FEBRUARY 2010

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ADOBE OPENS UP
WASHINGTON
Find out all the ways Adobe is helping government agencies
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©2010 Adobe Systems Incorporated. All rights reserved. Adobe and the Adobe logo are registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.

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CONTENTS THE BUSINESS VALUE OF TECHNOLOGY
This is an all-digital issue of InformationWeek Government
16
4 Government
Technologist
The ROI Of Being Open
By John Foley
Evaluate open government
based on its hard returns
6 QuickTakes
Obama’s IT Budget
2011 budget proposal would
cut IT spending while steps
to cut costs get implemented
32 Editorial Contacts
informationweek.com/government
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February 2010 Issue 1
COVER STORY
16 A Mandate To Open Up
Federal agencies must
increase transparency
and learn to engage the
public in new ways
24 IT Leadership
Redefined
Collaboration and retaining
talent are big challenges
12 CIOs In Person
IT Management As Team Sport
Deputy CIO for Defense
8 Real-Time Cloud oversees the biggest IT
organization anywhere
Air Force taps IBM for secure,
reconfigurable cloud
10 Who Will Lead DOE’s Tech?
CIO and deputy CIO both
plan to retire
Command Center For Navy
U.S. Fleet Cyber Command
will defend Navy’s IT systems
against cyberattacks
14 Post Office In Your Home
12
Postal Service’s CIO seeks out
34 Business Contacts innovation
February 2010 3
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governmentTechnologist
JOHN FOLEY

What’s The ROI Of Open Government?

The Obama administration is bringing some specificity to the
president’s open government initiative, spelling out expecta-
tions and deadlines with the recently released Open Govern-
ment Directive. But we still need to know how much this man-
date for openness will cost, how much money it could save, and
Let’s stop what other returns on investment U.S. taxpayers should expect.
Since day one in office, Obama has talked about the benefits
dancing
of opening government databases to the public and creating
around open more collaborative, participatory government processes and
government services. “Openness will strengthen our democracy and pro-
as if it’s a mote efficiency and effectiveness in government,” Obama
wrote in a January 2009 memo that set the stage for require-
skunk-works ments that agency CIOs are now scrambling to meet.
project and “Efficiency and effectiveness” are great goals, but how are
evaluate it they to be measured across dozens of federal departments and
agencies that together account for $80 billion in IT spending?
based on its
Unfortunately, the directive doesn’t offer any guidance.
hard returns With the release of the proposed $3.8 trillion federal budget
for fiscal 2011, the opportunity is here for Obama’s CXO triad—
federal CIO Vivek Kundra, federal CTO Aneesh Chopra, and chief
performance officer Jeffrey Zients—to hitch open government
strategy and execution to dollars spent and saved. To put a
slight spin on familiar cost-return formulas, Obama’s tech team
might calculate “total cost of openness” and “total return on
openness.”
CIOs know how to do the number crunching on such proj-
ects, and management tools are already in place to do it, so it’s
a matter of someone with clout—performance chief Zients

4 February 2010 informationweek.com/government

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comes to mind—putting agency leaders and government IT folks on

notice that performance must be gauged as they take on database, inte-
gration, collaboration, and Web development projects in the pursuit of
open government.
At least one government IT exec who’s in the thick of planning is al-
ready thinking along these lines. “The ultimate measure of success
should be improvement in the fundamental efficiency and effective-
ness of government,”Todd Park, CTO of the Department of Health and
Human Services, tells InformationWeek. “We should aim to publish
clearer and more comprehensive indicators of government perform-
ance, which should be impacted positively by our actions.” (For more
on what Park’s agency is doing to align the mandate for openness with
his agency’s broader mission, see “A Mandate To Open Up,” p. 16.)
That’s exactly the kind of brass-tacks approach that’s needed.The fed-
eral IT Dashboard, which is geared toward big-ticket IT projects, could
serve as a model for reporting how open government initiatives are per-
forming. Federal CIO Kundra told me in December that the IT Dashboard
has forced agency CIOs to get a better handle on their IT projects and
“feel the pressure” of public scrutiny. Let’s stop dancing around open
government as if it’s some sort of skunk works and treat it as the busi-
ness imperative—the business of government—that it is.
The information generated by close monitoring of open government
efforts would be key to understanding what’s effective, and what’s not,
as agencies push ahead. Projects with ballooning costs or unclear ben-
efits could be phased out, while those with a high “return on openness”
would become the top priorities.
President Obama has a stake in how this plays out, of
course. With every dollar of federal spending under scrutiny, IN THIS ISSUE
he must show that open government actually does lead to
efficiency and effectiveness, that it’s not just lip service. As it Obama’s Tech Budget p.6
stands, the promise is there, but the evidence is hard to find. Q&A With Defense CIO p.12
Open Gov Mandate p.16
John Foley is editor of InformationWeek Government. You can write to him at Top Fed Priorities p.24
jpfoley@techweb.com. Table Of Contents p.3

informationweek.com/government February 2010 5

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[QUICKTAKES]
U.S. FEDERAL BUDGET

Implementation Time For Shared IT

President Obama’s proposed fiscal 2011 budget sees a 1.6% dip in IT
spending, to $79.4 billion. The budget promises that the cost-savings
steps federal CIO Vivek Kundra studied in his first year on the job—such
as eliminating data centers and sharing infrastructure and software—
will start being implemented in the coming fiscal year.
The budget includes $364 million to run the Department of Home-
land Security’s National Cyber Security Division, a 30% increase for the
Federal Aviation Administration’s next-generation air traffic control sys-
tem, new spending on health IT, and doubled funding for the Justice
Department’s centralized IT department.
Data center glut is a major problem for the federal government, with the
number of data centers jumping from 432 in 1998 to more
BIG-TICKET than 1,100 last year,and the administration hopes to reverse
PROJECTS
the trend,it notes in the budget.The Office of Management
>> $364 M: Homeland and Budget plans to release a strategy to cut the number
Security cyber- and cost of data centers,though it doesn’t say when.
security division
The budget paints cloud computing with a broad brush,
>> $215 M: Advanced suggesting that this year will bring implementation, not
imaging at airports
just analysis.“After evaluation in 2010,agencies will deploy
>> $78 M: To spur cloud computing solutions across the government,” the
health IT adoption
budget says, pointing to the General Services Administra-
>> $12 M:To commer- tion’s Apps.gov Web site, from which agencies can sub-
cialize government
research
scribe to and manage software-as-a-service offerings.
The administration plans several government-wide
shared IT services for nonmilitary agencies, a strategy largely untapped
in the past. One is a collaboration platform to be deployed in 2011, and
another is a geospatial data platform.The budget projects that sharing
IT services could “prevent billions in increased costs across the federal
government over the next few years.”
Open government remains a key goal of the administration’s IT efforts.

6 February 2010 informationweek.com/government

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The budget includes plans to relaunch

USASpending.gov with new data on gov-
ernment spending, expand the use of
Data.gov, and develop a Citizens’Services
Dashboard to provide transparency into
customer service. The budget includes
plans to launch a Web-based “Challenge Platform” to let citizens help
solve particular government problems. And it promises a new Web site
devoted to regulations, more data on R&D spending, and reviews of the
[ Here comes
the budget

Paperwork Reduction Act and the federal cookies policy.

Early Warning System

The budget notes that Kundra has begun holding “TechStat” sessions
with agency leaders, using the IT Dashboard to try to spot IT problems
earlier in hopes of reducing waste and upping the project success rate.
In cybersecurity, the budget includes plans for a dedicated dashboard
by the spring to track cybersecurity spending and new metrics for use in
2010 Federal Information Security Management Act reporting. The De-
partment of Homeland Security wants to invest nearly $900 million in proj-
ects that, in addition to its cybersecurity division, include continuing data
center consolidation and improving an Internet-based system for employ-
ers to check potential employees’ legal work status. It would spend $215
million to put 500 advanced imaging machines at airport checkpoints.
In Health and Human Services, there’s $78 million for programs to pro-
pel health IT adoption and use, a 28% increase.
Not all IT budgets rise.The Department of Veterans Affairs
would get a 20% boost overall, but the IT piece would be IN THIS ISSUE
flat at $3.3 billion.It’s part of a VA plan to bring better project
management to the agency under CIO Roger Baker. Q&A With Defense CIO p.12
Reuters/Jason Reed/Landov

Beyond IT,the administration proposes $66 billion in non- Q&A With Postal CIO p.14
defense R&D, a 5.9% increase over last year. Obama would Open Gov Mandate p.16
also make the research tax credit permanent and give $12 Top Fed Priorities p.24
million to a new program to commercialize innovations tied Table Of Contents p.3
to government R&D. —J.Nicholas Hoover (nhoover@techweb.com)

informationweek.com/government February 2010 7

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[QUICKTAKES]

MISSION CRITICAL

IBM To Design Secure Cloud

That Responds In Real Time
The Air Force has hired IBM to design and demonstrate a cloud com-
puting environment with security capabilities that meet the require-
ments of the U.S. military.
In a 10-month project, IBM will create a prototype cloud in its Be-
thesda, Md., research lab that employs real-time analytics software to
monitor the cloud and, as necessary, reconfigure it on the
fly. David McQueeney, CTO of IBM’s federal business, says
IN THIS ISSUE
cybersecurity and IT resiliency are driving factors behind
Q&A With Defense CIO p.12 the effort.“That’s the biggest difference here—real-time
Q&A With Postal CIO p.14 analytics on how the cloud is performing and making
Open Gov Mandate p.16 real-time changes to that,” he says.
Top Fed Priorities p.24 Any cloud platform developed as a result of the deal
Table Of Contents p.3
could be used by other government agencies, he adds.
—John Foley (jpfoley@techweb.com)

BOTNET TARGETS CIA, FBI
About 315 Web sites, including
ones operated by the CIA, the
FBI, Google, Microsoft, and
Mozilla, are being deluged with
junk data, enough in some
cases to qualify as a denial-of-
service attack, says Shad-
owserver security researcher
Steven Adair.The Pushdo bot-
net is the source of the attacks,
initiating an SSL connection,
sending junk to the Web sites,
and then disconnecting, Adair
says. For sites that deal with lots
of traffic, the data surge has lit-
tle effect. Less well-provisioned
sites may experience slow-
downs or stop responding.
STEM FUNDING INCREASE
Under the proposed 2011 fed-
eral budget, funding of K-12 sci-
ence, technology, engineering
and math education would see
an almost 40% increase over
2010 to $1 billion across federal
agencies, with a total of $3.7 bil-
lion in STEM education funding
overall. It would triple the num-
ber of NSF Graduate Research
Fellowships to 3,000 by 2013.
BI SPENDING DRAGS
Research firm Input says state
governments will lose a whop-
ping $67 billion this year to waste,
fraud,and abuse in benefit pro-
grams.At the same time,spend-
ing on business intelligence and
other tech that can mitigate these
problems is increasing relatively
slowly.State and local govern-
ment demand for BI and audit
software will rise at a 7.6% com-
pound annual growth rate from
2009 to 2014,slower than market-
wide increases in spending on
emerging technology,Input says.

8 February 2010 informationweek.com/government

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ADOBE OPENS UP
WASHINGTON
Find out all the ways Adobe is helping government agencies
become more open and transparent, at adobe.com/opengov

©2010 Adobe Systems Incorporated. All rights reserved. Adobe and the Adobe logo are registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.

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[QUICKTAKES]

DEPARTMENT OF ENERGY

Another IT Chief Retiring

The IT leadership shake-up continues at the Department of Energy.
[ CIO Pyke
ready
to leave

Deputy CIO Carl Staton has signaled plans to retire.This comes a week after
CIO Tom Pyke announced his retirement and associate CIO for cybersecu-
rity Bill Hunteman was reassigned to head smart-grid cybersecurity efforts.
In an e-mail,Staton said he will retire sometime around April. Staton has
been at the DOE since 2006, and previously was at the National Oceanic
and Atmospheric Administration and the National Weather Service.
The deputy CIO’s departure raises questions about who will replace
Pyke when he steps down at the end of February. One name that’s been
tossed around, a DOE source says, is Rosio Alvarez, CIO of the Lawrence
Berkeley National Laboratory. —J.Nicholas Hoover (nhoover@techweb.com)

ON THE CYBERDEFENSE

Navy Sets Up Command Center

The U.S. Navy has followed the Air Force and the Marine Corps in setting
up a command center dedicated to protecting its presence in cyberspace.
The U.S. Fleet Cyber Command will defend the Navy’s IT systems against
cyberattacks and use IT systems and the Web to achieve military objectives.
Vice Admiral Bernard J. McCullough III heads the new command, which
also will organize and direct the Navy’s cryptologic operations.
The expansion of the military’s cybercommand comes as a
IN THIS ISSUE top intelligence official warned the Senate Intelligence Com-
mittee that U.S.critical infrastructure is “severely threatened”
Q&A With Defense CIO p.12 and called the recent cyberattack on Google “a wake-up call.”
Q&A With Postal CIO p.14 Sensitive information is stolen daily from government and
Open Gov Mandate p.16 private sector networks,“undermining confidence in our in-
Top Fed Priorities p.24 formation systems, and in the very information these sys-
Table Of Contents p.3 tems were intended to convey,” said Dennis Blair, director
of national intelligence. —Thomas Claburn (tclaburn@techweb.com)

10 February 2010 informationweek.com/government

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Government IT,
Remade
The journey toward open,
efficient and agile begins.
When the Obama administration issued its Open Government Directive, agency
CIOs sat up and took notice. Michael Biddick analyzes our InformationWeek
Analytics Survey of 177 federal government technology professionals, revealing a
wide range of both technical and management challenges. We highlight issues and
opportunities and discuss how government technology professionals plan to move
transparency from concept to reality.
Download the report today!

Go to http://informationweek.com/analytics/gov2

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IT Management
David Wennergren
As A Team Sport

D epartment of Defense Deputy CIO David Wennergren oversees

the largest IT budget and organization anywhere, spending more
than $30 billion annually on IT. Recently, he talked with senior
editor J. Nicholas Hoover about the challenges of the job.

InformationWeek: You manage the largest IT budget of any single or-

ganization out there. How do you keep track of it all?
Wennergren: Spending IT dollars effectively is a team sport. First, you
have to have the right policy in place, and then you have to have com-
pliance mechanisms. It starts with an alignment to the strategic plan
to the Department of the Defense, which is built with the help of the
component CIOs and reflected in their own plans, and then requires
alignment to the enterprise architecture.Then, even if the CIO has put
in place the right policy, strategy, and vision, you still need a partner-
ship with the people who are responsible for getting things done.

InformationWeek: Where do you stand on cloud computing?

Wennergren: Where cloud computing really has promise is in dy-
namically scaling and provisioning. That’s why I’m really excited
about the Defense Information Systems Agency’s Rapid Access and
Computing Environment. This idea that if I need to do some big
modeling simulation exercise or testing or rapid development or a
Web site, I can dynamically scale, bring it up, bring it back down, pay

12 February 2010 informationweek.com/government

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for what I use, rather than be stuck with a lot of infrastructure—that’s

really important.

InformationWeek: Do you foresee any particular public cloud scenarios?

Wennergren: We’re seeing great power in using mainstream social
networking services when you want to have a dialogue with external
partners. It will eventually be like the question of using the public
communications infrastructure or not. Do you have your own infra-
structure or do you use the public infrastructure but [with] encryption
and segmenting to keep yourself walled away?

InformationWeek: What’s the most important thing to you right now in

terms of cybersecurity?
Wennergren: Secure information sharing.The security efforts of the
department and the sharing efforts of the department have to be
looked at as a consistent set of activities that allow you to raise the bar
for security and share your information with unanticipated users.

InformationWeek: Walk us through your thinking on open source.

Wennergren: There’s value in open source. More and more, you’ve
got to be able to look toward the power of peer review, both for open
source stuff and not-open source stuff, to bring more scrutiny and at-
tention to the software. Don’t avoid good solutions that will help you
move with speed and agility.

InformationWeek: What’s your take on enterprise search?

Wennergren: We live in a world where the infrastructure
needs to be joined.An Army guy needs to be able to get on IN THIS ISSUE
a Navy computer and find Air Force stuff.It’s about moving
into a different way of using our infrastructure,using the Obama’s Tech Budget p.6
technology we already have,like our access cards,to create Q&A With Postal CIO p.14
and use attributes about me—the clearance I have,the Open Gov Mandate p.16
kind of work I’m doing—that allow me to see information. Top Fed Priorities p.24

Table Of Contents p.3

Write to J.Nicholas Hoover at nhoover@techweb.com.

informationweek.com/government February 2010 13

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The Post Office

Ross Philo
In Your Home

T
he scope of the U.S. Postal Service is vast—203 billion pieces
of mail delivered in 2008, 618,000 employees, 221,000 vehicles,
36,000 post offices—and its challenges are in proportion to its
scale. Editor John Foley spoke with CIO and senior VP Ross
Philo, who oversees the Postal Service’s IT operations.

InformationWeek: What are you doing in IT to help the Postal Service

manage through this tough business environment?
Philo: We see two elements of how we’re trying to help the Postal
Service address business challenges. The first is to introduce greater
automation, bringing new levels of service to the postal operations,
while also delivering innovations that may open up new business
opportunities.

InformationWeek: What are some examples of new levels of automa-

tion and other innovations?
Philo: The most critical one is the Intelligent Mail program. Intelli-
gent Mail allows us to track a single piece of mail from its origin to its
destination in much the same way that you might think that our
competitors would track packages, but here you’re talking about a
completely different scope and scale, where you’re dealing with bil-
lions of pieces of mail each year. It’s going to completely transform
the way the mail can be used by large mailers.

14 February 2010 informationweek.com/government

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InformationWeek: What are some of your other top IT initiatives?

Philo: We need to embrace the Internet in all of its aspects.We want to
give consumers the ability of having a “post office” in their homes or in
their hands by providing Web-based functionality, so that they can do
just about every transaction that’s required from PCs or smartphones.

InformationWeek: Tell us about your broader “green”initiatives.

Philo: We’ve done a huge initiative on virtualization.We’ve managed to
reduce our footprint of individual servers dramatically by going through
virtualization in all hardware environments and by reaching out to indi-
vidual users, managing printers and reducing the amount of consum-
ables in that area, as well as providing the sustainability group with ways
of tracking power consumption in our facilities around the country.

InformationWeek: What work is under way in your data centers?

Philo: We have two major data centers. One is located near Minneapo-
lis and the other is in San Mateo, Calif.We look at what we can do to
optimize power consumption and cooling. One of the advantages of
being in Minneapolis is that during the winter our cooling require-
ments are fairly low.We have a program under way to look at what we
could do to develop a data center that would be located in such a way
that we could leverage renewable energy sources and potentially
even be in a position to inject energy back into the grid.

InformationWeek: What’s your view on cloud computing?

Philo: We’ve been following it with great interest. In some ways, our ap-
proach to virtualization within the data centers is a way
for us to respond in an agile way and create essentially IN THIS ISSUE
an internal cloud approach when it comes to providing
computing resources.While we’ve been looking at exter- Obama’s Tech Budget p.6
nal cloud offerings, we do have concerns, in terms of reli- Q&A With Defense CIO p.12
ability and security. It does look appealing, but at this Open Gov Mandate p.16
stage we’re not ready to pursue it any material way. Top Fed Priorities p.24

Table Of Contents p.3

Write to John Foley at jpfoley@techweb.com.

informationweek.com/government February 2010 15

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[COVER STORY]

A Mandate To Open Up
Federal agencies must increase transparency
and engage the public in new ways. Here’s how
they’re doing it. By J. Nicholas Hoover

With the release in December of Presi-

dent Obama’s Open Government Direc-
tive, the requirement for “opening” gov-
ernment processes and databases has
shifted from planning to implementa-
tion. Federal agencies face an aggressive
timeline for releasing data, engaging the
public in new ways, and publishing the steps they will take to promote
transparency and public participation in government.
The directive, released on Dec. 8, lays out 45-, 60-, 90-, and 120-day
milestones that federal agencies are expected to meet. Two deadlines
have already passed, and the others are rapidly approaching. As a first
step, agencies had to release three “high value”data sets.Then, by Feb. 6,
they were required to launch Web sites to inform the public of their
open government activities, and the White House was due to introduce
a Web dashboard for assessing their progress. By April 7, agencies are to
publish their overall plans for complying with the directive.
There are signs of progress, but also plenty of bumps along the way.

16 February 2010 informationweek.com/government

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Federal CIO Vivek Kundra, in a December inter-

view, recalled how he initially met resistance
when seeking to release certain healthcare data
from government databases.“It’s not done, can’t
do it,” Kundra said he was told. And there were
technical issues in surfacing data that had long
been squirreled away.
Now, however, the Department of Health
and Human Services is moving “full throttle”
in developing and executing an open government plan, says CTO
Todd Park. “The Open Government Directive put an injection of en-
ergy and White House support behind things that we think are criti-
[
Park: HHS going
“full throttle” with
open planning

cal,” says Park, who’s now spending more than half of his time on
these efforts.
HHS has established a working group, headed by Park and acting as-
sistant secretary for public affairs Jenny Backus, to develop its open gov-
ernment plan. Park is mindful that open government projects must
align with his agency’s broader mission. In one example, an online
“health map”under development will let citizens, employers, and others
better understand the healthcare systems in their local communities
and how they compare with systems elsewhere. HHS has been working
with McKinsey & Co., the nonprofit State of the USA, and the National
Academy of Sciences’ Institute of Medicine to work through which data
sets to release, and how.
Part of the challenge is getting stakeholders on board.
“You have to ask, ‘What’s the behavior model? How do IN THIS ISSUE
we trigger awareness?’” Park says. HHS plans to engage
business and community leaders to raise its chances of Obama’s Tech Budget p.6
success. Q&A With Defense CIO p.12
What determines success in open government? The re- Q&A With Postal CIO p.14
lease of data sets and launch of “gov 2.0” Web sites with Top Fed Priorities p.24
collaboration and other social media tools are only part Table Of Contents p.3
of it. “The ultimate measure of success should be im-

informationweek.com/government February 2010 17

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[COVER STORY] GOVERNMENT TRANSPARENCY

OPEN GOV
DIRECTIVE
provement in the fundamental efficiency and MILESTONES
effectiveness of government,” says Park. Jan. 8
But Park counsels patience in the early going. Agencies must publish
As required, HHS posted new data sets on three “high value” data
sets; open gov working
Data.gov last month, including a list of animal group to be formed
drug products, two summaries of Office of
Feb. 6
Medicare Hearings and Appeals data, insurance Agencies must launch
contacts for Medicare’s prescription drug bene- open gov Web pages;
fit, and summary data on Medicare claims. Yet Federal CTO and CIO to
some of that data is still buried in zipped Excel create dashboard to
spreadsheets on HHS’s site, rather than in ma- track efforts
chine-readable XML form on Data.gov.“It’ll be a March 8
process of constant, ongoing iteration and im- Chief performance offi-
cer to issue framework
provement,” says Park. for challenges, incen-
tive-based strategies
From The Top April 7
The White House in December issued an open Agencies must publish
government progress report, with more than plans for improved
two dozen examples of steps federal agencies transparency and
have taken. They include Virtual USA, a system public participation
in development by the Department of Home-
land Security, eight states, and first responders to share information on
power and water lines, helicopter landing sights, and other emergency
information. Another example is the Department of Treasury’s release of
IRS statistics that show the migration patterns of tax-return filers as they
move from state to state.
The White House’s open government dashboard (due to
IN THIS ISSUE have launched by Feb. 6) shows how well agencies meas-
ure up to the directive.In its initial iteration,the dashboard
Obama’s Tech Budget p.6 shows whether an agency has named a data integrity lead
Q&A With Defense CIO p.12 and created an open gov Web site. In the spirit of open-
Q&A With Postal CIO p.14 ness, it will encourage public input.
Top Fed Priorities p.24 Federal CTO Aneesh Chopra wants to make sure that
Table Of Contents p.3 meeting the requirements set by the White House isn’t
merely a check-the-box compliance exercise. Indeed,

18 February 2010 informationweek.com/government

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ADOBE OPENS UP
WASHINGTON
Find out all the ways Adobe is helping government agencies
become more open and transparent, at adobe.com/opengov

©2010 Adobe Systems Incorporated. All rights reserved. Adobe and the Adobe logo are registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.

Next >>

[COVER STORY] GOVERNMENT TRANSPARENCY
OPENNESS IN ACTION
Department of Education:
Delivers data on financial aid to
students through federally
funded loans, grants, and work-
study programs
General Services Administration:
Makes 12 years of data from the
Federal Advisory Committees
available for download
Department of Homeland
Security: Releases raw data on
the volume of applications to U.S.
Customs and Immigration Ser-
vices field offices
Department of the Interior:
Delivers monthly data on the raw
energy generated by hydropower
Department of Justice: Releases
annual Freedom of Information
Act reports in machine-readable
format
Department of Labor: OSHA
releases employer-specific
information on occupational
fatalities
Patent and Trademark Office:
Makes records on 7 million
patents and patent applications
searchable online
Department of Veterans Affairs:
Publishes hospital report cards,
including data on hospital and
outpatient care, quality of care,
and patient outcomes
20 February 2010
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Gartner analyst Andrea Di Maio warns that an
overemphasis on compliance could backfire.The
risk, Di Maio says, is that agencies might choose
the most expedient route over the one with the
greatest potential for change.
The General Services Administration, mean-
while, will be providing agencies with the Idea-
scale crowdsourcing platform to support a five-
week public dialogue on the agencies’ open
government plans once they’re released in April.
Among other things, agency sites will ask visitors
what kind of information they’d like to see shared
and how agencies can improve their interaction
with the public online. “Every agency needs to
think about what they want to get out of these
engagements with the public, what they’re look-
ing to get feedback on, and how they moderate
their public dialogue in an effort to get dynamic,
two-way interaction going,” says Dave McClure,
associate administrator for the GSA’s office of cit-
izen services and communications.
The Department of Homeland Security plans to
use the GSA tool. At first, it will ask the public what
kinds of things it can do to be more open,transpar-
ent,and collaborative;later,it will post its own ideas
DIG DEEPER Chief Of The Year: Federal CIO Kundra
Federal CIO Vivek Kundra is recognized for
his vision for overhauling the government’s
lumbering IT operations and for opening
its databases in keeping with the Obama
administration’s open government initiative.
Get this at informationweek.com/analytics/chief2009
See all our Analytics Reports at analytics.informationweek.com
informationweek.com/government
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and ask for comment.“We don’t want to presuppose anything in the be-
ginning,” says DHS chief of staff for management Chris Cummiskey, who’s
heading up the agency’s open government efforts.

Risks Of Openness
While the power of releasing data and increasing public engagement
are evident to many agencies, so too are the security risks.“You always
have to balance openness with the things our enemies could use
against us, things that could affect privacy,”White House cyber coordi-
nator Howard Schmidt said in a January speech.“Every data set we gen-
erate is going to require someone to look at it with a critical eye.”
Security restrictions that affect open government efforts include the Fed-
eral Information Security Management Act and a near-absolute ban on
permanent Web cookies,making it difficult if not impossible to create per-
sonalized Web pages for individuals.And much government data is sensi-
tive and has to be scrutinized before it’s released.That includes attention to
how data sets from different agencies might be used in combination.
“It’s not as simple as saying, let’s strip out all personal information,”
HHS CTO Park says, noting that researchers were able to identify users of
Netflix’s movie delivery service from anonymous rental data by match-
ing it with other data available on the Web.“We’re doing this at a tactical
level as we go through initial data sets, but we are hard at work on a
process that triple checks to make sure data is being made available in a
way that doesn’t breach privacy and security considerations.”
Homeland Security manages reams of sensitive information, and its
office of the CIO is putting into place a governance structure to deter-
mine what kind of information can be made public.“We
need to be sensible about what we can and can’t do and IN THIS ISSUE
set expectations up front,” Cummiskey says.
Data quality and formatting are other issues that govern- Obama’s Tech Budget p.6
ment IT pros have to grapple with as they expose data that Q&A With Defense CIO p.12
once stayed behind the firewall.The directive calls on agen- Q&A With Postal CIO p.14
cies to ensure that the information they release conforms to Top Fed Priorities p.24
Office of Management and Budget guidelines for informa- Table Of Contents p.3
tion quality and to assign a senior official responsibility for

informationweek.com/government February 2010 21

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[COVER STORY] GOVERNMENT TRANSPARENCY

data quality and objectivity of information on federal spending.

Organizational resistance—as federal CIO Kundra experienced first-
hand—is the other complicating factor. Federal personnel tend to be
risk averse. For that reason, it’s important that agency leaders drive the
message that increased openness, collaboration, and public participa-
tion require real change to processes and behavior.
At Homeland Security, Secretary Janet Napolitano and Deputy Secre-
tary Jane Holl Lute have made transparency part of their personal busi-
ness. Just last week, Lute convened a meeting of DHS agencies to dis-
cuss open government and information sharing.
Some policy issues as well have yet to be resolved, from compliance

THE SMITHSONIAN

Opening A Vast Archive

The federally funded Smithsonian Institu-
tion isn’t bound to the Open Government Di-
rective, but it’s following it in spirit. “Our mis-
sion from the beginning has been the
diffusion of knowledge, and open govern-
ment is a perfect fit,” says CIO Ann Speyer.
In one example of how it’s doing that, a
new search engine built on the open source
Apache Solr program plugs into museum
databases to make it easy for online users to
find information that had been locked away
in the Web sites of its 19 different museums.
More broadly, the Smithsonian is in the
early stages of a vast digitization effort, one
that could eventually lead to the creation of
images, video, and metadata around each of
its 137 million objects, allowing the public to
share that digital content with others and
annotate it with their own additions.
Opening the Smithsonian’s content raises
a host of issues, including sorting out the
rights restrictions on private donations and
culturally sensitive objects, standardizing
metadata, creating metrics to measure pro-
gress, and figuring out how to employ social
tools like tagging and comments to help
people further develop background infor-
mation on the Smithsonian’s content.
Speyer hopes that the Smithsonian’s ef-
forts serve as a model for how to digitize
content and engage the public in the pro-
cess. “In the library, archives, and museums
community, we’ve learned that nobody else
has done this,” she says.“If we can figure out
how to do it with the Smithsonian, we can do
it for anybody.” —J. Nicholas Hoover

22 February 2010 informationweek.com/government

<< Previous
 [ GSA’s crowdsourcing tool:
What do you want to see?

with accessibility regulations to how open government meshes with

the Paperwork Reduction Act, which requires a drawn-out approvals
process before engaging in online dialogue with citizens.

Get Involved
The White House will use some of the policy levers it has to reward
agencies that embrace open government, to remove barriers that hold
them back, and to put in place “platforms” that help agencies replicate
the successes of others, federal CTO Chopra says.
Chopra has suggestions on how government IT pros can get involved:
>> Find opportunities where the release of data and public engage-
ment can advance policy objectives.
>> Be proactive in where you think new tools might advance the
cause. Don’t wait for someone to ask for them.
>> Seek an organizational structure that gives you a voice in the
process and exposes you to agency priorities.
>> Volunteer to be an early adopter of new tools or a
beta site for GSA in scaling those that work. IN THIS ISSUE
Two months have passed since the release of the Open
Government Directive,so the time for those and other steps Obama’s Tech Budget p.6
is now. Says Chopra:“If your plan provides for alignment Q&A With Defense CIO p.12
with the key priorities and the tools,principles,philosophies Q&A With Postal CIO p.14
of open government, that’s the heart of the directive.” Top Fed Priorities p.24

Table Of Contents p.3

Write to J. Nicholas Hoover at nhoover@techweb.com.

informationweek.com/government February 2010 23

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 << Previous

Cross-agency collaboration,
hiring and retaining top talent,
and automating processes are
some of the biggest challenges,
according to our survey

Government IT Leadership

Redefined By Michael Biddick

The Obama administration is aiming to change the thinking of fed-

eral IT leadership. Transparency, citizen participation, and agency col-
laboration are in; silos, cost overruns, and project stagnation are out.
Those are the “open government”marching orders intended to make
federal agencies more efficient, accessible, and connected to the peo-
ple they serve. To get there, government IT leaders must rethink the
management approaches they take and the technologies they employ,
including the use of Web 2.0 technologies to support government 2.0
initiatives.
IN THIS ISSUE InformationWeek Analytics’ Technology Leadership in Gov-
ernment Survey of 177 federal technology professionals re-
Obama’s Tech Budget p.6 veals a wide range of technical and management challenges.
Q&A With Defense CIO p.12 Confronting them will require government IT leaders to em-
Q&A With Postal CIO p.14 brace new ideas and approaches.
Open Gov Mandate p.16 When asked to identify the one area federal CIO Vivek Kun-
Table Of Contents p.3 dra should pay more attention to, for instance, survey re-
spondents’ top answer was cross-agency collaboration (see

24 February 2010 informationweek.com/government

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chart, below). Many federal IT leaders recognize that they reinvent the
wheel far too often, and when money is tight, that approach isn’t sus-
tainable. In addition, security requirements of the Defense Department
and the intelligence agencies make collaboration even more difficult.
With three-quarters of government contract spending going to De-
fense, this is a huge concern.
Pockets of collaboration do exist. For example, the TM Forum Defense
Interest Group consists of several agencies—including the Defense In-
formation Systems Agency, the Air Force, and the National Security
Agency—focused on exploring new areas of standardization and en-
hancing existing process standards.
Beyond sharing ideas and good practices, however, few shared systems
exist across the federal government. The General Services Administra-
tion recently launched one such system: the Apps.gov service, which pro-
vides a central location where agencies can buy applications, mostly
cloud-based ones like Salesforce.com, online from third-party resellers.
Self-service ordering systems can automate many of the manual

IT Wish List
If you could ask federal CIO Vivek Kundra to provide increased attention to one area, what would it be?

Other Promote cross-agency cooperation

8% 30%
Policies for smartphone use
in government agencies 4%

More shared government 13%

IT services Development of more
15% government IT staff

15%
Help overhauling IT procurement 15%
Expanding need for bigger
IT budgets
Data: InformationWeek Analytics Leadership in Government Survey of 177 federal government technology professionals

Government_chart 11
informationweek.com/government February 2010 25

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[LEADERSHIP REDEFINED]

processes involved with routine functions, like new-

employee processing, smartphone and laptop pro-
visioning, and even non-IT requests such as business
card ordering. Simple items can be ordered easily,
while complex, multicomponent bundles can be
packaged together.
These systems can strip out much of the ineffi-
ciency in government procurement and drive
tremendous cost savings. They give IT leaders the
Download Our Federal
IT Leadership Report ability to develop service- and operating-level
Get all the analysis of our survey
agreements with providers that can be measured
of government tech leaders and enforced. Demand and costs can be tracked
free for a limited time. Go to and reported in a fee-for-service, chargeback, or ac-
informationweek.com/analytics/
gov2 for nearly 30 pages of counting environment.
action-oriented analysis, packed The move toward standardization will ultimately
with 17 charts.
be the biggest cost reducer for IT organizations,
What you’ll find:
and the ability to centrally procure IT services us-
> Complete listing of technolo-
gies deemed most promising ing an actionable, self-service service catalog is a
> Discussion of important attrib- step in that direction.
utes of government IT leaders
> Detailed data from our survey Security Disconnect
In terms of technology challenges, our survey
found that there’s some disconnect between open government
goals and the IT challenges that federal IT leaders say are most
daunting. For example, 53% of respondents say security is the top
test they face. However, there’s innate tension between transparency
and data security.
As many private-sector organizations have IN THIS ISSUE
found, data security can be a major roadblock
to even lightweight IT system deployments Obama’s Tech Budget p.6
that promote participation and collaboration. Q&A With Defense CIO p.12
There are legal, privacy, and policy issues that Q&A With Postal CIO p.14
can get in the way of a more open govern- Open Gov Mandate p.16
ment. Add in the need to ensure data safety, Table Of Contents p.3
and things get complicated. From a technol-

26 February 2010 informationweek.com/government

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Next >>

ADOBE OPENS UP
WASHINGTON
Find out all the ways Adobe is helping government agencies
become more open and transparent, at adobe.com/opengov

©2010 Adobe Systems Incorporated. All rights reserved. Adobe and the Adobe logo are registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.

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 << Previous

[LEADERSHIP REDEFINED]

ogy perspective, every new initiative, no matter how popular, must pass
muster from a data assurance standpoint.

Management Challenges
When it comes to management issues, 41% of respondents say hiring
and retaining technical talent is their top challenge (see chart, below).
Thing is, the government has no one to blame for this but itself.
Twenty-five years of policies promoting outsourcing have resulted in
an exodus of IT knowledge to the private sector. The Bureau of Labor
Statistics and other sources estimate that the number of private con-

What IT Management Challenges Does Your Organization Face?

Resource limitations
53%
Hiring and retaining skilled IT talent 0.0
41%
Bringing innovation to government IT
30%
Delivering projects on time and on budget
29%
Complying with regulatory requirements (FISMA, etc.)
28%
Legacy systems and processes
23%
IT procurement processes
23%
Motivating staff to work in new ways
20%
Heavy dependence on third-party service providers
19%
Creating a more transparent IT organization and practices
12%
Lowering costs
11%
Data: InformationWeek Analytics Leadership in Government Survey of 177 federal government technology professionals

28 February 2010 informationweek.com/government

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tractors is four times the number of federal employees. After a few years
in government, federal workers often parlay their skills and knowledge
into significant salary bumps in the private sector.
With so much outsourcing going on,agencies find they lack much of the
intellectual property required to run their own IT organizations. Federal IT
leaders must find ways to get back much of this intellectual property.
Changing this structure is hard. Agencies have little incentive to do
the hard work of developing in-house talent. It’s quicker and easier to
outsource and operate as contract management shops. But this model
delivers short-term savings while sacrificing institutional knowledge.
And savings aren’t assured—nearly 30% of survey respondents say that
delivering projects on time and on budget is a challenge.
Cutting off all outsourcing isn’t the way to go, either. But agency lead-
ership must heed the lessons of the past decade and realize that as the
government becomes more transparent, heavy use of IT contractors will
become more visible. Substantial policy reform will likely place more
control back in the hands of government, but the issue of finding and
retaining talent won’t go away. It will become even more problematic as
demand for critical technologies like virtualization and cloud comput-
ing increases in both the public and private sectors.

Better Buying
Another management challenge government IT leaders face is pro-
curement reform. Many in the public sector use cost-plus contracting,
where the government pays the costs incurred by the contractor plus a
modest fee—say, 5% to 8%—for profit. Cost-plus contracting was seen
as a way to cut through artificially high rates under the
time-and-materials system and provide transparency to IN THIS ISSUE
the contracting office. But there’s a catch: Contractors
aren’t on the hook to deliver anything.They can add peo- Obama’s Tech Budget p.6
ple and stretch timelines, with no incentive to complete Q&A With Defense CIO p.12
the work. Q&A With Postal CIO p.14
Contractors aren’t the only ones at fault. Government Open Gov Mandate p.16
program offices often fail to adequately define require- Table Of Contents p.3
ments and manage programs. They ’re frequently

informationweek.com/government February 2010 29

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[LEADERSHIP REDEFINED]

stretched too thin and lack technical depth in key IT areas—often as a

result of excessive outsourcing.
Only 36% of survey respondents say they think the federal government
will rely less on contract personnel for IT projects in the future; 53% say it
won’t.Therefore,IT leaders must do a more thorough job of defining what
they want from projects and then managing contractors to those results.
By using earned value management, project and portfolio management,
and similar tools,project managers can do a better of job tracking the suc-
cess of projects and identifying problems before they impact deliverables.
Instead of cost-plus contracts, IT leaders should move toward firm-
fixed-price ones.This approach puts more of the risk and burden on the
contractor to deliver what was promised. If timelines slip as a result of in-
efficiencies or mismatched skill sets, the contractor must correct the is-
sue. For its part, the government must ensure that bureaucratic dither-
ing and inefficiencies don’t cause delays. If they do, the agency will pay
a price when the contractor demands compensation for changes in
work scope.
As with outsourcing, as government becomes more transparent, con-
tract issues will become more apparent. CIOs should implement re-

TO-DO LIST

Where To Take Action

>> Get ready for transparency: Use data
in machine-readable formats and offer user-
friendly Web sites. Figure out ways to recon-
cile security with transparency goals.
>> Communicate clearly: Ensure man-
agers and staff as well as partners and con-
tractors know IT objectives.
>> Don’t depend too much on out-
sourcers: Make sure to retain in-house skills
to keep critical systems and services online
if an outsourcer goes south.
>> Reform procurement: Eschew cost-
plus contracts for fixed-price deals that hold
contractors accountable to deliver on time
and on budget.
>> Use project management tools: These
can help you track status and avoid missing
the forest because you’re too busy watching
the trees. Automate, automate, automate.
>> Implement self-service catalogs: Use
them to order everything from business
cards to cloud services.This is the future.

30 February 2010 informationweek.com/government

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forms now to avoid future embarrassment. These moves also reflect

good governance and will free up funds for other technology programs.

Processing The Future

Another challenge IT leaders face is having the right IT processes to exe-
cute initiatives,run the operational environment,and report on the success
of the organization.Here,many agencies are turning to established indus-
try frameworks or using hybrid approaches to process methodologies.
In our survey, there was no clear favorite framework, although ITIL, at
37%, had a slight edge over Six Sigma (35%), CMMI (28%), and ISO 9001
(27%).Emerging standards like ISO 20K and COBIT finished toward the bot-
tom. More interesting, however, was that 28% of respondents say none of
the process methodologies in our survey is relevant to their organizations.
Frankly, that’s disturbing given the huge amounts of cash agencies are
spending.
Let’s be clear: The government IT environment has never been more
dynamic, and quality initiatives and good practices for running IT units
are critical to success. In large organizations, the ability to clearly define,
optimize, and eventually automate IT processes—particularly complex
ones—can substantially cut ongoing expenses, reduce mean time to
repair and outages resulting from human errors, help meet compliance
requirements, and aid in tracking discrete tool costs.
Instead of using point products to automate processes between sys-
tems, automation will likely find its way into core technologies—ven-
dors just need to hurry up and get there.The more manual the process,
the more difficult it will be to implement and ensure accuracy. This is
especially true in large organizations. Any successful pro-
cess improvement initiative must include a directive to IN THIS ISSUE
automate as much as possible. If a process can’t be auto-
mated, CIOs should look for ways to at least automate en- Obama’s Tech Budget p.6
forcement and compliance to ensure that the right Q&A With Defense CIO p.12
checks and balances exist in their organizations. Q&A With Postal CIO p.14
Open Gov Mandate p.16
Michael Biddick is president and CTO at Fusion PPT, a consulting and IT Table Of Contents p.3
services company.Write to him at mbiddick@nwc.com.

informationweek.com/government February 2010 31

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32 February 2010
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IN THIS ISSUE
Obama’s Tech Budget p.6
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