Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
Exhibit 300: Capital Asset Plan and Business Case Summary
Part I: Summary Information And Justification (All Capital Assets)
Section A: Overview (All Capital Assets)
1. Date of Submission:
9/4/2009
2. Agency:
Department of Justice
3. Bureau:
Community Oriented Policing Services - Cops
4. Name of this Investment:
OJP Community Partnership Grants Management System
(CPGMS) Application Renovation
5. Unique Project (Investment) Identifier: (For IT investment
only, see section 53.9. For all other, use agency ID system.)
011-21-04-00-01-3429-00
6. What kind of investment will this be in FY 2011? (Please
NOTE: Investments moving to O&M in FY 2011, with
Planning/Acquisition activities prior to FY 2011 should not
select O&M. These investments should indicate their current
status.)
Planning
7. What was the first budget year this investment was
submitted to OMB?
FY2011
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; this description may include links to relevant information which should include
relevant GAO reports, and links to relevant findings of independent audits.
CPGMS is a web-based, data-driven application that provides end-to-end support for the application, approval and
management of grants. CPGMS currently supports the core missions and grants processes of DOJ's Office of Justice Programs
(OJP) and Office on Violence Against Women (OVW). CPGMS capabilities include the interface with the Grants.gov portal's Find
and Apply capabilities. CPGMS is used as a system of record data source for USDOJ input to USASPENDING.GOV in compliance
with OMB guidance regarding FFATA. In the FY09 Exhibit 300, CPGMS was classified as a Mixed Lifecycle project (DME and
O&M). During FY 08, CPGMS was effectively changed to an O&M Lifecycle project based on two aspects of guidance from OMB
in FY08. Guidance #1 - In the FY08 budget passback, OMB did not approve the allocation of DME funding to CPGMS. Guidance
#2 - In FY2008 OMB rejected USDOJ/OJP's waiver request to retain CPGMS as a standalone Grants Management System and
directed USDOJ/OJP to develop a migration plan to move to a GMLOB Consortia Service Provider product. On 06/24/08 OMB
accepted the milestone plan containing USDOJ/OJP's migration timeline and Adaptive Maintenance plan through FY15. For
FY06, FY07, and FY08 CPGMS received 34,808 grant applications from which 10,634 awards were made totaling $5.3 Billion.
CPGMS currently supports 15,013 active grants totaling $19.2 Billion. In July 2009 Representatives from OJP and DOJ met with
OMB to review the need to update the architectural and functional underpinnings of the existing CPGMS system. Agreement
was reached with OMB, subject to availability of funds, that OJP would be authorized in FY10 to initiate pre-development
activities for the renovation of CPGMS consisting of requirement review & baselining, analysis of alternative solutions, market
research, proof of concept prototyping and a high level design for a renovation solution. OMB s approved approach has been
presented to the House and Senate Appropriations committee representatives for funding authorization and at this writing,
their decision is pending approval. This FY11 Plan assumes that the FY10 tasks have been concluded and OJP will be authorized
to proceed with acquisition/development of the renovation solution leading to migration and cutover from the existing CPGMS
to the renovated CPGMS in FY12.
a. Provide here the date of any approved rebaselining
within the past year, the date for the most recent (or planned)
alternatives analysis for this investment, and whether this
investment has a risk management plan and risk register.
9. Did the Agency's Executive/Investment Committee approve
this request?
a. If "yes," what was the date of this approval?
Yes
6/24/2008
10. Contact information of Program/Project Manager?
Name
Phone Number
Email
11. What project management qualifications does the Project
Manager have? (per FAC-P/PM)?
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Page 1 of 8
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
12. If this investment is a financial management system, then please fill out the following as reported in the most recent financial systems
inventory (FMSI):
Financial management system
name(s)
OMB ID
119
Community Partnership Grants
Management System
System Acronym
CPGMS
Unique Project Identifier (UPI)
number
011-21-04-00-01-3429-00
a) If this investment is a financial management system
Not a core financial system; does not need to comply with
AND the investment is part of the core financial system then
FFMIA
select the primary FFMIA compliance area that this investment
addresses (choose only one):
Section B: Summary of Funding (Budget Authority for Capital Assets)
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. Funding for all costs associated with the entire life-cycle of the
investment should be included in this report. Funding levels should be shown for budget authority by year consistent with
funding levels in Exhibit 53. The Summary of Funding table shall include the amounts allocated to the investment from, and
should be directly tied to, the Fiscal Year Budget. This includes direct appropriations (discretionary or mandatory accounts),
user fees, and approved self-funding activities and will provide the actual annual "budget" for the investment. This "budget"
will be a subset of the congressionally approved budget for each fiscal year. This will provide Departments/Agencies and OMB
useful information on the actual Fiscal Year dollars being asked for and spent on an investment.
SUMMARY OF FUNDING FOR PROJECT PHASES
(REPORTED IN MILLIONS)
(Estimates for BY+1 and beyond are for planning purposes only and do not represent budget decisions)
PY-1 and
earlier
PY 2009
CY 2010
BY 2011
BY+1 2012 BY+2 2013 BY+3 2014
BY+4 and
beyond
Total
Planning:
Acquisition:
Subtotal Planning &
Acquisition:
Operations & Maintenance:
Disposition Costs (optional):
SUBTOTAL:
Government FTE Costs should not be included in the amounts provided above.
Government FTE Costs
Number of FTE represented
by Costs:
TOTAL (incl. FTE costs)
Note: For the multi-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.
Note 2: The two sub-total rows and total row will be calculated – not for data entry.
2. If the summary of funding has changed from the FY2010 President's Budget request, briefly explain those changes:
New Investment
Section C: Acquisition/Contract Strategy (All Capital Assets)
1. Complete the table for all (including all non-Federal) contracts and/or task orders currently in place or planned for this
investment. Total Value should include all option years for each contract. Contracts and/or task orders completed do not need
to be included.
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Page 2 of 8
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
Contract/Task Orders Table
Contract or
Task Order
Number
* Costs in millions
Type of
If so what is
Contract/Task
the date of the
Has the
Start date of
End date of
Total Value of
Order (In
award? If not,
contract been
Contract/ Task Contract/ Task Contract/ Task
accordance
what is the
awarded (Y/N)
Order
Order
Order ($M)
with FAR Part
planned award
16)
date?
Is this an
Interagency
Acquisition?
(Y/N)
Is it
performance
based? (Y/N)
Competitively
awarded?
(Y/N)
What, if any,
alternative
financing
option is being
used? (ESPC,
UESC, EUL,
N/A)
Is EVM in the
contract?
(Y/N)
Contract:
GS06F0291Z;
Task Order:
DJ2006TO097
Time and
Materials
Yes
9/8/2006
9/8/2006
9/25/2011
3.024
No
Yes
Yes
NA
Yes
Contract:
DJJ05C1118
Time and
Materials
Yes
5/9/2005
5/9/2005
5/8/2011
10.68
No
Yes
Yes
NA
Yes
Thursday, March 18, 2010 - 4:35 PM
Page 3 of 8
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
2. If earned value is not required or will not be a contract requirement for any of the contracts or task orders above, explain why:
3. Is there an acquisition plan which reflects the requirements of
FAR Subpart 7.1 and has been approved in accordance with
agency requirements?
a. If "yes," what is the date?
Yes
2/18/2004
NOTE: Data structure to be used to identify contract numbers in FPDS.
To assist in the linkage of Contract/Task Order Numbers from the Acquisition Strategy table to FPDS, agencies should provide the
following information for "Contract/Task Order Numbers" based on the FPDS-NG data requirements (as specified in the FPDS-NG Data
Element Dictionary- http://www.fpdsng.com/downloads/FPDS-Data-Dictionary-Version1.3.pdf):
Part of Indefinite Delivery Vehicle (IDV)?
Procurement Instrument Identifier
Example
Yes
Data Element 1A (NTE 50 characters)
"00063200203DNBCHC020042"
No
Data Element 1A, and the Referenced PIID, Data
Element 1C (NTE 100 characters)
"GS09Q08DN0165-IDV-GS10F0216N"
Section D: Performance Information (All Capital Assets)
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 and the relevant Agency Segment Architecture. The investment must discuss its performance measures in
support of the agency’s mission and strategic goals as outlined in the corresponding Segment Architecture. Performance measures
(indicators) must be provided. 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.whitehouse.gov/omb/e-gov. The table can
be extended to include performance measures for years beyond the next President's Budget.
Performance Information Table
OMB ID
Fiscal Year
Strategic
Measureme Measureme Measureme Measureme
Goal(s)
nt Area
nt Category nt Grouping nt Indicator
Supported
Baseline
Target
Actual
Results
2012
Prevent
Customer
Crime,
Results
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Service
Accessibility
Access
Number of
competitive
discretionary
CPGMS
grants
synopses
posted on
Grants.gov
for customer
access
Posting of all
CPGMS
competitive
discretionary
grants
synopses on
Grants.gov
required
beginning in
FY 2005
Maintain
TBD
100%
posting of
CPGMS
competitive
discretionary
grants
synopses on
Grants.gov
for customer
access
2012
Prevent
Customer
Crime,
Results
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Service
Coverage
Frequency
and Depth
Number of
competitive
discretionary
grants
applications
submitted
electronically
for
processing
on CPGMS
Electronic
submission
of all CPGMS
competitive
discretionary
grants
applications
through
Grants.gov
All FY 2012 TBD
applications
for
competitive
discretionary
grants
submitted
electronically
through
Grants.gov
for
processing in
CPGMS
2012
Prevent
Crime,
Enforce
Federal
Laws, and
Represent
Law
Citizen
Enforcement Protection
Total dollar
amount of
grants
awards
(processed/a
warded
Baseline not
applicable amount of
awards
dependent
on multiple
Process/awar TBD
d all FY 2012
grants
through
CPGMS
Mission and
Business
Results
Thursday, March 18, 2010 - 4:35 PM
Page 4 of 8
Rating
Include In
OMB
Dashboard
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
Performance Information Table
OMB ID
Fiscal Year
Strategic
Measureme Measureme Measureme Measureme
Goal(s)
nt Area
nt Category nt Grouping nt Indicator
Supported
the Rights
and Interests
of the
American
People
Target
Actual
Results
through
CPGMS)
factors
Number of
grants
awards
(processed/a
warded
through
CPGMS)
Baseline not
applicable numbers are
dependent
on multiple
factors
Process/awar TBD
d all FY 2012
grants
through
CPGMS.
Baseline not
applicable Ability of Tier
1 to close
calls
dependent
upon
multiple
unpredictabl
e factors
Resolve all
calls at Tier
1 -- refer to
Tier 2 only
when
complexity
or other
factors
necessitate
2012
Prevent
Mission and
Crime,
Business
Enforce
Results
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
2012
Prevent
Processes
Productivity
Crime,
and Activities
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Efficiency
Extent to
which
CPGMS Help
Desk calls
can be
resolved/clos
ed without
referral to
Tier 2 or 3
engineering
support
2012
Prevent
Technology
Crime,
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Reliability
and
Availability
Availability
Availability
Not yet
of CPGMS
available
Help Desk
support for
system users
Maintain
TBD
staffing/profi
ciency levels
of CPGMS
Help Desk
support for
timely and
effective
response
2013
Prevent
Customer
Crime,
Results
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Service
Accessibility
Access
Number of
competitive
discretionary
CPGMS
grants
synopses
posted on
Grants.gov
for customer
access
Posting of all
CPGMS
competitive
discretionary
grants
synopses on
Grants.gov
required
beginning in
FY 2005
Maintain
TBD
100%
posting of
CPGMS
competitive
discretionary
grants
synopses on
Grants.gov
for customer
access
2013
Prevent
Customer
Crime,
Results
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Service
Coverage
Frequency
and Depth
Number of
competitive
discretionary
grants
applications
submitted
electronically
for
processing
on CPGMS
Electronic
submission
of all CPGMS
competitive
discretionary
grants
applications
through
Grants.gov
All FY 2012 TBD
applications
for
competitive
discretionary
grants
submitted
electronically
through
Grants.gov
for
processing in
CPGMS
2013
Prevent
Mission and
Crime,
Business
Enforce
Results
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Law
Citizen
Enforcement Protection
Number of
grants
awards
(processed/a
warded
through
CPGMS)
Baseline not
applicable numberards
dependent
on multiple
factors
Process/awar TBD
d all FY 2012
grants
through
CPGMS.
2013
Prevent
Crime,
Enforce
Federal
Laws, and
Law
Citizen
Enforcement Protection
Total dollar
amount of
grants
awards
(processed/a
Baseline not
applicable amount of
awards
dependent
Process/awar TBD
d all FY 2012
grants
through
CPGMS
Mission and
Business
Results
Law
Citizen
Enforcement Protection
Baseline
Thursday, March 18, 2010 - 4:35 PM
Page 5 of 8
TBD
Rating
Include In
OMB
Dashboard
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
Performance Information Table
OMB ID
Fiscal Year
Strategic
Measureme Measureme Measureme Measureme
Goal(s)
nt Area
nt Category nt Grouping nt Indicator
Supported
Represent
the Rights
and Interests
of the
American
People
Law
Citizen
Enforcement Protection
Baseline
Actual
Results
warded
through
CPGMS)
on multiple
factors
Number of
grants
awards
(processed/a
warded
through
CPGMS)
Baseline not
applicable numbers are
dependent
on multiple
factors
Process/awar TBD
d all FY2013
grants
through
CPGMS
Baseline not
applicable Ability of Tier
1 to close
calls
dependent
upon
multiple
unpredictabl
e factors
Resolve all
calls at Tier
1 -- refer to
Tier 2 only
when
complexity
or other
factors
necessitate
2013
Prevent
Mission and
Crime,
Business
Enforce
Results
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
2013
Prevent
Processes
Productivity
Crime,
and Activities
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Efficiency
Extent to
which
CPGMS Help
Desk calls
can be
resolved/clos
ed without
referral to
Tier 2 or 3
engineering
support
2013
Prevent
Technology
Crime,
Enforce
Federal
Laws, and
Represent
the Rights
and Interests
of the
American
People
Availability
Availability
Not yet
of CPGMS
available
Help Desk
support for
system users
Reliability
and
Availability
Target
Rating
Include In
OMB
Dashboard
TBD
Maintain
TBD
staffing/profi
ciency levels
of CPGMS
Help Desk
support for
timely and
effective
response
Section E: Security (IT Capital Assets only)
For IT investments, agencies should maintain up-to-date tracking of which systems in the FISMA inventory support any IT investment.
Linking major IT investments to FISMA systems will be addressed outside the context of the A-11 budget submission of the Exhibit
300.
Section F: Enterprise Architecture (EA) (IT Capital Assets only)
In order to successfully address this area of the capital asset plan and business case, the investment must be included in the agency's
EA and Capital Planning and Investment Control (CPIC) process and mapped to and supporting the FEA. The business case must
demonstrate the relationship between the investment and the business, performance, data, services, application, and technology
layers of the agency's EA.
Have the requisite investment-level architecture documentation
Yes
requirements (e.g., reference model mappings, FTF mappings,
etc.) for this investment been documented in the corresponding
Segment Architecture? For detailed guidance regarding segment
architecture requirements, please refer to
www.whitehouse.gov/omb/e-gov. See this guidance also regarding
the reporting of six digit codes corresponding to agency segment
architectures in Exhibit 53, and, for limited cases determined by
the Chief Architect, reporting an investment alignment with
multiple segments.
Thursday, March 18, 2010 - 4:35 PM
Page 6 of 8
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
Exhibit 300: Part II: Planning, Acquisition and Performance Information
Part II should be completed only for investments identified as "Planning" or "Full Acquisition," or "Mixed Life-Cycle" investments in
response to Question 6 in Part I, Section A above.
Section A: Cost and Schedule Performance (All Capital Assets)
Agencies should be measuring the performance of operational assets against the baseline established during the planning or full
acquisition phase (i.e., operational analysis), or, where approved, the current baseline, and be properly operating and maintaining the
asset to maximize its useful life. Operational analysis may identify the need to redesign or modify an asset by identifying previously
undetected faults in design, construction, or installation/integration, highlighting whether actual operation and maintenance costs vary
significantly from budgeted costs, or documenting that the asset is failing to meet program requirements.
EVM is required only on Planning or Acquisitions portions of investments. For mixed lifecycle investments, O&M milestones should still
be included in the cost and schedule performance table This table should accurately reflect the milestones in the initial baseline, or
approved current baseline.
For investments including Planning or Acquisitions spending, complete the following table on milestones used to measure cost and
schedule performance, representing only one level of the investment’s Work Breakdown Structure. This should generally show Level 3
of the Work Breakdown Structure. For activities related to Operations and Maintenance included in Mixed Life Cycle investments,
provide milestones used to track cost and schedule performance in the same format used for development activities milestones.
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Page 7 of 8
Exhibit 300: OJP Community Partnership Grants Management System (CPGMS) Application Renovation (Revision 2)
1. Comparison of Actual Work Completed and Actual Costs to Current Approved Baseline:
Complete the following table to compare actual performance against the current performance baseline. In the Current Baseline section, for all milestones listed, you should provide
both the baseline and actual completion dates (e.g., "03/23/2003"/ "04/28/2004"), baseline and actual start dates, and the baseline and actual total costs (in $ Millions). Note that the
'Description of Milestone' and 'Percent Completed'-both Planned and Actual-fields are required.
Total Cost
Description of Milestone
Planned
Cost ($M)
Actual Cost
($M)
Baseline (mm/dd/yyyy)
Start Date
Planned
Actual
Percentages Complete
Completion Date
Planned
Actual
Planned
Actual
Baseline Requirements
$0.000000
1/1/2010
4/1/2010
0%
0%
Analysis of Alternatives
$0.000500
1/1/2010
4/1/2010
0%
0%
Proof of Concept / Prototyping
$0.001500
3/1/2010
10/31/2010
0%
0%
High Level Design
$0.000000
6/1/2010
10/31/2010
0%
0%
Detail Design
$0.000000
11/1/2010
2/1/2011
0%
0%
Iterative Development
$0.000000
1/1/2011
9/30/2011
0%
0%
Data Migration
$0.000000
10/1/2011
12/31/2011
0%
0%
Training / Communications
$0.000000
10/1/2011
12/31/2011
0%
0%
Implementation Cut Over
$0.000000
1/1/2012
5/1/2012
0%
0%
O&M
$0.000000
10/1/2012
9/30/2019
0%
0%
Project Totals
$0.002000
1/1/2010
9/30/2019
0%
0%
Thursday, March 18, 2010 - 4:35 PM
Page 8 of 8
