Exhibit 300 (BY2009) for HHS Enterprise E-mail System (HHSMail)

PART ONE

OVERVIEW

1. Date of Submission:: 2008-02-04

2. Agency:: 009

3. Bureau:: 00

4. Name of this Capital Asset:: HHS Enterprise E-mail System (HHSMail)

5. Unique Project Identifier:: 009-00-02-00-01-0009-00

6. What kind of investment will this be in FY2009?: Mixed Life Cycle

7. What was the first budget year this investment was submitted to OMB?: FY2003

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.: The HHS Enterprise E-mail initiative aims to develop an enterprise-wide E-mail and calendaring solution to meet the Departments needs. This initiative is one of several strategic IT initiatives associated with the Departments enterprise-wide IT consolidation effort and further supports the Secretary's One HHS vision. The Secretary of HHS has identified this initiative as one of his highest priorities The five goals identified for this HHS Enterprise E-mail initiative are: Goal 1: Reduce costs of providing E-mail service to over 65,000 HHS employees contractors, and other users. Goal 2: Provide consistent functionality for all HHS E-mail users. Goal 3: Develop the most efficient E-mail operation possible for HHS E-mail users. Goal 4: Provide all HHS E-mail users a consistent E-mail address scheme. Goal 5: Provide a calendaring solution giving the ability to schedule people and resources across HHS. The outsourced system selected for the HHS Enterprise E-mail initiative meets the goals of HHS by encompassing three primary elements. First, the system will consist of a single consolidated E-mail infrastructure with appropriate redundancy and data protection technologies, eliminating the distributed E-mail services across OPDIVS. Second, the system will be managed by an outsourced administration team, allowing for a consistent level of service and support as well as cost savings through increased negotiating power with vendors of E-mail related products and technologies. Third, and perhaps most importantly, the HHS unified E-mail effort will provide a uniform and intuitive department-wide integrated E-mail and calendaring solution that fulfills the department's communication and collaboration requirements. The initiative is currently in the implementation phase. Over 65,000 mailboxes have been transitioned. All of HHS' over 72, 000 mailboxes will be transitioned to the new system by the end of FY07.

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

9.a. If "yes," what was the date of this approval?: 2007-06-26

10. Did the Project Manager review this Exhibit?: yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?: Mid/Journeyman-level

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

12.a. Will this investment include electronic assets (including computers)?: yes

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only): no

13. Does this investment directly support one of the PMA initiatives?: yes

If yes, select the initiatives that apply:

Initiative Name
Expanded E-Government

13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?): HHS Mail closely aligns with the Expanded E-Gov initiative, which seeks to provide timely and accurate information while ensuring security and privacy. HHS Mail will streamline and modernize HHS' legacy E-Mail infrastructure, consolidating several disparate e-mail systems into one virtual e-mail system. Standardizing on one e-mail system will make it more efficient to collaborate and share data across govt. boundaries, and make it easier for private citizens to communicate with the Department.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?: no

15. Is this investment for information technology?: yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?: Level 2

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance): (1) Project manager has been validated as qualified for this investment

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?: no

19. Is this a financial management system?: no

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

Area	Percentage
Hardware	6
Software	0
Services	94
Other

21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?: n/a

22. Contact information of individual responsible for privacy related questions.

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

23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?: no

24. Does this investment directly support one of the GAO High Risk Areas?: no

SUMMARY OF SPEND

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report. All amounts represent Budget Authority Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies). Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2006	PY 2007	CY 2008	BY 2009
Planning Budgetary Resources	1.840	0.608	0.608	0.626
Acquisition Budgetary Resources	39.927	7.700	0.980	0.980
Maintenance Budgetary Resources	3.023	6.536	11.871	12.988
Government FTE Cost	0.800	0.200	0.517	0.517
# of FTEs	2	1	3	3

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

2.a. If "yes," how many and in what year?: 3 FTEs will be required for each year of the contract Feb 2004 thru Dec 2009.

PERFORMANCE

In order to successfully address this area of the exhibit 300, performance goals must be provided for the agency and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic goals, and performance measures (indicators) must be provided. These goals need to map to the gap in the agency's strategic goals and objectives this investment is designed to fill. They are the internal and external performance benefits this investment is expected to deliver to the agency (e.g., improve efficiency by 60 percent, increase citizen participation by 300 percent a year to achieve an overall citizen participation rate of 75 percent by FY 2xxx, etc.). The goals must be clearly measurable investment outcomes, and if applicable, investment outputs. They do not include the completion date of the module, milestones, or investment, or general goals, such as, significant, better, improved that do not have a quantitative measure.

Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Implement an e-mail system that functions as one seamless system and takes advantage of the economies of scale of requiring only one support organization to operate and maintain it.	Each OPDIV had their own seperate E-Mail system making it difficult to share calendars and other resources. And, each OPDIV had their own e-mail support team.	Implement an outsourced system that functions as one seamless system and is supported by one organization (Unisys) NIHi is the only HHS OPDIV that will not be part of the system.	Implemented an outsourced system that functions as one seamless system and is supported by one organization (Unisys) NIHi is the only HHS OPDIV that is not part of the system.
2	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Eliminate the redundancies and inefficiencies caused by having to support seven different e-mail systems	Each OPDIV had their own e-mail support team making the Department's E-Mail system extremely inefficient to support and maintain	Implement an outsourced system that functions as one seamless system and is supported by one organization (Unisys). This implementation will allow the Department to take advantage of the economies of scale from the consolidation.	Implemented an outsourced system that functions as one seamless system and is supported by one organization (Unisys). This implementation allows the Department to take advantage of the economies of scale from the consolidation.
3	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Operate and maintain a system that meets the Service Level Agreements	The service level agreements are the baseline	The service level agreements are the target
4	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Operate and maintain a system that meets the Service Level Agreements	The service level agreements are the baseline	The service level agreements are the target
5	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Operate and maintain a system that meets the Service Level Agreements	The service level agreements are the baseline	The service level agreements are the target

Enterprise Architecture

In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA.

1. Is this investment included in your agency's target enterprise architecture?: yes

2. Is this investment included in the agency's EA Transition Strategy?: yes

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.: HHS Enterprise E-mail System (HHSMail)

3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?: no

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/. Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM. Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission. Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government. Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Reused Component Name	Reused UPI	Internal or External Reuse?	Funding %
1	Email	Defines the set of capabilities that support the transmission of memos and messages over a network.	Collaboration	Email			No Reuse	100

5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment. FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications. Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate.

Row	SRM Component	>Service Area	Service Category	Service Standard	Service Specification (i.e., vendor and product name)
1	Email	Service Access and Delivery	Access Channels	Collaboration / Communications	Blackberry
2	Email	Service Access and Delivery	Access Channels	Wireless / PDA	Blackberry
3	Email	Service Access and Delivery	Delivery Channels	Intranet	Blackberry
4	Email	Service Platform and Infrastructure	Support Platforms	Wireless / Mobile	Blackberry
5	Email	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Exchange Client
6	Email	Component Framework	Business Logic	Platform Independent	Microsoft Exchange 5.5

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

6.a. If yes, please describe.: This investment leverages: IT Infrastructure Optimization Line of Business. multi-OPDIV leverage for IT Infrastructure

PART TWO

RISK

You should perform a risk assessment during the early planning and initial concept phase of the investment's life-cycle, develop a risk-adjusted life-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing risk throughout the investment's life-cycle.

Answer the following questions to describe how you are managing investment risks.

1. Does the investment have a Risk Management Plan?: yes

1.a. If yes, what is the date of the plan?: 2007-05-01

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?: no

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

COST & SCHEDULE

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

2. Is the CV% or SV% greater than ± 10%?: no

3. Has the investment re-baselined during the past fiscal year?: no