eGovernment Working Group Meeting Chris Niedermayer, USDA eGovernment Executive Barbara LaCour and Dennis Egan, USDA eGo

1. eGovernment Working Group Meeting Chris Niedermayer, USDA eGovernment Executive Barbara LaCour and Dennis Egan, USDA eGovernment Project Mgrs

2. Agenda • Welcome • Feedback and Update of eGovernment Opportunity Areas • USDA eGovernment Survey • Demo of eGovernment Program Web site • Next Steps and Wrap-Up

3. eGovernment Vision eGovernment Mission Budget Numbers are approximations of Program Level 2001 “Transform and enhance the delivery of USDA’s programs, services and information.” “USDA, electronically available any place, any time.” eGovernment Strategic Plan Pyramid eGovernment Mission/ Vision Goal 1: Citizens Goal 2: Public and Private Sector Organizations eGovernment Strategic Goals Goal 3: Employees and the Enterprise Objective 1.1, 1.2, 1.3, 1.4 Objective 2.1, 2.2, 2.3, 2.4 Objective 3.1, 3.2, 3.3, 3.4 Objectives Objectives Opportunity Areas Opportunity Areas

4. “Short List” 26 Consolidated Opportunities for USDA eGovernment Strategic Plan eGovernment Opportunity Identification Under Secretary and Executive Interviews Evaluation Criteria Strategic • Improves fulfillment of USDA Mission and satisfies at least 1 USDA goal and objective • Fulfills eGovernment Mission and satisfies at least 1 eGovernment goal and/or objective • Addresses legislative priorities, GAO material weaknesses, OMB guidelines, and/or IG findings • Expands reach and participation of USDA programs (i.e. numbers of beneficiaries) • Mitigates redundancy, duplicative processes Mission Area Visioning Sessions “Long List” of Opportunities Financial • Lowers costs across Department • Revenue generation potential • Leverages existing funding stream, budget priorities • Mitigates waste, fraud and abuse Working Group Visioning Sessions More than 60 proposed opportunity areas, suggestions and ideas Implementation • Responds to an immediate Dept. need (Urgency) • Can be implemented easily/low level of complexity • Leverages core business capabilities and/or Dept./agencies have experience with similar effort • Links to current/planned eGovernment initiatives • Level of executive support and leadership priorities • Transfer solution from other government or private sector Industry and Government Best Practice Readiness Assessment1 1 Focus groups and employee survey and CIO interviews

5. eGovernment Opportunity Prioritization “Short List”- eGovernment Opportunities Ranking Considerations “Shorter List”- Smart Choice Candidates Reprioritization based on new information and weighting • Weighted “short list” based on ease of implementation and executive level support • Top 10 “Strategic” Candidates • Top 10 “Enabler” Candidates Strategic Enabling 26 eGovernment Opportunities for Strategic Plan StartSmall • Balance of Strategic and Enabling Portfolio Approach Think Big • Balance of Goals and Objectives met • Balance of Level • After speaking with others in agencies: • Urgency Ranking • Importance Ranking EC Decision Working Group Rankings • Recommendation to the Deputy Secretary • Some business cases • Some business cases may fall out • Some begin implementation

6. eGovernment Opportunity Areas Working Group Rankings Working Group Summary Comments • Electronic Signatures was considered to be the most important and urgent for the Department. • Food Safety and Security was ranked very high given homeland security and scope of impact (protecting the lives of all Americans). • Nutrition and Food Safety awareness was considered important but not very urgent and thus moved down in the rankings. • Portal Strategy was very important given many agencies are currently investing/considering investments in various capabilities. • Online Human Resource initiative was considered to be relatively easy to implement because there are many good pilots and examples within agencies

7. eGovernment Opportunity Areas eGovernment Initiatives Ranked by Final Score Also shows Original Ranking, EGWG Ranking, Weighted Criteria Ranking

8. Agenda • Welcome • Feedback and Update of eGovernment Opportunity Areas • USDA eGovernment Survey • Demo of eGovernment Program Web site • Next Steps and Wrap-Up

9. Survey Results • A Department-wide survey was conducted to gauge the “readiness” of USDA employees to begin or expand their use of eGovernment applications. Survey written for all USDA employees and placed online Survey results from over 4800 USDA employees Thank you, Ira Hobbs • Survey was well received; first daysurvey was sent out, received over300 responses per hour • Received statistically significantnumber of responses across the Department • Once survey was closed, receivedover 200 e-mails with commentsand suggestions about eGovernment • Reviewed and improved by NASS • Test runs to revise surveyand test usability and understanding • 508-Compliant • Outsourced to an ASPsolution • Once survey complete,built online in 2 days • Letter from Ira Hobbs was e-mailedto all USDA employees asking themto take survey online

10. Survey Results • We received a good sampling of field and HQ’s employees, executives and non-executives. These results complement a technical skills assessment conducted of IT personnel.

11. Survey Results • Part 1 - Communications

12. Survey Results • Part 1 - Communications Cont… 46% 48% 42% 37% 32% 29% 16% 14% 12% 12% 8% 6%

13. Survey Results • Part 1 - Communications Cont… 80% 65% 45% 39% 35% 20%

14. Survey Results • Part 2 - Technical Information

15. Survey Results • Part 3 - Areas of Training

16. Agenda • Welcome • Feedback and Update of eGovernment Opportunity Areas • USDA eGovernment Survey • Demo of eGovernment Program Web site • Next Steps and Wrap-Up

17. www.egov.usda.gov

18. Agenda • Welcome • Feedback and Update of eGovernment Opportunity Areas • USDA eGovernment Survey • Demo of eGovernment Program Web site • Next Steps and Wrap-Up

19. Next Steps & Wrap Up • Executive Council is meeting Thursday, January 17th to finalize Smart Choice candidates • Provide feedback (optional) by Monday, January 21st on “Start Small, Think Big” section of each opportunity area in the appendix • Provide feedback on improving the Web site to the egov@usda.gov • Things you like • Things you don’t • Things you’d like to see that would be helpful to you and the Agency eGov Steering Committees • Meeting next Wednesday, January 23, 2002

20. Appendix eGovernment Opportunity Areas for eGovernment Strategic Plan

21. Online Export Assistance and Marketing (Strategic) Description Create a virtual export center for USDA customers, regulated industries, and partners to learn about exporting agriculture commodities, including accessing permits and requirements for exporting, and gaining market information about potential selling opportunities. Such an online export environment would focus on expanding marketing opportunities for small agriculture producers, reducing information gaps and search time, and creating an opportunity for collaboration within the industry. This initiative would allow small farmers to aggregate supply to fulfill international demand, access a central location for agriculture trade promotion, and use an export assistance toolkit that would provide step-by-step guidance and assistance for exporting agriculture products. Rationale One of the Administration’s top priorities is to increase agriculture exports through market-based approaches. In focus groups with international trade associations, USDA’s partners indicated farmers often are intimidated by the export process and lack general knowledge about export opportunities and/or markets. This initiative would empower small, medium and disadvantaged farmers with education and toolkits to expand their reach. It would also provide a central resource for the meat and poultry industry and other USDA regulated industries to expedite their international trading process. Start Small Think Big • Participate in existing Government efforts at offering export assistance • Define customer requirements through focus groups and define “pain points” for exporting and marketing products • Create user-supported knowledge base of best practices and lessons learned during export process • Continue to work with International Trade Data System efforts • Create online “wizards” that guide citizen and/or partners through the export process • From online wizards, users have access to all relevant forms, contact information, and assistance • Integrate with new CRM capabilities to provide real-time assistance, both live and via online chat • Integrate with customer and public/private partner database to enable collaboration

22. Department-wide eProcurement (Strategic) • Description • Implement an online Department-wide capability to purchase and distribute goods and services. This initiative would leverage eMarketplace technology to obtain competitive bids from sellers and provide a central location for managing supplies across the Department. • Rationale • The current Department-wide procurement initiative, IAS, is being pursued, in conjunction with multiple agency efforts including FSA, FS, and NRCS. The cost savings from eProcurement are directly linked to the number of buyers and sellers who operate in the eMarketplace. Therefore, consolidated efforts to provide a single gateway for all USDA suppliers and buyers will optimize the value of the USDA’s investments in this area. Start Small Think Big • Create an electronic bidding and contract system • Integrate document management capability to use with industry partners for seamless information exchange • Integrate eProcurement solution with eMarketplaces in the private sector • Integrate eProcurement solution with Department supply chain management solution for extended automation to inventory and asset management • Define requirements for Department-wide eProcurement capability • Identify opportunities for collaboration or join existing efforts across the Federal Government • Create an online contract catalog • Negotiate potential outsourcing arrangements with industry partners for handling certain procurements for the Department

23. Online Management of eLoans (Strategic) • Description • Create opportunities for citizens and businesses, including farmers, producers, and rural entrepreneurs, to apply for, obtain and manage USDA loans (direct and guaranteed) via the Internet. This initiative would include online customer accounts, credit approval and income verification, bill presentment, automatic disbursement to bank accounts and routing to appropriate local representatives. • Rationale • The USDA eGovernment Readiness Assessment showed USDA loan customers are ready to embrace self-service options; many citizens have already accepted the paradigm shift to online banking and are ready to manage loans online. During focus groups, farmers expressed high satisfaction with the transition to direct deposits and expressed increasing dissatisfaction with delays in receiving disbursements, challenges updating information and multiple forms to complete. Also, financial management tools will help the Department save money by reducing employee time spent on administrative details and providing more dynamic tools for working with high-risk customers. Start Small Think Big • Enable citizens to complete loan applications online • Allow citizens to make simple account changes and view account status • Provide loan payoff and interest information and accommodate customer service requests from multiple venues (web, phone, in-person) • Build real-time integration with customer data (both internal and external) to determine qualification and other real-time services across the eLoan lifecycle • Build robust CRM capability to support eLoan lifecycle

24. Web-based Supply Chain Management (Strategic) • Description • Leverage supply chain management technologies to enable USDA agencies (i.e.,FAS, FSA, AMS, FNS) and their partners (primarily USAID, US school districts, domestic producers, state agencies and industry), to manage commodity purchasing and food distribution seamlessly for USDA programs. Such capabilities should allow the USDA to replace many isolated initiatives with flexible new technologies that provide real-time inventory management, food tracking and estimated delivery cycles, order fulfillment, and financial management and allocation. • Rationale • Separate efforts by USDA agencies to reengineer commodity distribution processes are currently underway, (i.e., FATES/ PCIMS, Food Distribution 2000) but they are not coordinated Departmentally. Given the potential for dramatic cost savings, reduction in duplicative processes, improved service to customers and partners, and streamlined administrative functions, determining the most successful approach would allow USDA to benefit from economies of scale. Start Small Think Big • Perform analysis of supply chain to identify where it is feasible to apply technology • Work with all participating partners and agencies to build simulation (on paper) that includes real performance data from system and manual processes to understand potential benefits • Conduct a limited use pilot program • Integrate with specialized portals for buyers and sellers • Provide Just-in-Time (JIT) inventory tracking and purchasing capabilities across the supply chain

25. eGrants (Strategic) Description Create a central source for all entities that receive USDA grant assistance, including rural businesses, state/local governments, and universities, to access, apply for and manage awards for all USDA grants. Seamless integration with back-end capabilities would allow USDA agencies to manage the grant lifecycle online from customer applications through USDA financial disbursements. Rationale The Federal government has recognized this as a significant function of many agencies and is developing a Federal-wide approach to electronic grants, called Federal Commons. Legislation also mandates that Federal agencies streamline and improve their grants processes. USDA agencies that provide significant grants to public and private organizations are involved in the interdepartmental collaboration mentioned above. However, the Department must aggressively ensure that USDA stakeholder needs are being met. The eGovernment Readiness Assessment shows industry readiness is high and many universities, research organizations and state governments are actively utilizing eCommerce capabilities to seek faster, more efficient ways to manage the grant process. Start Small Think Big • Implement a web-based grants management workflow system that includes both the development of a grant across Departments and management of the approved grant by its recipient(s) • Create grant-writing collaboration capability and integrate with web-based grants management system • Complete CSREES pilot proposed in 4th Quarter GPEA report • Participate in interdepartmental grant streamlining effort • Develop requirements for Department-wide eGrant capability

26. Food Safety and Security Tools (Strategic) Description Develop interdepartmental capabilities for collaboration and real-time data collection and retrieval for inspectors at plants and ports. Inspectors and other field employees for FSIS, APHIS and GIPSA would have tools, i.e. handheld devices, laptops and other mobile equipment, to make decisions quickly and communicate this across the appropriate channels, including USDA Headquarters, other field locations, partner Federal agencies such as FDA, CDC, EPA, and Customs and state and local governments. Rationale The increased emphasis on Homeland Security make safety of the US food supply one of the top priorities for this Department and heighten the expectations that the USDA will successfully fulfill its mission with the best means available. This initiative will be crucial to modernizing the USDA’s food safety and inspection processes and ensuring cohesive integration with efforts at other Federal Departments, such as the International Trade Data Exchange. Start Small Think Big • Actively collaborate on existing efforts in other government Departments (FDA, EPA, Customs) • Deploy smart ID tags that link to a central data repository to assist in tracking food from initial processing to distribution • Deploy handheld computers to field workers for data input and data access at time of need • Integrate with industry and government shipping and tracking data to provide field workers richer data to act on • Develop advanced data mining and reporting capabilities on central data repositories

27. Human Resources Online (Strategic) Description Enable employees to manage a suite of human resource-related issues online and assist in human resource planning and administration. This initiative would allow centralized online HR functions such as benefits administration, time and attendance, workforce planning, and recruiting to be managed through one Internet interface. It would provide self-service tools for employees to update their personal information, check vacation time, and access benefits information. It will also allow managers to assess their human resource needs quickly, provide greater insight on employees’ skillsets and make available internal job postings and listings. Rationale This initiative will consolidate multiple efforts in the Department, and successful agency initiatives, such as CAMS, can be leveraged to achieve results quickly across the Department. Significant cost savings can be achieved by moving to an Internet-based HR system, and employees will be be able to spend more time on mission-critical work versus administrative tasks. Start Small Think Big • Consolidate time and attendance efforts and build Department-wide solution • Develop HR portal with informational content and centralized contact capability • Define formal strategy and investigate outsourcing opportunities • Enhance employee database to include expanded and secure editable data about each employee • Negotiate partnerships with industry leaders in online classified ads (monster.com, hotjobs.com) to advertise USDA positions outside traditional government recruiting mechanisms • Deploy online benefits and compensation access across the Department • Develop a standard online recruiting tool and recruiting support solution • Deploy a web-based travel management and expense reporting, tracking, and approval system

28. ePermits/Certificates (Strategic) Description Create an online application to issue permits and provide certificates to USDA’s customers. This application would allow users to submit permit applications, receive notifications of expirations, and access options for renewal. Internal workflow technologies and integration with other eGovernment initiatives would allow reviews of applications by appropriate persons and automatic scheduling of physical inspections if necessary. Rationale The opportunity to streamline the issuance of certificates, permits and other regulation-based verifications was cited as one of the most significant opportunities for reducing paper-intensive processes. Planned capabilities by several agencies (FS, FSIS, and APHIS) demonstrated that this was an opportunity for the Department to provide one solution and mitigate redundancy and duplicative processes and save human and financial resources. Start Small Think Big • Integrate ePermits/Certificate capability with citizen/partner database for authentication, notification of renewals, automatic charges, scheduled inspection visits • Develop workflow processes between USDA and offline printers to create and mail permits and/or certificates upon online processing to dramatically cut processing time • Build CRM capability to support ePermits/certificates • Migrate all application forms online and provide send capabilities that route to the appropriate agency • Develop basic eCommerce capability for online payments and annual renewals

29. Financial Management Tools (Strategic) Description Develop Department-wide financial management capabilities that would include online reporting for existing financial management packages and a global eCommerce capability to handle billing needs. This initiative would focus on providing tools for managers and program directors to quickly access budgeting and financial information as well as provide reporting capabilities between agencies, the National Finance Center and the Department of Treasury. Rationale USDA’s financial management has consistently been cited as a material weakness by GAO, and OMB has also blocked funding requests for USDA proposals because of their lack of confidence in USDA’s financial management capabilities. USDA’s senior executives consistently provided feedback that a lack of clear, real-time financial information inhibits key decision-making. While USDA’s financial management has drastically improved in the past 10 years, leaders still need financial management tools that will allow them to access and analyze information to help them improve the delivery of USDA’s programs and services. Start Small Think Big • Develop reporting engine to aggregate and report on legacy data across disparate financial systems • Develop online invoice/tracking/payment system • Create online connectivity between NFC financial management applications and agency data for real-time status checks, packaged analysis, and decision support capabilities

30. eEligibility (Strategic) Description Build a "one-stop" eligibility shop for customers to determine the USDA programs and services for which they are eligible across agencies. Once citizens and public/private organizations create an initial prescreening profile and determine their potential eligibility, they would be able to apply through multiple mechanisms and manage the application process online. Internally, CRM capabilities would be built to assist program administrators in managing and communicating with citizens. Rationale Often citizens are unaware of Federal programs and lack general information about program availability. Across the Federal government, this has been identified as a top problem. USDA senior executives also supported the need for this initiative by indicating that increasing program participation is a high priority over the next few years. Start Small Think Big • Create engine to allow citizens to enter data and determine real-time eligibility for all USDA programs • Integrate with workflow/document management solution to allow citizens to apply online for program assistance. Applications would be routed to the appropriate Federal, state, or local level • Build citizen management capability to track status of program application and notify program owner of changes/needs • Build data mining capabilities to scan customer database proactively for potential eligibility candidates • Aggregate application procedures and contact information for all USDA programs • Create one central eligibility location on www.usda.gov and make available a comprehensive listing of all programs and contact information (and online forms if they exist)

31. Start Small Think Big Nutrion/Dietary Guidelines/Food Safety Awareness Program (Strategic) Description Develop a multi-media outreach and education program to improve citizens' nutritional habits and food safety awareness. This campaign would focus on nutrition and eating habits for school children, low-income families, and the general population. Opportunities exist to develop an interdepartmental approach by collaborating with the Department of Health and Human Services and building off the US Surgeon General’s healthy eating campaign. The nutrition campaign would use both traditional media outlets, such as television and radio, and new media, such as the Web, PDAs, and grocery store kiosks to encourage healthy and safe eating habits. Personalized service can connect people with local dieticians, conduct online dietary assessments, and provide suggested menus, healthy-eating shopping lists and coupons for nutritional foods. Rationale Improving the nutritional status and dietary intake of children and the American public is a central tenet of USDA’s mission and was cited as a top priority of the Administration and USDA senior leadership. USDA’s traditional approach for nutrition education has focused on labor-intensive methods working with small audiences and discrete groups of program recipients. Initial attempts to use the Internet for nutrition promotion, such as nutrition.gov and the interactive healthy eating index, have demonstrated tremendous interest by citizens who are constantly seeking more specific advice. The USDA can build off these initial steps and coordinate across the Federal government to ensure an effective target campaign is launched. • Develop advanced CRM capabilities for citizen outreach programs • Deploy “push” technologies for alerting and awareness of food safety, nutrition, and dietary guidelines. The alerts would be available via email, pager, cell phone, instant messenger, or fax • Conduct a comprehensive review and potential redesign of nutrition.gov • Conduct an online marketing campaign and cross pollinate content with partners • Develop citizen-focused eLearning around relevant topics such as obesity and food safety

32. eRulemaking (Strategic) Description Develop an online forum for accepting public and internal comments on rules and regulations authored by USDA agencies. This capability would also expedite feedback and collaboration with USDA’s regulated and partnering industry when formulating and developing policies. Rationale The Administration has consistently indicated that one of the most powerful benefits of eGovernment is the enhanced opportunity to increase democratic participation to bring “Washington closer to the people”. It is a Quicksilver initiative to develop online capabilities to receive and process public comments on laws and regulations. Similarly, USDA agencies, such as the Forest Service, have already begun accepting public comments. This initiative will enhance policy development and acceptance, improve awareness of procedures and regulations and improve satisfaction of citizens and public/private organizations that work with the USDA. Start Small Think Big • Build capability on customer database to proactively notify citizen of relevant rulemaking that is taking place • Utilize third party webcast capability to show oral presentations of rules and other relevant information • Develop rules portal to aggregate all relevant information about the rules and regulations being discussed in one central location • Develop moderated discussion boards and chat rooms for real-time comment and dialogue about rules in question • Develop ability to solicit comment through multiple sources and aggregate back to single source for searching and viewing • Integrate with customer database and other “who’s who” databases to proactively solicit comment from experts in the areas in question

33. eMAPS with GIS Knowledge (Strategic) Description Create capabilities that allow users to generate environmental and social maps to be displayed electronically. This initiative would allow farmers, rural planners, conservationists, researchers and other agriculture/land management specialists to enhancing planning and development with tools and real-time information about land-usage. Rationale This initiative would empower practitioners and researchers with the necessary tools to enhance their decision-making and analysis processes. By developing a Department-wide capability, mission areas most affected, including RD, FFAS and NRE, would be able to pool their resources to create the most optimal set of capabilities that would benefit all of their constituents. Start Small Think Big • Consolidate existing Departmental efforts and define requirements for Department and Inter-departmental application • Build online retrieval capability for currently available GIS data • Create subscription capability for other Federal Departments and partners for potential revenue generation

34. Physical Asset Management (Strategic) Description Develop electronic capabilities to manage efficiently all USDA-owned physical assets, including real estate, vehicles, plans, computers, furniture, etc. in Headquarters and the Field. This capability would allow inventory tracking and surplus management. Rationale This initiative would improve security, reduce theft, and mitigate waste, fraud, and abuse. It would also provide insight in reducing costs, recommending upgrades at the necessary times and optimizing asset usage. Start Small Think Big • Deploy online maintenance request tracking system • Deploy a service request assignment tool, i.e. manager tool for work allocation • Create an automatic notification system for security/emergency events • Deploy an asset tracking database and reporting capability • Assign barcode tags to all physical assets in all USDA buildings for active tracking and management • Deploy RF-ID tags for sensitive assets to constantly report status of asset to central data repository • Integrate with eProcurement capability to purchase new assets based on reports generated from asset management system

35. Start Small Think Big Survey Capability (Strategic) Description Develop a global survey instrument or outsourcing arrangement to perform surveys requiring data collection from both internal and external sources. Rationale Data collection is a constant, core activity for several agencies, and each is currently working on its own survey capability. The development of a single capability or suite of capabilities along with some potential outsourcing arrangements will save agencies money and will potentially enable surveys to be delivered more quickly. Outsourcing also has the potential to save on upgrade costs, etc., and mitigates the concern of having out of date systems • Consolidate agency efforts and define requirements for Department-wide solution • Investigate outsourcing opportunities for certain surveys • Integrate survey solution with customer database to ensure no collection of data is redundant • Create survey “creation center” for agencies who would like to conduct surveys; purchase, creation, and management of survey is conducted from one central location • Create robust online reporting and data analysis capabilities

36. USDA Web Presence (Enabler) Description Enhance the USDA web presence to ensure one customer experience that allows users, including citizens and public/private organizations, to navigate USDA’s web site based on their desired tasks, rather than by the USDA's organizational structure. The redesign of USDA’s web presence would include standard user-interfaces (UI) for a consistent look and feel across all USDA sites and web-based applications. Rationale As the USDA web presence matures, and increasing amounts of data and applications are available online, the USDA must ensure a simple and consistent user experience across the Department. While many USDA agency’s web sites are unique and do not share customer groups, these web standards will instill a high level of usability and ease of navigation, ultimately translating to a more effective customer experience. Start Small Think Big • Develop an advanced search engine for searching all USDA web sites • Enforce robust meta-data standards for all web pages available publicly and internally in order to yield better search results • Create or outsource a usability lab for testing all online applications to ensure ease of use • Create Centrally Controlled Style Sheet (CCS) for consistent look and feel of standard elements across all sites (headers, footers, body text, links, etc.) • Publish a UI style guide for all USDA web-based content and applications • Perform comprehensive usability testing and focus groups to determine citizen and industry partner “intentions” • Define “use cases” based on usability testing and focus groups that will ultimately determine navigation structure for web presence • Develop an automated Section 508 testing tool

37. User Authentication and Electronic Signatures (Enabler) Description Create a Department-wide strategy to define a set of solutions for handling electronic signatures for citizens, partners and employees. This initiative will outline the specifications for selecting the most appropriate method based on risk and security levels and will develop a core set of Departmental capabilities around each one. Rationale In order to execute business transactions and accept forms online, the USDA must be able to identify, verify, and authenticate the user. Each agency cited the need and urgency for the Department to develop an approach that would save crucial time and money across the Department. Implementing a consistent solution will enhance the integration capabilities across the Department. Start Small Think Big • Define electronic signatures guidance for the Department • Enhance employee database to serve as globally available user authentication tool • Provide guidance and perform vendor analysis on PKI and/or similar solutions • Work with other Government Departments to deploy cross-government user authentication and rights management

38. Portal Strategy (Enabler) Description Create a Departmental portal strategy that outlines how the USDA will develop portals for various citizen, public/private organization and employee groups. The strategy will define USDA’s approach, including a standard portal definition, guidelines for development, and a suite of portal software to be used across the Department. Rationale Many USDA agencies have pursued or considered developing portals for their customers, public/private partners and/or employees. While each agency provides specific information unique to its customers, many agencies share customers or types of information. Developing a portal strategy for the Department will reduce citizens’ search time, save time and expense on vendor evaluation and licensing costs, and create a core set of skills to implement portals. Start Small Think Big • Define Department-wide portal guidance that includes recommendations on when to build a portal, software/hardware configurations, design guidelines, and collaboration with OCIO in its development • Design and implement a portal pilot program with one agency to serve as a “lessons learned” • Develop commodities, farmers, and conservation portals • Develop and deploy personalization strategy • Migrate use of portals from only content aggregation to aggregation of resources in a specific core business process, i.e. support of eMarketplaces • Develop a “portal on demand” capability for rapid deployment of a new portal as needed for cross sections of citizens and partners

39. eLearning (Enabler) Description Develop a Department-wide eLearning capability that includes a curriculum management system and courseware. This eLearning offering would allow employees, partners and citizens to access interactive courseware by topic. For citizens, it could potentially be used for education on agriculture topics as conservation planning, risk management techniques and improved crop yield. For partners, it may provide specific step-by-step training for administering USDA programs including guidelines/requirements. For employees, this capability could include tailored training by level, job type, and/or agency. Rationale Successful execution of the Department’s mission relies upon knowledge-intensive work. The ability to provide training efficiently to a delivery network across the globe was cited as one of the most significant internal challenges the Department faces. Additionally, USDA must provide education to the people it serves in a meaningful enough manner to enhance their lives. As the Department continues to face workforce constraints, it will need to aggressively pursue the eGovernment technology as a means to provide learning opportunities comprehensively. Start Small Think Big • Investigate outsourcing or develop a Department-wide curriculum management capability • Develop online registration capabilities for offline course material • Migrate existing online course material to run within curriculum management system • Define online standards (user interface, language support, system requirements, etc.) for eLearning applications • Investigate outsourcing arrangements for migration of offline curriculum to be provided online • Transform USDA Graduate School to an online university and a potential profit center • Develop advanced business simulation capabilities • Integrate with knowledge management system to provide training at “point of need”

40. Electronic Document/Records Management with Workflow (Enabler) Description Develop a Departmental solution for managing both documents and official records electronically. This initiative would specifically develop the following: 1) Electronic management of records (record identification, expiration tracking, archiving, etc.), 2) Workflow defining the path and sign-off documents and records need to take, 3) A Department-wide taxonomy and search capability for the intelligent storage and retrieval of documents and records. Rationale As the Department transitions to more electronic forms of information, ensuring information moves throughout the organization and can be appropriately stored and easily retrieved is critical. A Department-wide model would not only consolidate the multiple ongoing efforts, but it would greatly accelerate agencies’ ability to comply with Federal record management requirements and the forms automation requirements outlined in the Government Paperwork Elimination Act. Start Small Think Big • Consolidate current agency efforts and define Department-wide requirements • Define corporate taxonomy • Finalize and enforce electronic records management policy • Roll out a pilot for a single end-to-end workflow process for a standard office document, an official record, and/or a correspondence • Deploy document/records/correspondence management client software to all PC’s in the Department (or build a web-based solution accessible via a browser) • Develop advanced search and retrieval capabilities (potential integration with web site search capabilities to locate other document types than web pages) • Integrate solution with NARA for outsourcing storage and archiving capabilities • Migrate all forms to online venue using document/records management and workflow capability

41. Knowledge Management (Enabler) Description Create a knowledge-based enterprise environment in which USDA’s employees and partners benefit from information consistently shared, used and built upon. This initiative would include creating an online capability to share explicit knowledge (files) through coordinated access and retrieval methods and tacit knowledge (lessons learned, processes) through collaboration mechanisms such as instant messaging and interactive workspaces. This initiative would also include a content management capability to support the contribution of knowledge gained externally, from an online forum or other available knowledge repository, and would establish a comprehensive meta-data model. Rationale Senior executives across the Department expressed the need to create an environment in which information is valued as a strategic asset. Traditionally, organizational silos have prevented data sharing, knowledge sharing and collaboration. However, the Internet can break down these organizational barriers to open the transfer of information internally and externally to enable business transactions and seamless integration across the Department and with citizens and partners. Start Small Think Big • Deploy standard desktop collaboration software to all PC’s • Create knowledge manager role at the USDA (or re-define Agriculture Library role to include enterprise-wide knowledge management) • Enable the USDA to serve as an external content aggregator to better serve its customers • Deploy intelligent agent/push technologies to proactively search for content internally and externally and push key business information via email, pager, or Instant Messenger • Develop Department-wide desktop video broadcasting capability • Define a content management strategy • Pilot content management software package on OCIO web site • Extend meta-data standards and corporate taxonomy to all published USDA documents • Explore additional outsourcing capabilities for broadband collaboration • Unify e-mail systems and build top-down messaging/alert capability

42. Data Management (Enabler) Description Provide the guiding principles and framework for implementing a corporate data management program, including: 1) The definition of a Department-wide data dictionary (meta-data model), 2) The creation of centralized databases “of record” and a corporate data architecture, and 3) Data life-cycle management and data sharing strategy. Rationale The number of legacy systems at USDA and the public and private organizations with which it interacts is very large. A data management strategy with all of its components will enable the Department to better perform back-end integration to bring enhanced services, and consolidate disparate data stores in to databases of record. This translates to the re-use of legacy data, large time savings for system integration, and additional support for a knowledge management capability. Start Small Think Big • Consolidate redundant data to “databases of record” throughout the Department • Establish Department-wide data warehouses that include robust API’s for interaction with all applications • Develop and deploy archiving, storage, back-up and aging strategy • Define common data dictionary for future development of database-driven applications • Identify redundant data elements across the Department • Define Department data management strategy for use by all application development efforts

43. Start Small Think Big Application Hosting (Enabler) Description Enhance current Department-wide application hosting capabilities to establish a tiered service model. Cross-Mission Area efforts and Department-wide efforts would be able to use this model o sign service level agreements (SLAs) to obtain various levels of service to host their eGovernment applications. Rationale This function is a core capability required to host cross-agency, and enterprise-wide applications. Current capabilities exist but will be enhanced to accommodate more traffic and will also promote the standardization of back office platforms through standard hosting arrangements and application development guidelines • Evaluate existing hosting capabilities and make recommendations for change • Evaluate current staffing model and train accordingly based on coming eGovernment applications • Deploy regional data centers hosted by same group • Develop Service Level Agreement model to be utilized by agencies and the Department for hosting new applications • Create vendor assessment group for making Department-wide decisions on software (coordinate with Enterprise Architecture group) • Standardize eGovernment technical architecture (MS or SUN, etc.)

44. Start Small Think Big Citizen and Public/Private Organization Database (Enabler) Description Create a singe data store that houses all citizen and public/private organization data. All internal USDA entities would contribute to, access and use this data as it relates to their needs and access rights. This data can also be used for authentication purposes for citizens and industry partners. Rationale The eGovernment Readiness Assessment demonstrated that few USDA agencies have all of their customer and partner information centrally stored in an easily accessible and maintainable manner. A typical citizen and public/private organization that interacts with several USDA agencies must also provide duplicative information because of the lack of data sharing between the agencies. This capability will reduce public burden, enable cross-agency collaboration, and provide heightened customer service. Furthermore, it will enhance mission fulfillment and program utilization by allowing agencies to proactively target customers for USDA programs according to their profile. • Establish standards for data model/information to be stored • Aggregate all existing customer and partner databases • Purchase, develop, and populate initial database • Develop API/stored procedures for standard queries to the database from any online application • Develop advanced reporting capabilities on repository • Develop online application for citizen use to search repository on non-private data for collaboration purposes • Create applications to support “communities of interest” and “communities of buyers” based on database profiles and participation

45. Service Center eEnablement (Enabler) Description Enrich the experience of USDA customers visiting county-based Service Centers by providing web-based kiosks and computer centers to allow them to access and use self-service options for new and enhance resources focused on their customer needs. Farmers, rural citizens and others should be able to access their accounts by themselves or with assistance and begin benefiting from USDA’s online services. Rationale Ensuring the viability of American farmers is at the core of USDA’s mission, and as technology continues to advance many farmers are being left behind. As the USDA develops its online presence, it must seek all opportunities to ensure its constituents are not further isolated. This initiative will increase acceptance of USDA’s online service offerings by integrating the Internet into a familiar environment. It will allow those without computers or Internet access to enjoy the benefits of the Internet and will assist in partially bridging the Digital Divide in rural areas. It will also further empower farmers to help themselves as much as possible and optimize one-on-one counseling time. Start Small Think Big • Deploy kiosks at Service Centers to enable online access for those customers without home access • Provide computer centers with Internet access for citizens in Service Centers

46. Start Small Think Big CRM for Service Centers (Enabler) Description Develop integrated capabilities to manage Service Center customers by connecting multiple channels, i.e. telephone calls, Internet accounts and in-person visits, with the same customer accounts and appropriate data. This would allow Service Center employees to manage the relationship between the USDA and its customers by tracking visits, correspondence, inquiries and services provided through customer data summaries. Citizens would be provided a similar customer experience regardless of the method in which they interact with the Service Center. Rationale Ultimately CRM capabilities will allow USDA employees to provide improved customer/citizen service. They will be empowered with information and past history of the customer in order to best serve his or her needs. Also, the data can be used to improve service delivery and provide target awareness of relevant information. • Create multiple interaction points for citizens to achieve similar tasks, i.e. phone, email, Web, fax. Single phone number, however can be used to reach any agency. • Deploy CRM package for use by Service Representatives and Call Centers to better manage customer relationship and have real-time access to relevant information • Integrate with customer database to enable Service Center to provide more guidance and personalization online and to help customers more effectively • Create global “work order” number for all tasks that follow the lifecycle of a business process. Customer can reference that number at any point and Service Representative can retrieve relevant data and status of completion, etc.