U.S. Department of Agriculture eGovernment Program Readiness Assessment December 14, 2001

U.S. Department of Agriculture

eGovernment Program

Readiness Assessment

December 14, 2001

2

U.S. Department of Agriculture eGovernment Program

Copyright © 2001 Accenture. All rights reserved. Reproduction or distribution without prior authorization is prohibited

Table of Contents

I. Executive Summary

III. Key Business Processes

IV. Support Functions

VII. Appendix A - Employee survey results

VII. Appendix B - Interview roster

V. Stakeholders

IX. Appendix C - Application baseline

VI. Technology Capabilities

II. Introduction & Methodology

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Executive Summary

The mission of the eGovernment program at the USDA is to transform and enhance the delivery of programs, services, and information.

USDAeGovernmentStrategic Plan

Stakeholders

Processes

Technology

USDAMission

Programs, Services, and Information

1) An eGovernment strategicplan is currently being developed

2) The implementation of this strategic

plan will require the USDA to:

• Train and educate the people (stakeholders) who execute the vision of the USDA;

• Evolve the processes and support functions that define how programs and services are delivered; and,

• Evolve the technology that supports those processes and people.

3) The ability to deliver on the USDA mission is enhanced by the evolution of the employees, processes, and technology made possible through eGovernment

4



Executive Summary

To what degree are the Department’s stakeholders (customers, business partners, and employees) using the internet/intranet and other emerging technologies?

What Key Business Processes and support functions are e-enabled?

What technological capabilities and infrastructure exist to support the evolution to eGovernment?

Gives the Department a "snapshot" of how far its stakeholders, processes, and technology have progressed towards fulfilling the USDA's eGovernment vision

Inform the strategic direction and prioritization of eGovernment initiatives by revealing the most critical high-impact business functions

Provide insight into developing eGovernment initiatives in a way that customers, business partners and employees can most benefit from

Evaluate the level of eGovernment sophistication for Departmental support functions against industry best practices

Highlight the gaps in technology infrastructure and deployment that are required capabilities for eGovernment

To define an eGovernment strategy, the Department must first gauge its readiness to implement eGovernment

KEY QUESTIONS ADDRESSED BY THE ASSESSMENT

Stakeholders

Processes

Technology

WHY CONDUCT THE ASSESSMENT?

5



Executive Summary

The readiness assessment of the Department’s stakeholders, processes, and technology capabilities showed the USDA is poised to initiate Department-wide and cross-agency eGovernment initiatives

Stra

teg

icT

actic

al

“Conservatives” “Visionaries”

“Starters” “Pragmatists”

Reactive Proactive

Starters: Implementing only what is mandated by Government

Conservatives: Strategic direction to implement only what is mandated by Government

Pragmatists: Deploy specific eGovernment applications to meet specific needs

Visionaries: Using eGovernment to transform business processes and improve interaction with customers and business partners

USDA is largely reactive in its current implementation of eGovernment i.e. Congressional mandate / OMB dictate what is implemented

The Department is tactically progressing toward implementing eGovernment solutions to support individual programs and services without having communicated an overall strategy

The readiness assessment uncovered several common needs for eGovernment initiatives. The opportunity to implement these initiatives will enable the Department to positively change the way it does business

USDA

(Current USDA path)

6



Executive Summary

To assess the readiness of USDA processes, we compared current eGovernment efforts across the USDA to industry best practices and identified current strengths and challenges. Ultimately we determined a relative overall state of readiness for each

Individual agencies have proactively taken steps to transform the way they do business which can be leveraged by the Department

A few agencies have defined their eGovernment strategies; the first step in bringing eGovernment to the Department

The Service Center Modernization Initiative is a good foundation for Internet-based and other electronic interaction with farmers and citizens

Several Quicksilver initiatives provide the foundation for USDA eGovernment initiatives as part of a broader citizen-centered whole

Coordination across agencies to achieve common goals

Strained and costly legacy support and administration systems limit ability to e-enable business processes with current architectures

Cultural attitude of eGovernment = eFile/GPEA only

Working with many public and private sector partners who are in many cases more technologically advanced than the Department

Citizen expectations based on interactions with industry are high

Limited budget to reform processes

15 14 7 2 9 10 3 1 6 45 1211 13

8

NOT READY READY

KEY:1.Benefits Administration; 2.Loan Administration; 3.Grants Administration; 4.Insurance Administration; 5.Food Supply Chain Management; 6.Food Inspection; 7.Forest & Land Management; 8.Natural Resource Conservation; 9.Disease Control & Prevention; 10.Market Access & Development; 11.Industry & Market Regulation; 12.Technical Assistance & Education; 13.Public Outreach & Education; 14.Data Collection, Analysis & Dissemination; 15.Research, Development, & Dissemination

STRENGTHS CHALLENGES

Key Business Processes:

Stakeholders

Processes

Technology

7



12 5

NO CAPABILITIES ADVANCED LEADING-EDGEBASIC

Executive SummaryIndividual efforts are being made to e-enable support functions within each agency. Fortunately, there are many common efforts across agencies, which will lead to specific eGovernment initiatives for the Department as a whole to implement.

KEY:1. Financial Management; 2. Procurement; 3. Human Resources & Training; 4. IT Management & Security; 5. Marketing & Communications; 6. Oversight, Audit, Enforcement; 7. Facilities Management & Security; 8. Intergovernmental Relations; 9. Legal and Legislative Services; 10. Knowledge Management & Collaboration; 11. Research & Development; 12. eCommerce; 13. Customer Relationship Management; 14. Workflow and Records Management

13

12

8

9

6 143

10

11

Agency and Department awareness for the need for cross-agency support functions

Success stories drawing attention to the viability of e-enabling support functions

• Electronic earning statements• Integrated Application System to reduce

procurement costs, ensure a clean audit, etc.

The Department, every office, and every agency has a web site to serve as the foundation for future development

Utilizing existing capabilities for new eGovernment initiatives to avoid building new systems

Integration of systems to enhance existing programs and services

USDA cultural changes to realize agencies share commonalities in the support functions they require

Acceptance of Department-wide capabilities and standards

Estimating and securing funds for Department-wide eGovernment related activities

7


Stakeholders

Processes

Technology

Support Functions:4

8



Executive Summary

Citizens have at a minimum shared dial-up access, while business partners have dedicated broadband access and most employees use Internet and Intranet resources regularly.

CITIZEN/CUSTOMER GROUPS BUSINESS PARTNERS EMPLOYEES

0

50

100

Far mer s Low- I nc ome C hi l dr en R ur al

A r eas

A c ademi a A l l

A mer i c ans

0

50

100

Suppl y C hai n G over nment A c ademi a B anks A gr i bus i nes s I ns ur anc e

Most business partner groups have very high levels of access to the Internet

Most business partners’ access is of high quality, with high-speed, dedicated connections

Citizens’ and customers’ access varies significantly, although most groups at least have shared dial-up access to the Internet

USDA employees, both at headquarters and in the field, use the Internet and intranet sites in impressive numbers.

Stakeholders

Processes

Technology

Citizen Groups’ Internet Access, Percent Business Partners’ Internet Access, Percent

0

50

100

Internet Use Agency Intranet USDA Intranet

Internet and USDA/Agency Intranet Use, Pct.

9



Throughout the Department there is a recognition for the need to evolve technology capabilities. In most cases, preliminary steps have been taken to address those needs.

2

1

8

4

Executive Summary


KEY:1. Development Environment and Tools; 2. Developer Skills; 3. Network; 4. Web Services; 5. Enterprise Application Integration; 6. Data Management; 7. Cyber Security; 8. Enterprise Architecture; 9. Application Hosting

5

Strategy for Department-wide eGovernment initiatives is being established

Robust application hosting capability (NITC)

Proactive Office of Security Service Center Modernization coordination

efforts across agencies Common Computing Environment efforts Lessons learned from eFile

Migration from current production systems to new capabilities

To present one unified look to customers requires massive system integration efforts

Multiple Department and Agency backbones increases network complexity

Addressing basic issues around network access and E-Mail limitations while simultaneously addressing strategic initiatives

Definition and enforcement of a meaningful and coherent enterprise architecture

Limited IT resources with eGovernment development experience

673

Stakeholders

Processes

Technology


9

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Table of Contents





VIII. Appendix B - Interview roster

V. Stakeholders




11



Introduction and Methodology

The mission of the eGovernment program at the USDA is to transform and enhance the delivery of programs, services, and information

USDAeGovernment

Strategy &Tactical Plan

Processes

Stakeholders

Technology

USDAMission

Programs, Services, and Information

1) An eGovernment strategyand tactical plan iscurrently being developed

2) The implementation of this strategyand tactical plan will require the USDA to:

• Train and educate the people (stakeholders) who execute the vision of the USDA;

• Evolve the processes and support functions that define how programs and services are delivered; and,

• Evolve the technology that supports those processes and people.

3) The ability to deliver on the USDA mission is enhanced by the evolution of the employees, processes, and technology made possible through eGovernment

12




To what degree are the Department’s stakeholders (customers, business partners, and employees) using the internet/intranet and other emerging technologies?

What Key Business Processes and support functions are e-enabled?

What technological capabilities and infrastructure exist to support the evolution to eGovernment?

Gives the Department a "snapshot" of how far its stakeholders, processes, and technology have progressed towards fulfilling the USDA's eGovernment vision

Inform the strategic direction and prioritization of eGovernment initiatives by revealing the most critical high-impact business functions

Provide insight into developing eGovernment initiatives in a way that customers, business partners and employees can most benefit from

Evaluate the level of eGovernment sophistication for Departmental support functions against industry best practices

Highlight the gaps in technology infrastructure and deployment that are required capabilities for eGovernment

To define a strategy and tactical plan, the Department must first gauge its readiness to implement eGovernment

KEY QUESTIONS ADDRESSED BY THE ASSESSMENT

Processes

Stakeholders

Technology

WHY CONDUCT THE ASSESSMENT?

13




To what degree are current processes electronically executed within the Department?

How does the current environment compare to industry best practices?

To what extent are these functions ready to support execution of e-enabled Key Business Processes?

USDA Stakeholders to be evaluated:• Citizens/Customers• Business Partners• Employees

Is the technology infrastructure ready for eGovernment initiatives?

How does the current environment compare to industry best practices?

Stakeholders, processes (key business processes & support functions), and technology capabilities were assessed to gauge the readiness of the Department to implement eGovernment.

Stakeholders

Processes(SupportFunctions)

Technology

DEFINITION KEY QUESTIONS ANSWERED

Key Business Processes are defined as the primary business capabilities of the USDA

How do the Department’s key stakeholders use the Internet, Intranet, and other emerging technologies?

What level of access do they have? What key challenges will the Department face in

changing the corporate culture?The IT capabilities that have been deployed in the Department to support key business processes and support functions.

AREA

Processes(Key BusinessProcesses)

Support functions enable employees to execute the USDA’s key business processes

What are opportunity areas for key business processes to be e-enabled?

What are the current challenges to e-enable each key business process?

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A common set of criteria was developed to assess each area


Stakeholders

Technology

AREA CRITERIA

NONE DEDICATED DIAL-UP BROADBANDAccess:

BASIC ADVANCED LEADING-EDGELevel of complexity oftechnologycapabilitiesdeployed:

Capability:

No PC available Dumb Terminal PC w/ no network

connectivity

SHARED

PC w/ dial-up or broadband access but shared w/ multiple people

Single-use PC with dial-up access to Internet/Intranet

Single-use PC with dedicated broadband access

Publish/Interact web capability

Manual processes No back office integration

Integrate/transact web capability

Back office integration/EAI Advanced data management

Integration of alternative computing platforms

Industry best practices

BASIC ADVANCED LEADING-EDGE

Individual criteria will be established for each technology capability according to industry best practices

• Strengths/Challenges• High Opportunity Areas

Composite ofstakeholder,support function,and technology capabilityreadiness:

NOT READY READY

Processes(SupportFunctions)

Processes(Key BusinessProcesses)

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The criteria was developed to evaluate the degree to which USDA is prepared to use eGovernment as a means of delivering their products and services. This assessment does NOT attempt to appraise the quality of the products and services

Over the course of a month and a half, we used several methods of data collection:

• Interviews of all eGovernment Executives and working group members from most agencies

• Interviews of agency CIO’s and relevant technical contacts

• Interviews of OCIO personnel including usda.gov webmaster, the head of security, etc.

• Interview of eGovernment representatives from Department Offices

• USDA online employee survey (open to all employees and with all invited)

• Visioning sessions

• Secondary research

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Table of Contents






V. Stakeholders




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Key Business Processes

USDA Key Business Processes

Benefits Administration

Loan & Guarantee

Administration

Risk Management & Insurance

Administration

Food & Commodity

Supply Chain Management

Forest & Land

Management

Natural Resource

Conservation

Market Access &

Development

Grants Administration

Industry & Market

Regulation

Technical Education and

Assistance

Disease Control &

Prevention

Outreach and Public

Education

Data Collection, Analysis, and Dissemination

Research, Develop-ment, and

Distribution

Food Inspection

Based on our interviews and analysis of Departmental and agency strategy plans, we identified 15 key business processes.

Stakeholders

Processes

Technology

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Enhancements to interagency sharing of data and customer service capabilities are high opportunity areas for benefits administration

EGOV STRENGTHS

Ensuring funds accountability and performance; reducing fraud and waste in Food Stamps and other benefits programs

Easier eligibility determination (through data sharing between USDA and other federal agencies)

Improving communication to beneficiaries about program requirements and changes

Improving communication and interactions between USDA agencies and business partners

Because of dollar volume and number of beneficiaries, impact of change/savings is huge

HIGH OPPORTUNITY AREAS

Potential Quicksilver Tie-Ins• eVitals will collect and share necessary

personal information across the Federal government to avoid multiple requests for the same information.

Web-enabled Customer Service• Service Centers’ CRM initiative is a good

starting point for further customer service initiatives.

EGOV CHALLENGES

KEY ISSUES & BUSINESS CHALLENGES

• Food Stamps’ EBT system

• WIC’s planned EBT/smart card system

• Planned Service Center CRM System

• States’ administration of some benefits programs varies significantly

• Smaller percentage of benefits recipients online than other USDA customer groups

• High level of program oversight and security

Description: Includes all USDA functions and activities that deliver monetary or other tangible benefits to citizens, such as Food Stamps, School Lunch, and other FNS programs, as well as FSA farm assistance programs.

PARTICIPATING AGENCIES

Farm Service agency Food and Nutrition Service

Benefits AdministrationStakeholders

Processes

Technology

19



Low-income families and individuals

• 19M beneficiaries• 24% use Internet at

home1

Schoolchildren• 27M beneficiaries• 66% use Internet at

home; 90% at home or school1

Farmers/producers • 2.2M beneficiaries11

• 43% use the Internet2

State and local agencies• 3100 state & local

governments• 91% of government

workers have Internet access1

Food retailers• 78,000 participating with

FNS

Warehouses• 10,000 work with FSA5

• 66% of warehouse workers have Internet access at work1

School districts• 14.800 districts in U.S.3

• 98% have Internet access4

Service Center (RD, FSA, and NRCS) employees

FNS, FSA Headquarters employees

FSA state and regional office employees

CITIZENS/CUSTOMERS BUSINESS PARTNERS EMPLOYEE EXECUTION

NOT READY READY NOT READY READY NOT READY READY

Stakeholder Readiness:


Members of most stakeholder groups use the Internet—only low-income families’ use is significantly below average

Stakeholders

Processes

Technology

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KEY SUPPORT FUNCTIONS REQUIRED

Support functions in the USDA that Benefits Administration relies upon are beginning to be e-enabled

NOT READY READY NOT READY READY

Support Function Readiness:

Customer Relationship Management• Service Centers working on a CRM

system to enable their customers to seamlessly access service centers through multiple channels.

Financial Management• Agency financial management varies

widely, but many are still paper-based.• FNS’ IPAS system automates many

financial processes and works with the NFC FFIS system.

Oversight, Auditing, and Enforcement• Limited Agency auditing systems• OIG has a central statistics reporting

system for account management.

eGov Application Readiness:

CURRENT/PLANNED RELATED E-GOV APPLICATIONS

Electronic Benefits Transfer (EBT)• The Food Stamp Program has been

transitioning to en EBT system over the past several years, eliminating the need for paper food stamps, smart cards, reducing fraud, and improving service to both beneficiaries and retailers.

• WIC pilots in EBT at state level and looking for integrated approach based on experience

• Mandated Direct Deposit of same commodity price supports and other programs

• FNS has existing/planned portal for States/Partners

Stakeholders

Processes

Technology

21



Given the USDA is the largest loan administrator in the Federal Government, enhanced customer service and updates to legacy systems would be beneficial

EGOV STRENGTHS

Need to manage and reduce high loan default rate across all loan programs, especially in a slowing economy

Reduced funding for agencies means they must increase the efficiency of their service delivery

Increasing number of loan programs creates significant paperwork and reporting burden for all stakeholders


Potential Quicksilver Tie-Ins• eLoans Project: Framework to implement

common loan administration systems across the Federal government.

Customer Relationship Management• Service Centers’ CRM initiative has the

potential to to seamlessly link all loan programs’ customer interaction

EGOV CHALLENGES


• Service Center CRM system in development will improve customer service for all loan-making agencies.

• High percentage of business partners are on the Internet.

• Implementing eLDP (loan deficiency payment) program important to lowering defaults but is very complex

• Required eGovernment policies and Department-wide procedures (such as eSignatures) not in place

• Solutions must involve Business Partners

Description: Loan administration includes all activities supporting the provision of direct loans to borrowers and loan guarantees.


Foreign Agricultural Service Farm Service agency Rural Housing Service Rural Business-Cooperative Service Rural Utilities Service

Loan & Guarantee AdministrationStakeholders

Processes

Technology

22




Rural families• 2M direct and indirect

beneficiaries• 42% use the Internet2

Farmers/producers • 2.2M beneficiaries11


Rural businesses and cooperatives

• 4700 rural co-ops with 4M members11


Rural utilities• Approx. 3000 rural

utility cooperatives • 29% use the Internet1




Banks and lenders• More than 2000 lenders• 90% of all banks use the

Internet1

Housing developers• 89% of real estate workers

use the Internet at work1

Service Center employees

FSA, RBS, RHS, RUS, Headquarters employees

FSA and RD state and regional office employees



Loan & Guarantee Administration

Many loan administration customers and nearly all business partners and employees access the Internet

Stakeholders

Processes

Technology

23




Several innovative electronic loan administration applications are under development, including eLDP and LINC.



Financial Management• agency financial management varies

widely, but many processes still paper-based.

• Rural Development uses PLAS/GLAS system to manage its loan finances and ensure accountability.

Customer Relationship Management• Service Centers working on an integrated

CRM system to enable their customers to access service centers through multiple channels seamlessly.

Document & Records Management• agencies use their own records

management systems; RD uses two systems (for direct and guaranteed loans) across its agencies.



eLDP (FSA)• The electronic loan deficiency payment

system will provide end-to-end on-line information collection and transaction processing for a selected group of agricultural producers that meet pre-eligibility requirements in a small number of pilot states. The eLDP is scheduled for launch during the 2nd quarter of FY 2002.

LINC (RD)• LINC provides an Internet application

where lenders can provide periodic and default status reports electronically.

eLOAN• USDA identified as key agency on

QuickSilver eLOAN

Loan & Guarantee AdministrationStakeholders

Processes

Technology

24



Quicksilver will play a large role in grants administration. CSREES is leading the Federal Commons project within USDA.

EGOV STRENGTHS

Legislation increasing the number of grant programs, creating more overhead and paperwork

Need for closer interaction between grant-making agencies across the Federal government

Many grants now requiring performance measurement and reporting; collection and analysis of this data important


Potential Quicksilver Tie-Ins• Federal Commons project intends to create a

common Federal grants management system.

EGOV CHALLENGES


• NRCS has an existing eGovernment plan identifying ways to e-enable its grants.

• CSREES leading development of interagency grants management initiative for Quicksilver

• Connectivity and Internet access inadequate in some Service Centers and for some customers (especially in poorer rural areas)

• Common versus Customized solutions for the three agencies involved

• Security and Privacy• Online performance

reporting

Description: Includes activities supporting USDA agencies’ administration of grants.


Cooperative State Research, Education, and Extension Service

Natural Resources Conservation Service Rural Development

Grants AdministrationStakeholders

Processes

Technology

25




Farmers/producers •2.2M farmers in the U.S.11

•43% use the Internet2 Private landowners and

environmental groups•4.7M beneficiaries8

Rural businesses and cooperatives

•4700 rural co-ops with 4M members11

•48% use the Internet6

Rural communities•13M beneficiaries7

•42% use the Internet2

State and local governments

• 3100 state & local governments

• 91% of government workers have Internet access1

Local conservation districts• 3500 nationwide8

Colleges and universities• Approx. 600 work with

USDA9

• Nearly all colleges and 83% of their workers have Internet access1

Rural nonprofit groups• 79% of rural nonprofit

groups have some form of Internet access8


NRCS and CSREES Headquarters employees

RD and /OCD Headquarters employees



Grants Administration

Business partners use the Internet in very high numbers; USDA customers and end beneficiaries are slightly below National averages

Stakeholders

Processes

Technology

26




Current grants administration support functions vary by agency, although a planned interagency CRM system will encourage integration.



Financial Management• Grants finances are handled at the

agency level and vary from agency to agency

Customer Relationship Management• Service Centers are working on an

integrated CRM system to enable their customers to seamlessly access service centers through multiple channels

Oversight and Auditing• Performance and results measurement

is a key part of many grants; current performance measurements systems vary between agency and even between programs



eGrants (CSREES)• Since the Cooperative State Research,

Education, and Extension Service (CSREES) business transactions are virtually all grants-related, it has actively been participating in the Inter agency Electronic Grants Committee, the one-stop Federal Commons initiative, and following guidance from the Federal Grants Streamlining Program

Direct Loans (RD)• Loans made by conventional lenders and

guaranteed by USDA Rural Development to help maintain or establish private business and industry enterprises that create employment opportunities.

Grants AdministrationStakeholders

Processes

Technology

27



Continuing to push forms online and focusing on electronic workflow of those forms will push times to submit and receive claims downward

EGOV STRENGTHS

Process changing over time as RMA moves from traditional crop insurance to new risk management tools

Proliferation of new products increasing oversight and paperwork burdens

Current problems exchanging information between all involved stakeholders

Currently, FSA and RMA duplicate a lot of effort collecting farm production information


Including electronic transactions in new risk management programs

• RMA rapidly adding new programs; including electronic transactions providing more ‘bang for the buck’ than e-enabling existing programs

• Review and feedback process for product evaluation Collaboration with insurance companies, agents

• Collaboration is easier to implement among relatively small number of agents and insurance companies, who can then better serve farmers

EGOV CHALLENGES


• eFILE legislation has pushed RMA to focus on e-enabling its programs with Business Partners.

• Many crop insurance agents and all underwriters use the Internet, may be receptive to electronic communication and transaction tools.

• Rapidly increasing number of programs increasing complexity for agency IT and customers

• The majority of crop insurance customers do not use the Internet.

• Continued buy-in from Private Sector

Description: Includes activities supporting the administration of crop insurance as well as administration other farm risk management tools (options and other financial products).


Risk Management agency

Risk Management and InsuranceAdministration

Stakeholders

Processes

Technology

28



Farmers/producers • 2.2M farmers in the

U.S.• 43% use the Internet2

Grower groups and associations

• 3600 rural co-ops• 48% use the Internet6

Crop insurance companies

• 17 work with RMA• All have Web sites, 15 will

process limited online transactions by Dec. 2001

Insurance agents• 15,000 crop insurance

agents10

• 93% of insurance companies and agents use the Internet at work1

RMA Headquarters employees

RMA regional office employees





Insurance companies and agents have nearly universal Internet access; about half of insurance customers (farmers) have access.

Stakeholders

Processes

Technology

29




Much insurance information is currently available on the Web, although Web functions have not yet incorporated significant interactivity or transaction capability



Data and Records Management• Actuarial tables, historical crop yield

information, and other records are key to administering insurance

• Much of the public data is stored electronically and available on the web

Oversight, Auditing, and Enforcement• RMA currently collects crop yield and

production information to verify claims; collection is generally paper-based and duplicates FSA data collection.

Customer Relationship Management• RMA and crop insurance activities have

little interaction with FSA and other farmer-facing activities, despite a common customer base.



RMA Online• Risk Management Agency (RMA), which

administers the federal crop insurance program, enable producers to obtain forms and information (e.g., crop insurance applications, yield reports etc.) over the Internet.

RMA Premium Calculator• This application allows producers to

input their product(s), assess how much each product would cost and for whom these products will benefit.


Stakeholders

Processes

Technology

30



The USDA has an opportunity to lead efforts to transform supply chain management but must involve all its business partners in these efforts

EGOV STRENGTHS

Designing a modern successor to the PCIMS system

Providing better commodity availability and purchase data to school districts and other buyers


E-Enablement opportunities exist across the supply chain

• Movements across the supply chain can be e-enabled and streamlined to provide commodities to USDA’s business partners more quickly and with better forecasting.

EGOV CHALLENGES


• Planned FATES system will streamline commodity management.

• Nearly all participants in the supply chain process use the Internet.

• STARS planning to move web enable existing systems

• Food supply chain very complex, requires cooperation among many agencies and Business Partners

• Cost of maintaining legacy system while developing new systems

Description: Includes all parts of USDA’s food distribution supply chain, from food acquisition to storage and warehousing to distribution and delivery.


Farm Service agency Foreign Agricultural Service Food and Nutrition Service Agricultural Marketing Service

Food & Commodity SupplyChain Management

Stakeholders

Processes

Technology

31



Farmers/producers • 2.2M farmers in the

U.S.

• 43% use the Internet2 Nonprofit groups

(domestic and intl.)• 83% have access to

the Internet2




Warehouses• 10,000 work with FSA5

• 66% of warehouse workers have Internet access at work1

School districts• 14.800 districts in U.S.3

• 98% have Internet access4

Transport Companies• 10,000 work with FSA5


FAS, FNS, AMS Headquarters employees

Regional and field office employees





Most supply chain business partners access and transact via the Internet; beneficiaries are using the Internet in increasing numbers.

Stakeholders

Processes

Technology

32




Procurement and supply chain systems are beginning to be e-enabled, especially AMS’ web procurement system.



Procurement• AMS’ commodity procurement system

enables sellers to place bids over the web.

• PCIMS system manages commodity supply and demand across agencies.

Financial Management• FNS has automated financial

management systems that interface with NFC systems; other agencies’ financial systems less sophisticated.



STARS (FNS)• This system automates the Department’s

Food Stamp Program (FSP) benefit redemption functions. STARS deals primarily with the food benefit redemption process and the monitoring of the retailer organizations that redeem the benefits.

EBT (FNS)• The electronic benefits transfer system is a

distribution system of funds to ensure nutrition programs serve those in need at the lowest possible cost.

FATES• USDA relies on this system to buy

commodities, inventory them, manage these assets, and deliver them to customers.


Stakeholders

Processes

Technology

33



Improving the inspector’s ability to enter and analyze data real-time, along with continuous training through eLearning applications can positively impact the food inspection process

EGOV STRENGTHS

Increased focus on homeland security means need for tighter food inspections

Greater cooperation and partnership with food producers/processors as result of HACCP implementation

Need for quicker data sharing among inspectors

Need to provide citizen information in a user friendly format

Need to have Federal, State and Private Sector collaboration


Improving inspector connectivity• Improving inspector input of data and access to

FSIS resources through the use of wireless handheld devices would enable better execution of other support functions such as knowledge management and workflow

Distance learning• Field inspectors would benefit from an online

curriculum constantly improving their skills

EGOV CHALLENGES


• FSIS is currently working with FDA and states on FoodNet and PulseNet systems to track food illnesses

• FSIS 1-800 number with 90,000 calls last year

• FSIS inspectors at processing plants currently have limited access to computers and communications

Description: Includes two types of food safety inspections:at ports of entry and at food production and processing plants.


Food Safety and Inspection Service

Food InspectionStakeholders

Processes

Technology

34



All food consumers• 285M consumers• 42% use the Internet1

Retailers and restaurants

• 35% of all food retailers have Internet access1

• 24% of restaurants have Internet access1

Primary producers• 2.2 million• 43% use the Internet2

Food processors• 72% have Internet

access2

Customs, FDA, and other Federal agencies

FSIS food inspectors: at processing plants

• All food inspectors at a plant generally share one Internet-enabled computer

FSIS food inspectors at ports




Food Inspection

Most food inspectors currently share or have no access to the Internet; government and business partners and other indirect stakeholders have more widespread access.

Stakeholders

Processes

Technology

35




The communications and knowledge management infrastructure for food inspection is limited; training is centralized and would significantly benefit from e-enablement.



Knowledge Management• Food inspectors at thousands of sites must

maintain consistent standards.• Food inspection has no specific knowledge-

management solution. Training

• Training is key to ensuing that inspectors keep the food supply safe.

• Current training is generally in-person or classroom-based at FSIS’ Texas Tech University training center.

Communications• Information-sharing currently relies mostly

on traditional systems (telephone and mail).

• FSIS has expressed need for a just-in-time system incorporating new technologies.



LEARN (FSIS)• The LEARN application will be used to

notify agency personnel of the testing status and results for tissue samples submitted to FSIS laboratories. Sample status and results can be sent to inspected establishments via their Internet e-mail

International Trade Data System• Defining common data dictionary for all

Government entities to help the seamless input and reporting of data collected during food and other inspections - USDA is an active participant

1-800 Number

Food InspectionStakeholders

Processes

Technology

36



Procurement, permit processing, and financial management are key e-enablement areas for forest and land management

EGOV STRENGTHS

Collection of land inventory and other data slow, arduous; inhibits forest planning process

New focus in increased commercial use of natural resources on USDA-managed lands

Rapid procurement necessary because of need for quick firefighting response

Permitting process not standardized, paper-intensive, places large burden on applicants

Nexis with NRCS on land management


Streamlining procurement• Procurement is essential for forest and land

management but currently is based on outdated procedures and systems. A modern, e-enabled procurement system would provide much quicker turnaround with less time and effort.

ePermits• A standardized, unified forest permits system would

improve citizen service and save time and effort.

EGOV CHALLENGES


• Forest Service is actively developing its own agency-level eGovernment strategy.

• Users have already proven to use electronic services based on the popularity of interagency Recreation.gov effort

• Many support functions, from finance to procurement, do not provide the level of support needed to be successful.

Description: Includes all aspects of managing USDA lands including fire protection, land rehabilitation, managing citizen use of public lands, and managing use of natural resources such as coal and timber.


Forest Service

Forest & Land ManagementStakeholders

Processes

Technology

37



Recreation users• Recreation.gov has

had millions of hits

Ranchers• 33% have Internet

access1

Private landowners and environmental groups

• 9,000 direct beneficiaries, 10M total8

Mining and timber industries

• 87% of worksites have Internet access1

State and local agencies


Forest Service Headquarters employees

Forest Service field office employees




Forest & Land Management

The use of the recreational Web sites are some of the heaviest in the Federal Government. Similarly, forest service employees have universally been provided access

Stakeholders

Processes

Technology

38




Improvements to the procurement and financial management support functions are key to driving readiness in the forest and land management process



Procurement• Land management requires extensive

procurement of many items nearly immediately (e.g., firefighting materials).

• Current procurement system cumbersome, often takes significant effort to complete transactions

Financial Management• Forest Service financials incredibly

complex—NFC must stop all other work for 24 hours to process them

Asset/Facility Management• Forest Service currently has no single

system where it can track and inventory its assets, which vary from forests themselves to fire trucks to buildings



Electronic Permitting (FS)• The Forest Service plans to use electronic

means for the permitting process from application to approval, payment, and monitoring

Electronic Buying Process (FS)• The Forest Service plans to create an

integrated FS buying process tying together process with FS and vendors

Forest Planning and Wildlife Monitoring (FS)• The Forest Service continued providing

wildfire status and other information on the Internet to potentially affected individuals and communities

Recreation.gov• Citizens can make eReservations for

forests/parks online.

Forest & Land ManagementStakeholders

Processes

Technology

39



Collaboration with Federal, State, and Local partners is a major opportunity area for natural resource conservation

EGOV STRENGTHS

New programs very information intensive—sharing and analyzing information key

Lack of performance data makes agency accountability difficult

Decentralized administration makes collaboration difficult


Collaboration with conservation partners• NRCS works with local conservation districts,

state and local governments, and other partners to accomplish its conservation activities.

• Establishing an extranet for these partners would encourage better communication and coordination and would provide a foundation for knowledge management capabilities.

EGOV CHALLENGES


• NRCS has already begun to plan for eGovernment, identifying several possible initiatives and designing potential self-service tools.

• Communications infrastructure and Internet access inadequate, both in some Service Centers and for some customer groups

• Data sharing with conservation partners raises currently unaddressed security issue

Description: Includes USDA’s conservation and rehabilitation activities assisting communities and private land-owners, including conservation planning and management, as well as direct administration of rehabilitation activities.


Natural Resources Conservation Service

Forest Service

Natural Resource ConservationStakeholders

Processes

Technology

40



Forest products and mining industries

• 87% of worksites have Internet access1

Private forest & land owners and environ-mental groups

• 4.7M beneficiaries, 10M total8



Local conservation districts

• 3500 nationwide8


NRCS Headquarters employees




Natural Resource Conservation

Stakeholder groups have generally high Internet access rates, especially business partners

Stakeholders

Processes

Technology

41




Knowledge management and other capabilities for the future are still emerging; customer relationship management tools are also in development



Knowledge Management and Collaboration

• NRCS services often delivered in conjunction with local conservation districts

• Best practices and other knowledge currently shared informally—no specific knowledge-sharing system for NRCS and districts

• Security a major, unadressed concern in data sharing, especially watershed data and other sensitive information

Customer Relationship Management• Service Centers are working on an

integrated CRM system to enable their customers to access service centers through multiple channels seamlessly



eForms Service• The Natural Resource Conservation

Service (NRCS) along with FSA and RD provides agency forms and published information online. Through these agencies USDA successfully deployed a common Internet site complying with the e-File Act

One-Stop Service (NRCS)• NRCS is working to have a true one-stop

service at each Service Center, offered in-person, by phone, or online

Natural Resource ConservationStakeholders

Processes

Technology

42



Coordination, collaboration, and information sharing with inspection and disease control partners present the greatest opportunity for this process

EGOV STRENGTHS

Increased focus on homeland security means need for tighter inspections at ports

Need for greater cooperation and data sharing with Customs and other agencies

Quick response to pests/diseases detected in the U.S. is critical

Permitting process can be difficult, slow; needs to be modernized


Coordination and information sharing with Customs

• APHIS’ inspections could be streamlined and customer burdens could be reduced by using Customs import data

Streamlining correspondence process

EGOV CHALLENGES


• APHIS has already identified and begun planning for an electronic entry/exit permit system.

• Data sharing is vital to APHIS’ role.

• APHIS is behind the curve on data sharing with other Federal and State agencies

Description: Includes USDA’s activities to prevent the entry of and mitigate the spread of diseases and dangerous species, including port inspections and surveillance and monitoring to detect and stop the spread of disease and invasive species.


Animal and Plant Health Inspection Service

Disease Control & PreventionStakeholders

Processes

Technology

43



Plant and animal industries

• 42% have the Internet at work1

General public• 285M Americans• 42% use the Internet1


• 3100 state & local governments


Customs, CDC, and other federal agencies

Foreign governments and organizations

APHIS Headquarters employees

APHIS port inspectors




Disease Control & Prevention

Government inspection and disease control partners have the greatest connectivity; other, less direct stakeholders do not have as high a level of access

Stakeholders

Processes

Technology

44




Key support functions, especially collaboration and data exchange, must be developed further to move forward in e-enabling the disease control & prevention process



Intergovernmental Relations/Research/ Knowledge/Records Management

• APHIS works closely with Customs and other Agencies to accomplish its mission.

• Currently there is little coordination between APHIS and other Agencies; APHIS has been specifically pushed by GAO to coordinate and share data with Customs.

Knowledge Management• Need for KM solution to help inspectors

discern trends across locations and best direct limited time and other resources

• No current KM solution in APHIS or across inspection Agencies



E-FOIA (APHIS)• Interested parties can query a web

accessible database of all APHIS FOIA information, providing greater access to information and saving significant staff effort.

Annual Animal Usage Report (APHIS)• Laboratories can complete and transmit

required reports to APHIS online, reducing their regulatory burden.

Disease Control & PreventionStakeholders

Processes

Technology

45



Both e-enablement of the grading and certification process and information aggregation for exports present significant opportunities

EGOV STRENGTHS

International programs focusing on more and more countries

Dealing more with small and medium-sized businesses, not just large ones

Increasing partnerships with private organizations to deliver grading and certification programs

Need for modernization of grading and certification programs to enable their use in electronic trading environments


eGrading/eCertifications• Business’ use of grading and certification services

can be enhanced by migrating to online processes Information aggregation for exporters

• A unified portal for agricultural exporters (similar to and linked to export.gov) would facilitate further U.S. exports

• Call Center for person-to-person or email contact with a USDA expert

EGOV CHALLENGES


• AMS has identified possible eGovernment initiatives and priorities and have begun to participate in eMarketplaces

• Support functions including training and communications are already being improved and e-enabled.

• Geographic dispersion and lack of Internet access in many locations make accessing electronic systems difficult.


Foreign Agricultural Service Agricultural Marketing Service Grain Inspection, Packers, & Stockyards

Administration Animal and Plant Health Inspection Service

Description: Includes USDA’s activities to open new markets to U.S agricultural producers and further develop existing agricultural markets:• Opening new foreign markets through export credit guarantees and promotion of U.S. products • Developing and facilitating domestic markets though voluntary inspection, certification, and grading programs.

Market Access & DevelopmentStakeholders

Processes

Technology

46



Agricultural exporters and importers

• $51B in total i.e. exports, $90B in total i.e. trade11


Farmers/producers • 2.2M farmers in the U.S.• 43% use the Internet2

Consumers• 285M consumers• Overall, 42% use the

Internet at home1

Processors, Distributors• 73% of locations have

Internet access1

Private inspection and certification agencies

Foreign governments Foreign banks

Grain inspectors AMS, FAS, GIPSA

Headquarters employees

MRP regional and field office employees




Market Access & Development

Exporters and agribusinesses have the most access to technology and the Internet; farmers and consumers have a lower level of access

Stakeholders

Processes

Technology

47




New customer service initiatives such as the Unified Export Strategy have streamlined foreign market access; other support functions are still evolving



Knowledge Management• Some agencies and programs have their own

ad hoc knowledge management systems, but there is no standard system.

Marketing and Communications• Each agency communicates and distributes its

market data differently, but all of them make at least some data available on the Web.

• Few agencies have advanced communications tools such as automatic e-mail alerts

Document & Records Management• Most market news and other records are

stored electronically• Certifications and other products are entirely

paper-based despite changing market needs



UES (FAS)• The Unified Export Strategy (UES) system

was created to enable FAS to work with its Government and private strategic partners allowing access to one or all six international market development programs with one application

eMarketplace (Office of Procurement)• The Office of Procurement is working on a

web-based eMarketplace portal that will connect USDA buyers with suppliers

FSIS Web site (FSIS)• FSIS is using its web site as a central

resource to disseminate issuances, and make information more readily available, such as that in the Library of Export Requirements.

Market Access & DevelopmentStakeholders

Processes

Technology

48



Both data collection and permit processes are high opportunity areas for e-enablement

EGOV STRENGTHS

Need for electronic data collection from regulated businesses

Changing of regulated industries necessitates more economic analysis as part of regulatory enforcement

Need to make regulatory requirements (permits, data sharing) less burdensome on businesses

Integrating with INS, Customs, etc.


Standardized electronic data collection• Collecting data is a major regulatory function for

USDA, but there are currently no data interchange standards; working with regulated industries to devise a standard would save both time and effort.

ePermits• Automation of application and approval process

Data integration with other government services• Customs, INS, etc.

EGOV CHALLENGES


• APHIS has already identified and begun planning for an electronic entry/exit permit system.

• Electronic marketplace activities

• New regulatory emphasis on data collection and analysis straining infrastructure and capabilities of agencies

Description: Includes activities that regulate agricultural markets, especially in animal and plant industries and in the meatpacking/stockyards industry; also includes market study and policy development activities necessary to identify and implement regulatory programs and systems.


Grain Inspection, Packers, and Stockyards Administration

Animal and Plant Health Inspection Service

Food Safety and Inspection Service

Industry & Market RegulationStakeholders

Processes

Technology

49




• $51B in total i.e. exports, $90B in total i.e. trade11


Farmers/producers • 2.2M beneficiaries• 43% use the Internet2



State & local governments


Foreign governments Meatpackers and

stockyards• 62% of plants have

Internet access1

Food processors• 72% have Internet

access2

APHIS and GIPSA Headquarters employees

GIPSA and APHIS regional and field office employees




Industry & Market Regulation

Government and business partners and exporters have high Internet access rates

Stakeholders

Processes

Technology

50




Data collection and storage, integral to many of USDA’s regulatory functions, is not integrated and requires significant effort by agencies to ensure a smooth process.



Data & Records Management• Regulatory functions require the provision of

significant quantities of information; most of this information is stored electronically.

• Collection of this information is not standard-ized, often requires manual data entry.

IT Management• Regulatory functions can require analysis and

processing of large amounts of data.• Data processing systems work fairly well, but

with little integration with data collection. Legal and Legislative Services

• Regulatory functions often require legal support (for challenges to agency decisions, subpoenas of data, etc.).

• Legal support is consistent and generally efficient but few self-service tools.



Content Management Benchmark (USDA)

• The Department participated in a content management benchmarking study with the American Product Quality Center in FY 2001 to assist in the design and implementation of higher-level services following industry-standard approaches and regulation. The initial components of these services will be developed and implemented in the 2nd quarter of FY 2002

Department-wide data management strategy being published by the OCIO

Industry & Market RegulationStakeholders

Processes

Technology

51



Web-based and other eLearning methods present a major opportunity in technical assistance and education, especially if delivered through education partners and extensions

EGOV STRENGTHS

Distance learning becoming more important to delivering education to rural and remote communities

Need to synthesize education to present clearer, more complete picture to citizens

Finding experts on USDA’s wide range of topics becoming difficult


eLearning• Many recipients of technical assistance are located in

rural or remote areas; eLearning can make USDA technical assistance more accessible.

Collaboration• Extranets with knowledge-sharing and collaboration

capabilities would offer recipients of technical assistance/education further help and insight, especially if the capabilities of extension services can be leveraged

EGOV CHALLENGES


• Potentially useful systems, including e-learning/distance learning, are already being developed at USDA.

• Huge repository of curricula and content through the USDA Graduate School, Extension Service

• Technical assistance recipients are often located in remote areas; many may not have Internet access.

• Much of knowledge used by Business Partners (i.e. Universities), that USDA works with, hence the issue of control in sharing data

Description: Includes direct technical assistance provided by USDA agencies, topical education programs, and administration of extension programs.


Rural Development Natural Resources Conservation Service Farm & Foreign Agriculture Service Agricultural Research Service CSREES

Technical Assistance and EducationStakeholders

Processes

Technology

52



Rural communities and individuals

Rural businesses, utilities and cooperatives

• 3600 rural farmer co-ops, 3000 utility co-ops

• 48%of rural businesses use the Internet6


Landowners and conservationists

General public• 285M consumers• 42% use the Internet1

Colleges and universities

• Approx. 600 work with USDA9


Local extension services

• 9000 extension agents in over 3000 counties12



Nonprofit groups• 83% of nonprofit







Technical Assistance and Education

All business partners have a high level of connectivity; assistance and education recipients have a lower level of Internet access

Stakeholders

Processes

Technology

53




USDA currently has significant distance-learning capabilities but must further e-enable their customer relationship management and knowledge management support functions



Knowledge Management• Collaboration between USDA and external

experts key to delivering technical assistance• ERS has a partner collaboration system, but

other agencies rely exclusively on personal interaction to transmit knowledge

Customer Relationship Management• Important to understand backgrounds and

needs of citizens and other customers receiving technical assistance

• Little interaction or integration between agencies providing assistance; customers may have to provide information multiple times

Marketing & Communications• RUS has developed distance learning

applications for use by rural communities that can be leveraged for technical assistance



PC-Based Training (ERS)• The Economic Research Service is testing

a PC-based multimedia training to determine if it can help reduce the cost of more expensive off-site training and in-house contract training for ERS employees

FSIS Web site (FSIS)• The FSIS web site is used to deliver

training for food safety professionals

SkillSoft• This OCIO sponsored eLearning

application provides employees training over the Internet.

Technical Assistance and EducationStakeholders

Processes

Technology

54



Information aggregation for citizens (through a portal) as well as e-enabled services for extensions present the greatest opportunities to transform outreach & public education

EGOV STRENGTHS

Consumers responding less to traditional channels of information distribution

Need for new distribution channels and methods to better reach citizens


Citizen information portal• USDA information for citizens exists on a variety of sites;

an integrated portal with personalization capabilities could make information access easier

Call Center• Integration with Citizen information protal

eExtensions• Extension services and their expertise can be leveraged

by providing an extension extranet with knowledge management capabilities and enabling customer interaction with extensions over the web

EGOV CHALLENGESKEY ISSUES & BUSINESS CHALLENGES

• Existing citizen information Web sites, such as Nutrition.gov and FoodSafety.gov can be leveraged in any new efforts

• Outreach and public education are administered across many USDA agencies; successful eGov solutions would require the cooperation of all.

Description: Includes educational and promotional activities designed to inform the general public about issues such as nutrition, food safety, and conservation. Also includes outreach activities targeted at specific groups.


Food Safety and Inspection Service Center for Nutrition Policy and Promotion Food and Nutrition Service Natural Resources Conservation Service Forest Service Animal and Plant Health Inspection Service Risk Management agency Farm Service agency

Outreach & Public EducationStakeholders

Processes

Technology

55



General public• 285M Americans• 43% use the Internet1

Rural communities, businesses, and individuals

• 42% of rural Americans use the Internet1


Landowners and conservationists

Colleges and universities• Approx. 600 work with

USDA9


Local extension services• Over 9000 extension

agents in over 3000 counties



Nonprofit groups• 83% of nonprofit workers

have Internet access1

Media






Outreach & Public Education

Colleges/universities, governments, and nonprofit groups have high Internet access rates; the general public’s rate is lower but steadily increasing

Stakeholders

Processes

Technology

56




USDA currently participates in several public outreach sites but lacks integrated customer relationship management or content personalization tools



Marketing & Communications• Marketing of USDA information is key to

ensuring the public accesses and uses it.• Some marketing activities electronic,

especially e-mail distribution and portal sites such as FoodSafety.gov and Nutrition.gov

Customer Relationship Management• CRM capabilities are important to presenting

the most useful/relevant knowledge to information-seeking individuals.

• Profiling capabilities in CRM can be used to see what citizens are seeking and how to best reach them.

• No agency has electronic CRM systems, although agencies such as FSIS have limited CRM as part of call centers and other applications.



USDA.gov (USDA)• USDA home page is the primary

interface to the public. There are 20 additional web sites resources accessible on the USDA server -- not including agency sites. There are over 74,145 web pages on these 20 USDA sites. These sites provide the public a means to access information and learn about USDA.

Nutrition.gov (USDA)• The site represents a virtual guide for

citizens to find health and nutrition information on Federal sites with facts on food, food safety information, health management and food assistance among other topics.

Outreach & Public EducationStakeholders

Processes

Technology

57



A USDA-wide citizen information portal and research collaboration tools are solutions to meet key stakeholder needs.

EGOV STRENGTHS

agencies trying to increase citizen interest and involvement in research through new focus on distributing information in a manner regular citizens can understand

Need for collaboration and data sharing between research-oriented agencies

Interest in creating a single point of access for USDA research

Need for cooperation in data collection to avoid redundant requests


Collaboration between researchers and partners

• A research intranet for employees connected to an extranet for research partners

Citizen information portal• Topical presentation of topics rather than

Organization-based• Personalization of content

Common online survey instrument

EGOV CHALLENGES


• ERS’ experience and lessons learned can be used in designing a citizen info portal.

• ERS is already designing an extranet for research partner collaboration.

• Many data researchers located in foreign locations without acceptable Internet access.

• Electronic collection and analysis of data makes data privacy a major, unadressed concern.

Description: Includes the collection, both in the U.S. and abroad, analysis, and distribution of market behavior and agricultural and market statistics; agriculture-related economic research activities; and consumer behavior (including nutritional habits).


REE agencies (ERS, NASS, CSREES) Foreign Agricultural Service Animal and Plant Health Inspection Service Center for Nutrition Policy and Promotion

Data Collection, Analysis, andDissemination

Stakeholders

Processes

Technology

58





• Most import/export companies and brokers do business online1

Commodities traders and markets

Economists, Statisticians, and University Researchers

• 83% of college/university. employees have Internet access1

USDA and federal agencies

International science and research organizations



Colleges and universities

• Approx. 600 work with USDA9


FAS, NASS, ERS, APHIS, CNPP Headquarters employees

NASS State Statistical Office Employees

Foreign-based FAS employees





Researchers have very high rates of access to and experience with the Internet; information users generally have average or above-average Internet access and experience.

Stakeholders

Processes

Technology

59




Several USDA agencies, especially NASS and ERS, have developed electronic tools for data research and dissemination, including electronic data reporting and a research extranet.



Knowledge Management• ERS has limited knowledge management

tools, but no other research agencies have knowledge management tools

Marketing & Communications• Most research and data presented in

formats suited to researchers; much is not understandable to citizens

• Extension services translate research and data to farmers and citizens, but they are often not aware of everything that is available

Document & Records Management• agencies store large amounts of research,

but much of it is not accessible unless one already knows its specific location



EDR Pilot (NASS)• The National Agricultural Statistics

Service is piloting its electronic data reporting (EDR) system that provide respondents (farmers and agribusinesses) with a private and user friendly electronic method of responding to surveys at their convenience (24-7). This system is essential for its proposed “Acollection@” system

News Online (Office of Communications)• The Office of Communications provides

news online with audio streaming options for news delivery


Stakeholders

Processes

Technology

60



Research and development’s greatest e-enablement opportunities are in research collaboration and presentation of research to citizens and end users

EGOV STRENGTHS

Reliance on paper-based processes Currently good at releasing results of

research, but need to create and present people with ways to use and apply it

Desire to make scientific research more interesting and accessible to citizens by presenting it in new and innovative formats


Collaboration between researchers and partners

• A research intranet for employees connected to an extranet for research partners

Citizen/customer information portal• Ability of USDA to be the clearinghouse of

information produced both internally and externally

Steward for common meta-data definitions

EGOV CHALLENGES


• Dissemination activities would benefit form the experience ERS has gained from its Web portal project.

• Many in the research community use the Internet extensively and have consistent, high-speed access.

• Technology standards and infrastructure levels vary significantly within ARS.

Description: Includes laboratory-based and other research into agricultural, food, and nutrition products, processes, practices and other topics, as well as publishing and dissemination of this research.


Agricultural Research Service Animal and Plant Health Inspection

Service Center for Nutrition Policy and Promotion

Data Collection, Development, andDissemination

Stakeholders

Processes

Technology

61




Scientific, health, and medical communities

• 83% of health professions locations have the Internet at work1



International science and research organizations

Other USDA agencies Colleges and

Universities•Approx. 600 work with USDA9

•Nearly all colleges and 83% of their workers have Internet access1

ARS and APHIS lab employees

ARS and APHIS Headquarters employees




Research, Development, andDissemination

Researchers have very high rates of access to and experience with the Internet; information users generally have average or above-average Internet access and experience

Stakeholders

Processes

Technology

62




Support functions used in research, especially collaboration and communications, have been developing e-enabled capabilities



Knowledge Management• ERS has limited knowledge management

tools, but no other research agencies have knowledge management tools.

Marketing & Communications• Most research and data presented in

formats suited to researchers; much is not understandable to citizens.

• Extension services translate research and data to farmers and citizens, but they are often not aware of everything that is available.

Asset & Facilities Management• There is no central system to manage all

laboratory assets.• Increasing security at sensitive labs and

facilities



JAWF System• The Office of the Chief Economist and

the Joint Agricultural Weather Facility have an electronic data exchange system that stores, displays and analyzes satellite weather imagery, as well as geographical information system for crop-weather analysis.

Bulletin Board System (ERS)• ERS has adopted a computer bulletin

board system to communicate current ERS information. ERS, along with NASS and the World Agricultural Outlook Board (WAOB), use e-mail newsletters to provide thousands of users within minutes of their release in Washington, D.C.

Research, Development, andDissemination

Stakeholders

Processes

Technology

63



1 2000 Current Population Survey, US Census Bureau

2 2001 Farm Computer Usage and Ownership (NASS)

3 1999 Digest of Education Statistics, National Center for Education Statistics

4 Internet Access in U.S. Public Schools and Classrooms, National Center for Education Statistics.

5 FSA web site.

6 2000 Current Population Survey, U.S. Dept of Labor.

7 2001 RD Annual Performance Plan

8 2001 NRCS, FS Annual Performance Plans

9 CSREES web site.

10 Interviews with RMA

11 2001 Agricultural Statistics of the U.S., NASS.

12 ATTRA (Appropriate Technology Transfer for Rural Areas) Program web site.

13 From focus group with export-related trade organizations

ReferencesStakeholders

Processes

Technology

64



Table of Contents






V. Stakeholders




65



Marketing & Communications

Support Functions

Financial Management Procurement

Human Resources and

Training

IT Management and Security

Oversight, Auditing and Enforcement

Facilities Management and Security

Intergovernmental

Relations

The USDA currently has in place the following business support functions to enable delivery of its key business processes:

USDA Support Functions

Knowledge Management

and Collaboration

Customer Relationship Management

Legal and Legislative Services

Workflow and Records Management

Research and

DevelopmenteCommerce

Stakeholders

Processes

Technology

66



Support Functions Defined

Customer Relationship Management — the process of interacting with and managing customers to help them do business with the USDA more efficiently and effectively.

eCommerce - The exchange of information, funds, benefits, and the transaction of services in an electronically connected environment.

Facilities Management and Security— managing workplace facilities and office services, including building management, physical security, and the maintenance of office equipment.

Financial Management —managing USDA’s budget and finances at the Department, agency, and program levels.

Human Resources & Training —management of people within the organization including recruitment/hiring, payroll, employee satisfaction, staffing, and performance evaluation and management. Also includes the Department’s activities and services that educate and train employees in order to enable them to better perform their functions.

Intergovernmental Relations —the management of relations between USDA, other Federal Departments and agencies, and state and local governments. This includes communication, sharing of information and best practices, and coordination of complementary activities and programs.

IT Management and Security — the management of information technology assets within USDA including its networks, data centers, computers, and telecommunications devices. Also includes defining computing standards within the organization such as standard enterprise software and desktop configurations as well as maintaining the security of IT systems.

Stakeholders

Processes

Technology

67



Knowledge Management —the conscious and comprehensive management of all of USDA’s information and knowledge resources, including the gathering, organization, sharing, and analysis of knowledge resources, documents, and people skills.

Legal and Legislative Services — providing legal services to the Department and its agencies as necessary in the course of business, including review of property transactions, intellectual property protection, and contract review. This also includes the creation and review of USDA-related legislation as requested by Congress as well as review of new laws to determine implementation.

Marketing and Communications —the promotion and communication of activities internal and external to the USDA, including the management of messages being conveyed from executives downward and the mechanisms for upward communication.

Oversight, Auditing, and Enforcement—activities designed to measure efficiency and effectiveness of service delivery and ensure Department funds and programs are used correctly; this includes investigative and enforcement roles to detect and mitigate waste, fraud, and abuse.

Procurement —the process of planning and purchasing supplies, equipment, and other goods necessary for the operation of USDA, as well as contracting and other services.

Research and Development - The process of information collection, such as surveys, and the development of data for analysis and reporting.

Workflow and Records Management -- the management of forms and documents within the organization, including the physical and electronic input and storage of data, tracking of documents and records locations, and management of document workflows.

Support Functions DefinedStakeholders

Processes

Technology

68



Financial ManagementManaging USDA’s budget and finances at the Department, agency, and program levels

CURRENT EXECUTION KEY ISSUES CURRENT E-ENABLEMENT

National Finance Center (NFC): SEL

• Provides employees online access to earning statements

The Office of the Chief Financial Officer (OCFO): CLER

• Acts as a clearinghouse for health benefits, allowing payroll and health insurance carriers to resolve reconciliation issues over the Web

Departmental Highlights:

Food and Nutrition Service (FNS): IPAS

• Accounting system with a full suite of office automation software which collaborates with the Department’s FFIS accounting system

agency Highlights:

NFC’s FFIS system successful, but agencies’ connections to it not as useful

• agency frustration at difficulty of using new interfaces to legacy systems.

agency and mission area financial management tools are lacking

• Several administrators and under secretaries have complained how it is impossible to get a real-time look at their agencies’ finances.

Each agency has their own auditing system and no information is aggregated upward to the Departmental system

Policy/Planning• OCFO creates overall USDA

financial policies and procedures.

• OBPA administers Department budget policies.

• agencies responsible for managing their own day-to-day finances.

Operations• National Finance Center

administers many financial and administrative functions for the Department, including payroll and benefits.

• OCFO oversees debt collection for USDA’s $138 billion portfolio.

• agency financial operations vary significantly.

Systems• Research Extension Grant

Information System (REGIS) – CSREES

• Financial Information System (FFIS)

Stakeholders

Processes

Technology

69



Financial Management Best Practices

CRITERIA FOR BASIC CRITERIA FOR ADVANCED CRITERIA FOR LEADING-EDGE

Electronic invoices Automated cash management functions

by leveraging web-enablement to increase transparency of allocation and streamline payment, including tax

Internal/External Reporting using the internet to request and deliver reports

Internal Controls and Risk Management to define controls and policies to address risks associated with new business models

Establish online invoicing/ tracking/ payment system

Web-enabled engine for accepting grants and exercising options online

Online tax planning, forecasting, and reporting Integration with data warehousing system to

automatically update new and emerging financial data

Flexible solutions that help financial organizations share information across the enterprise using popular productivity tools

Decision support applications that manage vast amounts of fund performance and operational data

Sophisticated browser based financial management processing on company intranet/extranets

Internet connectivity between solution technology and financial services system

Online connectivity between finance division and business units globally for real-time status checks and business unit implications

Cross-functional integration of real-time investment appraisal with key business units and functions

Analytical technology capable of capturing external market information in real-time while concurrently calculating company implications

Allow suppliers and external parties to access and interface with billing systems

Criteria for evaluation of readiness:

Financial ManagementStakeholders

Processes

Technology

70



The OCFO is actively moving forward with an eGovernment strategy; the agencies do not have these same capabilities and do not have tight electronic integration with the OCFO

STRENGTHS

The National Finance Center (NFC) under the Office of the Chief Financial Officer are actively pursuing an eGovernment strategy, i.e. Internet billing, employee customized pages, online earning statements, and the dynamic reporting center

Some agencies, such as FSIS, and NASS are exploring Time and Attendance systems, which would facilitate electronic billing

CHALLENGES

Common management system – i.e. accounting system, bookkeeping

Paper-based financial processes - i.e. receipts, financial reports, payments - in most agencies

Integrating agency financial management systems with OCFO systems

Estimating funds for Department-wide eGovernment related activities

Real-time budget reporting Coordination of spending to minimize

ad hoc spending

Financial Management


Stakeholders

Processes

Technology

71



ProcurementThe process of planning and purchasing supplies, equipment, and other goods necessary for the operation of USDA, as well as contracting and other services.


USDA: Electronic Bid Entry System (EBES)

• Automated of the bid entry system of the Department’s that deals with procurement of commodities exported under the Foreign Food Aid for Humanitarian Assistance Programs

• Provides secure electronic means of entering and receiving vendor commodity bids which support the procurement of about $2 billion of export commodities annually


Risk Management agency: Budget/Procurement Application (BPA)

• Web-based tool that tracks procurement requests and orders

agency Highlights:

Policy/Planning• DA coordinates overall

procurement policies, provides advice and coordination.

• agencies administer their own procurement.

Operations• DA’s Office of Procurement

manages procurement for DA and the Offices.

• agency procurement systems vary widely, but many rely extensively on paper.

Systems• Purchase Request Information

System for Management (PRISM) – APHIS

• Order, Tracking and Inventory System (OTIS) – FSA

• Logistics Management System (LMS) – FAS

• Acquisition Management (AQM) – FS

• Federal Procurement Data System (FPDS) – OPPM

agency procurement processes are manual, require significant resources

• Most agency procurement processes paper-based, require significant effort from both USDA buyers and outside suppliers.

Integrated Acquisition System being designed to integrate procurement across the Department

Stakeholders

Processes

Technology

72



Procurement Best Practices


Automated request for quotation (RFQ) management, including: RFQs generated from an approved vendor list (AVL), simultaneous RFQ submittal to multiple suppliers, and score-carding of supplier response time to RFQs

Single, organized online catalog of suggested components and suppliers that can be easily searched using form, fit, and functional parameters

Real-time alerts from suppliers regarding upcoming part discontinuations, obsolescence ratings, new components to market, and revised component specifications

Automated generation and management of requisitions and purchase orders

Online forward and reverse auctioning for direct materials

Automated calculation of enterprise-wide spending to facilitate rapid, ad-hoc analysis by commodity, part, or part attribute

Process dedicated to new product design and development purchasing

Volume purchase contract compliance and contract verification

Supplier segmentation/ rationalization

Multi-attribute auction formats that use criteria other than price, quantity, and time

Check of storeroom inventories before authorizing placement of purchase orders to external suppliers

Buyer/supplier authentication via smart cards


ProcurementStakeholders

Processes

Technology

73



The awareness about the need for new procurement processes and capabilities is high. Continuously cited as a key potential eGovernment initiative

STRENGTHS

Individual agencies have procurement applications in place which eliminate the need for a paper logging system and provides automated searches on electronic documents and reports for users and customers. These systems also interact with industry eCommerce systems which further streamlines the procurement process

CHALLENGES

Department execution on its planned eProcurement system

Heavy manual processes that are both paper and resource intensive

Definition of consistent asset and records management system for procurement logging

Processes differ from agency to agency as well as within the Department

Procurement


Stakeholders

Processes

Technology

74



Human Resources and TrainingManagement of people within the organization including recruitment/hiring, payroll, employee satisfaction, staffing, and performance evaluation, management, and the training of all hired employees


The Office of the Chief Financial Officer (OCFO): CLER

• Clearinghouse for health benefits

USDA Graduate school programs

Combined Administrative Management System


Food Safety and Inspection Service (FSIS): LEARN and Quick Hire

• LEARN: Online central resources to disseminate issuances, and make information more readily available, such as that in the Library of Export Requirements. The web site is used to deliver training for food safety professionals

• Quick Hire: Online services to expedite the hiring of employees

agency Highlights:

Policy/Planning• agencies develop their own HR

policies within guidelines established by OPM and DA’s Office of HR Management

Operations• Each agency manages virtually

all of its own HR--hiring, performance management, and staffing/ utilization

• Each agency manages its own training programs.

• Departmental Administration acts as the personnel office for DA and Office personnel.

• Payroll, pension, benefits admin-istration administered by NFC

Systems• Individual Development Plan

System (IDP) – FSA• Human Resources

Management – HRM – FS

Most agencies use traditional training methods, but several are beginning to use new learning tools

• AMS is currently using Web-based learning, and other agencies are studying distance learning/eLearning tools

Current HR systems duplicate effort

• NASS and FSIS have leading HR systems for tasks such as hiring and time/attendance

• Such systems could be the base for a USDA-wide HR system

• agencies are very concerned, however, about maintaining control of their own HR processes

Stakeholders

Processes

Technology

75



Human Resources and Training Best Practices


Electronic publishing of all HR information

Transaction processing with HR/Payroll system integration

Job Recruitment- Develop repository of all available positions

Computer-based training (text)

Skills profiling through company website, automated response for submitted resumes, automated supply and demand tracking, analysis and reporting

Searchable database for managers and employees for project skills sets and opportunities

Employee scheduling application Employee self service access to view and change

payroll options Online administration of employee payroll systems Online benefits and compensation access Utilize web-based expense reporting, tracking, and

approval system Web-based Performance Simulation training tools

Implement online interviewing process (chat, document sharing, whiteboard, etc.) to screen and evaluate geographically distant candidates

Facilitate talent brokering of high demand skill sets internally and among alliance partners

Integrate HR self service content with related web links (i.e. travel links when employees check vacation days, mutual fund links on 401k page, etc.)

Improve effectiveness of performance reviews through linkages to eLearning for all reviewed areas

Online training course with video streaming over the Internet – i.e. Digital Universities


Human Resources and TrainingStakeholders

Processes

Technology

76



eLearning capabilities and the continuous training of inspectors, IT employees, etc. is a priority for the agencies. In addition, agencies are concerned about managing their own HR processes

STRENGTHS

Several agencies are taking the initiative to help their employees make the cultural transformation to eGovernment through communications and training

Handful of USDA agencies, such as Rural Development and the Risk Management agency, have used eLearning, distance learning, and videoconferencing technologies to educate, train and foster teamwork

agencies are taking action to provide online employee benefits. For instance, FS provides employee benefits elections online for ease and convenience

CHALLENGES

Disparate hiring practices across the Department

Most agencies and Departmental offices lack up-to-date human resources systems for hiring and benefits elections

Transformation of large paper-based and classroom curriculums to an electronic medium

eGovernment awareness training for all employees

Human Resources and Training


Stakeholders

Processes

Technology

77



IT Management and SecurityThe management of information technology assets within USDA including enterprise architecture standards, its networks, data centers, computers, and telecommunications infrastructure, and security policy and enforcement


National Finance Center (NFC): NFCW SAS

• NFC Warehouse SAS Information Architecture (NFCW). NFCW combines multiple tools to make the gathering and organizing of information easier and much less time consuming.


Natural Resource Conservation Service(NRCS) and Risk Management agency (RMA): SCMI

• Provides an information technology environment/ architecture that supports eCommerce activities (one-stop shop, customer service center) as well as inter-governmental (G2G) relations

agency Highlights:

Policy/Planning• OCIO creates Departmental

information technology policies and guidelines.

• OCIO reviews all major technology investments to ensure they are economical and effective.

Operations• OCIO coordinates inter-agency

initiatives .• Each agency also has its own

CIO organization to manage information systems.

• Decentralized USDA IT management structure

Systems• Network Management

Reporting System (SCOAP) - FSA

• Transmission Control, CSF, Network Management System, BBS/FTS E-Mail, Bundle Control System – FSA

Network access to remote service centers and the need to manage multiple network backbones

Disparate desktop standards:

• Office productivity packages• Browsers• E-mail/communications

Enforcement and awareness of security policy

Management of highly complex technical architectures (over 500 COTS systems in NITC alone)

Resources to continually keep technology up to date

Stakeholders

Processes

Technology

78



IT Management and Security Best Practices


Software component repository and tools to facilitate reuse, normalize application development, and encourage best practice development

Standard methods, techniques, and frameworks to facilitate uptake and use of common IT processes (application development, client engagement, vendor support, etc..)

Centralized, Intranet-based vendor capability and vendor product review data repository with supporting processes combining evaluations and experiences

Access to best-of-breed development support tools Utilize a case and bug tracking system that is flexible and

customizable Implement an ongoing hardware and software asset

management capability Establish a web-based software component repository

and code auto-generation tool Utilize net-sourcing to enable the delivery of applications

and business functions Create a web-based capability to manage remote

development/ management vendor relationships Create an integrated, IT project portfolio analysis

capability Implement increased authentication methods – i.e.

eSignatures

Firmly establish unit, assembly, and production level testing

Provide active knowledge sharing of application development methods, techniques, and frameworks

Deploy a proactive desktop software tracking capability Establish a continuous IT solution improvement process Create a robust project tracking capability with keyword

monitoring and cross-team linkages to identify synergy areas and/or reduce redundant efforts across IT groups

Enable technology solutions design and development collaboration with vendors through the use of a collaborative development portal

Implement digital security – i.e. biometrics, such as retinal scans, digital fingerprinting


IT Management and SecurityStakeholders

Processes

Technology

79



STRENGTHS

As part of the Quick Silver initiative, NFC was named one of the three Government certificate authorities, as well as the primary certificate authority for Government to Government applications

Proactive cyber-security capability Coordination among the Service

Centers for the modernization program Increasing awareness for proper IT

Management with GPEA strategy; priority for 2003 budget

Common computing environment initiative

CHALLENGES

Collaboration with each agency CIO to “get on the same page”

Heavily diverse technical architectures makes system integration for eGovernment initiatives difficult

Proactive development of IT standards Getting ahead of the agencies to define

standards and improve network access Transformation of workforce to support

increasing number of eGovernment applications

Departmental solutions to advanced security methods, such as PKI

Security of research data; confidential reports

IT Management and Security


Collaboration with each agency and the definition of standards and policy which the agencies will readily enforce is a key challenge in IT Management and Security

Stakeholders

Processes

Technology

80



Marketing and CommunicationsThe promotion and communication of activities internal and external to the USDA, including the management of messages being conveyed from executives downward and the mechanisms for upward communication


The Office of Communications (OC): Online News

• Online audio streaming for new delivery


Economic Research Service (ERS): Bulletin Board System

• Computer bulletin board system communicating current ERS information

• ERS, along with NASS and the World Agricultural Outlook Board (WAOB), use e-mail newsletters to provide thousands of users within minutes of their release in Washington, D.C.

agency Highlights:

Policy/Planning• Office of Communications

develops guidelines/policies for external communication and Department-wide strategies for outreach and marketing to external audiences.

Operations• Each agency develops its

own marketing materials and plans, which are then reviewed by OC before distribution.

• OC also provides communications technology support and consulting services to USDA agencies.

Systems• Market Access Program

(MAP) – FAS• US Agricultural Marketing

System (USAM) – FAS

Internal communication processes are mostly paper-based

• Interagency and Department-wide communication is extremely difficult

External communication processes slow

• Review and coordination functions by the Office of Communications, along with adhering to Government policy can slow the process of sending public communication

• Sending time-sensitive data or even monthly newsletters is made much harder

Stakeholders

Processes

Technology

81



Marketing and Communications Best Practices


Capture customer information directly through all communication channels - i.e. web/non web interfaces and/or through interactions with partners/ intermediaries

Organize and analyze data to isolate and group customers with given profile or type to aid in customer segmentation

Seamlessly modify and republish online advertising in real-time, based on changes to campaign or content

Capture customer information through distributed advertising

Improve campaign management capabilities to include continuous automated campaign planning, workflows, performance measurement

Implement online rewards program with incentives to channel partners for training, use of business tools, information sharing, etc.

Dynamic advertising content based on profile, session or location specific information

Online message board to communicate current events

Built in monitoring of usage trends and automated product feedback

Integration of content and campaign management

Location determined marketing using push technologies over mobile devices

Seamlessly modify and republish online advertising in real time based on changes to campaign or content

Capture customer information through distributed advertising


Marketing and CommunicationsStakeholders

Processes

Technology

82



Publishing marketing and communication materials to its web site is helping USDA increase its exposure, reach, and timeliness of information dissemination

STRENGTHS

Most agencies and Departmental offices have a published Web site which disseminates information

E-mail newsletters are utilized for customer, stakeholder, and partner updates

USDA news immediately published on Web site by Office of Communications; offers audio streaming

Office of Communications working towards Web site customization for reporters and other partners

Office of Outreach initiative USDA Hotline for public concerns

CHALLENGES

eGovernment awareness communications to all employees

Ability for employees, customers, and industry partners to “talk back”

Exploring new communication channels - i.e. webcasts by the Secretary, etc.

Faster publication methods for faster dissemination

Paper-based processing for electronic conversion

Tracking system for correspondence

Marketing and Communications


Stakeholders

Processes

Technology

83



Oversight, Auditing, and EnforcementActivities designed to measure efficiency and effectiveness of service delivery and ensure Department funds and programs are used correctly; this includes investigative and enforcement roles to detect and mitigate waste, fraud, and abuse


The Office of the Inspector General (OIG): Statistics Report System

• System for account management• Web site publication of audit

report online


Forest Service (FS): Permitting Process

• Plans to use electronic means to monitor the permitting process from application to approval to payment

agency Highlights:

Policy/Planning• Office of the Inspector

General is responsible for USDA’s overall auditing functions and develops policies to implement oversight.

Operations• Each agency develops checks

and oversight procedures for its own programs.

• OIG oversees these activities to ensure correct auditing; in addition, it conducts its own independent audits.

Systems• Audit Report Tracking System

(ARTS) – RD• CORE Accounting System –

FSA• Law Enforcement &

Investigations – FS

Little automation in central or agency auditing

• Auditing and assurance rely on manual review

• Few automatic processes to flag suspect actions for further review

Auditing workload increasing

• Congress has begun requesting additional reviews on behalf of constituents

• GAO places pressure on agencies to both reduce fraud and losses and to present clearer financial pictures creating more oversight work for them

Each agency has its own auditing system and produces its own reports

Stakeholders

Processes

Technology

84



Oversight, Auditing and Enforcement Best Practices


Online publication of Department policies

Search capability Electronic monitoring system Electronic auditing system Automatic E-Mail notification

Interactive agent which allows specific queries

Notification of policy changes to wireless devices


Oversight, Auditing, and Enforcement

Data analysis tools which monitor online usage

Analysis of security systems One central auditing system

with integrated feeds from remote auditing systems

Stakeholders

Processes

Technology

85



The lack of integration between auditing systems and the highly manual processes are key challenges for the Department to address

STRENGTHS

Office of Inspector General has overall responsibility for oversight and enforcement and has begun exploring eGovernment initiatives

Audits reports accessible on Web site; online submission also supported

NFC has overall responsibility for financial management and auditing

Strong Department level responsibility Some agencies looking into electronic

means for this support function – i.e. FS

CHALLENGES

Most agencies and Department offices are not well integrated with the central Finance center

Integration of agency auditing systems with the central system in OCFO

Inconsistent oversight and enforcement processes within each agency hamper reporting to Congress

Oversight, Auditing, and Enforcement


Stakeholders

Processes

Technology

86



Facilities Management and SecurityManaging workplace facilities and office services, including building management, physical security, and the maintenance of office equipment.


The Department has a PA system and uses metal detectors and x-ray machines.


agency Highlights:

Forest Service (FS): Permitting Process

• Plans to use electronic means for the permitting process from application to approval, payment, and monitoring

Operations• Departmental Administration

responsible for management of all Headquarters facilities.

• DA also provides office services at Headquarters.

• Service Center facilities jointly managed by the county-based agencies.

• Other field offices are managed by individual offices.

Systems• Equipment Inventory – OO• Security (Employee

Clearances) – OO• Compass 3E Security

Management System – OO• Air Conditioners – OO• ECC-LOG System – OO• Key Inventory – OO• Locks – OO• Parking Program – OO

Physical security now much more important than ever before

• Protecting USDA’s employees, assets, and facilities key in the face of new threats.

• Highly sensitive locations (such as labs containing anthrax) require much higher security, requiring significant resources

Physical asset management

Stakeholders

Processes

Technology

87



Facilities Management and Security Best Practices


Service request process Maintenance request tracking

system Metal detectors and x-ray

machines

Online service request Online maintenance request tracking

system Service request assignment tool – i.e.

manager tool for work allocation Electronic alarm and security system

– i.e. electronic access cards, auto door locks, security cameras

Automatic notification system for security/emergency events



Wireless inventory Smart identification badges

which monitor location Smart tags which automatically

report status of facilities Biometric security – i.e. retinal

scans, digital fingerprinting, voice recognition

Stakeholders

Processes

Technology

88



There are many high opportunity areas to address current challenges in facilities management including the use of Smart ID tags and a centralized asset management capability

STRENGTHS

Use of modern security tools, such as metal detectors and x-ray machines, at USDA headquarters and some agency locations

Use of computer-based alarm systems that allow direct contact to emergency units, such as the Police and Fire Department

Management of facilities – i.e. buildings – a key priority for the 2003 budget

CHALLENGES

Limited electronic facilities management and security in all agencies and Department offices

Some physical locations (buildings) hinder electronic facilities management– i.e. conference rooms not wired for audio/visual equipment

Limited funding



Stakeholders

Processes

Technology

89



Intergovernmental RelationsThe management of relations between USDA, other Federal Departments and agencies, and state and local governments. This includes communication, sharing of information and best practices, and coordination of complementary activities and programs.


The Office of the Chief Economist (OCE): Electronic Data Exchange

• System that allows the data sharing between government agencies involved in agricultural meteorology

• Provides access to the FS weather monitoring system


Foreign Agriculture Service (FAS): Unified Export Strategy (UES)

• Enables FAS to work with its Government and private partners allowing access to one or all six international market development programs with one application; funding through program itself

Cooperative State Research, Education, and Extension Service (CREES): eGrants

• Interface between Federal agencies and their grantee communities

agency Highlights:

Collaboration between USDA and other Federal, state, and local agencies lacks coordination

• Lack of data sharing, systems incompatibility creates difficulties for agencies working with other governments.

• Reporting, especially for benefits programs, has proved a major problem, with GAO, IG, and others discovering data errors leading to waste and overpayments.

Policy/Planning• The Office of Congressional

and Intergovernmental Relations manages USDA’s overall interaction with Congress.

Operations• Each agency manages its own

relations with other government agencies.

• No central government agency relationship management system.

Systems• Global Agricultural Information

Network (GAIN) – FAS• Unified Export Strategy (UES)

System – FAS• SNAPBACK - Canada Trade

System – FAS• Multilateral Trade Negotiations

(MTN) – FAS• AgExport – FAS

Stakeholders

Processes

Technology

90



Intergovernmental Relations Best Practices


USDA Intranet Electronic data interface – i.e

electronic data sharing Extranet Web portals for partner

use


Intergovernmental Relations

Integrated back-end systems with inter and intra Departments/ agencies

Customized web portals for government and private partners

Common data dictionaries between agencies

Collaboration and file sharing/sharing of best practices

Seamless secure access to business partner systems such as Enterprise Application Integration tools

Access to internal and external systems via a single sign-on

Generate behavior-based Web interface based on user actions

Stakeholders

Processes

Technology

91



Overall Intergovernmental Relations rank is Basic. Electronic transformation of government Departments encourage government to government interactions.

STRENGTHS

High inter-agency relations via the Service Center agencies (SCA) and County Based agencies classification

Research agencies, such as ERS, relying on electronic inter-agency relations for information collection and data analysis

Government to Government transactions are on the rise. For example, FNS systems have provided state agencies with online access to agency forms and information.

CHALLENGES

Legacy systems and data management inconsistencies make it difficult to collaborate across Government agencies

Cultural resistance to sharing information and working together

Many agencies and Department offices operating autonomously, making it more difficult for the USDA to work as a whole with other Government entities

Many agencies prefer to have custom systems that cater to their business need

Collaboration to discuss common topics; compartmentalized structure

Intergovernmental Relations


Stakeholders

Processes

Technology

92



Legal and Legislative ServicesProviding legal services to the Department and its agencies as necessary in the course of business, including review of property transactions, intellectual property protection, and contract review. This also includes the creation and review of USDA-related legislation as requested by Congress as well as review of new laws to determine implementation.


The Office of the Chief Information Office (OCIO): www.ocio.usda.gov

• Disseminates legal and legislative information – i.e. Mandates and regulations dealing with GPEA


Forest Service (FS): Legal Practice Repository

• Plan of an online repository providing in formation regarding legal “leading practices” and trend in environmental lay

agency Highlights:

Policy/Planning• Office of the General

Counsel creates general legal policies for USDA.

• Office of Congressional and Intergovernmental Relations.

Operations• All USDA legal services

centralized within OGC.• OGC provides legal services

to Congress on all matters relating to USDA.

• OGC is using a workflow management database to track the progress of the 100,000 cases and opinions it handles every year.

Systems• NAD Track – NAD• DevDock - OALJ

OGC looking for better case management and prioritization tools

• While OCG can currently handle all of the cases and opinions requested, occasional demands for emergency legal services can tax available resources.

• A more robust case management and prioritization tool would allow OCG to better use its resources and ensure consistent service.

Stakeholders

Processes

Technology

93



Legal and Legislative Services Best Practices


Electronic legal and legislative documents

“Read-only” access Case archive system with

search functionality

Provide electronic exchange of legal documents with advanced security options (i.e. user-selected encryption, delivery receipt notification, auto delete after delivery, etc.)

Automated language translation of legal documents

Utilize online auctions to source outside counsel for routine, simple matters

Automate process of policy influence, with customized generation of letters and speeches based on user-defined assembly of ready-made paragraphs, and automated routing to appropriate targets



Website with tools useful to policy makers - fresh data, items for speeches, etc.

Develop legal Department intranet to provide company employees with legal information regarding company policies (antitrust, trademark, etc.), legal Department contact information, standardized legal forms

Automate contract request and approval as well as trademark naming request process

Utilize online negotiation, arbitration, or mediation services to resolve lawsuits or insurance claims

Interactive negotiation playbooks/ Bulletin Boards Enable access to outside counsel Intranets

Stakeholders

Processes

Technology

94



agencies and Offices have legal and legislative documents published online which is a good start to further e-enabling legal and legislative services

STRENGTHS

Most agency and Department office Web sites provide published information regarding legal and legislative initiatives

CHALLENGES

Bringing knowledge from paper to online to create a robust knowledge repository

No common IT infrastructure in place to support interactive services

Inconsistent mode of legal/legislative document sharing (paper-based vs. electronic)

Inconsistent method of final delivery (paper-based vs. electronic)



Stakeholders

Processes

Technology

95



Knowledge Management andCollaboration

The conscious and comprehensive management of all of USDA’s information and knowledge resources, including the gathering, organization, sharing, and analysis of knowledge resources, documents, and people skills.


The Office of the Chief Financial Officer (OCFO): SAS Data Mart Reporting Tool

• Sorts, groups, summarizes and manipulates information online

• Interactive screen which incorporates changes in real-time

The Office of the Chief Economist (OCE): Mann Library Site

• Provides well-organized access to hundreds of databases and periodical statistical reports such as the WASDE report


Food and Nutrition Service (FNS): STAR, ROAP

• STAR: Automates the Department’s Food Stamp Program (FSP) benefit redemption functions.

• ROAP: Allows program sponsors to directly enter claims, application renewals, and site forms via the Internet

agency Highlights:

No Department-wide collaboration tools

• Several agencies (especially in REE) have at least limited collaboration and knowledge management tools.

• No Department-wide tools for collaboration or knowledge management.

Disparate e-mail systems

Policy/Planning• Currently no Department-level

knowledge management policy or set of procedures.

Operations• Few agencies have specific

knowledge management systems:o ERS has a collaboration

system for its business partners.

o CRIS lists most current USDA research but is antiquated and difficult to navigate.

Systems• Market News

o MNCS, MNIS – AMS

• Research Information o CRIS – CSREESo RMIS, RDMIS – ARSo LIMS – APHIS

Stakeholders

Processes

Technology

96



Knowledge Management and Collaboration Best Practices


Shared repository for documents and information management – i.e. best practices, tools, documentation templates, versioning, etc.

Capabilities for sequencing and routing, approvals, tracking status, etc. for ease in workflow

E-Mail

Centralized repository for that can be updated via a web browser

Advanced search capabilities to filter information Develop shared environments and tools to foster

knowledge transfer and teamwork (chat rooms, extranets)

Enable real time, secure collaboration (threaded messaging, chat, etc.) for efficient idea exchange/issue resolution

Automated e-mail, upon user login, regarding key dates or meetings

Utilize passive knowledge capture in order to automatically update knowledge models, thereby facilitating reuse of proven solutions

Customized knowledge portal tailored to each user’s role and location, with access to appropriate internal and external decision support resources

Use the web to support the product launch and solution deployment process

Deploy extended workflow integration with external partners

Seamless integration of communication tools and document collaboration capabilities for

Virtual Teams and eProject Management: Collaborative work process, shared team workspace, project management with routing, task lists and reminders



Stakeholders

Processes

Technology

97



The Department and individual agencies are aware of the need for a Department-wide knowledge management solution. Current efforts to use electronic files and consolidate data can be leveraged for any future initiative

STRENGTHS

All agencies and Department offices have a Web site for dissemination of information

All agencies and Department offices use e-mail as a primary mode of communication and file sharing; fax servers also used as mode of data sharing

Headquarters has online file repositories for storing and sharing information

Efforts to centralize and coordinate information

CHALLENGES

Inconsistent e-mail performance slows down delivery of correspondence

Security concerns around sharing sensitive information

Cultural resistance to electronic modes of data sharing and communication

Migrating current knowledge from paper/closed systems to an open Department-wide system

Management policies for managing E-Mail responses; manual distribution of E-Mail

Customers expectations are for more technically advanced solutions

Ensuring accuracy of public content



Stakeholders

Processes

Technology

98



Research and Development

The process of information collection, such as surveys, and the development of data for analysis and reporting.


Policy Planning• No central policy or planning

mechanism specifically relating to data collection at USDA

Operations• agencies collect data differently

based on individual program needs.

• Most data collection is paper-based.

Systems• Research Database &

Management Information System – ARS

• GIS Research and Reporting System – ERS

• CRIS – CSREES• Research and Development

Range Management – FS• Laboratory Information

Management System – APHIS• Production, Supply and

Distribution (PS&D) System

No standards for data collection

• Data comes to USDA in a wide variety of electronic formats as well as on paper.

• agencies use different formats for collecting and storing data, making exchange difficult.

The Office of the Chief Economist (OCE): AWF System

• Electronic data exchange system that stores, displays and analyzes satellite weather imagery, as well as geographical information system for crop-weather analysis

• Integrates with the Joint Agricultural Weather Facility


National Agricultural Statistics Service (NASS): Electronic Data Reporting Pilot

• Provides respondents (farmers and agribusinesses) with a private and user friendly electronic method of responding to surveys at their convenience (24-7).

• Essential for proposed “Acollection@” system

agency Highlights:

Stakeholders

Processes

Technology

99



Research and Development Best Practices


High broadband Web access Data analysis tools – i.e.

spreadsheet, database Central repository of research

data Collaboration capability – i.e. E-

Mail non real-time

Collect information/feedback on current products/services from customers utilizing internet based tools (i.e. E-Mail feedback, online surveys, chat rooms, discussion boards)

Integrate comprehensive customer and partner data collection across the industry

Provide online access to key management metrics Utilize forecasting tools to improve research

development Develop economic analysis and simulation tools to

help with data analysis Interactive online collaboration tools – i.e.

NetMeeting, Chat Room

Built in monitoring system to track trends and automate feedback

Create adaptive modeling and simulation tools to improve cost/quality analysis and estimates

Virtual data analysis Virtual reality – i.e.


Research and DevelopmentStakeholders

Processes

Technology

100



agencies are well on their way to conducting online surveys and are aware of the need to define common data dictionaries to better collaborate with other R&D entities

STRENGTHS

agencies are adding electronic surveys to their repertoire of information collection

Field surveyors are being equipped with laptops and “real-time” data entry capabilities

Increased electronic Intergovernmental relations with back-end integration of system which augments research and development – i.e. JAWF

Innovative examples of use of eGovernment can be leveraged for Department-wide solutions

Research community willing to change Research agencies recognized for industry

accomplishment – i.e. bioterrorism research

CHALLENGES

Defining a common means of communicating with external parties for data sharing purposes

Limited resources to expand labs and purchase high-end computer equipment

Creating and disseminating the appropriate knowledge for customers

Reports in Inspector General system Allocation of funds between research and

development Decreased response rate time and

number of completed surveys Trends in biotechnology Duplicate research efforts

Research and Development


Stakeholders

Processes

Technology

101



eCommerce

The exchange of information, funds, benefits, and the transaction of services in an electronically connected environment


Policy Planning• Overall eCommerce policy

set through OCIO• eGovernment Executive

Council contributes to and validates eCommerce policy

Operations• agencies implement their

own eCommerce/eGovernment plans

Systems• Administrative Payments –

OCFO• Payroll/Personnel – OCFO• Thrift Savings Plan – OCFO• Billings & Collections – OCFO• Automated Claims System

(SCOAP) (ACS) – FSA• Direct Deposit System (FSA)• Electronic Data Transfer - AIS

(Application Interface Sys) – FSA

• Expert File Transfer – RD• Industry Interface – RD

Lack of funding• agencies do not generally

have any funds specifically targeted toward eGovernment but through IT or working capital funding

Each eCommerce effort is custom; no Department standards

The Office of the Chief Economist (OCE): AOF Online Registration

• Online registration for Agricultural Outlook Forum Registrants – i.e. registration, reservations and fees


Rural Development (RD): LINC• B2G Internet application where lenders

can provide periodic and default status reports electronically as well as utilize a virtual private network (VPN) for lenders using a service bureau for their processing

Foreign Agriculture Service (FAS): GSM System

• Allows U.S. exporters to conduct business with FAS via the Internet for all four export credit guarantee programs administered by FAS

agency Highlights:

Stakeholders

Processes

Technology

102



eCommerce Best Practices


Online product catalog Online ordering with mailed

paper bill Online bill viewer Online access to order status

Use of purchase circles which allow customers to view what types of products a particular customer segment

Web site personalization based on current customer behavior

Virtual sales agent that provides product recommendations through a natural dialogue exchange with customers

Online auctions Provide flexible payment methods – i.e. use of

credit card, check, coupons, gift certificates, etc. Online receipts, tickets, etc.

Generate tailored product information tables dynamically based upon past and present user experience

Enable transition from a Product Catalog to a Solution Catalog

Ability to maintain buyer preferences (risk, pricing sensitivity, quality, etc.) to control buyer shopping agents

Integrate online click-stream and web usage data with offline demographic, transaction history, and call center data to personalize sales offerings

Offer customer-segmented bundled packages and services


eCommerceStakeholders

Processes

Technology

103



Customer expectations are driving the Department to provide services to achieve parity with the private sector


Back office systems are not equipped to handle integration with eCommerce systems

Business process re-engineering to change the way the Department does business

IT skills to develop eCommerce capabilities

Cultural acceptance of eCommerce practices - “why change what seems to already be working”

Competition with other industry key players

Domestic clientele shifting to more technically sophisticated customers

eCommerce

A number of agencies are leveraging eCommerce in business transactions – i.e. payments, grants processing, redemptions and eMarketplaces

Individual agencies have allocated funds and resources to eCommerce efforts; others have included them in their strategies

Some Department offices are enabling their Web sites to support business transaction online - i.e. DA sites working towards online purchasing of supplies, virtual tours, one-stop shopping for DA services


Stakeholders

Processes

Technology

104



Customer Relationship ManagementThe process of interacting with and managing customers to help them do business with the USDA more efficiently and effectively.


The Department does not have any known e-enable capabilities for Customer Relationship Management.


Service Center agencies (SCAs): CRM Portal

• A true one-stop service at each Service Center, offered in-person, by phone, or online

agency Highlights:

Policy/Planning• There is no central set of

customer relationship management policies and procedures (aside from communications review in the Office of Communications).

Operations• Service Centers are

implementing a customer relationship management system.

• Other agencies are considering CRM solutions at the agency level.

Systems• Customer Name & Address

System – FSA• Farm Programs Management

Systems – FSA• Equal Opportunity Compliance

Tracking System (EOS) – RD

agencies have limited CRM capabilities

• FSA has some ability to track individual customers across programs and divisions.

• Service Centers developing a CRM system to manage individual customers across all channels.

No Department-wide CRM capabilities

• Despite often serving the same customers, there is no way to track or manage customer needs across USDA programs and services.

Stakeholders

Processes

Technology

105



Customer Relationship Management Best Practices


Provide seamless update and access to specific customer profile information for self-service of personal information

Deliver a comprehensive set of interactive diagnostic tools to enable self diagnosis of common problems

Provide direct access (links) to patches, downloads, and other recommended resolutions to customer problems/automated responses to common customer problems and inquiries

Extend online customer self-help process to support center using voice over IP

Provide online direct access to recommended resolutions to customer problems

Utilize speech recognition technology to aid menu navigation

Develop and facilitate multiple service communities based on unique customer segment needs and preferences

Provide customer service representative with online marketing, sales, and service history information

Enable customer service representatives to conduct real-time, interactive text chat sessions

Internet-enabled sales call center processes

Develop interactive business simulation models to improve delivery of customer service and maximize knowledge transfer and reuse

Implement web-page “push” technology in order to aid customers in the problem resolution process

Automate routing of customer inquiries to third parties while maintaining one point of contact with customer

Active monitoring of web service session activity with follow-up to ensure satisfaction with service outcome

Implement active monitoring of customer profiles


Customer Relationship ManagementStakeholders

Processes

Technology

106



The President’s eGovernment initiative is focused on better customer relations; in order to enable the key business processes, a robust CRM capability must be in place

STRENGTHS

Increasing focus on Government to Citizen initiatives with agency and office Web sites

A number of agencies that promote CRM via eCommerce

Cross agencies programs are exploring the CRM concept further – i.e. SCA

CHALLENGES

Lack of system integration hinders strategic “views” in to processes to provide customers with relevant information

Providing customer service representatives quick access to information

Training customer service representatives with the appropriate skills to effectively answer customer questions

Cultural change to focus on the customer as opposed to focusing internally

Customer Relationship Management


Stakeholders

Processes

Technology

107




The management of forms, documents, and assets within the organization, including the physical and electronic input and storage of data, tracking of assets and records locations, and management of document workflows.


The Office the Executive Secretary (OES): Document Management Pilot

• Document management pilot with Lotus Domino


Forest Service (FS): PDAs• Plans to utilize PDAs and other

mobile/wireless devices to collect, transmit, and access data outside of the office

Food and Nutrition Service (FNS): EBT, IDW

• EBT: Electronic transfer of Food Stamps benefits

• IDW: Reengineering of the National Data Bank system (NDB) to create the Integrated Data Warehouse which will work with all of the major new FNS systems

agency Highlights:

Policy/Planning• Office of the Executive

Secretariat sets some general records management policy.

Operations• OES manages records for the

Secretary.• Each agency maintains most

of its own records and uses its own system to do so.

Systems• Purchase Order Log System

(PURLOG) – FSIS• NAD Track – NAD• Management Records System

(MRS) – FSA• Automated Records Mgmt of

Producer Claims (Imaging) – FSA

• Work Tracking System – OGC

OES trying to implement electronic document management system

• System will be rolled out in early 2002, but documents still need to be printed at each signoff stage because of lack of eSignatures.

No policies for managing e-mail

No eSignature policy or system in place at USDA

Stakeholders

Processes

Technology

108



Asset and Records Management Best Practices


Non-automated workflow system

Electronic Indexing system Electronic database system

Web-based repository of historical project data with internal process reviews and external process documents for referencing (i.e. electronic records library)

Shared data environments to allow universal access to information

Workflow capabilities for sequencing and routing, approvals, tracking status

Online wizards and system helping provide users real-time guidance in documenting a best practice

Use of mobile devices to access and update customer information and insight from remote locations

Develop repository documents have automatic hyperlinks to other documents from same/similar design tasks, as well as applicable best practices information


Workflow and Records ManagementStakeholders

Processes

Technology

109



Overall Asset and Records Management rank is slightly below Basic. Enhanced IT infrastructures improve data management.

STRENGTHS

Most agencies and Office have been forced to use electronic Asset and Records Management systems by eFile and GPEA

Congressionally mandated activity means attention, resources, and focus are on the workflow and records management problem

CHALLENGES

Workflow and records management systems vary from agency to agency, office to office

Providing true online interactive capabilities

Workflow across a diverse organization Correspondence between the USDA and

outside entities Migrating from current paper-based

processes to online processes Migrating current records management

infrastructure and paper-based files to online access

Establishing dedicated resource(s) for records management



Stakeholders

Processes

Technology

110



Table of Contents






V. Stakeholders




111



Farmers/Producers Agribusinesses &

Cooperatives Low income families &

individuals Children Rural Communities &

Businesses Research/Academic

Community Landowners and

Conservationists All Americans

Stakeholders

The USDA has three main types of stakeholders:

CUSTOMERS INDUSTRY & government PARTNERS EMPLOYEES

Federal, State and Local agencies & Organizations

Food Distribution and Supply Chain Companies

School Districts Colleges/Universities

and Research Partners Banks & Lenders Housing Developers Insurance

Companies/Agents Agribusinesses & Land-

based Products Companies

Service center employees


State and regional office employees

Foreign employees Field employees:

• Food inspectors at plants

• Food & animal/plant inspectors at ports

• Grain inspectors

Stakeholders

Processes

Technology

112



Stakeholders – Citizens/Customers

Includes all farm aid programs, including

and disadvantaged farmers.

Customer Groups agencies Major Programs Comments

A. Producers/Farmers $41 Billion 2.2 Million FSA, FAS, AMS, GIPSA, RMA, ARS, ERS, NASS,

Farm Loans, Price Supports, Export Assistance, Marketing Assistance, Grain Inspections, Crop Insurance, Agricultural Research Programs/Info.

programs aimed at small

$9.5 Billion

Note: Because some customer groups and programs may overlap, ‘dollars received’ amounts do not add up to the total USDA budget. Budget streams are notentirely mutually exclusive and may not be collectively exhaustive (very small programs may have been missed). Attempted to exclude internal salaries and overhead and focus as exclusively as possible on benefit streams.

Estimated DollarsAllocated

NumberServed

The following table shows who USDA’s primary customer groups are and how the USDA serves each customer group:

B. Agribusinesses & Cooperatives

$36 Billion 20 Million Food & Nutrition Service, Rural Housing Service, Office of Community Development

Food Stamps, WIC, Rural Housing, Community Development, CACFP, Other FNS Programs

Includes all individual and family non-farm

assistance programs except child nutrition.

C. Low Income Families& Individuals

ARS, ERS, NASS, FAS, AMS, GIPSA, RBS

Agricultural Research, Market News, Grading/Cert., Market Access, Rural Business & Coop. Programs

Includes all non-farm agriculture-related businesses, including processors/packers and cooperatives.

APHIS, CSREES

100,000+

Stakeholders

Processes

Technology

113




Customer Groups agencies Major Programs Comments

D. Children $10.3 Billion 30 Million Food & Nutrition Service

School Meals, CACFP, other FNS Child Nutrition

Number served is School Nutrition participants plus

CACFP

$5.9 Billion 2.5 Million RBS, RUS, FAS, OCD, GIPSA, APHIS

Empowerment Zones & Communities, Rural Utility, Business, and Coop. Programs, FAS Credit Guarantees & Export Assistance

Includes programs aimed at increasing rural employment as well as programs that help rural communities in general

H. All Americans $6.9 Billion 285 Million Forest Service, Food Safety, CNPP, APHIS, NRCS

All Conservation Programs, Food Safety, Nutrition Programs, Public Health Programs

These programs provide public goods that benefit all Americans in some way.

Estimated DollarsAllocated

NumberServed

E. Rural SmallBusinesses,Entrepreneurs &Communities

Citizen/Customer Groups continued…

F. Research/AcademicCommunity

G. Landowners &Conservationists

$8.5 Billion 10 Million

(landowners)

Forest Service, FSA, NRCS, APHIS

Natl. Forest SystemNRCS Programs

Conservation Reserve, Animal & Plant Health

ARS, ERS, NASS, CSREES

$2.2 Billion

ERS & NASS Data & Research, ARS Research, CSREES Research & Grants

3300+ Colleges

1.3M Profs/Researchers

Stakeholders

Processes

Technology

114




Customers are in an overall good position to take advantage of e-enabled USDA programs and services. Internet usage is on the rise, and even for those without home access such as low-income constituents, public facilities such as libraries provide adequate access.

NONE DEDICATED DIAL-UP BROADBANDSHARED

(NOT READY) (READY)

AC D G E F

CUSTOMER GROUPS

A. Producers/Farmers

B. Agribusinesses

C. Low Income Families& Individuals

D. Children

E. Rural Small Businesses,Entrepreneurs &Communities

F. Research/AcademicCommunity

G. Landowners & Conservationists

H. All Americans

BH

(LEADING-EDGE)

Stakeholders

Processes

Technology

115




Customer Groups

Internet Access Key Challenges

0

10

20

30

40

50

60

Northeast NorthCentral

South West US

Region

Perc

en

t

1997

1999

2001

83% of Agriculture website users want a trusted local vender (1)

67% use the Internet to search for product info.

Value proposition the USDA needs to offer is valuable, trusted information

Small, disadvantaged, and minority farmers most in need of risk management tools

Farmers and producers want one source for all information - One USDA

Providing valuable customer service

43% of farmers have Internet access

3.9

7.1

12.7

0

2

4

6

8

10

12

14

1998 1999 2000

Producers/Farmers

Low-income internet use rose 78% in the past year Low-literacy rates

Senior(s) and disabled eye-sight problems/dexterity

Language barriers Poor content relevant for low-

income families

Low-IncomeFamilies & Individuals

A key measure of readiness for major USDA customer groups is their ability to access online resources.

Stakeholders

Processes

Technology

116




Customer Groups


Over 90% of children can access the Internet either at home or at school

Only half of children’s homes with computers use the Internet

Low-income children have only 25% the average children’s Internet access rate

Some children’s access only at school limits the time they can use the Internet

Children

Rural SmallBusinesses,Entrepreneurs &Communities

Percent of U.S. Households with Internet Access, by U.S., Rural, Urban, and Central Cities, 1998 and 2000

26.2 27.524.5

22.2

41.5 42.337.7 38.9

05

101520253035404550

US Urban Central City RuralPe

rce

nt

of

U.S

. Ho

us

eh

old

s

1998

2000

38% of rural households have Internet access Provide distance learning opportunities: rural businesses rate educational services as most important future use

Telecommunications infrastructure Lack of economic community

development activities No coordinated method to share best

practices and rural economic development experiences

Customer readiness continued…

Stakeholders

Processes

Technology

117




Customer readiness continued…

Customer Groups


All Americans Internet access rates are still growing, but growth rates have slowed somewhat from mid-1990’s rates

Research/AcademicCommunity

Internet Access at Colleges/Universities

94% 97%

5%

18%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1997 2000

Internet

Next-Generation Internet

Nearly all colleges and universities have Internet access

Many have very high speed networks and Internet connections, enabling advanced applications

Challenge is not accessing the Internet, but finding needed, wanted, and applicable information

Nearly all colleges and universities have Internet access

Stakeholders

Processes

Technology

118



$63.3B

$46.3B

Stakeholders - Industry & GovernmentPartners

Partner Relevant Agencies Major Programs CommentsEstimated Budgets ofAssociated Programs

A. Food Distribution & Supply Chain and Food Retailers

B. Federal, State and Local agencies(including schools)

Food stamps and schoollunch make up $36B of thisamount.

Includes all programs wherestate and local governmentsparticipate or cooperate inadministration

FNS, FAS, FSA, AMSGIPSA, APHIS, FSIS

FNS, NRCS, RUS, FSOCD, RHS, CSREES,APHIS, NASS

Commodity/Warehouse Operations,Food Stamps, Export Programs,Marketing Certification Programs,Grain Market Programs,Food, Plant, & Animal Inspections

All FNS Programs, NRCSConservation Programs, FS Fire &Forest Programs, Rural Utility &Community Facility Programs,Community Extension Programs,Animal and Plant Exclusion

The following table shows who USDA’s primary industry and government partners are and the programs the partners help to deliver:

$5.5BC. Colleges/Universitiesand Research Partners

Includes all programs wherestate and local governmentsparticipate or cooperate inadministration

ARS, CSREES, ERS, NASS, CNPP, NRCS,OCD

NASS & ERS Data Research, ARS Research, CSREES Grants & Programs, CNPP Research, Community Development Programs

$10.8B FAS, FSIS, FS, RBS, APHIS, NRCS

Export Programs, Inspections, Mining & Forestry Programs

E. Agribusiness/Land-Based Products

$15.4BD. Banks, Lenders, andHousing Developers

FAS, FSA, RD FSA and Rural Development Loans,FAS Credit GuaranteedRHS Housing Programs

$2.1B RMA Crop InsuranceF. Insurers and Agents

Stakeholders

Processes

Technology

119



Most industry partners have been developing their own e-enabled capabilities for several years and are therefore already in a good position to accept the evolution of the USDA’s programs and services

INDUSTRY PARTNERS

A. Food Distribution & Supply Chain/Retailers

B. Federal, State, and Local agencies

C. Colleges, Universities, andResearch Partners

D. Banks, Lenders, and Housing Developers

E. Agribusinesses & Land-Based Products

F. Insurers & Agents


NONE DEDICATED DIAL-UP BROADBAND

(NOT READY) (READY)

F D E CBA

(LEADING-EDGE)

Stakeholders

Processes

Technology

120



91% of government workers have Internet access1

66% of warehouse workers have Internet access at work1

98% have Internet access

90% of banks, 89% of real-estate workers use the Internet1

Most of USDA’s business partner groups have high rates of Internet access.


Industry Partners

Internet Access

A. Food Distribution & Supply Chain/Retailers

B. Federal, State, and Local agencies

C. Colleges, Universities, andResearch Partners

D. Banks, Lenders, and Housing Developers

E. Agribusinesses & Land-Based Products

F. Insurers & Agents 93% of insurance companies have the Internet at work

93% of locations have the Internet1

Stakeholders

Processes

Technology

121



Stakeholders - EmployeesStakeholders

Processes

Technology

Employee Group Agencies

EstimatedNumber in Group

Service Center Employees

HeadquartersEmployees

Farm Service AgencyNatural Resources Conservation ServiceRural Development agencies

All AgenciesStaff OfficesDepartmental Administration

The following table shows who the primary USDA employee groups are and the agencies they work for:

State and RegionalOffice Employees

APHIS, FSIS, GIPSA, AMSField/Inspection Employees

Foreign Employees Foreign Agricultural Service

ARS, APHIS, FSIS, FSLaboratory & Field Research Employees

Forest ServiceForest Rangers andNational Forest Field Employees

FSA, RMA, Rural Development, FSIS, NASS, ARS, APHIS, Forest Service, NRCS, GIPSA, FNS

25,000

15,500

4,000

Staff in 77foreign posts

11,500

27,000

10,000

122



Most employee groups have convenient access to high-quality Internet connections, especially headquarters and Service Center employees; however, field, inspection, and foreign office employees are less likely to have access, especially high-speed access.

INDUSTRY PARTNERS

A. Service Center Employees

B. Headquarters Employees

C. State and Regional OfficeEmployees

D. Foreign Employees

E. Field/InspectionEmployees

F. Laboratory and FieldResearch Employees

G. National Forest Field Employees

Stakeholders - Employees

NONE DEDICATED ACCESS HIGH-SPEED/LAN

(NOT READY) (READY)

E G F BCD

(LEADING-EDGE)

Stakeholders

Processes

Technology

SHARED ACCESS

A

123




Processes

Technology

A survey of over 4800 USDA employees shows that the vast majority use the Internet, as well as USDA and agency intranet sites.

Question Always OftenSome-times Never

1. I use my agency/office Internet site for business purposes such as research, and completing and submitting forms. 17.1% 34.7% 30.2% 6.7%

2. I use my agency/office Intranet for business purposes such as research, and completing and submitting forms. 14.8% 32.0% 32.6% 10.8%

3. I use the USDA's Internet site for business purposes such as research, and completing and submitting forms. 10.9% 23.7% 39.3% 16.1%

4. I use the USDA's Intranet for business purposes such as research, and completing and submitting forms. 8.0% 20.2% 36.7% 25.1%

5. I use a work issued laptop to work away from the office. 8.5% 10.1% 19.5% 52.0%

6. I use my own personal computer to work from home. 6.7% 9.3% 27.2% 46.2%

7. I telecommute (i.e. work remotely). 2.2% 3.5% 14.3% 68.7%

8. I use a Personal Digital Assistant (e.g., Palm Pilot, Pocket PC) for work related tasks. 4.6% 5.0% 4.9% 74.1%

9. I use a cell phone for work related tasks. 7.5% 12.7% 21.1% 45.4%

10. I use a pager (e.g., Blackberry or regular) for work related tasks. 3.2% 3.3% 4.6% 77.7%

11. I purchase work-related items online (e.g., supplies, books, software). 3.6% 10.6% 22.2% 52.3%

Source: USDA eGovernment Employee Survey, December 2001

124




Processes

Technology

OCIO has also analyzed USDA’s IT Workforce—an integral component of any eGovernment deployment—and found that the retention and expansion of the IT Workforce is a critical issue and a significant challenge.

Average age: 43 years

Percent over 50 years of age 28%

Hiring rate 5-6%

Turnover rate 6-10%

Percent eligible to retire today 7%

Percent eligible to retire before 2005 23%

Percent decline of IT workforce size, 1996-2000

5%

Projected decline, 2000-2005: 13%

SELECTED STATISTICS FROM IT WORKFORCE ANALYSIS:

USDA’S IT WORKFORCE CHALLENGES:

Increasing retirement eligibility High turnover in lower grades Shrinking recruitment pipeline

Establish a departmental program to encourage the use of recruitment bonuses and retention allowances

Broaden recruitment efforts to all qualified candidates

Use the Clinger-Cohen core competencies as part of an IT career development program

Provide more flexible working conditions and schedules

Improve the exit interview process and use the results to help increase retention.

RECOMMENDATIONS FOR IT WORKFORCE:

Source: USDA IT Workforce Analysis, December 2000

125



Table of Contents






V. Stakeholders




126



Technology Capabilities

En

terp

rise

Arc

hite

ctu

re

Ap

plic

atio

n H

ost

ing

Operations

En

viro

nm

en

t a

nd

To

ols

Development

De

velo

pe

rS

kills

OCIO Organization & Processes

Internet/Intranet/Extranet PresenceN

etw

ork

We

b S

erv

ice

s

En

terp

rise

Ap

plic

atio

n

Inte

gra

tion

Cyb

er

Se

curit

y

Execution

Da

ta M

an

ag

em

en

t

To implement eGovernment initiatives, the USDA must have the ability to develop eGovernment applications, deploy those applications, and maintain them. This technology assessment gauges the readiness of the USDA in each of these areas

By assessing the technology capabilities below, readiness to support future initiatives will be measured

Stakeholders

Processes

Technology

127



Technology Capabilities

Technology capabilities defined:

Environment and Tools - The comprehensive development environment and toolsets for developing eGovernment applications; includes IDE’s, version control, project management, etc.

Developer Skills - Skill sets relevant to eGovernment application development Network - Network architecture, services, bandwidth, and access levels Web Services - Common Department-wide services such as eSignatures, content

management, user authentication, portals, and application services (.NET web services, etc.)

Enterprise Application Integration - EAI is a common framework for integrating end-to-end business processes and data (information) across disparate applications. Combines the concepts of middleware, workflow, etc.

Data Management - The physical storage and modeling of data in the Department; includes data warehousing capabilities, common data dictionaries, and data architectures

Cyber Security - Covers security strategy, products, and administration processes across the entire infrastructure including hardware, system software, network, and applications

Enterprise Architecture - The ability to define and the definition of standards around enterprise hardware and software, includes HW/SW standards for the desktop, HW/SW standards for servers, and recommendations on COTS software packages

Application Hosting - Comprehensive capability to develop and host eGovernment applications. Includes development and maintenance capabilities of web servers, applications, databases, etc.

Stakeholders

Processes

Technology

128



Enterprise Architecture

CURRENT EXECUTION

Standards exist for enterprise hardware/software deployments, such as the desktop standards of the Common Computing Environment (CCE).

Several enterprise licenses have been negotiated for a small number of software packages.

• Examples include Lotus Notes, Brio, GIS Capabilities, Oracle• Cisco and IBM are negotiated hardware licenses

Resources management staff monitors mainframe environment• Plans for increasing mainframe capacity within the next two years

68-70% process/utilization reached before considerations to retire the systems are taken Service Level Agreements (SLAs) exist with business partners, such as with IBM An enterprise architecture management package is currently being piloted out of OCIO

• Interfaces with databases of record and has publish and reporting capabilities

Evaluating the current enterprise hardware and operating system deployment will determine if new eGovernment initiatives can be launched on current hardware configurations in the data centers

Stakeholders

Processes

Technology

129



Enterprise Hardware/Software best practices



Enterprise Architecture

Define standards throughout the Department on the desktop level according to business usage for the following:• Hardware configurations• Operating system• Office productivity software• Browser, E-Mail package

Dictate standard file formats Standard server configurations

and limited choice of server environments for desired functions

Online troubleshooting documentation and FAQ’s

Networked file and print serving (Internet printing protocol)

Standard desktop and server images used for ALL new machines in the Department

Centralized eProcurement capability for use by all agencies

Vendor analysis group to define standards and perform evaluations of software and hardware for major business uses

Dedicated support staff to troubleshoot hardware/software issues on supported platforms

Automatic virus definition file updates

Enterprise Architecture management system to track all enterprise systems and report on those systems

Remote administration of desktops; remote troubleshooting from help desk

Remote administration of server environment

Automatic software updates on login to network

Roaming user capability• Profile is stored remotely; any desktop user

logs in to, installs appropriate applications and retains settings

Thin clients for remote users, I.e. network computers and PDA’s

Stakeholders

Processes

Technology

130



The lack of standards across the Department prevents the Department from ensuring that all employees will be able to run any e-enabled applications Department-wide

CHALLENGES


Server platforms vary in data centers • Unix, NT, Mainframe, Linux, over 500 COTS packages in NITC alone, DBMS variations

Each agency defines their desktop environment; sharing files across the Department is therefore a challenge

• Ensuring all users are on a modern web browser

Standards for enterprise hardware/software deployments are not closely enforced by individual agencies.

• Desktop standards defined by the Common Computing Environment (CCE) are not strictly followed at the agency level.

– CCE deploying older technology than what is the agencies are using.

Department strategy that is understood and adhered to by the agencies

Enterprise ArchitectureStakeholders

Processes

Technology

131



Network

The Department is actively upgrading network access to the service centers but many agencies still run and support their own network infrastructure

CURRENT EXECUTION

Service Centers have access to their local agency networks• Individual service centers do not have access to other agencies and headquarters.• As of September 2000, 2522 out of 2600 service centers had LAN/WAN access• Service Center Modernization Initiative is providing PCs, Internet/Intranet access and cross-agency

communication; expected completion, FY2002

Dial up capabilities using routers to increase performance• Some agencies have dedicated lines running Frame Relay

Headquarters’ LAN running at 100mb and connected by fiber optics Data centers in Washington DC, Fort Collins, and New Orleans are all equipped with

modern network architectures to provide broadband access Individual agencies provide VPN solutions through UUNet and other industry partners Smaller sites rely on dial-up to transmit data to headquarter and data centers

• Error checking used with File Transfer Protocol (FTP)• Batch processing to for efficiency

Most agencies have their own network management personnel while the smaller agencies tend to rely on OCIO for network support

Stakeholders

Processes

Technology

132



Network Best Practices


Switched ethernet available at headquarter locations

Ability to support multiple communication protocols; TCP/IP

Limited remote 56k dial-up access Basic network management

utilities in place to detect errors and monitor security (see security)

Switched Ethernet available in headquarters and field office locations

Remote 56k dial-up access capabilities for remote users

VPN access to allow secure access to internal systems

Limited wireless coverage to specific service center and field office locations

Intelligent/distributed caching for content delivery networks (webcasting, etc.)

DHCP addressing schemes; “one configuration, connect anywhere”

Emergence of IP/Gigabit Ethernet, convergence with content/data networks (SAN)

Support for voice over IP Intelligent network monitoring and bandwidth

throttling Support for wireless protocols to be deployed in

headquarters, service centers, and field locations• 802.11b• Bluetooth• 2.5/3G

Accessibility from alternative devices such as PDA’s and RF-ID’s

Partner to provide broadband home office capabilities


NetworkStakeholders

Processes

Technology

133



Without a centrally managed network across the Department, it will be difficult to roll out eGovernment initiatives Department-wide and ensure a consistent level of access and support

Network

CHALLENGES


Individual service centers may not have access to other agency network resources and Headquarter network resources.

The network is managed de-centrally with most agencies having their own network management personnel, while OCIO only maintains the Department’s network

No common Network Operating System (NOS) between agencies “Heavy” application deployment an issue with those Service Centers and customers only

equipped with dial-up access Addressing basic user concerns such as network performance and downtime, networked

printing capabilities, and networked file storage capabilities

Stakeholders

Processes

Technology

134



Web Services

CURRENT EXECUTION

Individual agencies such as REE are already considering content management strategies The Department currently has manual content management strategies in place to

manage its own online resources• The USDA.gov site is managed through manual HTML updates• Content workflow is all performed manually through the E-Mail system

OCIO currently has a working group to define a portal strategy for the rest of the Department

eSignatures and PKI capabilities are being explored by individual agencies and piloted by the NFC

• NFC is offering eSignatures as a fee for service

Digital certificates are currently being piloted by NFC and are offered to the entire Department

Shared application capabilities are starting to be developed• Web-based survey capability being developed and hosted at NITC

Efforts are underway to Web enable mainframe environments to offer existing services in a web-enabled format

The Department is actively planning web service strategies in the areas of content management, eSignatures, user authentication, and portals

Stakeholders

Processes

Technology

135



Web Services Best Practices


Manual content management processes in place

Enterprise Ids for authentication in order to access multiple corporate resources

Manual aggregation of content and resources

Search engine/data access and indexing

Category support

Vendor content management solution deployed to support individual applications

Web-based user interface (UI) for content administration

Complex workflow design and implementation

Collaboration, staging and virtualization capabilities

Versioning and roll back XML compliant meta-data model Single sign-on Enterprise-wide PKI solution Web-based maintenance tools for

portal and content management capabilities

Integrated document management Subscription services

Enterprise wide content management capabilities

Search engine extensibility for custom data types

Multiple language support Workflow visualization tools Access control and LDAP support Profile management and

personalization services Wireless portals


Web ServicesStakeholders

Processes

Technology

136



Web services such as content management, portals, and eSignatures are a key component of the “One USDA” vision. The Department must lead the efforts in these areas

Web Services

CHALLENGES


Defining a standard content management capability across the Department that “fits” with current efforts already underway to manage content and deploy applications

Defining a user authentication and profile management strategy to centralize user administration across the Department and control access to all resources

Defining a portal strategy for the Department to prevent confusion among users who may be forced to choose among multiple portals to access USDA resources

Getting ahead of the agencies in defining an enterprise-wide eSignature/PKI strategy

Stakeholders

Processes

Technology

137



Enterprise Application Integration (EAI)

CURRENT EXECUTION

Department looking at Service Center agencies that have a common automated workflow system to use as a model in the future

• Loan application is an example of workflow between multiple systems• Using IBM messaging protocol due to Service Level Agreement (SLA)• Implementing MQ Series in the Service Center Web Farm

NITC offers system integration services; have performed custom system integration using various middleware packages and custom interfaces

NFC has e-enabled its pay notification capability for employees by integrating pay presentation software with legacy Financial systems

The USDA’s ability to deploy EAI will determine how heavily current data and processes can be utilized to develop new eGovernment applications

Stakeholders

Processes

Technology

138



EAI Best Practices


Flow of messages among applications Batch communications Routing of messages within the enterprise Services via message brokers, ORBs or

message queues Syntactic translation of one data set into

another. (Example: translation of date formats)

Semantic translation of data based on underlying data definitions or meaning. (Example: conversion from the English system to the metric system)

Centralized visibility and control of multi-step business processes traversing multiple applications

Pre-built adapters to technology solutions such as EDI solutions, messaging software, specialized technologies (i.e. COM, CORBA, EJB, etc), database environments

Pre-built adapters to application solutions such as ERP, CRM, and eMarketplaces

Custom adapter development kits Connection managed to and from

source application, including security (authentication, authorization, and encryption)

Synchronous, asynchronous communications

Routing of messages to applications based on message subject and/or content

Centralized visibility and control of multi-step business processes traversing multiple enterprises

Real-time analysis capabilities across and between the enterprises

Workflow coordination of multi-step processes between enterprises

Transactional control across the applications and between enterprises

Process state information maintained to support rollback processes

Flow of messages across enterprises


Enterprise Application Integration (EAI)Stakeholders

Processes

Technology

139



The Department must conduct a comprehensive review of their various technical architectures and prescribe toolsets for EAI to scale quickly using current systems

CHALLENGES

Define a common EAI capability to begin to integrate disparate systems Define new capabilities based on the ability to integrate systems Cross-agency collaborative effort to integrate agency systems - IT teams collaborating

across the Department to build Departmental solutions Break the stove-pipe culture


Enterprise Application Integration (EAI)Stakeholders

Processes

Technology

140



Data Management

CURRENT EXECUTION

Individual agencies have begun to define common data dictionaries to be used between themselves and their industry partners. The Department currently does not have a USDA data dictionary.

The Department is working on a Department wide data/records management strategy, which includes:

– Records Disposition Authority– Common Taxonomy– Access Controls– Desktop Processing of data– Metadata System– Records Retention– Querying of Information– Quality Assurance of Search and Access Standards

Policies and regulations for records management established and published on the USDA website

Direct Attached Storage (DAS) used for data warehousing. NITC has Storage Area Network (SAN) capabilities for a fee. Department is starting to

explore SAN and Network Area Storage (NAS) data storage.

Defining data dictionaries and having an enterprise data warehousing strategy will enable better interaction with their industry partners and the sharing of data across applications

Stakeholders

Processes

Technology

141



Data Management Best Practices


Fiber Channel Storage Area Network (FS SAN)

Storage resource management tools

Enhance data sharing capabilities management system enabling shared, simultaneous access of information with version control

Meta-data definition and data model stewardship program

Hot standby Enable content management and

delivery with external partners Develop directory/index system

that monitors the input and output of internal and external content

Robust end-user access tools, such as reporting and querying

Storage virtualization, such as Network Attached Storage (NAS)

Routine maintenance, such as firmware upgrades with no downtime

Web-based data management to support solution deployment process (e.g. Online Data Management capabilities, automated workflow)

Improve data utilization through customized, role-based, inquiry response capabilities for database information searches based on user/customer/partner profile


Data Management

Standards for data management Direct Attached Storage (DAS) Magnetic disk storage Common data dictionary Data mining capabilities Simple reporting and querying

capabilities Data recovery capabilities

Stakeholders

Processes

Technology

142



Defining meta-data models to be used across the Department and shared with Industry partners will enable the Department to become a data clearing house, enhancing collaboration and improving access to relevant data for agencies, business partners, and customers alike

CHALLENGES


Data Management

Defining a data dictionary for the Department that integrates current efforts being made in individual agencies will greatly enhance the collaboration between the Department and its Customers and Industry Partners

• Will also enhance the value of the research that is being generated

Ramping up data warehousing capabilities in time for their use by agency applications Define a comprehensive data management strategy and communicate to all relevant

parties; data management strategy is currently being defined

Stakeholders

Processes

Technology

143



Cyber Security

CURRENT EXECUTION

Over 180,000 networked devices currently in the Department that must be made secure from intrusion or misuse

Formal office of Cyber-security established and security expertise in place to enforce Department-wide security policy.

• Policy is written by the Office of Cyber Security and enforced by individual agency security teams

Contractors are used to perform penetration testing of systems throughout the Department.

• If a system is found to be penetrable, system is shut down until the problem is fixed• Each agency has a SWAT team that is responsible for addressing security issues

Policies are being put in place to define security standards around new hardware builds (Windows 2000 for example).

• Putting in place policy that requires training to be purchased with enterprise software packages to ensure administrators are well versed in the package’s security loopholes

Technology capabilities are currently being used include network sniffing, penetration testing, packet analysis, intrusion detection.

Constant communications campaign to employees to always think about cyber security Currently developing strategy to deal with intelligent safe-guarding of electronic classified

information

The Department has an aggressive security policy in place but still needs more resources and collaboration with agencies to fully execute those policies

Stakeholders

Processes

Technology

144



Cyber Security Best Practices


GPEA mandated annual risk assessments Network monitoring capabilities in place Dedicated security staff in place to enforce security

policy Managed firewall capabilities Managed virus server and virus software

implementation on all desktops SWAT teams in place and emergency response plans

solidified Security communications plan Security penetration testing 24x7 security expert availability Workstation build enforcement

Annual business process evaluation to detect potential security issues

Policy and breach alert mechanisms

Host-based intrusion detection services

Managed web filtering to check for inappropriate use of resources

Certificate revocation and management services

Non-repudiation support Managed distribution of

classified materials

Managed VPN services; steady state monitoring and review of configuration change requests

Security help desk Advanced state of awareness among

all employees Wireless network monitoring and

intrusion detection Integration of biometrics in to

security infrastructure


Cyber SecurityStakeholders

Processes

Technology

145



While a skilled team is now in place and policies are being more strictly enforced, there are still many challenges that must be addressed

CHALLENGES

Awareness of Cyber Security must be high among all USDA employees Older hardware/software configurations in data centers may still be vulnerable to

security breach Business objectives, ease of use, and personalization out-weighing security concerns Many mission critical applications are still not run in the data centers Multiple corporate backbones mean complexity in safeguarding network is magnified Department is behind agencies in defining electronic signatures and PKI strategy Increasing number of devices connected together and “always on” Increasing availability of high bandwidth access Increasing adoption of wireless data means another type of security vulnerability


Cyber SecurityStakeholders

Processes

Technology

146



Development Environment and Tools

CURRENT EXECUTION

There are several enterprise licenses for development tools• Computer Associates, SUN, IBM

Individual agencies may have developed coding standards and defined standard development environments, but the Department currently has no standard development environment defined

Recent initiative towards informal flow chart development to aid in project planning • Chief Information Officer is advocating the creation of project planning system.

Configuration, change, and problem management processes in place to aid in version control and portability with Legacy systems

iDEP, a development methodology, was established during the 1990’s OCIO has a policy checklist that all agencies must meet in order to have adequate funding

approved• This is applicable only to projects that exceed the funding threshold. (Exception: agencies can attain

a waiver through policy loop holes).

Policies are in place that regulate the development environment and tools used for Department application development, but not for agency application development

The Department has taken the first steps towards negotiating enterprise licenses for hardware and must continue that approach for software, ultimately creating standards by which all agencies must abide during application development and every day productivity

Stakeholders

Processes

Technology

147



Development Environment and Tools Best Practices



Development Environment and Tools

Development standards Testing strategy Discrete development, testing

and production environment Project management tool Project review Centralized development teams Distributed application

components Stress Testing Source Code Control

Production-replicated System Test environment

Automated code migrations between environments

Internet migration standards Online configuration

management tool Local test environment Enterprise-wide authentication

and authorization system Configuration management

policy, procedures, and tool Application messaging system

Distributed web services De-centralized development

teams Online collaboration

Stakeholders

Processes

Technology

148



The Department has a real opportunity as part of their Enterprise Architecture strategy to define a standard tool set and methodologies for new eGovernment development

CHALLENGES

Employees have limited expertise due to large number of development options available. No established configuration management policies for new development Development lifecycle methodology was developed for mainframe and client server and

has not been updated to reflect changing toolsets and application functionality No project management tools


Development Environment and ToolsStakeholders

Processes

Technology

149



Developer Skills

CURRENT EXECUTION

The NITC application hosting and development offering claims to have a wide array of skills around eGovernment development. Examples include:

• Cold Fusion Markup Language • HTML • Java• Javascript

In a recent survey conducted by OCIO, IT personnel rated technical skill set and security skillet as the areas they need the most help in

• Over half the respondents of the survey indicated they have spent time in training, meaning that people are not averse to learning new skills

• The proximity to retirement age is high among IT personnel across the Department– Personnel are being asked to learn new skills as opposed to having a higher mix of new-hires with less business

knowledge but a more relevant application development repertoire

In interviews with CIO’s from each agency, training and lack of eGovernment related skills were one of the leading “challenges” the CIO’s were currently facing

The skill set of IT personnel across the organization is concentrated on legacy technologies. Efforts are being made in the Department and within the agencies to re-train some employees and augment development efforts with contractors

Stakeholders

Processes

Technology

150



Developer Skills Best Practices



Developer Skills

Database Administration Internet Development

Technologies Client/Server Development

Technologies System Administrators Test Administrators System Trainers Security Experts

Active Data Objects (ADO) Code reviewer Content Development Lightweight Directory Access

Protocol (LDAP) utilization Internet distributed services Internet Security Expert Technology Architect XML

Enterprise-wide authentication and authorization experts

Platform independent development

SOAP (XML communication protocol)

Usability Experts Wireless Technologies

Stakeholders

Processes

Technology

151



Developer Skills

The Department can build on the skill set that currently exists in NITC to further enhance their application development capabilities. The Department should also be an active procurer of contract services where appropriate to be “ready” to implement new initiatives in the future

CHALLENGES


Most agency IT Professionals do not have eGovernment skills Workforce is skewed towards a “legacy” skill set

• Evolution to eGovernment capabilities will require re-training and “fresh blood”

Stakeholders

Processes

Technology

152



Application Hosting

CURRENT EXECUTION

Data centers are currently located in Fort Collins, Colorado, Washington DC, and Kansas City, Missouri, and New Orleans, Louisiana

Formal web application hosting services are offered by NITC. These services include:• Web access to mainframe databases and applications• Site and application development• Site management• Data management and data warehousing• Section 508 Testing and compliance• Co-location• Virtual hosting• Back-up and redundancy capabilities• Service Level Agreements for tiers of service

While NITC offers web hosting capabilities, most agencies have chosen to host their own applications in their own data centers

Service Center agencies have their own data center where they host their applications

Application Hosting through NITC and other Department-wide hosting capabilities is mainly focused on centralized and client/server hosting, but does offer web application hosting capabilities for those agencies who need them

Stakeholders

Processes

Technology

153



Application Hosting Best Practices


99.9% Uptime Support for multiple server environment Tiered class of services Internal professional services In house out-of-the box tools Detailed systems and network monitoring Periodic backup system images Event notification, escalation, and forwarding Advanced security solutions, including firewalls and security

monitoring and analysis Historical data reporting Personalized services and support

• Applications development and database management

Helpdesk 24x7 Management

99.99% Uptime Backup, redundancy, load

balancing, and disaster recovery capabilities

Access to shared Web services Raised floors at data centers Temperature control systems Hazard control On-site personnel trained on

networking, Internet, and systems management

Co-location services Web hosting Redundant and scalable network

connections Giga bit ethernet bandwidth Fast ethernet Content distribution caching


Application Hosting

99.999% Uptime Services management

environment Advanced storage solutions, such

as NAS Testing Services, such as stress

testing Vendor analysis services Usability testing lab Site hardening services Managed extranet services Cyber attack management services

• 24x7 detection of security intrusions• Assistance from cyber crimes

investigators

Vulnerability scanning System and network penetration

testing

Stakeholders

Processes

Technology

154



NITC and other hosting providers face the challenge of balancing their current responsibilities of hosting mainframe and client/server applications with expanding their “e-application” capabilities

CHALLENGES

Emphasis and resources are placed on central computing capabilities but will also increasingly need to include eGovernment application hosting which may change business processes, administrators, and technology

Wide array of platforms and technologies being hosted raises the level of complexity; new eGovernment applications only adds to that complexity and the need for specialized skills

Ensure high quality customer service for new capabilities


Application HostingStakeholders

Processes

Technology

155



Internet/Intranet Presence

The Department (www.usda.gov), staff offices, and agencies all have customer facing web sites which focus on publishing information, forms completion, and accessibility to a few transactional capabilities

CURRENT EXECUTION

The Department, Offices, and agencies have deployed publicly available web sites• The User Interfaces of each web site are different with no common navigation, look and feel, text

standards, etc.

The Office of Communications has defined standards around the USDA Brand that are currently in effect on the web sites

All USDA web sites are Section 508 compliant and are tested on a regular basis for compliance

A search engine allows users to search across the Department web sites Sites are designed according to the organizational structure of the agencies and

Department The Department web site has deployed audio streaming capabilities Feedback mechanisms on sites are usually to the webmaster of that particular site

Stakeholders

Processes

Technology

156



Internet/Intranet Presence Best Practices


Published branding guidelines around USDA and agency brands

Published user interface (UI) style guides for all Web-based applications

Basic page layout, such as text and graphics

Section 508 compliance

Advanced presentation techniques, such as animation and 3D navigation

Multiple language support• Unicode character set

Department wide enforcement and use of style sheets

Usability Lab• Usability testing and

methodology

Dedicated UI and graphic design resources

Automated 508 testing capability

Alternative navigation mechanisms• Chatbots

Voice recognition for navigation purposes


Internet/Intranet PresenceStakeholders

Processes

Technology

157



The Department must take a more customer-centric view when designing web sites, I.e. understand the intentions of users and design around those intentions


Internet/Intranet Presence

CHALLENGES

Enforcement mechanism to ensure a common look and feel across the Department web sites Department and agency Web site standards are not centrally controlled Known usability issues with USDA.gov and most other agency sites

• Site content structure maps to the USDA organizational structure Involving customers, employees, and industry partners in the design process; user-centric

design The existence of User Interface Design expertise to define and maintain a global style guide,

provide expertise when needed, etc.

Stakeholders

Processes

Technology

158



Table of Contents






V. Stakeholders




159



Appendix A: Employee Survey Results

Following are the results of the USDA eGovernment Employee Survey. Part 1: Communication

Awareness of eGovernment

QuestionStrongly

AgreeSomewhat

AgreeSomewhat Disagree

Strongly Disagree

1. I know what is meant by eGovernment. 1547 32.1% 2239 46.4% 663 13.7% 373 7.7%

2. eGovernment does not affect my job. 287 6.0% 769 15.9% 1763 36.6% 2003 41.5%

3. I think the USDA has been a leader in the federal government in terms of creatively applying technology to its business.

556 11.5% 2285 47.4% 1407 29.2% 574 11.9%

Question Yes No

4. I am aware of USDA and/or Agency eGovernment (web-based) applications available for my use as an employee. 3872 80.3% 950 19.7%

5. I am aware of USDA eGovernment applications for the general public.1858 38.5% 2174 45.1%

6. I am aware of USDA eGovernment applications for business partners (e.g., state agencies, banks, nonprofits). 1666 34.5% 3156 65.5%

160



Current Vehicles to Communicate eGovernment

13%

26%

10%4%

19%

11%

17%

Team briefs/meetings

Email

Your Manager

Formalpresentation/roadshow s

Internet/Intranet Site

Other

I have not heard about theeGovernment initiative

Preferred Vehicles to Communicate eGovernment

14%

37%

12%

11%

23%

3%Team briefs/meetings

Email

Your Manager

Formalpresentation/roadshow s

Internet/Intranet Site

Other


Part 1: CommunicationeGovernment Communication Vehicles

8. How have you heard about the eGovernment Initiative?9. How would you like to hear about future eGovernment

initiatives?

161



Question Always Often Sometimes Never

1. I use my agency/office Internet site for business purposes such as research, and completing and submitting forms. 824 17.1% 1673 34.7% 1454 30.2% 323 6.7%

2. I use my agency/office Intranet for business purposes such as research, and completing and submitting forms. 713 14.8% 1542 32.0% 1571 32.6% 520 10.8%

3. I use the USDA's Internet site for business purposes such as research, and completing and submitting forms. 526 10.9% 1141 23.7% 1893 39.3% 774 16.1%

4. I use the USDA's Intranet for business purposes such as research, and completing and submitting forms. 388 8.0% 972 20.2% 1771 36.7% 1210 25.1%

5. I use a work issued laptop to work away from the office. 409 8.5% 485 10.1% 938 19.5% 2506 52.0%

6. I use my own personal computer to work from home. 324 6.7% 447 9.3% 1312 27.2% 2226 46.2%

7. I telecommute (i.e. work remotely). 106 2.2% 167 3.5% 689 14.3% 3315 68.7%

8. I use a Personal Digital Assistant (e.g., Palm Pilot, Pocket PC) for work related tasks. 221 4.6% 241 5.0% 234 4.9% 3572 74.1%

9. I use a cell phone for work related tasks. 364 7.5% 614 12.7% 1019 21.1% 2189 45.4%

10. I use a pager (e.g., Blackberry or regular) for work related tasks. 152 3.2% 159 3.3% 221 4.6% 3747 77.7%

11. I purchase work-related items online (e.g., supplies, books, software). 175 3.6% 513 10.6% 1072 22.2% 2522 52.3%

Part 2: TechnologyCurrent Uses


162



Question Strongly Agree Somewhat AgreeSomewhat Disagree

Strongly Disagree

12. I would like to telecommute. 1745 36.2% 1931 40.0% 621 12.9% 525 10.9%

13. I find technology stressful and confusing. 100 2.1% 934 19.4% 1488 30.9% 2300 47.7%

14. I feel comfortable using the Internet and/or Intranet for business purposes such as research, and completing and submitting forms. 3048 63.2% 1438 29.8% 230 4.8% 106 2.2%

15. I feel comfortable using word processing, spreadsheets, presentation writing, etc. to complete business tasks. 3116 64.6% 1291 26.8% 299 6.2% 116 2.4%

16. I feel comfortable using e-mail for work related tasks. 4061 84.2% 660 13.7% 61 1.3% 40 0.8%

17. I am overwhelmed by the volume of electronic information I receive on a daily basis. 374 7.8% 1367 28.3% 1654 34.3% 1427 29.6%

18. I don't have enough information electronically available to help make informed decisions. 195 4.0% 999 20.7% 2208 45.8% 1420 29.4%

Part 2: TechnologyAttitudes & Awareness


163



TopicNumber

Receiving Training Percent Trained

Internet 1597 33.1%

Email 2542 52.7%

Software packages 3337 69.2%

None 998 20.7%

TopicWould Like

TrainingPercent Desiring

Training

Internet 3114 64.6%

Email 2386 49.5%

Software packages 3727 77.3%

None 508 10.5%

Areas of Formal Training

19%

30%39%

12%

Internet

Email

Softw are packages

None

Desired Training Areas

32%

25%

38%

5%

Internet

Email

Software packages

None

Part 3: TrainingCurrent & Desired


2 I would be willing to receive training in:

1. I have received training in:

164



Agency Num. Pct.

Agricultural Marketing Service (AMS) 320 6.6%

Agricultural Research Service (ARS) 33 0.7%

Animal and Plant Health Inspection Service (APHIS)

80816.8

%

Center for Nutrition Policy and Promotion (CNPP)

4 0.1%

Cooperative State Research, Education, and Economics Service (CSREES)

72 1.5%

Departmental Administration (DA) 72 1.5%

Economic Research Service (ERS) 3 0.1%

Farm Service Agency (FSA) 350 7.3%

Food and Nutrition Service (FNS) 181 3.8%

Food Safety and Inspection Service (FSIS) 56211.7

%

Foreign Agricultural Service (FAS) 67 1.4%

Forest Service (FS) 121025.1

%

General Counsel (GC) 23 0.5%

Grain Inspection, Packers and Stockyards Administration (GIPSA)

0 0.0%

National Agricultural Statistics Service (NASS) 191 4.0%

National Appeals Division (NAD) 8 0.2%

Headquarters 1743 37.6%

Field Office 2519 54.3%

Executive/Manager 723 15.6%

Non-Executive 3539 76.3%

Agency Num. Pct.

Natural Resources Conservation Service (NRCS)

49 1.0%

Office of Budget and Program Analysis (OBP) 7 0.1%

Office of Chief Economist (OCE) 6 0.1%

Office of Chief Financial Officer (OCFO) 6 0.1%

Office of Communications (OC) 14 0.3%

Office of Community Development (OCD) 6 0.1%

Office of Congressional Relations (OCR) 1 0.0%

Office of Executive Secretariat (OES) 1 0.0%

Office of the General Counsel (OGC) 81 1.7%

Office of Inspector General (OIG) 110 2.3%

Office of Operations (OO) 14 0.3%

Office of the Chief Economist (OCE) 21 0.4%

Office of the Chief Information Officer (OCIO) 74 1.5%

Office of the Secretary (OS) 9 0.2%

Risk Management Agency (RMA) 144 3.0%

Rural Business - Cooperative Service (RBS) 37 0.8%

Rural Housing Service (RHS) 283 5.9%

Rural Utilities Service (RUS) 54 1.1%

Part 4: Participant Information


165



Appendix B: Interview Roster

Business Interviews were conducted with the following individuals:

FNCS

Eric Bost, Under Secretary Janice Lilja (FNS)Alberta Frost (FNS)Chuck Cash (FNS)Peter Basiotis (CNPP)Melanie Casey (FNS)Rich Platt (FNS)Gary Maupin (FNS)George Braley (FNS)

Administration & Offices

Priscilla Carey (DA)Judith Dudley (DA)Bruce Bundick (OES)Larry Quinn (OC)Sharon Friend (OIG)Ngozi Abolarin (OES)Doris Kitchings (OES)Raymond Bridge (Chief Economist)Dennis Kaplan (OBPA)

REE

Joseph Jen, Under SecretaryGary Rich (ARS)Bob MacDonald (CSREES)Paul Chan (ERS)Sally Rockey (CSREES)Rick Schuchardt (NASS)Martha Farrar (NASS)Fred Hoff (ERS)Colien Heffren (CREES)Ed Nipling (ARS)Wiz Horner (ARS)Ron Bosecker (NASS)Susan Offut (ERS)Sara Mazie (REE)Rick Schuchart (NASS)Keith Anderson (REE)Paul Chen (ERS)Fred Hoffman (ERS)Ray Knighton (CSREES)Bob McDonald (CSREES)Marshall Dantzler (NASS)George Cooper (CSREES)Karen Brownell (ARS)Gary Rich (ARS)Janice Goodwin (NASS)Martha Farr (NASS)

FS

Jeanne Axtell (FSIS)Peggy Nunnery (FSIS)Greg Curtis (FSIS)Sandy Facinoli (FSIS)

RD

Bill Hagy (RBS)Pandor Hadjy (RBS)

NRE

David Tenny, Dep. UnderSec.Janice McDougle (FS)Mike Watts (FS)Keith Jackson (FS)Dwight Holman (NRCS)Patty Brown (NRCS)Jose Acevado (NRCS)Owen Unix (NRCS)Janice McDougle (FS)

FFAS

J.B. Penn, Under Secretary Frank Shehan (FSA)Monty Tranbarger (FSA)Frank Tarrant (FAS)Jack Rower (FAS)Rand Ruggieri (FAS)Allan Mustard (FAS)Don Stonecypher (RMA)Denise Hoffman (RMA)Mattie Sharpless, (FAS)Phyllis Honor, (RMA)

MRP

Bill Hawks, Under Secretary Kevin Shea (APHIS)Shannon Hamm (APHIS)Gerald Bromley (GIPSA)Eric Forman (AMS)Shannon Hamm (APHIS)

166



Appendix B: Interview Roster Continued

Technology Interviews were conducted with the following individuals:

FNCS

N/A

Administration & Offices

Ronald Anderson (OCIO)Bill Hadesty (OCIO)

Marianne Rieux (OCIO)Bill Ubbens (OCIO)Judith Dudley (DA)

Steve Cunningham (NFC)Bryen Hoffmann (NFC)Wayne Germann (NFC)

David Turner (NFC)Wanda Martin (NFC)

REE

Jack Nealon (NASS)

FS

Renee Nunnery, (FSIS)Keith Jackson (FS)

RD

Tom Hannah (RD)Carol Henson (RD)

Fred McGavran (RD)Linda Hamel (RD)Ed Lindblad (RD)

NRE

Owen Unangst (NRCS)

FFAS

Frank Shehan (FSA)Donald Arnett (FSA)

Monty Tranbarger(FSA)

MRP

Douglas Bailey (AMS) Gerald Bromley (GIPSA)

167



Appendix C: Application Baseline

The application baseline is an attempt at listing and describing every application in the USDA, both legacy and eGovernment related. The baseline also includes planned eGovernment initiatives by agency

Application information was compiled from the following sources: Department Application Inventories Individual agency Application Inventories eGov 4th Quarter Reports GPEA submissions Mission Critical Systems - Y2k.xls

Application Baseline was updated and verified by agency representatives, with the exception of the following:

Cooperative State Research, Education, and Extension Service (CSREES) Foreign Agriculture Service (FAS) Forest Service (FS) Natural Resources Conservation Service (NRCS)

Contains the following workbooks: Baseline – all application and systems collected eGov Baseline – Intranet/Internet based Applications eGov Initiatives - Intranet/Internet-based planned or proposed Websites

Microsoft Excel Worksheet

* Double click on the icon to open the worksheet.

Documents

U.S. Department of Agriculture eGovernment Program Readiness Assessment December 14, 2001