eGovernment Working Group Meeting Chris Niedermayer, USDA eGovernment Executive Barbara LaCour and...

U.S. Department of AgricultureeGovernment Program

January 16, 2002

eGovernment Working Group Meeting

Chris Niedermayer, USDA eGovernment Executive

Barbara LaCour and Dennis Egan, USDA eGovernment Project Mgrs

2

U.S. Department of Agriculture eGovernment Program

WelcomeFeedback and Update of eGovernment Opportunity

AreasUSDA eGovernment SurveyDemo of eGovernment Program Web siteNext Steps and Wrap-Up

Agenda

3


eGovernment Strategic Plan Pyramid

Opportunity Areas

eGovernment Strategic Goals

Objectives Objectives

Opportunity Areas

Budget Numbers are approximations of Program Level 2001

““Transform and Transform and enhance the delivery enhance the delivery of USDA’s programs, of USDA’s programs,

services and services and information.”information.”

eGovernment MissioneGovernment Mission eGovernment VisioneGovernment Vision““USDA, electronically USDA, electronically available any place, available any place,

any time.”any time.”

Goal 1: CitizensGoal 1: Citizens

Goal 2: Public and Private Goal 2: Public and Private Sector OrganizationsSector OrganizationsGoal 3: Employees and Goal 3: Employees and the Enterprisethe Enterprise

Objective 1.1, 1.2, 1.3, 1.4

Objective 2.1, 2.2, 2.3, 2.4

Objective 3.1, 3.2, 3.3, 3.4

eGovernment

Mission/ Vision

http://www.usda.gov/news/pubs/farmpolicy01/fpindex.htm

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eGovernment Opportunity Identification

WorkingGroup

Visioning Sessions

Industry and Government

BestPractice

“Long List”of

Opportunities

Under Secretary

and Executive Interviews

Mission Area Visioning Sessions

Readiness Assessment1

More than 60 proposed

opportunity areas, suggestions and

ideas

“Short List”26 Consolidated Opportunities for

USDA eGovernment Strategic Plan

Evaluation CriteriaStrategic• Improves fulfillment of USDA Mission and

satisfies at least 1 USDA goal and objective• Fulfills eGovernment Mission and satisfies at

least 1 eGovernment goal and/or objective• Addresses legislative priorities, GAO

material weaknesses, OMB guidelines, and/or IG findings

• Expands reach and participation of USDA programs (i.e. numbers of beneficiaries)

• Mitigates redundancy, duplicative processes

Implementation• Responds to an immediate Dept. need

(Urgency)• Can be implemented easily/low level of

complexity• Leverages core business capabilities and/or

Dept./agencies have experience with similar effort

• Links to current/planned eGovernment initiatives

• Level of executive support and leadership priorities

• Transfer solution from other government or private sector

Financial• Lowers costs across Department• Revenue generation potential • Leverages existing funding stream,

budget priorities• Mitigates waste, fraud and abuse

1 Focus groups and employee survey and CIO interviews

5


“Short List”- eGovernment Opportunities

“Shorter List”- Smart ChoiceCandidates Weighted “short

list” based on ease of implementation and executive level support

26 eGovernment Opportunities for

Strategic Plan

Reprioritization based on new

information and weighting

Portfolio Approach

Balance of Strategic and Enabling

Balance of Goals and Objectives met

Balance of Level

Top 10 “Strategic” Candidates Top 10 “Enabler” Candidates

Working Group

Rankings

After speaking with others in agencies:

Urgency Ranking Importance Ranking

eGovernment Opportunity Prioritization

Ranking Considerations

Strategic Enabling

StartSmall

Think Big

EC Decision Recommendation to the Deputy Secretary Some business cases

Some business cases may fall out Some begin implementation

6


Electronic Signatures was considered to be the most important and urgent for the Department.

Food Safety and Security was ranked very high given homeland security and scope of impact (protecting the lives of all Americans).

Nutrition and Food Safety awareness was considered important but not very urgent and thus moved down in the rankings.

Portal Strategy was very important given many agencies are currently investing/considering investments in various capabilities.

Online Human Resource initiative was considered to be relatively easy to implement because there are many good pilots and examples within agencies

eGovernment Opportunity Area I U

EGWG Blended Ranking

1User Authentication Electronic Signatures

1 11

2 Online Management of eLoans 4 2 2

3Online Export Assistance and Marketing

6 43

4 eGrants 7 3 45 Portal Strategy 3 7 5

6Department-wide eProcurement (IAS)

8 56

7 USDA Web presence 2 12 78 Food Safety and Security Tools 9 8 89 eEligibility 11 6 9

10 Financial Management Tools 10 10 10

11Web-based Supply Chain Management

5 1611

12 Human Resources Online 12 11 1213 ePermits/Certificates 16 9 13

14Electronic Document/Records Management with Workflow

13 1314

15 eLearning 15 14 1516 eRulemaking 18 15 16

17

Nutrition/Dietary Guidelines/Food Safety Awareness Program 14 20

1718 Data Management 17 17 1819 eMAPs 22 18 1920 Service Center eEnablement 19 21 2021 Knowledge Management 21 22 2122 Application Hosting 24 19 22

23Customer and Public/Private Organization Database

20 2423

24 CRM for Service Centers 23 23 2425 Survey capability 25 25 2526 Physical Asset Management 26 26 26

Working Group RankingsWorking Group RankingsWorking Group Summary CommentsWorking Group Summary Comments

eGovernment Opportunity Areas

7


eGovernment Opportunity Areas

eGovernment Opportunity Area Level Goal Met Category Original EGWGWeighted Criteria

Original + Working Group

Final Score = Original + EGWG + Weighted

1 Online Export Assistance and Marketing Interdepartmental 1,2 Strategic 3 3 3 1 12 Department-wide eProcurement (IAS) Enterprise-wide 3 Strategic 2 6 1 2 23 Online Management of eLoans Interdepartmental 1,2 Strategic 6 2 9 3 34 USDA Web presence Enterprise-wide 1 Enabler 5 7 2 5 45 User Authentication Electronic Signatures Enterprise-wide 3 Enabler 17 1 15 7 56 Portal Strategy Enterprise-wide 1,2 Enabler 14 4 11 9 6

7Web-based Supply Chain Management Cross Mission Area 2 Strategic

1 11 4 4 78 eGrants Interdepartmental 2 Strategic 11 5 16 6 8

9Food Safety and Security Tools Cross Mission Area 1,2,3 Strategic

13 8 12 12 910 Human Resources Online Enterprise-wide 3 Strategic 9 12 8 11 10

11ePermits/Certificates Cross Mission Area 1,2 Strategic

7 13 7 10 1112 eLearning Enterprise-wide 1,2,3 Enabler 4 15 5 8 1213 Financial Management Tools Enterprise-wide 3 Strategic 12 10 14 13 1314 eEligibility Interdepartmental 1 Strategic 16 9 17 15 14

15Electronic Document/Records Management with Workflow

Enterprise-wide 2,3 Enabler10 14 13 14 15

16Nutrition/Dietary Guidelines/Food Safety Awareness Program Cross Mission Area 1,2

Strategic 15 17 10 17 16

17 Knowledge Management Enterprise-wide 1,2,3 Enabler 8 21 6 16 17

18eRulemaking Cross Mission Area 1,2,3 Strategic

23 16 23 18 1819 Data Management Enterprise-wide 3 Enabler 24 18 24 21 1920 eMAPs Interdepartmental 1 Strategic 20 19 19 20 2021 Application Hosting Enterprise-wide 3 Enabler 18 22 18 19 21

22Customer and Public/Private Organization Database Enterprise-wide 1,2,3 Enabler

21 23 20 23 22

23Service Center eEnablement Cross Mission Area 1 Enabler 26 20 26 24 23

24CRM for Service Centers Cross Mission Area 1

Enabler19 24 21 22 24

25 Physical Asset Management Enterprise-wide 3 Strategic 22 26 22 25 25

26Survey capability Cross Mission Area 1 Strategic

25 25 25 26 26

eGovernment Initiatives Ranked by Final ScoreeGovernment Initiatives Ranked by Final Score Also shows Original Ranking, EGWG Ranking, Weighted Criteria RankingAlso shows Original Ranking, EGWG Ranking, Weighted Criteria Ranking

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Agenda

9


Survey Results

A Department-wide survey was conducted to gauge the “readiness” of USDA employees to begin or expand their use of eGovernment applications.

Survey written for all USDA

employees and placed online

Reviewed and improved by NASS

Test runs to revise surveyand test usability and understanding

508-Compliant Outsourced to an ASP

solution Once survey complete,

built online in 2 days

Survey results from over 4800

USDA employees

Thank you,Ira Hobbs

Letter from Ira Hobbs was e-mailedto all USDA employees asking themto take survey online

Survey was well received; first daysurvey was sent out, received over300 responses per hour

Received statistically significantnumber of responses across the Department

Once survey was closed, receivedover 200 e-mails with commentsand suggestions about eGovernment

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Survey Results

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

Primary Work Location

41%

59%

HeadquartersField Office

Executive vs. Non-Executive

17%

83%

Executive/ManagerNon-Executive

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Survey Results

Part 1 - CommunicationsCurrent Vehicles to Communicate eGovernment

13%

26%

10%4%

19%

11%

17%

Team briefs/meetings

Email

Your Manager

Formal presentation/roadshows

Internet/Intranet Site

Other

I have not heard about theeGovernment initiative

Preferred Vehicles to Communicate eGovernment

14%

37%

12%

11%

23%

3%

Team briefs/meetingsEmailYour ManagerFormal presentation/roadshowsInternet/Intranet SiteOther

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Survey Results

Part 1 - Communications Cont…

Communications Q1-3

1. I know what is meant byeGovernment.

2. eGovernment does notaffect my job.

3. I think the USDA has beena leader in the federal

government in terms ofcreatively applying

technology to its business.

Strongly AgreeSomewhat AgreeSomewhat DisagreeStrongly Disagree

32%

46%

14%8% 6%

16%

37%42%

12%

48%

29%

12%

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Survey Results

Communications Q4-6

4. I am aware of USDA and/orAgency eGovernment (web-

based) applications available formy use as an employee.

5. I am aware of USDAeGovernment applications for the

general public.

6. I am aware of USDAeGovernment applications forbusiness partners (e.g., stateagencies, banks, nonprofits).

YesNo

80%

20%

39%45%

35%

65%

Part 1 - Communications Cont…

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Survey Results

Part 2 - Technical Information1. I use my agency/office Internet site for business purposes such as research, and completing and submitting forms.2. I use my agency/office Intranet for business purposes such as research, and completing and submitting forms.3. I use the USDA's Internet site for business purposes such as research, and completing and submitting forms.4. I use the USDA's Intranet for business purposes such as research, and completing and submitting forms.5. I use a work issued laptop to work away from the office.6. I use my own personal computer to work from home.7. I telecommute (i.e. work remotely).8. I use a Personal Digital Assistant (e.g., Palm Pilot, Pocket PC) for work related tasks.9. I use a cell phone for work related tasks.10. I use a pager (e.g., Blackberry or regular) for work related tasks.11. I purchase work-related items online (e.g., supplies, books, software).

12. I would like to telecommute.13. I find technology stressful and confusing.14. I feel comfortable using the Internet and/or Intranet for business purposes such as research, and completing and submitting forms.15. I feel comfortable using word processing, spreadsheets, presentation writing, etc. to complete business tasks.16. I feel comfortable using e-mail for work related tasks.17. I am overwhelmed by the volume of electronic information I receive on a daily basis.18. I don't have enough information electronically available to help make informed decisions.

Always17.1%

14.8%

10.9%

8.0%

8.5%6.7%2.2%4.6%

7.5%3.2%3.6%

Strongly Agree

36.2%2.1%63.2%

64.6%

84.2%7.8%

4.0%

Often34.7%

32.0%

23.7%

20.2%

10.1%9.3%3.5%5.0%

12.7%3.3%10.6%

Somewhat Agree

40.0%19.4%29.8%

26.8%

13.7%28.3%

20.7%

Sometimes30.2%

32.6%

39.3%

36.7%

19.5%27.2%14.3%4.9%

21.1%4.6%22.2%

Somewhat Disagree

12.9%30.9%4.8%

6.2%

1.3%34.3%

45.8%

Never6.7%

10.8%

16.1%

25.1%

52.0%46.2%68.7%74.1%

45.4%77.7%52.3%

Strongly Disagree

10.9%47.7%2.2%

2.4%

0.8%29.6%

29.4%

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Survey Results

Part 3 - Areas of TrainingAreas of Formal Training

19%

30%39%

12%

InternetEmailSoftware packagesNone

Desired Training Areas

32%

25%

38%

5%

InternetEmailSoftware packagesNone

16




Agenda

17


www.egov.usda.gov

18




Agenda

19


Executive Council is meeting Thursday, January 17th to finalize Smart Choice candidates

Provide feedback (optional) by Monday, January 21st on “Start Small, Think Big” section of each opportunity area in the appendix

Provide feedback on improving the Web site to the [email protected]

Things you likeThings you don’tThings you’d like to see that would be helpful to you and the

Agency eGov Steering Committees Meeting next Wednesday, January 23, 2002

Next Steps & Wrap Up

mailto:[email protected]

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eGovernment Opportunity Areas for

eGovernment Strategic Plan

Appendix

21


Online Export Assistance and Marketing (Strategic)DescriptionCreate a virtual export center for USDA customers, regulated industries, and partners to learn about exporting agriculture commodities, including accessing permits and requirements for exporting, and gaining market information about potential selling opportunities. Such an online export environment would focus on expanding marketing opportunities for small agriculture producers, reducing information gaps and search time, and creating an opportunity for collaboration within the industry. This initiative would allow small farmers to aggregate supply to fulfill international demand, access a central location for agriculture trade promotion, and use an export assistance toolkit that would provide step-by-step guidance and assistance for exporting agriculture products.RationaleOne of the Administration’s top priorities is to increase agriculture exports through market-based approaches. In focus groups with international trade associations, USDA’s partners indicated farmers often are intimidated by the export process and lack general knowledge about export opportunities and/or markets. This initiative would empower small, medium and disadvantaged farmers with education and toolkits to expand their reach. It would also provide a central resource for the meat and poultry industry and other USDA regulated industries to expedite their international trading process.

Start Small Think Big• Participate in existing Government

efforts at offering export assistance

• Define customer requirements through focus groups and define “pain points” for exporting and marketing products

• Create user-supported knowledge base of best practices and lessons learned during export process

• Continue to work with International Trade Data System efforts

• Create online “wizards” that guide citizen and/or partners through the export process

• From online wizards, users have access to all relevant forms, contact information, and assistance

• Integrate with new CRM capabilities to provide real-time assistance, both live and via online chat

• Integrate with customer and public/private partner database to enable collaboration

22


Department-wide eProcurement (Strategic)

Description

Implement an online Department-wide capability to purchase and distribute goods and services. This initiative would leverage eMarketplace technology to obtain competitive bids from sellers and provide a central location for managing supplies across the Department.

Rationale

The current Department-wide procurement initiative, IAS, is being pursued, in conjunction with multiple agency efforts including FSA, FS, and NRCS. The cost savings from eProcurement are directly linked to the number of buyers and sellers who operate in the eMarketplace. Therefore, consolidated efforts to provide a single gateway for all USDA suppliers and buyers will optimize the value of the USDA’s investments in this area.

Start Small Think Big

• Define requirements for Department-wide eProcurement capability

• Identify opportunities for collaboration or join existing efforts across the Federal Government

• Create an online contract catalog

• Negotiate potential outsourcing arrangements with industry partners for handling certain procurements for the Department

• Create an electronic bidding and contract system

• Integrate document management capability to use with industry partners for seamless information exchange

• Integrate eProcurement solution with eMarketplaces in the private sector

• Integrate eProcurement solution with Department supply chain management solution for extended automation to inventory and asset management

23


Online Management of eLoans (Strategic)DescriptionCreate opportunities for citizens and businesses, including farmers, producers, and rural entrepreneurs, to apply for, obtain and manage USDA loans (direct and guaranteed) via the Internet. This initiative would include online customer accounts, credit approval and income verification, bill presentment, automatic disbursement to bank accounts and routing to appropriate local representatives.RationaleThe USDA eGovernment Readiness Assessment showed USDA loan customers are ready to embrace self-service options; many citizens have already accepted the paradigm shift to online banking and are ready to manage loans online. During focus groups, farmers expressed high satisfaction with the transition to direct deposits and expressed increasing dissatisfaction with delays in receiving disbursements, challenges updating information and multiple forms to complete. Also, financial management tools will help the Department save money by reducing employee time spent on administrative details and providing more dynamic tools for working with high-risk customers.


• Enable citizens to complete loan applications online

• Allow citizens to make simple account changes and view account status

• Provide loan payoff and interest information and accommodate customer service requests from multiple venues (web, phone, in-person)

• Build real-time integration with customer data (both internal and external) to determine qualification and other real-time services across the eLoan lifecycle

• Build robust CRM capability to support eLoan lifecycle

24


Web-based Supply Chain Management (Strategic)DescriptionLeverage supply chain management technologies to enable USDA agencies (i.e.,FAS, FSA, AMS, FNS) and their partners (primarily USAID, US school districts, domestic producers, state agencies and industry), to manage commodity purchasing and food distribution seamlessly for USDA programs. Such capabilities should allow the USDA to replace many isolated initiatives with flexible new technologies that provide real-time inventory management, food tracking and estimated delivery cycles, order fulfillment, and financial management and allocation. RationaleSeparate efforts by USDA agencies to reengineer commodity distribution processes are currently underway, (i.e., FATES/ PCIMS, Food Distribution 2000) but they are not coordinated Departmentally. Given the potential for dramatic cost savings, reduction in duplicative processes, improved service to customers and partners, and streamlined administrative functions, determining the most successful approach would allow USDA to benefit from economies of scale.


• Perform analysis of supply chain to identify where it is feasible to apply technology

• Work with all participating partners and agencies to build simulation (on paper) that includes real performance data from system and manual processes to understand potential benefits

• Conduct a limited use pilot program

• Integrate with specialized portals for buyers and sellers

• Provide Just-in-Time (JIT) inventory tracking and purchasing capabilities across the supply chain

25


eGrants (Strategic)


DescriptionCreate a central source for all entities that receive USDA grant assistance, including rural businesses, state/local governments, and universities, to access, apply for and manage awards for all USDA grants. Seamless integration with back-end capabilities would allow USDA agencies to manage the grant lifecycle online from customer applications through USDA financial disbursements. RationaleThe Federal government has recognized this as a significant function of many agencies and is developing a Federal-wide approach to electronic grants, called Federal Commons. Legislation also mandates that Federal agencies streamline and improve their grants processes. USDA agencies that provide significant grants to public and private organizations are involved in the interdepartmental collaboration mentioned above. However, the Department must aggressively ensure that USDA stakeholder needs are being met. The eGovernment Readiness Assessment shows industry readiness is high and many universities, research organizations and state governments are actively utilizing eCommerce capabilities to seek faster, more efficient ways to manage the grant process.

• Complete CSREES pilot proposed in 4th Quarter GPEA report

• Participate in interdepartmental grant streamlining effort

• Develop requirements for Department-wide eGrant capability

• Implement a web-based grants management workflow system that includes both the development of a grant across Departments and management of the approved grant by its recipient(s)

• Create grant-writing collaboration capability and integrate with web-based grants management system

26


Food Safety and Security Tools (Strategic)DescriptionDevelop interdepartmental capabilities for collaboration and real-time data collection and retrieval for inspectors at plants and ports. Inspectors and other field employees for FSIS, APHIS and GIPSA would have tools, i.e. handheld devices, laptops and other mobile equipment, to make decisions quickly and communicate this across the appropriate channels, including USDA Headquarters, other field locations, partner Federal agencies such as FDA, CDC, EPA, and Customs and state and local governments.RationaleThe increased emphasis on Homeland Security make safety of the US food supply one of the top priorities for this Department and heighten the expectations that the USDA will successfully fulfill its mission with the best means available. This initiative will be crucial to modernizing the USDA’s food safety and inspection processes and ensuring cohesive integration with efforts at other Federal Departments, such as the International Trade Data Exchange.


• Actively collaborate on existing efforts in other government Departments (FDA, EPA, Customs)

• Deploy smart ID tags that link to a central data repository to assist in tracking food from initial processing to distribution

• Deploy handheld computers to field workers for data input and data access at time of need

• Integrate with industry and government shipping and tracking data to provide field workers richer data to act on

• Develop advanced data mining and reporting capabilities on central data repositories

27


Human Resources Online (Strategic)DescriptionEnable employees to manage a suite of human resource-related issues online and assist in human resource planning and administration. This initiative would allow centralized online HR functions such as benefits administration, time and attendance, workforce planning, and recruiting to be managed through one Internet interface. It would provide self-service tools for employees to update their personal information, check vacation time, and access benefits information. It will also allow managers to assess their human resource needs quickly, provide greater insight on employees’ skillsets and make available internal job postings and listings. RationaleThis initiative will consolidate multiple efforts in the Department, and successful agency initiatives, such as CAMS, can be leveraged to achieve results quickly across the Department. Significant cost savings can be achieved by moving to an Internet-based HR system, and employees will be be able to spend more time on mission-critical work versus administrative tasks.


• Consolidate time and attendance efforts and build Department-wide solution

• Develop HR portal with informational content and centralized contact capability

• Define formal strategy and investigate outsourcing opportunities

• Enhance employee database to include expanded and secure editable data about each employee

• Negotiate partnerships with industry leaders in online classified ads (monster.com, hotjobs.com) to advertise USDA positions outside traditional government recruiting mechanisms

• Deploy online benefits and compensation access across the Department

• Develop a standard online recruiting tool and recruiting support solution

• Deploy a web-based travel management and expense reporting, tracking, and approval system

28


ePermits/Certificates (Strategic)


DescriptionCreate an online application to issue permits and provide certificates to USDA’s customers. This application would allow users to submit permit applications, receive notifications of expirations, and access options for renewal. Internal workflow technologies and integration with other eGovernment initiatives would allow reviews of applications by appropriate persons and automatic scheduling of physical inspections if necessary.

RationaleThe opportunity to streamline the issuance of certificates, permits and other regulation-based verifications was cited as one of the most significant opportunities for reducing paper-intensive processes. Planned capabilities by several agencies (FS, FSIS, and APHIS) demonstrated that this was an opportunity for the Department to provide one solution and mitigate redundancy and duplicative processes and save human and financial resources.

• Migrate all application forms online and provide send capabilities that route to the appropriate agency

• Develop basic eCommerce capability for online payments and annual renewals

• Integrate ePermits/Certificate capability with citizen/partner database for authentication, notification of renewals, automatic charges, scheduled inspection visits

• Develop workflow processes between USDA and offline printers to create and mail permits and/or certificates upon online processing to dramatically cut processing time

• Build CRM capability to support ePermits/certificates

29


Financial Management Tools (Strategic)


DescriptionDevelop Department-wide financial management capabilities that would include online reporting for existing financial management packages and a global eCommerce capability to handle billing needs. This initiative would focus on providing tools for managers and program directors to quickly access budgeting and financial information as well as provide reporting capabilities between agencies, the National Finance Center and the Department of Treasury.RationaleUSDA’s financial management has consistently been cited as a material weakness by GAO, and OMB has also blocked funding requests for USDA proposals because of their lack of confidence in USDA’s financial management capabilities. USDA’s senior executives consistently provided feedback that a lack of clear, real-time financial information inhibits key decision-making. While USDA’s financial management has drastically improved in the past 10 years, leaders still need financial management tools that will allow them to access and analyze information to help them improve the delivery of USDA’s programs and services.

• Develop reporting engine to aggregate and report on legacy data across disparate financial systems

• Develop online invoice/tracking/payment system

• Create online connectivity between NFC financial management applications and agency data for real-time status checks, packaged analysis, and decision support capabilities

30


eEligibility (Strategic)DescriptionBuild a "one-stop" eligibility shop for customers to determine the USDA programs and services for which they are eligible across agencies. Once citizens and public/private organizations create an initial prescreening profile and determine their potential eligibility, they would be able to apply through multiple mechanisms and manage the application process online. Internally, CRM capabilities would be built to assist program administrators in managing and communicating with citizens.RationaleOften citizens are unaware of Federal programs and lack general information about program availability. Across the Federal government, this has been identified as a top problem. USDA senior executives also supported the need for this initiative by indicating that increasing program participation is a high priority over the next few years.


• Aggregate application procedures and contact information for all USDA programs

• Create one central eligibility location on www.usda.gov and make available a comprehensive listing of all programs and contact information (and online forms if they exist)

• Create engine to allow citizens to enter data and determine real-time eligibility for all USDA programs

• Integrate with workflow/document management solution to allow citizens to apply online for program assistance. Applications would be routed to the appropriate Federal, state, or local level

• Build citizen management capability to track status of program application and notify program owner of changes/needs

• Build data mining capabilities to scan customer database proactively for potential eligibility candidates

http://www.usda.gov/




31


Nutrion/Dietary Guidelines/Food Safety Awareness Program (Strategic)


DescriptionDevelop a multi-media outreach and education program to improve citizens' nutritional habits and food safety awareness. This campaign would focus on nutrition and eating habits for school children, low-income families, and the general population. Opportunities exist to develop an interdepartmental approach by collaborating with the Department of Health and Human Services and building off the US Surgeon General’s healthy eating campaign. The nutrition campaign would use both traditional media outlets, such as television and radio, and new media, such as the Web, PDAs, and grocery store kiosks to encourage healthy and safe eating habits. Personalized service can connect people with local dieticians, conduct online dietary assessments, and provide suggested menus, healthy-eating shopping lists and coupons for nutritional foods. RationaleImproving the nutritional status and dietary intake of children and the American public is a central tenet of USDA’s mission and was cited as a top priority of the Administration and USDA senior leadership. USDA’s traditional approach for nutrition education has focused on labor-intensive methods working with small audiences and discrete groups of program recipients. Initial attempts to use the Internet for nutrition promotion, such as nutrition.gov and the interactive healthy eating index, have demonstrated tremendous interest by citizens who are constantly seeking more specific advice. The USDA can build off these initial steps and coordinate across the Federal government to ensure an effective target campaign is launched.

• Conduct a comprehensive review and potential redesign of nutrition.gov

• Conduct an online marketing campaign and cross pollinate content with partners

• Develop citizen-focused eLearning around relevant topics such as obesity and food safety

• Develop advanced CRM capabilities for citizen outreach programs

• Deploy “push” technologies for alerting and awareness of food safety, nutrition, and dietary guidelines. The alerts would be available via email, pager, cell phone, instant messenger, or fax

32


eRulemaking (Strategic)DescriptionDevelop an online forum for accepting public and internal comments on rules and regulations authored by USDA agencies. This capability would also expedite feedback and collaboration with USDA’s regulated and partnering industry when formulating and developing policies. RationaleThe Administration has consistently indicated that one of the most powerful benefits of eGovernment is the enhanced opportunity to increase democratic participation to bring “Washington closer to the people”. It is a Quicksilver initiative to develop online capabilities to receive and process public comments on laws and regulations. Similarly, USDA agencies, such as the Forest Service, have already begun accepting public comments. This initiative will enhance policy development and acceptance, improve awareness of procedures and regulations and improve satisfaction of citizens and public/private organizations that work with the USDA.


• Build capability on customer database to proactively notify citizen of relevant rulemaking that is taking place

• Utilize third party webcast capability to show oral presentations of rules and other relevant information

• Develop rules portal to aggregate all relevant information about the rules and regulations being discussed in one central location

• Develop moderated discussion boards and chat rooms for real-time comment and dialogue about rules in question

• Develop ability to solicit comment through multiple sources and aggregate back to single source for searching and viewing

• Integrate with customer database and other “who’s who” databases to proactively solicit comment from experts in the areas in question

33


eMAPS with GIS Knowledge (Strategic)DescriptionCreate capabilities that allow users to generate environmental and social maps to be displayed electronically. This initiative would allow farmers, rural planners, conservationists, researchers and other agriculture/land management specialists to enhancing planning and development with tools and real-time information about land-usage.RationaleThis initiative would empower practitioners and researchers with the necessary tools to enhance their decision-making and analysis processes. By developing a Department-wide capability, mission areas most affected, including RD, FFAS and NRE, would be able to pool their resources to create the most optimal set of capabilities that would benefit all of their constituents.


• Consolidate existing Departmental efforts and define requirements for Department and Inter-departmental application

• Build online retrieval capability for currently available GIS data

• Create subscription capability for other Federal Departments and partners for potential revenue generation

34


Physical Asset Management (Strategic)DescriptionDevelop electronic capabilities to manage efficiently all USDA-owned physical assets, including real estate, vehicles, plans, computers, furniture, etc. in Headquarters and the Field. This capability would allow inventory tracking and surplus management. RationaleThis initiative would improve security, reduce theft, and mitigate waste, fraud, and abuse. It would also provide insight in reducing costs, recommending upgrades at the necessary times and optimizing asset usage.


• Deploy online maintenance request tracking system

• Deploy a service request assignment tool, i.e. manager tool for work allocation

• Create an automatic notification system for security/emergency events

• Deploy an asset tracking database and reporting capability

• Assign barcode tags to all physical assets in all USDA buildings for active tracking and management

• Deploy RF-ID tags for sensitive assets to constantly report status of asset to central data repository

• Integrate with eProcurement capability to purchase new assets based on reports generated from asset management system

35


Survey Capability (Strategic)DescriptionDevelop a global survey instrument or outsourcing arrangement to perform surveys requiring data collection from both internal and external sources.RationaleData collection is a constant, core activity for several agencies, and each is currently working on its own survey capability. The development of a single capability or suite of capabilities along with some potential outsourcing arrangements will save agencies money and will potentially enable surveys to be delivered more quickly. Outsourcing also has the potential to save on upgrade costs, etc., and mitigates the concern of having out of date systems


• Consolidate agency efforts and define requirements for Department-wide solution

• Investigate outsourcing opportunities for certain surveys

• Integrate survey solution with customer database to ensure no collection of data is redundant

• Create survey “creation center” for agencies who would like to conduct surveys; purchase, creation, and management of survey is conducted from one central location

• Create robust online reporting and data analysis capabilities

36


USDA Web Presence (Enabler)


DescriptionEnhance the USDA web presence to ensure one customer experience that allows users, including citizens and public/private organizations, to navigate USDA’s web site based on their desired tasks, rather than by the USDA's organizational structure. The redesign of USDA’s web presence would include standard user-interfaces (UI) for a consistent look and feel across all USDA sites and web-based applications. RationaleAs the USDA web presence matures, and increasing amounts of data and applications are available online, the USDA must ensure a simple and consistent user experience across the Department. While many USDA agency’s web sites are unique and do not share customer groups, these web standards will instill a high level of usability and ease of navigation, ultimately translating to a more effective customer experience.

• Publish a UI style guide for all USDA web-based content and applications

• Perform comprehensive usability testing and focus groups to determine citizen and industry partner “intentions”

• Define “use cases” based on usability testing and focus groups that will ultimately determine navigation structure for web presence

• Develop an automated Section 508 testing tool

• Develop an advanced search engine for searching all USDA web sites

• Enforce robust meta-data standards for all web pages available publicly and internally in order to yield better search results

• Create or outsource a usability lab for testing all online applications to ensure ease of use

• Create Centrally Controlled Style Sheet (CCS) for consistent look and feel of standard elements across all sites (headers, footers, body text, links, etc.)

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User Authentication and Electronic Signatures (Enabler)


DescriptionCreate a Department-wide strategy to define a set of solutions for handling electronic signatures for citizens, partners and employees. This initiative will outline the specifications for selecting the most appropriate method based on risk and security levels and will develop a core set of Departmental capabilities around each one.

RationaleIn order to execute business transactions and accept forms online, the USDA must be able to identify, verify, and authenticate the user. Each agency cited the need and urgency for the Department to develop an approach that would save crucial time and money across the Department. Implementing a consistent solution will enhance the integration capabilities across the Department.

• Define electronic signatures guidance for the Department

• Enhance employee database to serve as globally available user authentication tool

• Provide guidance and perform vendor analysis on PKI and/or similar solutions

• Work with other Government Departments to deploy cross-government user authentication and rights management

38


Portal Strategy (Enabler)


DescriptionCreate a Departmental portal strategy that outlines how the USDA will develop portals for various citizen, public/private organization and employee groups. The strategy will define USDA’s approach, including a standard portal definition, guidelines for development, and a suite of portal software to be used across the Department. RationaleMany USDA agencies have pursued or considered developing portals for their customers, public/private partners and/or employees. While each agency provides specific information unique to its customers, many agencies share customers or types of information. Developing a portal strategy for the Department will reduce citizens’ search time, save time and expense on vendor evaluation and licensing costs, and create a core set of skills to implement portals.

• Define Department-wide portal guidance that includes recommendations on when to build a portal, software/hardware configurations, design guidelines, and collaboration with OCIO in its development

• Design and implement a portal pilot program with one agency to serve as a “lessons learned”

• Develop commodities, farmers, and conservation portals

• Develop and deploy personalization strategy

• Migrate use of portals from only content aggregation to aggregation of resources in a specific core business process, i.e. support of eMarketplaces

• Develop a “portal on demand” capability for rapid deployment of a new portal as needed for cross sections of citizens and partners

39


eLearning (Enabler)


DescriptionDevelop a Department-wide eLearning capability that includes a curriculum management system and courseware. This eLearning offering would allow employees, partners and citizens to access interactive courseware by topic. For citizens, it could potentially be used for education on agriculture topics as conservation planning, risk management techniques and improved crop yield. For partners, it may provide specific step-by-step training for administering USDA programs including guidelines/requirements. For employees, this capability could include tailored training by level, job type, and/or agency. RationaleSuccessful execution of the Department’s mission relies upon knowledge-intensive work. The ability to provide training efficiently to a delivery network across the globe was cited as one of the most significant internal challenges the Department faces. Additionally, USDA must provide education to the people it serves in a meaningful enough manner to enhance their lives. As the Department continues to face workforce constraints, it will need to aggressively pursue the eGovernment technology as a means to provide learning opportunities comprehensively.

• Investigate outsourcing or develop a Department-wide curriculum management capability

• Develop online registration capabilities for offline course material

• Migrate existing online course material to run within curriculum management system

• Define online standards (user interface, language support, system requirements, etc.) for eLearning applications

• Investigate outsourcing arrangements for migration of offline curriculum to be provided online

• Transform USDA Graduate School to an online university and a potential profit center

• Develop advanced business simulation capabilities

• Integrate with knowledge management system to provide training at “point of need”

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Electronic Document/Records Management with Workflow (Enabler)


DescriptionDevelop a Departmental solution for managing both documents and official records electronically. This initiative would specifically develop the following: 1) Electronic management of records (record identification, expiration tracking, archiving, etc.), 2) Workflow defining the path and sign-off documents and records need to take, 3) A Department-wide taxonomy and search capability for the intelligent storage and retrieval of documents and records.RationaleAs the Department transitions to more electronic forms of information, ensuring information moves throughout the organization and can be appropriately stored and easily retrieved is critical. A Department-wide model would not only consolidate the multiple ongoing efforts, but it would greatly accelerate agencies’ ability to comply with Federal record management requirements and the forms automation requirements outlined in the Government Paperwork Elimination Act.

• Deploy document/records/correspondence management client software to all PC’s in the Department (or build a web-based solution accessible via a browser)

• Develop advanced search and retrieval capabilities (potential integration with web site search capabilities to locate other document types than web pages)

• Integrate solution with NARA for outsourcing storage and archiving capabilities

• Migrate all forms to online venue using document/records management and workflow capability

• Consolidate current agency efforts and define Department-wide requirements

• Define corporate taxonomy

• Finalize and enforce electronic records management policy

• Roll out a pilot for a single end-to-end workflow process for a standard office document, an official record, and/or a correspondence

41


Knowledge Management (Enabler)


DescriptionCreate a knowledge-based enterprise environment in which USDA’s employees and partners benefit from information consistently shared, used and built upon. This initiative would include creating an online capability to share explicit knowledge (files) through coordinated access and retrieval methods and tacit knowledge (lessons learned, processes) through collaboration mechanisms such as instant messaging and interactive workspaces. This initiative would also include a content management capability to support the contribution of knowledge gained externally, from an online forum or other available knowledge repository, and would establish a comprehensive meta-data model.RationaleSenior executives across the Department expressed the need to create an environment in which information is valued as a strategic asset. Traditionally, organizational silos have prevented data sharing, knowledge sharing and collaboration. However, the Internet can break down these organizational barriers to open the transfer of information internally and externally to enable business transactions and seamless integration across the Department and with citizens and partners.

• Define a content management strategy

• Pilot content management software package on OCIO web site

• Extend meta-data standards and corporate taxonomy to all published USDA documents

• Explore additional outsourcing capabilities for broadband collaboration

• Unify e-mail systems and build top-down messaging/alert capability

• Deploy standard desktop collaboration software to all PC’s

• Create knowledge manager role at the USDA (or re-define Agriculture Library role to include enterprise-wide knowledge management)

• Enable the USDA to serve as an external content aggregator to better serve its customers

• Deploy intelligent agent/push technologies to proactively search for content internally and externally and push key business information via email, pager, or Instant Messenger

• Develop Department-wide desktop video broadcasting capability

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Data Management (Enabler)


DescriptionProvide the guiding principles and framework for implementing a corporate data management program, including: 1) The definition of a Department-wide data dictionary (meta-data model), 2) The creation of centralized databases “of record” and a corporate data architecture, and 3) Data life-cycle management and data sharing strategy.

RationaleThe number of legacy systems at USDA and the public and private organizations with which it interacts is very large. A data management strategy with all of its components will enable the Department to better perform back-end integration to bring enhanced services, and consolidate disparate data stores in to databases of record. This translates to the re-use of legacy data, large time savings for system integration, and additional support for a knowledge management capability.

• Define common data dictionary for future development of database-driven applications

• Identify redundant data elements across the Department

• Define Department data management strategy for use by all application development efforts

• Consolidate redundant data to “databases of record” throughout the Department

• Establish Department-wide data warehouses that include robust API’s for interaction with all applications

• Develop and deploy archiving, storage, back-up and aging strategy

43


Application Hosting (Enabler)Description

Enhance current Department-wide application hosting capabilities to establish a tiered service model. Cross-Mission Area efforts and Department-wide efforts would be able to use this model o sign service level agreements (SLAs) to obtain various levels of service to host their eGovernment applications. RationaleThis function is a core capability required to host cross-agency, and enterprise-wide applications. Current capabilities exist but will be enhanced to accommodate more traffic and will also promote the standardization of back office platforms through standard hosting arrangements and application development guidelines


• Evaluate existing hosting capabilities and make recommendations for change

• Evaluate current staffing model and train accordingly based on coming eGovernment applications

• Deploy regional data centers hosted by same group

• Develop Service Level Agreement model to be utilized by agencies and the Department for hosting new applications

• Create vendor assessment group for making Department-wide decisions on software (coordinate with Enterprise Architecture group)

• Standardize eGovernment technical architecture (MS or SUN, etc.)

44


Citizen and Public/Private Organization Database (Enabler)


DescriptionCreate a singe data store that houses all citizen and public/private organization data. All internal USDA entities would contribute to, access and use this data as it relates to their needs and access rights. This data can also be used for authentication purposes for citizens and industry partners.

RationaleThe eGovernment Readiness Assessment demonstrated that few USDA agencies have all of their customer and partner information centrally stored in an easily accessible and maintainable manner. A typical citizen and public/private organization that interacts with several USDA agencies must also provide duplicative information because of the lack of data sharing between the agencies. This capability will reduce public burden, enable cross-agency collaboration, and provide heightened customer service. Furthermore, it will enhance mission fulfillment and program utilization by allowing agencies to proactively target customers for USDA programs according to their profile.

• Establish standards for data model/information to be stored

• Aggregate all existing customer and partner databases

• Purchase, develop, and populate initial database

• Develop API/stored procedures for standard queries to the database from any online application

• Develop advanced reporting capabilities on repository

• Develop online application for citizen use to search repository on non-private data for collaboration purposes

• Create applications to support “communities of interest” and “communities of buyers” based on database profiles and participation

45


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


• Deploy kiosks at Service Centers to enable online access for those customers without home access

• Provide computer centers with Internet access for citizens in Service Centers

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CRM for Service Centers (Enabler)DescriptionDevelop integrated capabilities to manage Service Center customers by connecting multiple channels, i.e. telephone calls, Internet accounts and in-person visits, with the same customer accounts and appropriate data. This would allow Service Center employees to manage the relationship between the USDA and its customers by tracking visits, correspondence, inquiries and services provided through customer data summaries. Citizens would be provided a similar customer experience regardless of the method in which they interact with the Service Center.RationaleUltimately CRM capabilities will allow USDA employees to provide improved customer/citizen service. They will be empowered with information and past history of the customer in order to best serve his or her needs. Also, the data can be used to improve service delivery and provide target awareness of relevant information.


• Create multiple interaction points for citizens to achieve similar tasks, i.e. phone, email, Web, fax. Single phone number, however can be used to reach any agency.

• Deploy CRM package for use by Service Representatives and Call Centers to better manage customer relationship and have real-time access to relevant information

• Integrate with customer database to enable Service Center to provide more guidance and personalization online and to help customers more effectively

• Create global “work order” number for all tasks that follow the lifecycle of a business process. Customer can reference that number at any point and Service Representative can retrieve relevant data and status of completion, etc.

eGovernment Working Group Meeting Chris Niedermayer, USDA eGovernment Executive Barbara LaCour and...

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