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57-403: The Clinger–Cohen Act supplements the information resources management policies by establishing a comprehensive approach for executive agencies to improve the acquisition and management of their information resources, by: The Act directed the development and maintenance of Information Technology Architectures (ITAs) by federal agencies to maximize the benefits of information technology (IT) within

114-564: A budget justification document to present to relevant congressional committees, especially the Appropriations Committee. Finally, by the first Monday in February, the president must review and submit the final budget to Congress to approve. OMB is also responsible for the preparation of Statements of Administrative Policy (SAPs) with the president. These statements allow the OMB to communicate

171-400: A budget justification document to present to relevant congressional committees, especially the Appropriations Committee. Finally, by the first Monday in February, the president must review and submit the final budget to Congress to approve. OMB is also responsible for the preparation of Statements of Administrative Policy (SAPs) with the president. These statements allow the OMB to communicate

228-667: A staffer at the Bureau of the Budget, called the relationship between the president and the bureau extremely close and subsequent bureau directors politicians, not public administrators. The bureau was reorganized into the Office of Management and Budget in 1970 during the Nixon administration . The first OMB included Roy Ash (head), Paul O'Neill (assistant director), Fred Malek (deputy director), Frank Zarb (associate director) and two dozen others. In

285-529: Is for federal participation in the development and use of voluntary consensus standards and in conformity assessment activities. A-119 instructs its agencies to adopt voluntary consensus standards before relying upon industry standards and reducing to a minimum the reliance by agencies on government standards . Adoption of international standards is widely followed by U.S. agencies. This includes: List of OMB directors. Office of Management and Budget The Office of Management and Budget ( OMB )

342-788: Is made up mainly of career appointed staff who provide continuity across changes of party and administration in the White House. Six positions within OMB ;– the Director, the Deputy Director, the Deputy Director for Management, and the administrators of the Office of Information and Regulatory Affairs , the Office of Federal Procurement Policy , and the Office of Federal Financial Management  – are presidentially appointed and Senate - confirmed positions. OMB's largest components are

399-526: Is made up mainly of career appointed staff who provide continuity across changes of party and administration in the White House. Six positions within OMB – the Director, the Deputy Director, the Deputy Director for Management, and the administrators of the Office of Information and Regulatory Affairs , the Office of Federal Procurement Policy , and the Office of Federal Financial Management  – are presidentially appointed and Senate - confirmed positions. OMB's largest components are

456-465: Is tasked with the following responsibilities: The head of each US Federal executive agency shall comply with several specific matters. A selection. The CCA generated a number of significant changes in the roles and responsibilities of various federal agencies in managing acquisition of IT. It elevated overall responsibility to the Director of the Office of Management and Budget (White House). OMB set forth guidelines that must be followed by agencies. At

513-617: Is the largest office within the Executive Office of the President of the United States (EOP). OMB's most prominent function is to produce the president's budget, but it also examines agency programs, policies, and procedures to see whether they comply with the president's policies and coordinates inter-agency policy initiatives. Shalanda Young became OMB's acting director in March 2021, and

570-653: The 1990s, OMB was reorganized to remove the distinction between management staff and budgetary staff by combining the dual roles into each given program examiner within the Resource Management Offices. OMB prepares the president's budget proposal to Congress and supervises the administration of the executive branch agencies. It evaluates the effectiveness of agency programs, policies, and procedures, assesses competing funding demands among agencies, and sets funding priorities. OMB ensures that agency reports, rules, testimony, and proposed legislation are consistent with

627-401: The Budget was moved to the Executive Office of the President in 1939 and was run by Harold D. Smith during the government's rapid expansion of spending during World War II . James L. Sundquist, a staffer at the Bureau of the Budget, called the relationship between the president and the bureau extremely close and subsequent bureau directors politicians, not public administrators. The bureau

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684-628: The Clinger–Cohen Act, the Office of Management and Budget (OMB) in April 2000 distributed an " OMB Circular A-130 " about the management of Federal Information Resources. This circular incorporated some other memoranda: as well as new material including; This "Information Technology Management Reform Act" was part of the National Defense Authorization Act for Fiscal Year 1996, which is organized in five divisions: This public law

741-488: The Department also cannot operate efficiently with hardware and software systems purchased on an "impulse purchase" basis and installed without an overall plan. All facets of capital planning are taken into consideration just as they would be in private industry. The Act assigns the Director of the Office of Management and Budget (OMB) responsibility for improving the acquisition, use, and disposal of information technology by

798-427: The Director of the Office of Management and Budget (OMB) some ten tasks. The following list represents a selection: Other tasks are about the comparison of agency uses of IT, training, Informing Congress, and procurement policies. Director of the Office of Management and Budget (OMB) shall encourage the use of performance-based and results-based management in fulfilling the responsibilities assigned. OMB's Director

855-651: The Government. In subsequent guidance on implementing the Act, the Office of Management and Budget stipulated that agency ITA's "...should be consistent with Federal, agency, and bureau information architectures.." In keeping with this mandate, in 1999 the US Federal CIO Council initiated the Federal Enterprise Architecture , essentially a federal-wide ITA that would "... develop, maintain, and facilitate

912-689: The Office of Legislative Affairs, the Budget Review Division (BRD), and the Legislative Reference Division. The BRD performs government-wide budget coordination and is largely responsible for the technical aspects relating to the release of the president's budget each February. With respect to the estimation of spending for the executive branch , the BRD serves a purpose parallel to that of the Congressional Budget Office (which

969-436: The Office of Legislative Affairs, the Budget Review Division (BRD), and the Legislative Reference Division. The BRD performs government-wide budget coordination and is largely responsible for the technical aspects relating to the release of the president's budget each February. With respect to the estimation of spending for the executive branch , the BRD serves a purpose parallel to that of the Congressional Budget Office (which

1026-413: The Resource Management Offices. OMB prepares the president's budget proposal to Congress and supervises the administration of the executive branch agencies. It evaluates the effectiveness of agency programs, policies, and procedures, assesses competing funding demands among agencies, and sets funding priorities. OMB ensures that agency reports, rules, testimony, and proposed legislation are consistent with

1083-450: The White House's official position on proposed legislation. In practice, the president has assigned the OMB certain responsibilities when it comes to the budget and hiring authorities who play key roles in developing it. OMB coordinates the development of the president's budget proposal by issuing circulars , memoranda, and guidance documents to the heads of executive agencies. The OMB works very closely with executive agencies in making sure

1140-450: The White House's official position on proposed legislation. In practice, the president has assigned the OMB certain responsibilities when it comes to the budget and hiring authorities who play key roles in developing it. OMB coordinates the development of the president's budget proposal by issuing circulars , memoranda, and guidance documents to the heads of executive agencies. The OMB works very closely with executive agencies in making sure

1197-402: The acquisition and management of agency information systems through work process redesign, and by linking planning and investment strategies to the budget process. The "Information Technology Management Reform Act" of 1996 was later renamed "Clinger-Cohen Act" for its co-sponsors, Rep. William Clinger , R-PA., and Senator William Cohen , R-ME. To provide agencies with guidance on implementing

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1254-437: The agencies to discuss issues in the upcoming budget. In July, the OMB issues circular A-11 to all agencies, which outlines instructions for submitting the budget proposals, which the agencies submit by September. The fiscal year begins October   1 and OMB staff meet with senior agency representatives to find out whether their proposals are in line with the president's priorities and policies and identify constraints within

1311-437: The agencies to discuss issues in the upcoming budget. In July, the OMB issues circular A-11 to all agencies, which outlines instructions for submitting the budget proposals, which the agencies submit by September. The fiscal year begins October   1 and OMB staff meet with senior agency representatives to find out whether their proposals are in line with the president's priorities and policies and identify constraints within

1368-502: The agency CIOs also have worked together to form the US Federal CIO Council . Initially an informal group, the council's existence became codified into law by Congress in the E-Government Act of 2002 . Official duties for the council include developing recommendations for government information technology management policies, procedures, and standards; identifying opportunities to share information resources; and assessing and addressing

1425-484: The agency level, IT management must be integrated into procurement, and procurement of commercial-off-the-shelf technology was encouraged. CCA required each agency to name a Chief Information Officer (CIO) with the responsibility of "developing, maintaining, and facilitating the implementation of a sound and integrated information technology architecture". The CIO is tasked with advising the agency director and senior staff on all IT issues. Since these rules went into effect,

1482-541: The budget process and proposal is smooth. The development of the budget within the executive branch has many steps and takes nearly a year to complete. The first step is the OMB informing the president of the country's economic situation. The next step is known as the Spring Guidance: the OMB gives executive agencies instructions on policy guidance to use when coming up with their budget requests along with due dates for them to submit their requests. The OMB then works with

1539-483: The budget process and proposal is smooth. The development of the budget within the executive branch has many steps and takes nearly a year to complete. The first step is the OMB informing the president of the country's economic situation. The next step is known as the Spring Guidance: the OMB gives executive agencies instructions on policy guidance to use when coming up with their budget requests along with due dates for them to submit their requests. The OMB then works with

1596-473: The budget proposal until late November. The OMB director then meets with the president and EOP advisors to discuss the agencies' budget proposals and recommends a federal budget proposal, and the agencies are notified of the decisions about their requests. They can appeal to OMB and the president in December if they are dissatisfied with the decisions. After working together to resolve issues, agencies and OMB prepare

1653-422: The budget proposal until late November. The OMB director then meets with the president and EOP advisors to discuss the agencies' budget proposals and recommends a federal budget proposal, and the agencies are notified of the decisions about their requests. They can appeal to OMB and the president in December if they are dissatisfied with the decisions. After working together to resolve issues, agencies and OMB prepare

1710-514: The comments into a consensus opinion of the administration about the proposal. It is also responsible for writing an Enrolled Bill Memorandum to the president once a bill is presented by both chambers of Congress for the president's signature. The Enrolled Bill Memorandum details the bill's particulars, opinions on the bill from relevant federal departments, and an overall opinion about whether it should be signed into law or vetoed . It also issues Statements of Administration Policy that let Congress know

1767-514: The comments into a consensus opinion of the administration about the proposal. It is also responsible for writing an Enrolled Bill Memorandum to the president once a bill is presented by both chambers of Congress for the president's signature. The Enrolled Bill Memorandum details the bill's particulars, opinions on the bill from relevant federal departments, and an overall opinion about whether it should be signed into law or vetoed . It also issues Statements of Administration Policy that let Congress know

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1824-490: The federal government. The Director should aim to improve the productivity, efficiency, and effectiveness of federal programs, including through dissemination of public information and the reduction of information collection burdens on the public. The Act supplements the information resources management (IRM) policies contained in the Paperwork Reduction Act (PRA) by establishing a comprehensive approach to improving

1881-734: The five Resource Management Offices, which are organized along functional lines mirroring the federal government, each led by an OMB associate director. Approximately half of all OMB staff are assigned to these offices, the majority of whom are designated as program examiners. Program examiners can be assigned to monitor one or more federal agencies or may be deployed by a topical area, such as monitoring issues relating to U.S. Navy warships. These staff have dual responsibility for both management and budgetary issues, as well as for giving expert advice on all aspects relating to their programs. Each year they review federal agency budget requests and help decide what resource requests will be sent to Congress as part of

1938-734: The five Resource Management Offices, which are organized along functional lines mirroring the federal government, each led by an OMB associate director. Approximately half of all OMB staff are assigned to these offices, the majority of whom are designated as program examiners. Program examiners can be assigned to monitor one or more federal agencies or may be deployed by a topical area, such as monitoring issues relating to U.S. Navy warships. These staff have dual responsibility for both management and budgetary issues, as well as for giving expert advice on all aspects relating to their programs. Each year they review federal agency budget requests and help decide what resource requests will be sent to Congress as part of

1995-416: The following eight investment criteria for new IT projects: Office of Management and Budget The Office of Management and Budget ( OMB ) is the largest office within the Executive Office of the President of the United States (EOP). OMB's most prominent function is to produce the president's budget, but it also examines agency programs, policies, and procedures to see whether they comply with

2052-445: The government, basically making sure its day-to-day operations run. Without a budget, federal employees could not be paid, federal buildings could not open and federal programs would come to a halt in a government shutdown. Shutdowns can occur when Congress refuses to pass a budget. The Interagency Suspension and Debarment Committee (ISDC) was created as an OMB committee by President Ronald Reagan's Executive Order 12549 in 1986, for

2109-445: The government, basically making sure its day-to-day operations run. Without a budget, federal employees could not be paid, federal buildings could not open and federal programs would come to a halt in a government shutdown. Shutdowns can occur when Congress refuses to pass a budget. The Interagency Suspension and Debarment Committee (ISDC) was created as an OMB committee by President Ronald Reagan's Executive Order 12549 in 1986, for

2166-557: The implementation of the top-level enterprise architecture for the Federal Enterprise." In February 1996, Congress enacted the Clinger–Cohen Act to reform and improve the way Federal agencies acquire and manage IT resources. Central to implementing these reforms is the need to establish effective IT leadership within each agency. The law requires each agency head to establish clear accountability for IT management activities by appointing an agency chief information officer (CIO) with

2223-426: The law is complex, all consumers of hardware and software in the Department should be aware of the chief information officer 's leadership in implementing this statute. The Act emphasizes an integrated framework of technology aimed at efficiently performing the business of the Department. Just as few businesses can turn a profit by allowing their employees to purchase anything they want to do any project they want,

2280-583: The needs of the Federal Government's IT workforce. In general, National Security Systems (NSS), as defined in 40 USC 11103 , are exempt from the Act. However, there are specific exceptions to this exemption regarding: Following the Clinger–Cohen Act, White House budget director Franklin Raines issued a supplementary policy memorandum, M-97-02, in 1996 that became known as "Raines' Rules". The memorandum specified

2337-408: The president's and agencies' policies to the government as a whole and set forth policymakers' agendas. During the review of the federal budget, interest groups can lobby for policy change and affect the budget for the new year. OMB plays a key role in policy conflicts by making sure legislation and agencies' actions are consistent with the executive branch's. OMB has a powerful and influential role in

Information Technology Management Reform Act of 1996 - Misplaced Pages Continue

2394-408: The president's and agencies' policies to the government as a whole and set forth policymakers' agendas. During the review of the federal budget, interest groups can lobby for policy change and affect the budget for the new year. OMB plays a key role in policy conflicts by making sure legislation and agencies' actions are consistent with the executive branch's. OMB has a powerful and influential role in

2451-411: The president's budget and administration policies. OMB also oversees and coordinates the administration's procurement, financial management, information, and regulatory policies. In each of these areas, OMB's role is to help improve administrative management, develop better performance measures and coordinating mechanisms, and reduce unnecessary burdens on the public. OMB's critical missions are: OMB

2508-411: The president's budget and administration policies. OMB also oversees and coordinates the administration's procurement, financial management, information, and regulatory policies. In each of these areas, OMB's role is to help improve administrative management, develop better performance measures and coordinating mechanisms, and reduce unnecessary burdens on the public. OMB's critical missions are: OMB

2565-493: The president's budget. They perform in-depth program evaluations with the Program Assessment Rating Tool, review proposed regulations and agency testimony, analyze pending legislation, and oversee the aspects of the president's management agenda including agency management scorecards. They are often called upon to provide analysis information to EOP staff. They also provide important information to those assigned to

2622-420: The president's budget. They perform in-depth program evaluations with the Program Assessment Rating Tool, review proposed regulations and agency testimony, analyze pending legislation, and oversee the aspects of the president's management agenda including agency management scorecards. They are often called upon to provide analysis information to EOP staff. They also provide important information to those assigned to

2679-617: The president's policies and coordinates inter-agency policy initiatives. Shalanda Young became OMB's acting director in March 2021, and was confirmed by the Senate in March 2022. The Bureau of the Budget , OMB's predecessor, was established in 1921 as a part of the Department of the Treasury by the Budget and Accounting Act of 1921 , which President Warren G. Harding signed into law. The Bureau of

2736-475: The purpose of monitoring the implementation of the order. This order mandates executive departments and agencies to: Circulars are instructions or information the OMB issues to federal agencies that are indexed by major category: Budget, State and Local Governments, Educational and Non-Profit Institutions, Federal Procurement, Federal Financial Management, Federal Information Resources / Data Collection and Other Special Purpose. Circular NO. A-119 Circular A-119

2793-475: The purpose of monitoring the implementation of the order. This order mandates executive departments and agencies to: Circulars are instructions or information the OMB issues to federal agencies that are indexed by major category: Budget, State and Local Governments, Educational and Non-Profit Institutions, Federal Procurement, Federal Financial Management, Federal Information Resources / Data Collection and Other Special Purpose. Circular NO. A-119 Circular A-119

2850-456: The statutory offices within OMB: the Office of Information and Regulatory Affairs, the Office of Federal Procurement Policy, the Office of Federal Financial Management, and the Office of E-Government & Information Technology , which specializes in issues such as federal regulations and procurement policy and law. Other components are OMB-wide support offices, including the Office of General Counsel,

2907-410: The statutory offices within OMB: the Office of Information and Regulatory Affairs, the Office of Federal Procurement Policy, the Office of Federal Financial Management, and the Office of E-Government & Information Technology , which specializes in issues such as federal regulations and procurement policy and law. Other components are OMB-wide support offices, including the Office of General Counsel,

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2964-414: The visibility and management responsibilities necessary to carry out the specific provisions of the Act. The CIO plays a critical leadership role in driving reforms to: The Act provides that the government information technology shop be operated as an efficient and profitable business would be operated. Acquisition, planning and management of technology must be treated as a " capital investment ." While

3021-475: Was confirmed by the Senate in March 2022. The Bureau of the Budget , OMB's predecessor, was established in 1921 as a part of the Department of the Treasury by the Budget and Accounting Act of 1921 , which President Warren G. Harding signed into law. The Bureau of the Budget was moved to the Executive Office of the President in 1939 and was run by Harold D. Smith during the government's rapid expansion of spending during World War II . James L. Sundquist,

3078-572: Was created in response to the OMB) for estimating Congressional spending, the Department of the Treasury for estimating executive branch revenue, and the Joint Committee on Taxation for estimating Congressional revenue. The Legislative Reference Division is the federal government's central clearing house for proposed legislation or testimony by federal officials. It distributes proposed legislation and testimony to all relevant federal reviewers and distills

3135-469: Was created in response to the OMB) for estimating Congressional spending, the Department of the Treasury for estimating executive branch revenue, and the Joint Committee on Taxation for estimating Congressional revenue. The Legislative Reference Division is the federal government's central clearing house for proposed legislation or testimony by federal officials. It distributes proposed legislation and testimony to all relevant federal reviewers and distills

3192-575: Was intended to authorize appropriations for fiscal year 1996 for military activities of the Department of Defense, for military construction, and for defense activities of the Department of Energy, to prescribe personnel strengths for such fiscal year for the Armed Forces, to reform acquisition laws and information technology management of the Federal Government, and for other purposes. In the Act, some terms have been explicitly defined: Clinger–Cohen Act assigns

3249-441: Was reorganized into the Office of Management and Budget in 1970 during the Nixon administration . The first OMB included Roy Ash (head), Paul O'Neill (assistant director), Fred Malek (deputy director), Frank Zarb (associate director) and two dozen others. In the 1990s, OMB was reorganized to remove the distinction between management staff and budgetary staff by combining the dual roles into each given program examiner within

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