also adopt new solutions in areas such as continuous monitoring, identity, authentication, and credential
management, and cryptography that support the shit rom securing devices to securing the data itsel
and ensure that data is only shared with authorized users When appropriate, requirements and solu-
tions should be collaboratively developed with industry to match Federal Government needs, using
the power o innovation and economies o scale to deliver better-value security and privacy products
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Part A. InformationCentric
The rich wealth o inormation maintained by the Federal Government is a national asset with tre-
mendous potential value to the public, entrepreneurs, and to our own government programs This
inormation takes many orms It can be unstructured content (eg press releases, help documents,or how-to guides) or more structured data (eg product saety databases, census results, or airline
on-time records) Regardless o orm, to harness its value to the ullest extent possible, we must adopt
an inormation-centric approach to digital services by securely architecting or interoperability and
openness rom the start
Traditionally, the government has architected systems
(eg databases or applications) or specic uses at specic
points in time The tight coupling o presentation and
inormation has made it dicult to extract the underlying
inormation and adapt to changing internal and external
needs This has necessarily resulted in a duplication o
eorts and the building o multiple systems to serve
dierent audiences where a single would suice For
example, most websites are typically built with webpages
sized specically or computer screens To serve mobile
audiences, many agencies build an entirely new mobile
site to present the same content to ederal employees
and the public
An inormation-centric approach decouples inormation
rom its presentation It means beginning with the dataor content,21 describing that inormation clearly, and then
exposing it to other computers in a machine-readable
ormatcommonly known as providing web APIs In
describing the inormation, we need to ensure it has
sound taxonomy (making it searchable) and adequate
metadata (making it authoritative) Once the structure
o the inormation is sound, various mechanisms can be built to present it to customers (eg websites,
mobile applications, and internal tools) or raw data can be released directly to developers and entre-
preneurs outside the organization This approach to opening data and content means organizations
can consume the same web APIs to conduct their day-to-day business and operations as they do to
provide services to their customers
In addition, by embedding security and privacy controls into structured data and metadata, data owners
can ocus more eort on ensuring the sae and secure delivery o data to the end customer and ewer
resources on securing the device that will receive the data For example, security o an endpoint device
Unstructured content like web-based act sheets must be broken into their component data pieces (eg the title,body text, images, and related links) and treated as structured data
Decoupling Data and Presentation
The Centers or Disease Control and
Prevention (CDC) is liberating web
content by decoupling data and pre-sentation Using a create once, publish
everywhere mindset and an API-driven
syndication service, CDCs content ows
easily into multiple channels and is avail-
able or public and private reuse Within
its own channels, content is updated
once, and then easily displayed on the
main CDCgov web site, the mobile site at
mcdcgov, and in the various modules o
the CDC mobile app
In , CDCs liberated content wassyndicated to registered partners in
all US states, the District o Columbia
and countries and accounted or an
additional million page views
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becomes less o a risk management actor i data is protected and authorized users must authenticate
their identities to gain access to it
The private sector has proven an inormation-centric model or delivering digital services securely
and eciently The time has come or the Federal Government to embrace this approach in stride
Recognizing that simply publishing snapshots o government inormation is not enough to make itopen, we need to improve the quality, accessibility, timeliness, and usability o our data and content
through well-dened standards that include the use o machine-readable ormats such as web APIs and
common metadata tagging schemas
1. Make Open Data, Content, and Web APIs the New Default
To lay the oundation or opening data and content eciently, eectively and accessibly, OMB will
work with representatives rom across government to develop and publish an open data, content, and
web API policy or the Federal Government This policy
will leverage central coordination and leadership to
develop guidelines, standards, and best practices orimproved interoperability To establish a new deault,
the policy will require that newly developed IT systems
are architected or openness and expose high-value22
data and content as web APIs at a discrete and digest-
ible level o granularity with metadata tags23 Under a
presumption o openness, agencies must evaluate the
inormation contained within these systems or release
to other agencies and the public, publish it in a timely
manner, make it easily accessible or external use as
applicable, and post it at agencygov/developer in amachine-readable ormat
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
OMB
Issue government-wide open data, content, and web API
policy and identiy standards and best practices or improvedinteroperability
Agencies
Ensure all new IT systems ollow the open data, content, and
web API policy and operationalize agencygov/developerpages [Within 6 months o release o open data policysee milestone 1.1]
High-value inormation is inormation that can be used to increase agency accountability and responsiveness;improve public knowledge o the agency and its operations; urther the core mission o the agency; create economicopportunity; or respond to need and demand as identied through public consultation
Industry-standard markup language (eg XBRL, XML) will be used to the extent practicable
Fueling the App Economy
The City o San Francisco releases its raw
public transportation data on train routes,
schedules, and to-the-minute location
updates directly to the public through web
services This has enabled citizen devel-
opers to write over dierent mobile
applications to help the public navigate San
Franciscos public transit systemsmore
services than the city could provide i it
ocused on presentation development
rather than opening the data publiclythrough web services
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PART A. INFORMAT ION-CE NT RIC
2. Make Existing High-Value Data and Content Available through Web APIs
Recognizing that change will not happen overnight, we need to adopt an ecient and cost eective
implementation strategy that will not place an undue burden on agencies to transition all existing
systems and inormation upront While the open data and web API policy will apply to all new systems
and underlying data and content developed going orward, OMB will ask agencies to bring existinghigh-value systems and inormation into compliance over a period o timea look orward, look back
approach To jump-start the transition, agencies will be required to:
Identiy at least two major customer-acing systems that contain high-value data and content;
Expose this inormation through web APIs to the appropriate audiences;
Apply metadata tags in compliance with the new ederal guidelines; and
Publish a plan to transition additional systems as practical
Given the scope, scale, and complexity o some o these systems, agencies will be asked to prioritize
release o data and content so the most valuable inormation is made available rst In cases where thesystem supports a website, content must also be structured, published through web APIs and tagged
appropriately Agencies will be required to engage with their customers24 within three months to iden-
tiy the highest priority systems to transition, and work internally across communications, content, and
inrastructure teams (eg program leads, digital strategists, web managers, Chie Inormation Ocers
(CIOs), Chie Financial Ocers (CFOs), Chie Technology Ocers (CTOs), Chie Acquisition Ocers (CAOs),
Chie Public Aairs Ocers, Geographic Inormation Ocers (GIOs), and data managers to select the
nal candidates GSA will help agencies develop web APIs through the Digital Services Innovation
Center (see section ) Additionally, Datagov will be expanded to include a web API catalog to serve
as an interactive directory o inormation made available to the public by agencies via web services so
that customers may more readily utilize that inormation in their own applications Web APIs posted onagencies/developer pages will be automatically aggregated in this catalog
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
Agencies
Engage with customers to identiy at least two existing major
customer-acing services that contain high-value data orcontent as rst-move candidates to make compliant with newopen data, content, and web API policy
Agencies
Make high-value data and content in at least two existing
major customer-acing systems available through web APIs,apply metadata tagging and publish a plan to transition
additional high-value systems [Within 6 months o release o
open data policysee milestone 1.1]
GSAExpand Datagov to include a web API catalog that centrally
aggregates web APIs posted on agencies/developer pages
Customers may be internal (eg the civilian and military ederal workorce in both classied and unclassiedenvironments) or external (eg individual citizens, businesses, research organizations, and state, local, and tribalgovernments) Agencies with external customers should engage the public
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Part B. Shared Platform
Government agencies are missing out on opportunities to share ideas and resources within the digital
services space25 Ineciencies such as ragmented procurement and development practices waste
taxpayer dollars and stymie the consistent adoption o new technologies and approaches The shitto a shared platorm culture will require strong leadership at the government-wide and agency levels
Agencies must begin to look rst to shared solutions and existing inrastructure when developing
new projects, rather than procuring new inrastructure
and systems or each new project They must also share
ownership o common service areas, both within and
across agencies, instead o creating multiple websites
on the same topic To alleviate the burden on individual
agencies, prevent duplication, and spur innovation, we
must provide central support or the adoption o new
technologies, development o better digital services, andstrengthening o governance
3. Establish a Digital Services Innovation Center and Advisory Group
There are common challenges that all agencies ace in trying to deliver better digital services at a lower
cost to the American people and employees Approaching these challenges as one government will
enable agencies to ocus their time and money on developing innovative, mission-acing solutions
rather than re-inventing the wheel
Identiying opportunities or sharing existing solutions at agencies and building new solutions or
government-wide use requires strong leadership, coordination, and support To operationalize the prin-
ciple obuild once, use many times, GSA will expand its current eorts and establish a Digital Services
Innovation Center The Center will work with agencies to establish shared solutions and training to sup-
port inrastructure and content needs across the Federal Government (eg source code sharing tools,
video captioning, language translation, usability and accessibility testing, web hosting, and security
architectures) The Innovation Center will support agencies lacking these capabilities, not supersede
agencies existing capabilities, and unction as a cooperative enterprise that draws on resources rom
across government and leverages the expertise o orward-leaning agencies
At the outset, to support strategy implementation, the Center will ocus on three initial actions:
Identiy shared and open content management system (CMS) solutions and support
implementation through training and best practices This will oer agencies an alternative tobuilding their own platorms in isolation and enable code sharing and modular development
Help agencies develop web APIs and unlock valuable data by providing expert resources
and other support to enable developers, entrepreneurs, and other end users take advantage
o government data and content
The State o the Federal Web Report provides several examples See http://wwwusagov/webreorm/state-o-the-webpdor more inormation
Opportunities to Share
In the State o the Federal Web Report,
agencies reported separate imple-
mentations o dierent systems used to
create and publish content and web
hosting providers
http://www.usa.gov/webreform/state-of-the-web.pdfhttp://www.usa.gov/webreform/state-of-the-web.pdfhttp://www.usa.gov/webreform/state-of-the-web.pdfhttp://www.usa.gov/webreform/state-of-the-web.pdf -
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Launch a shared mobile application devel-
opment program, in conjunction with the
Federal CIO Council, that will help agencies
develop secure, device-agnostic mobile appli-
cations, provide a development test environ-
ment to streamline app delivery, oster code-
sharing, and validate oicial government
applications
To augment the natural cross-agency collaboration
that has developed through initiatives such as the
Web Reorm and Mobility Strategy Task Forces, OMB
will ormalize and sustain such coordination into the
uture by convening a Digital Services Advisory Group
that draws membership rom the Federal CIO Council,
Federal Web Managers Council, and other agency lead-ers Through its leadership, the Advisory Group will
promote cross-agency sharing and accelerated adop-
tion o mobile workorce solutions and best practices
in the development and delivery o digital services
that build in security and privacy and keep the ederal
workorce abreast o emerging technologies Overall,
in addition to advising the Federal CIO on implementa-
tion o the strategy, the Advisory Group will have three
main ocus areas:
Help prioritize shared services needs orthe Digital Services Innovation Center. The
Advisory Group will identiy areas that need
government-wide leadership and work with
the Innovation Center to determine the best
shared solutions that leverage existing agency
work and commercial options to the extent
practical
Foster the sharing o existing policies and
best practices using online platorms and
communities o practice to provide more struc-ture to existing ad-hoc collaboration eorts
For instance, many ront-running agencies
have already launched bring-your-own-device
(BYOD) pilots that test new devices and solu-
tions The Advisory Group will work with the
Federal CIO Council to develop government-
The Need or Open Content
Management Solutions
According to the State o the Federal Web
Report, over % o ederal agencies cur-rently do not use CMS solutions or publish-
ing content online In many cases, the lack
o CMS means maintaining and updating
websites is an inecient, manual process
A prominent theme rom the National
Dialogue on Improving Federal Websites
was the need to phase out the use o
custom-built technology Participants in the
dialogue recommended that the Federal
Government use open source technology
to enable more sharing o data and makecontent more accessible Encourage use o
popular Open Source platormswas one o
the many ideas submitted in this vein and
generated robust discussion
Creating an Environment or Mobility
A popular idea submitted during the
National Dialogue on the Federal MobilityStrategy got straight to the point: Apps are
easy enterprise strategy, not so much.As
one commenter put it, we need to look at
how mobility (not just mobile technology) ts
into an organization, regardless o the device,
platorm, application, etc.
Mobilityis not just about embracing the
newest technology, but rather reects a
undamental change in how, when, and
where our citizens and employees work and
interact Mobile technologythe devices,
inrastructure, and applications required to
support a mobile citizenry and workorce
is a critical enabler o mobility, but is only
part o the proound environmental shit
that mobility represents
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PART B. S HARE D PL AT FORM
wide BYOD guidance leveraging their ndings The Advisory Group will also work with the
Federal Web Managers Council to develop guidelines or improving digital services and creat-
ing better digital content (see section ) and setting up intra-agency governance models or
delivering better digital services (see section )
Identiy and recommend changes to help close gaps in policy and standards. For instance,as new technologies are introduced into the ederal environment, policies governing identity
and credential management may need to be revised to allow the introduction o new solutions
that work better in a mobile world Equally, as new technologies emerge, telework rules may
need to be revisited to allow employees to work rom any location, as long as the device and
connectivity are appropriately secure
# Owner(s) Milestone ActionsTimerame (months)
1 3 6 12
GSAEstablish a Digital Services Innovation Center to improve the
governments delivery o digital services
OMB
Convene a Digital Services Advisory Group to provideinput on priorities or the Innovation Center activities and
recommend government-wide best practices, guidance,and standards
Advisory
Group/FederalCIO Council
Release government-wide bring-your-own-device (BYOD)
guidance based on lessons learned rom successul pilots atederal agencies
InnovationCenter
Identiy shared and open content management systemsolutions
InnovationCenter
Provide support to help agencies develop web APIs
Innovation
Center/Federal CIOCouncil
Launch a shared mobile app development program
4. Establish Intra-Agency Governance to Improve Delivery of Digital Services
At the agency-level, Agency CIOs are responsible26 or commodity IT services and inormation security
However, the lines o responsibility or developing and delivering content and data are not as clear and
distinct Agencies must decide how they will sta and manage the delivery o digital services across the
enterprise An uncoordinated approach at some agencies has resulted in the development and mainte-
nance o dozensin some cases hundredso separate websites and supporting inrastructure, and
To clariy the role o Chie Inormation Ocers (CIO), the Director o the OMB issued OMB Memorandum M--(Chie Inormation Ocer Authorities) to the heads o Executive Departments and Agencies In addition to theirstatutory responsibilities through the Clinger-Cohen Act and related laws, Agency CIOs have a lead role in our mainareas: IT Governance, Commodity IT, Program Management, and Inormation Security OMB continues to work withCongress to consolidate Commodity IT spending under the Agency CIO
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PART B. S HARE D PL AT FORM
Adopting a shared services approach and consolidating mobile device and wireless service contracts
will not only reduce costs but also improve our ability to track usage, analyze pricing, secure devices,
and deliver mobile applications This is in line with the Administrations overall eort to consolidate
the acquisition and management o commodity IT services29 through mechanisms such as the Federal
Strategic Sourcing Initiative, the PortolioStat process30, and the Administrative Eciency Initiative31
To jumpstart this shit, GSA willestablish a government-wide contract vehicle or mobile devices and
wireless service and oer agencies the option o accessing central portal services or placing orders,
reporting inventory, and managing expenses to optimize their mobile usage GSA will also set up a
government-wide mobile device management platorm to support enhanced monitoring, manage-
ment, security, and device synchronizationThe Federal CIO Council will work with the Digital Services
Advisory Group (see Section ) to develop models or the secure, yet rapid, delivery o commercial
mobile applications into the ederal environment to support the consistent application o security
and interoperability requirements For example, an enterprise mobile application environment could
provide central hosting, distribution, certication, and management services or mobile applications
For their part, agencies will be required to develop and maintain an enterprise-wide inventory o theirmobile devices and wireless service contracts, and include an evaluation o government-wide contract
vehicles in their alternatives analysis or all new mobile-related procurements
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
GSAEstablish government-wide contract vehicle or mobile devicesand wireless service
AgenciesDevelop an enterprise-wide inventory o mobile devices and
wireless service contracts
Agencies Evaluate the government-wide contract vehicles in the alterna-tives analysis or all new mobile-related procurements
AdvisoryGroup/Federal CIO
Council
Develop models or the delivery o commercial mobile applica-tions into the ederal environment
GSASet up a government-wide mobile device managementplatorm
Examples o commodity IT services identied in OMB Memorandum M-- include IT Inrastructure (eg DataCenters, Networks, Desktop Computers, Mobile Devices), Enterprise IT Systems (eg E-mail, Collaboration Tools,
Identity and Access Management, Security, Web Inrastructure), Business Systems (eg Finance, Human Resources,Other Administrative Functions) Under OMB Memorandum M-- (Implementing PortolioStat), agency Chie Operating Ocers (COO) are
required to lead an annual agency-wide IT portolio review (PortolioStat) to reduce duplication within commodityIT by shiting to intra- and inter-agency shared services This includes acquisitions or acquiring mobile devices,applications, and wireless telecommunications services See http://wwwwhitehousegov/sites/deault/les/omb/memoranda//m--pdor more inormation
In support o the Administrative Eciency Initiative, Executive Order (Promoting Ecient Spending) asksagencies to assess current employee device inventories and usage and establish controls to ensure that they arenot paying or unused or underutilized IT equipment, installed sotware, or services This includes limiting thenumber o devices (eg, mobile phones, tablets) issued to employees See http://wwwwhitehousegov/the-press-oce////executive-order-promoting-ecient-spending or more inormation
http://www.whitehouse.gov/sites/default/files/omb/memoranda/2012/m-12-10.pdfhttp://www.whitehouse.gov/sites/default/files/omb/memoranda/2012/m-12-10.pdfhttp://www.whitehouse.gov/the-press-office/2011/11/09/executive-order-promoting-efficient-spendinghttp://www.whitehouse.gov/the-press-office/2011/11/09/executive-order-promoting-efficient-spendinghttp://www.whitehouse.gov/the-press-office/2011/11/09/executive-order-promoting-efficient-spendinghttp://www.whitehouse.gov/the-press-office/2011/11/09/executive-order-promoting-efficient-spendinghttp://www.whitehouse.gov/sites/default/files/omb/memoranda/2012/m-12-10.pdfhttp://www.whitehouse.gov/sites/default/files/omb/memoranda/2012/m-12-10.pdf -
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Part C. CustomerCentric
The quality o digital services that we provide deter-
mines our reputation and trust as an institution It
prooundly aects the customer experience that ouremployees and citizens have in working or, and engag-
ing with, the Federal Government Digital services
include the delivery o digital inormation and transac-
tional services (eg online orms, benets applications,
timecard submissions) across a variety o platorms,
devices and delivery mechanisms (eg websites, mobile
applications, and social media) Regardless o the orm
they take, these digital services must be designed and
delivered with customer service rst in mind and reect
the technologies used by todays customers
Customer-centric government means that agencies
respond to customers needs and make it easy to nd
and share inormation and accomplish important tasks
It requires holding ourselves to a high-standard o timely data, inormative content, simple transactions,
and seamless interactions that are easily accessible The mantra oanytime, anywhere, any device,is
increasingly setting the standard or how inormation and services are both delivered and received in a
two-way exchange o inormation and ideas We must embrace the ability o new technologies to drive
participation in the digital public square To develop innovative, transparent, customer-acing products
and services eciently and eectively, the Federal Government must also ocus on the undamentals o
customer-centric design: measure how well we are providing meaningul services; ocus our eorts on
those interactions that have the most use and value; institutionalize perormance measurement; and
continuously improve services in response to those measurements
6. Deliver Better Digital Services Using Modern Tools and Technologies
Using modern tools and technologies such as responsive web design32 and search engine optimization33
is critical i the government is to adapt to an ever-changing digital landscape and deliver services to
any device, anytime, anywhere Similarly, optimizing content or modern platorms, rather than just
translating content rom paper-based documents to the Web, will help ensure the American people
and employees can access content regardless o platorm Agencies will need to keep current with the
latest design concepts and reresh content delivery mechanisms to ensure the highest perormance
To help achieve these objectives, the Digital Services Advisory Group (see section ) will work with
Responsive web design is a method o designing content so that it can be re-sized to t on various screen sizes(eg designing a service to work well on both a laptop screen and a smartphone, without the need to design andmaintain separate standard and mobile sites)
Search engine optimization involves understanding how search engines work and designing content around thosestandards to boost contents ranking in search results
Absorbing the Complexity
o the Government
A common theme rom the National
Dialogue or Improving Federal Websites
was that the Federal Government needs
to change to a culture o customer ser-
vice A key part o that shit is the need
to start absorbing the complexity o the
Government on behal o the citizen As
one participant wrote, Customers dont
knowand dont care to knowhow govern-
ment is organized. So why make them go romagency [website] to agency [website] to get
the ull picture o what govt has to ofer on
any subject?
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D IGIT AL GOV E RNME NT : BUIL D ING A 2 1 S T CE NT URY PL AT FORMT O B E T T E R S ER V E T H E AM E RI CA N P E O P LE
the Federal Web Managers Council to recommend guidelines or improving digital services and the
customer experience that will set a new deault or how digital services are developed and delivered
These guidelines will include:
Approaches or consolidating duplicative websites and coordinating inormation delivery
across agencies; Best practices or identiying and optimizing top tasks34, content, and transactions, including
use o plain language; optimizing or usability, search, and accessibility35; and implementing
content liecycle management;
Best practices or standards-compliant, next-generation web development, including use o
content delivery networks; content management systems; common code libraries, rameworks,
and tools; and responsive web design (eg using HTML36 and CSS37 to provide a mobile-
tailored experience);
Standards or structuring and tagging content and data to be machine-readable;
Approaches or using customer eedback to make improvements; and
Considerations to support the adoption o an inormation-centric security model
The dot gov domain guidance and procedures will be updated to help ensure all new digital services
meet these improvement guidelines Under the principle o no new domains, criteria or approving
new second-level domains will be strengthened and new domains will only be granted on an excep-
tion basis For example, an agency may be granted a new single domain to host consolidated content
previously spread across multiple domains, thus streamlining the customer experience and reducing
redundant inrastructure Domains will be approved or renewed only i they to comply with web-related
ederal standards, guidance, and regulations (eg adoption o the aorementioned guidelines, IPv38,
DNSSEC, continuous monitoring, and externally-issued credentials39) In addition, the dot gov domain
Top tasks are the things customers most oten try to accomplish when accessing an organizations services, whethernding specic inormation or completing some transaction (eg ling taxes)
Section o the Rehabilitation Act o requires that ederal employees and members o the public withdisabilities have access to the governments digital inormation and services comparable to individuals withoutdisabilities, unless an undue burden would be imposed on the agency Seehttp://wwwaccess-boardgov/htmor more inormation
HTML is the th revision o the Hypertext Markup Language standard used to code content or the Web HTMLmakes it possible to embed video, audio, animations and other eatures without the use o third-party plugins andcan be used to build cross-platorm mobile applications
CSS is the current standard or Cascading Style Sheets, a language used to speciy look and eel o digital content,and used separately rom the markup language (eg, HTML) so as to separate content rom presentation
The Federal Acquisition Regulation (FAR) requires all new inormation technology acquisitions using InternetProtocol (IP) to include IPv requirements expressed using the USGv Prole and to require vendors to documenttheir compliance with those requirements through the USGv Testing Program Agencies shall institute processesto include language in solicitations and contracts, where applicable For additional inormation, a copy o theSeptember memorandum and IPv Frequently Asked Questions can be ound at wwwciogov
The list o externally-issued credential providers that have been certied as being in accordance with government-wide requirements is at http://wwwidmanagementgov/pagescm/page/ICAM-TrustFramework-IDP (or non-PKIsolutions) and at http://wwwidmanagementgov/pagescm/page/Federal-PKI-Management-Authority-entities-crosscertied-with-the-FBCA (or PKI solutions) These are the only externally-issued credentials which may beaccepted See Federal CIO Memorandum on Requirements or Accepting Externally-Issued Identity Credentialshttp://wwwciogov/documents/OMBReqorAcceptingExternally_IssuedIdCred--pdor more inormation
http://www.access-board.gov/508.htmhttp://www.access-board.gov/508.htmhttp://www.cio.gov/http://www.cio.gov/documents/OMBReqforAcceptingExternally_IssuedIdCred10-6-2011.pdfhttp://www.cio.gov/documents/OMBReqforAcceptingExternally_IssuedIdCred10-6-2011.pdfhttp://www.cio.gov/documents/OMBReqforAcceptingExternally_IssuedIdCred10-6-2011.pdfhttp://www.cio.gov/http://www.access-board.gov/508.htm -
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PART C. CUS T OME R-CE NT RIC
registration process will reinorce existing policies prohibiting the use o non-gov (eg org, com)
top-level domains40 Through the Digital Services Innovation Center (see section ),GSA will provide
tools, guidelines, and training to help agencies comply with these new policies and continue eorts to
consolidate websites along topical lines
# Owner(s) Milestone ActionsTimerame (months)
1 3 6 12
AdvisoryGroup/
Federal WebManagers
Council
Recommend guidelines or improving digital services andcustomer experience
GSAUpdate the dot gov domain guidance and procedures to helpensure all new digital services meet improvement guidelines
and provide support to agencies
Agencies
Ensure all new digital services ollow digital services and cus-
tomer experience improvement guidelines. [Within 6 months orelease o improvement guidancesee milestone 6.2]
7. Improve Priority Customer-Facing Services for Mobile Use
The general public and our government workorce should be able to access government inormation
and services on demand and on any device To jump-start the transition to mobile platorms, agencies
will be required to mobile-enable at least two priority customer-acing services within the next
months This includes services currently provided ofine or optimizing those currently delivered online
or mobile platorms Agencies will also be required to deliver inormation in new ways that ully harness
the power and potential o mobile and web-based technologies and ensure that all domains (eg www
agencygov) can be easily accessed and used on mobile devices GSA will help coordinate these eortsto prevent the development o duplicative services and support the use o shared solutions to provide
the best quality mobile services at the lowest costs (see section )
Agencies will be required to engage their customers within three months to identiy the highest priority
services to optimize or mobile use, and work internally across communications, content, and inrastruc-
ture teams to select their nal candidates They will also be required to publish a plan or improving
additional existing services as practical
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
AgenciesEngage with customers to identiy at least two existing prioritycustomer-acing services to optimize or mobile use
Agencies
Optimize at least two existing priority customer-acing servicesor mobile use and publish a plan or improving additionalexisting services [Within 6 months o release o digital servicesimprovement guidancesee milestone 6.2]
See OMB Memorandum M-- (Policies or Federal Agency Public Websites) http://wwwwhitehousegov/sites/deault/les/omb/memoranda/y/m-pdor more inormation
http://www.whitehouse.gov/sites/default/files/omb/memoranda/fy2005/m05-04.pdfhttp://www.whitehouse.gov/sites/default/files/omb/memoranda/fy2005/m05-04.pdfhttp://www.whitehouse.gov/sites/default/files/omb/memoranda/fy2005/m05-04.pdfhttp://www.whitehouse.gov/sites/default/files/omb/memoranda/fy2005/m05-04.pdf -
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8. Measure Performance and Customer Satisfaction to Improve Service Delivery
Objective perormance measures should drive the development and delivery o eective digital govern-
ment services Today most agencies lack enterprise-wide perormance measures to consistently evaluate
the success and usability o their websites This limits their ability to allocate resources eectively to
invest in critical-needs areas Similarly, the lack o a government-wide view o perormance or digitalservice delivery makes it dicult to properly address gaps or duplications in services
To enable data-driven decisions on service peror-
mance, agencies will be required to use analytics and
customer satisaction measurement tools on all gov
websites within months To help these eorts, the
Digital Services Innovation Center (see Section ) will
identiy common tools or agencies to use that will
enable aggregation o this data at the ederal level
Common tools will give us the abilityor the irst
timeto take a government-wide view o how wellwe serve our customers and opens up new possibilities
or consolidating and improving the ederal web space
and the growing number o mobile services
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
InnovationCenter
Identiy tools and guidance or measuring perormance andcustomer satisaction on digital services
Agencies Implement perormance and customer satisaction measuringtools on all gov websites [Within 3 months o release o tools andguidancesee milestone 8.1]
Measuring Perormance
According to the State o the Federal Web
Report, only % o the major ederal
agencies use the same perormance
metrics to consistently evaluate websites
agency-wide But theres a solution or that:
Open web analytics or all .gov websites, a
popular idea submitted during the NationalDialogue on Improving Federal Websites
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Part D. Security and Privacy
The inormation maintained by the Federal Government needs to be secured regardless o how data
is stored, processed, or transmitted As inormation and devices become increasingly mobile, we must
ensure condentiality, integrity, and availability by building security into digital government servicesAs the government moves to an inormation-centric and mobility-enabled digital environment, exist-
ing security, privacy, and data protections41 and cyber security priorities42including Trusted Internet
Connection (TICs), continuous monitoring, and strong authentication consistent with NSTIC and Federal
Identity Credential and Access Management (ICAM) requirementsmust be considered throughout
the entire lie cycle o existing and emerging technologies as part o agencies overall organizational
risk management43 They must also be updated to reect the realities o a rapidly changing technology
landscape
Mobile devices have unique security challenges Due to their portability, they are easy to misplace,
potentially compromising any unencrypted sensitive data or applications stored locally Wireless con-
nectivity allows users to bypass an agencys secure TIC and connect directly to the Internet and other
untrusted resources These problems are not new, as the introduction o laptops into the workorce led
to security and data breaches as employees took their electronic devices mobile However, the new class
o smaller, lighter smartphones and media tablets has elevated exposure to this risk The rate o change
o mobile operating systems, new update and notication capabilities rom external hardware and sot-
ware vendors, diversity o the devices themselves, and introduction o employee-owned devices (BYOD)
also make security in the mobile space more challenging than in a traditional desktop environment
and require new approaches to continuously monitor and manage devices and secure the data itsel
The challenge extends beyond the workorce and into the delivery o services to external customers
When deploying applications and other mobile technologies to interact with citizens and businesses,the Federal Government will need to oster trust, accountability, and transparency about how user
inormation is collected, used, shared, and secured, without unduly burdening the robust development
o such technologies or the user experience
All existing ederal requirements or data protection and remote access are applicable to mobile devices Forexample, the security requirements in the Federal Inormation Security Management Act o (FISMA), OMBCircular A-, NIST FIPS -, NIST FIPS , and NIST FIPS , apply (including appropriate security and privacy
controls specied in NIST Special Publication -) Agencies should speciy security requirements during theacquisition process and ensure that procurements capture the requirements o the Federal Acquisition Regulation(eg -, Trade Agreements), OMB policy (eg OMB Memorandum M-- and OMB Memorandum M--),and NIST standards and guidelines
Seehttp://goalsperormancegov/goals_or more inormation on the Cross-Agency Priority Goal orCybersecurity
Organizational Risk Management is a key element in an organizations inormation security program A risk-basedapproach to securing inormation technology involves categorizing an inormation system and the inormation inthat system based on an impact analysis, then selecting and implementing appropriate security controls See http://csrcnistgov/groups/SMA/sma/rameworkhtml or more inormation
http://goals.performance.gov/goals_2013http://goals.performance.gov/goals_2013http://csrc.nist.gov/groups/SMA/fisma/framework.htmlhttp://csrc.nist.gov/groups/SMA/fisma/framework.htmlhttp://csrc.nist.gov/groups/SMA/fisma/framework.htmlhttp://csrc.nist.gov/groups/SMA/fisma/framework.htmlhttp://goals.performance.gov/goals_2013 -
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9. Promote the Safe and Secure Adoption of New Technologies
Agencies need to continue to integrate eective security and privacy measures into the design and
adoption o all new technologies introduced to the ederal environment, including mobile devices,
applications, and wireless networks, consistent with existing policies, and incorporate commercial
security and privacy capabilities by deault, augmenting controls and policies as required To enableagencies to share security testing inormation and prevent unnecessary duplication, the Department
o Homeland Security (DHS) and the Department o Deense (DOD) will work with the National Institute
o Standards and Technology (NIST) to develop a security baseline within months that provides
standardized security requirements or mobile and wireless adoption in the Federal Government This
will include the development o mobile and wireless security reerence architectures that incorporate
security and privacy by design while accounting or dierent agencies mission needs For example,
the Federal Governments evolving enterprise wireless networks may have varying needs to support
unclassied and classied high-bandwidth trac, mission critical wireless coverage to in-building and
terrestrial environments, and data ofoading A government-wide mobile and wireless security baseline
will enable adoption o the do once, use many times approach to mobile and wireless security assess-ment, authorization, and continuous monitoring
Going orward, we must pilot, document, and rapidly scale new approaches to secure data and mobile
technologies and address privacy concerns (see section or role o the Digital Services Advisory Group
in acilitating this process) Such pilots and documentation will help advance our security posture and
communicate the Federal Governments expectations on product capabilities to the private sector
Shiting to the cloud is one area o opportunity For example, i applications, operating systems, and
data reside in an appropriately secured44 cloud environment rather than on a device, this will limit the
potential impact to an agency in the event a device is lost, stolen, or compromised Other opportunity
areas include adopting advanced mobile device management solutions to support continuous moni-
toring, strengthening identity and access management, and accepting externally-issued credentialson public-acing websites
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
DHS/DOD/NIST
Develop government-wide mobile and wireless security baseline(includes security reerence architectures)
10. Evaluate and Streamline Security and Privacy Processes
Given the realities o a rapidly changing technology landscape, we must continually evaluate current
processes or adopting new technologies and ensuring they provide security and privacy protections
As part o its ongoing work on securing mobile devices, applications, and platorms to support wider
mobile adoption across the Federal Government, NIST will review existing standards and guidelines
to ensure they are suciently exible to accommodate mobile technology The Federal CIO Councils
Cloud services authorized through the Federal Risk and Authorization Management Program (FedRAMP) will meetstandardized security requirements and address cybersecurity priorities such as continuous monitoring and TIC SeewwwFedRAMPgov or more inormation
http://www.fedramp.gov/http://www.fedramp.gov/ -
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PART D . S E CURIT Y AND PRIV ACY
Inormation Security and Identity Management Committee will also evaluate opportunities to accelerate
the secure adoption mobile technologies into the ederal environment at reduced costs
As good stewards o data security and privacy, the Federal Government must ensure that there are
saeguards to prevent the improper collection, retention, use or disclosure o sensitive data such as
personally identiable inormation (PII)45 These saeguards should be regularly reviewed and updatedas technology use, capability, and architectures advance so they do not unnecessarily stie the govern-
ments ability to architect or openness and engage with the public The Federal CIO Councils Privacy
Committee will work with NIST and the National Archives and Records Administration (NARA) to develop
guidelines or standardized implementation o privacy controls in a digital environment and educate
key agency privacy and legal ocials on the latest technology advances and options or addressing
digital privacy (eg data collection and individual notice) as well as records retention and security issues
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
NISTReport on NISTs ongoing work in mobile technology, includingthe applicability o NISTs standards and guidelines to mobiledevices and platorms
Advisory
Group/Federal CIO
Council
Evaluate opportunities to accelerate the secure adoption omobile technologies into the ederal environment at reducedcost
Federal CIOCouncil/NIST/
NARA
Develop guidelines or standardized implementation o digitalprivacy controls and educate agency privacy and legal ocials
on options or addressing digital privacy, records retention, andsecurity issues
For example, commercial Identity Providers approved or use under the Federal ICAM initiative have gone througha certication process to ensure that their solutions support ederal privacy and security rules See http://wwwidmanagementgov/pagescm/page/ICAMor more inormation
http://www.idmanagement.gov/pages.cfm/page/ICAMhttp://www.idmanagement.gov/pages.cfm/page/ICAMhttp://www.idmanagement.gov/pages.cfm/page/ICAMhttp://www.idmanagement.gov/pages.cfm/page/ICAM -
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Conclusion
Technology is undamentally transorming how we conduct our business and live our daily lives
Exponential advances in computing power, the rise o high-speed networks, and the growing mobile
revolution, which puts the entire Internet at our ngertips, have unleashed new innovations, spawnednew industries and reshaped existing ones The President has charged us with harnessing the power o
technology to help create a st century digital governmentone that is ecient, eective and ocused
on improving the delivery o services to the American people
The roadmap actions outlined within this Digital Government Strategy orm a series o critical next
steps to help build a st century government that innovates with less To put us on a path to unlock
the potential o a digital government, the strategy emphasizes several key objectives
First, we must enable citizens and an increasingly mobile ederal workorce to securely access high-
quality digital government inormation, data and servicesanywhere, anytime, on any device.By
operationalizing an inormation-centric model, we can help agencies securely architect systems orinteroperability and openness Doing so will allow agencies to modernize their content publication
model and deliver better, device-agnostic digital services at a lower cost In addition, by providing
machine-readable connections to government data and services, government agencies, businesses, and
independent innovators can directly access the building blocks o governmentrecombining them to
create new services or connecting them with existing services to streamline operations
Secondly, we must ensure that as the government adjusts to this new digital world, we build the modern
inrastructure needed to support digital government eorts and leverage the Federal Governments
buying power to reduce costs Taking what we have learned rom the previous transition in moving gov-
ernment inormation and services online, we now have a chance to do mobile rightrom the beginning
by procuring and managing devices, applications, and data in a smart, secure, and aordable mannerEstablishing a Digital Services Innovation Center and Advisory Group will help lay the oundation or a
well-coordinated approach toward these objectives
Ultimately, this strategy aims to be disruptive It provides a platorm to undamentally shit how govern-
ment connects with, and provides services to, the American people It gives the ederal workorce the
tools needed to carry out their mission o delivering services to all citizenswhether to a warghter in
the eld retrieving geospatial imagery inormation; a medical researcher sharing the latest bio specimen
data sets or a rare orm o cancer; or a rural armer accessing a real-time orecast o seasonal precipita-
tion It creates a space or citizens to become partners in building a better government, where every
man,as Thomas Jeerson once wrote, eels that he is a participator in the government o afairs.
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Appendi: Roadmap Milestones
The ollowing table captures all milestones in the Digital Government Strategy
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
Part A: Inormation-Centric
1. Make Open Data, Content, and Web APIs the New Default
OMB
Issue government-wide open data, content, and web API
policy and identiy standards and best practices or improvedinteroperability
AgenciesEnsure all new IT systems ollow the open data, content, andweb API policy and operationalize agencygov/developer pages.[Within 6 months o release o open data policysee milestone 1.1]
2. Make Existing High-Value Data and Content Available through Web APIs
Agencies
Engage with customers to identiy at least two existing major
customer-acing services that contain high-value data or contentas rst-move candidates to make compliant with new open data,
content, and web API policy
Agencies
Make high-value data and content in at least existing two major
customer-acing systems available through web APIs, applymetadata tagging and publish a plan to transition additionalhigh-value systems [Within 6 months o release o open data
policysee milestone 1.1]
GSAExpand Datagov to include a web API catalog that centrally
aggregates web APIs posted on agencies /developer pages
PART B: Shared Platorm
3. Establish a Digital Services Innovation Center and Advisory Group
GSAEstablish a Digital Services Innovation Center to improve the
governments delivery o digital services
OMB
Convene a Digital Services Advisory Group to prioritize
Innovation Center activities and help develop government-widebest practices, guidance, and standards
AdvisoryGroup/Federal CIO
Council
Release government-wide bring-your-own-device (BYOD) guid-ance based on lessons learned rom successul pilots at ederal
agencies
Innovation
Center
Identiy shared and open content management system
solutions
InnovationCenter
Provide support to help agencies develop web APIs
InnovationCenter/
Federal CIOCouncil
Launch a shared mobile app development program
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D IGIT AL GOV E RNME NT : BUIL D ING A 2 1 S T CE NT URY PL AT FORMT O B E T T E R S ER V E T H E AM E RI CA N P E O P LE
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
Part B: Shared Platorm (cont.)
4. Establish Intra-Agency Governance to Improve Delivery of Digital Services
Advisory
Group
Recommend guidelines on agency-wide governance structure
or developing and delivering digital services
Agencies
Establish an agency-wide governance structure or developing
and delivering digital services [Within 3 months o release ogovernance guidancesee milestone 4.1]
5. Shift to an Enterprise-Wide Asset Management and Procurement Model
GSAEstablish government-wide contract vehicle or mobile devicesand wireless service
AgenciesDevelop an enterprise-wide inventory o mobile devices andwireless service contracts
AgenciesEvaluate the government-wide contract vehicles in the alterna-
tives analysis or all new mobile-related procurements
Advisory
Group/Federal CIO
Council
Develop models or the delivery o commercial mobile applica-tions into the ederal environment
GSASet up a government-wide mobile device management
platorm
Part C: Customer-Centric
6. Deliver Better Digital Services Using Modern Tools and Technologies
AdvisoryGroup/
Federal WebManagersCouncil
Recommend guidelines or improving digital services and
customer experience
GSAUpdate the dot gov domain guidance and procedures to helpensure all new digital services meet improvement guidelines
and provide support to agencies
Agencies
Ensure all new digital services ollow digital services and cus-
tomer experience improvement guidelines. [Within 6 months o
release o improvement guidancesee milestone 6.2]
7. Improve Priority Customer Facing Services for Mobile Use
AgenciesEngage with customers to identiy at least two existing priority
customer-acing services to optimize or mobile use
Agencies
Optimize at least two existing priority customer-acing services
or mobile use and publish a plan or improving additionalexisting services [Within 6 months o release o digital servicesimprovement guidancesee milestone 6.2]
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A P P E ND Ix : ROA D M A P M I LE S T O N E S
# Owner(s) Milestone Actions
Timerame (months)
1 3 6 12
Part C: Customer-Centric (cont.)
8. Measure Performance and Customer Satisfaction to Improve Service Delivery
Innovation
Center
Provide tools and guidance or measuring perormance and
customer satisaction on digital services
Agencies
Implement perormance and customer satisaction measuring
tools on all gov websites [Within 3 months o release o tools and
guidancesee milestone 8.1]
Part D: Security and Privacy
9. Promote the Safe and Secure Adoption of New Technologies
DHS/DOD/NIST
Develop government-wide mobile and wireless security base-line (includes security reerence architectures)
10. Evaluate and Streamline Security and Privacy Processes
NIST
Report on NISTs ongoing work in mobile technology, including
the applicability o NISTs standards and guidelines to mobiledevices and platorms
AdvisoryGroup/Federal CIO
Council
Evaluate opportunities to accelerate the secure adoption omobile technologies into the ederal environment at reduced
cost
Federal CIOCouncil/NIST/NARA
Develop guidelines or standardized implementation o digital
privacy controls and educate agency privacy and legal ocialson options or addressing digital privacy, records retention, and
security issues
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