+--------------------------+-----------------+-----------+---+---+---+
| **Exhibit 300: Part I:   |                 |           |   |   |   |
| Capital Asset Plan and   |                 |           |   |   |   |
| Business Case (All       |                 |           |   |   |   |
| Assets)**                |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Date of this Submission  | September 5,    |           |   |   |   |
|                          | 2003            |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Agency                   | United States   |           |   |   |   |
|                          | Department of   |           |   |   |   |
|                          | Agriculture     |           |   |   |   |
|                          | (USDA)          |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Bureau                   | United States   |           |   |   |   |
|                          | Department of   |           |   |   |   |
|                          | Agriculture     |           |   |   |   |
|                          | (USDA)          |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Location in the Budget   | Office of Chief |           |   |   |   |
|                          | Information     |           |   |   |   |
|                          | Officer, Office |           |   |   |   |
|                          | of Chief        |           |   |   |   |
|                          | Financial       |           |   |   |   |
|                          | Officer,        |           |   |   |   |
|                          | Agricultural    |           |   |   |   |
|                          | Marketing       |           |   |   |   |
|                          | Service         |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Account Title            | Office of Chief |           |   |   |   |
|                          | Information     |           |   |   |   |
|                          | Officer         |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Account Identification   | 000-00-000000-0 |           |   |   |   |
| Code                     |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Program Activity         | FY 2005 Budget  |           |   |   |   |
|                          | Activity --     |           |   |   |   |
|                          | Control Phase   |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Name of Investment       | eDeployment     |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Unique Project           |                 |           |   |   |   |
| (Investment) Identifier: |                 |           |   |   |   |
| (IT only)(See section    |                 |           |   |   |   |
| 53)                      |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Investment Initiation    | 07/01/2002      |           |   |   |   |
| Date                     |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Investment Planned       | 09/30/2009      |           |   |   |   |
| Completion Date          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| This Investment is:      |                 |           |   |   |   |
| Initial Concept \_\_\_   |                 |           |   |   |   |
| Planning \_\_\_ Full     |                 |           |   |   |   |
| Acquisition              |                 |           |   |   |   |
| []{.underline} Steady   |                 |           |   |   |   |
| State\_\_\_              |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| Mixed Life Cycle\_\_\_   |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Investment/useful        |                 | Incr      | \ | F | [ |
| segment is funded:       |                 | ementally | _ | u |  |
|                          |                 |           | \ | l | ] |
|                          |                 |           | _ | l | { |
|                          |                 |           |   | y | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Was this investment      |                 | Yes       | [ | N | \ |
| approved by OMB for      |                 |           |  | o | _ |
| previous Year Budget     |                 |           | ] |   | \ |
| Cycle?                   |                 |           | { |   | _ |
|                          |                 |           | . |   |   |
|                          |                 |           | u |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | d |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | r |   |   |
|                          |                 |           | l |   |   |
|                          |                 |           | i |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | } |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Did the                  |                 | Yes       | [ | N | \ |
| Executive/Investment     |                 |           |  | o | _ |
| Review Committee approve |                 |           | ] |   | \ |
| funding for this         |                 |           | { |   | _ |
| investment this year?    |                 |           | . |   |   |
|                          |                 |           | u |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | d |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | r |   |   |
|                          |                 |           | l |   |   |
|                          |                 |           | i |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | } |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Did the CFO review the   |                 | Yes       | \ | N | [ |
| cost goal?               |                 |           | _ | o |  |
|                          |                 |           | \ |   | ] |
|                          |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Did the Procurement      |                 | Yes       | \ | N | [ |
| Executive review the     |                 |           | _ | o |  |
| acquisition strategy?    |                 |           | \ |   | ] |
|                          |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Did the Project          |                 | Yes       | \ | N | [ |
| (Investment) Manager     |                 |           | _ | o |  |
| identified in Section    |                 |           | \ |   | ] |
| 1.D review this exhibit? |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Is this investment       |                 | Yes       | [ | N | \ |
| included in your         |                 |           |  | o | _ |
| agency's annual          |                 |           | ] |   | \ |
| performance plan or      |                 |           | { |   | _ |
| multiple-agency annual   |                 |           | . |   |   |
| performance plans?       |                 |           | u |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | d |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | r |   |   |
|                          |                 |           | l |   |   |
|                          |                 |           | i |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | } |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Does this investment     |                 | Yes       | \ | N | [ |
| support homeland         |                 |           | _ | o |  |
| security?                |                 |           | \ |   | ] |
|                          |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Indicate by              |                 |           |   |   |   |
| corresponding number     |                 |           |   |   |   |
| which homeland security  |                 |           |   |   |   |
| mission area(s) this     |                 |           |   |   |   |
| investment supports?     |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| 1 -- Intelligence and    |                 |           |   |   |   |
| Warning;                 |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| 2 -- Border and          |                 |           |   |   |   |
| Transportation Security; |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| 3 -- Defending Against   |                 |           |   |   |   |
| Catastrophic Threats;    |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| 4 -- Protecting Critical |                 |           |   |   |   |
| Infrastructure and Key   |                 |           |   |   |   |
| Assets;                  |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| 5 -- Emergency           |                 |           |   |   |   |
| Preparedness and         |                 |           |   |   |   |
| Response; or             |                 |           |   |   |   |
|                          |                 |           |   |   |   |
| 6 -- Other.              |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Is this investment       |                 | Yes       | [ | N | \ |
| information technology?  |                 |           | ü | o | _ |
| (See Section 53 for      |                 |           | ] |   | \ |
| definition)              |                 |           | { |   | _ |
|                          |                 |           | . |   |   |
|                          |                 |           | u |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | d |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | r |   |   |
|                          |                 |           | l |   |   |
|                          |                 |           | i |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | } |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| For information          |                 |           |   |   |   |
| technology investments   |                 |           |   |   |   |
| only:                    |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| a\. Is this Investment a |                 | Yes       | \ | N | [ |
| Financial Management     |                 |           | _ | o | ü |
| System? (see section     |                 |           | \ |   | ] |
| 53.2 for a definition)   |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| If so, does this         |                 | Yes       | \ | N | [ |
| investment address a     |                 |           | _ | o | \ |
| FFMIA compliance area?   |                 |           | \ |   | _ |
|                          |                 |           | _ |   | \ |
|                          |                 |           |   |   | _ |
|                          |                 |           |   |   | ] |
|                          |                 |           |   |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| If yes, which compliance |                 |           |   |   |   |
| area?                    |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| b\. Does this investment |                 | Yes       | [ | N | \ |
| implement electronic     |                 |           |  | o | _ |
| transactions or record   |                 |           | ] |   | \ |
| keeping that is covered  |                 |           | { |   | _ |
| by the Government        |                 |           | . |   |   |
| Paperwork Elimination    |                 |           | u |   |   |
| Act (GPEA)?              |                 |           | n |   |   |
|                          |                 |           | d |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | r |   |   |
|                          |                 |           | l |   |   |
|                          |                 |           | i |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | } |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| If so, is it included in |                 | Yes       | \ | N | [ |
| your GPEA plan (and does |                 |           | _ | o |  |
| not yet provide an       |                 |           | \ |   | ] |
| electronic option)?      |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| Does the investment      |                 | Yes       | \ | N | [ |
| already provide an       |                 |           | _ | o |  |
| electronic option?       |                 |           | \ |   | ] |
|                          |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| c\. Was a privacy impact |                 | Yes       | [ | N | \ |
| assessment performed for |                 |           |  | o | _ |
| this investment?         |                 |           | ] |   | \ |
|                          |                 |           | { |   | _ |
|                          |                 |           | . |   |   |
|                          |                 |           | u |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | d |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | r |   |   |
|                          |                 |           | l |   |   |
|                          |                 |           | i |   |   |
|                          |                 |           | n |   |   |
|                          |                 |           | e |   |   |
|                          |                 |           | } |   |   |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| d\. Was this investment  |                 | Yes       | \ | N | [ |
| reviewed as part of the  |                 |           | _ | o | ü |
| FY 2003 Federal          |                 |           | \ |   | ] |
| Information Security     |                 |           | _ |   | { |
| Management Act review    |                 |           |   |   | . |
| process?                 |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| d.1 If yes, were any     |                 | Yes       | \ | N | [ |
| weaknesses found?        |                 |           | _ | o | \ |
|                          |                 |           | \ |   | _ |
|                          |                 |           | _ |   | \ |
|                          |                 |           |   |   | _ |
|                          |                 |           |   |   | ] |
|                          |                 |           |   |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
| d.2. Have the weaknesses |                 | Yes       | \ | N | [ |
| been incorporated into   |                 |           | _ | o | \ |
| the agency's corrective  |                 |           | \ |   | _ |
| action plans?            |                 |           | _ |   | \ |
|                          |                 |           |   |   | _ |
|                          |                 |           |   |   | ] |
|                          |                 |           |   |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| e\. Has this investment  |                 | Yes       | \ | N | [ |
| been identified as a     |                 |           | _ | o |  |
| national critical        |                 |           | \ |   | ] |
| operation or asset by a  |                 |           | _ |   | { |
| Project Matrix review or |                 |           |   |   | . |
| other agency             |                 |           |   |   | u |
| determination?           |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| e.1 If no, is this an    |                 | Yes       | \ | N | [ |
| agency mission critical  |                 |           | _ | o |  |
| or essential service,    |                 |           | \ |   | ] |
| system, operation, or    |                 |           | _ |   | { |
| asset (such as those     |                 |           |   |   | . |
| documented in the        |                 |           |   |   | u |
| agency\'s COOP Plan),    |                 |           |   |   | n |
| other than those         |                 |           |   |   | d |
| identified as above as   |                 |           |   |   | e |
| national critical        |                 |           |   |   | r |
| infrastructures?         |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| f\. Was this investment  |                 | Yes       | \ | N | [ |
| included in a            |                 |           | _ | o |  |
| Performance Assessment   |                 |           | \ |   | ] |
| Rating Tool (PART)       |                 |           | _ |   | { |
| Review?                  |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+
|                          |                 |           |   |   |   |
+--------------------------+-----------------+-----------+---+---+---+
| f.1. Does this           |                 | Yes       | \ | N | [ |
| investment address a     |                 |           | _ | o |  |
| weakness found during    |                 |           | \ |   | ] |
| the PART Review?         |                 |           | _ |   | { |
|                          |                 |           |   |   | . |
|                          |                 |           |   |   | u |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | d |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | r |
|                          |                 |           |   |   | l |
|                          |                 |           |   |   | i |
|                          |                 |           |   |   | n |
|                          |                 |           |   |   | e |
|                          |                 |           |   |   | } |
+--------------------------+-----------------+-----------+---+---+---+

<table style="width:100%;">
<colgroup>
<col style="width: 27%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 8%" />
<col style="width: 7%" />
<col style="width: 8%" />
<col style="width: 8%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="10"><p><strong>SUMMARY OF SPENDING FOR PROJECT (INVESTMENT)
STAGES</strong></p>
<p>(In Millions)</p>
<p>(Estimates for BY+1 and beyond are for planning purposes only and do
not represent budget decisions)</p></td>
</tr>
<tr class="even">
<td></td>
<td>PY-1 and earlier</td>
<td><p>PY</p>
<p>2003</p></td>
<td><p>CY</p>
<p>2004</p></td>
<td><p>BY</p>
<p>2005</p></td>
<td><p>BY+1</p>
<p>2006</p></td>
<td><p>BY+2</p>
<p>2007</p></td>
<td><p>BY+3</p>
<p>2008</p></td>
<td><p>BY+4&amp;</p>
<p>Beyond</p></td>
<td>Total</td>
</tr>
<tr class="odd">
<td>Planning:</td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
<td> </td>
</tr>
<tr class="even">
<td><blockquote>
<p>Budgetary Resources</p>
</blockquote></td>
<td>0.00</td>
<td>1.77</td>
<td>5.95</td>
<td>7.07</td>
<td>2.55</td>
<td>2.32</td>
<td>2.35</td>
<td>0.00</td>
<td><strong>22.01</strong></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Outlays</p>
</blockquote></td>
<td>0.00</td>
<td>1.77</td>
<td>5.95</td>
<td>7.07</td>
<td>2.55</td>
<td>2.32</td>
<td>2.35</td>
<td>0.00</td>
<td><strong>22.01</strong></td>
</tr>
<tr class="even">
<td>Acquisition :</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Budgetary Resources</p>
</blockquote></td>
<td>0.00</td>
<td>0.00</td>
<td>29.26</td>
<td>19.26</td>
<td>28.83</td>
<td>35.80</td>
<td>30.34</td>
<td>0.00</td>
<td><strong>143.49</strong></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Outlays</p>
</blockquote></td>
<td>0.00</td>
<td>0.00</td>
<td>29.26</td>
<td>19.26</td>
<td>28.83</td>
<td>35.80</td>
<td>30.34</td>
<td>0.00</td>
<td><strong>143.49</strong></td>
</tr>
<tr class="odd">
<td>Total, sum of stages:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Budgetary Resources</p>
</blockquote></td>
<td>0.00</td>
<td>1.77</td>
<td>35.21</td>
<td>26.33</td>
<td>31.38</td>
<td>38.12</td>
<td>32.69</td>
<td>0.00</td>
<td><strong>165.50</strong></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Outlays</p>
</blockquote></td>
<td>0.00</td>
<td>1.77</td>
<td>35.21</td>
<td>26.33</td>
<td>31.38</td>
<td>38.12</td>
<td>32.69</td>
<td>0.00</td>
<td><strong>165.50</strong></td>
</tr>
<tr class="even">
<td>Maintenance:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Budgetary Resources</p>
</blockquote></td>
<td>0.00</td>
<td>0.00</td>
<td>2.10</td>
<td>2.87</td>
<td>2.89</td>
<td>3.18</td>
<td>2.91</td>
<td>4.31</td>
<td><strong>18.26</strong></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Outlays</p>
</blockquote></td>
<td>0.00</td>
<td>0.00</td>
<td>2.10</td>
<td>2.87</td>
<td>2.89</td>
<td>3.18</td>
<td>2.91</td>
<td>4.31</td>
<td><strong>18.26</strong></td>
</tr>
<tr class="odd">
<td>Total, All Stages:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Budgetary Resources</p>
</blockquote></td>
<td>0.00</td>
<td>1.77</td>
<td>37.31</td>
<td>29.20</td>
<td>34.27</td>
<td>41.30</td>
<td>35.60</td>
<td>4.31</td>
<td><strong>183.76</strong></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Outlays</p>
</blockquote></td>
<td>0.00</td>
<td>1.77</td>
<td>37.31</td>
<td>29.20</td>
<td>34.27</td>
<td>41.30</td>
<td>35.60</td>
<td>4.31</td>
<td><strong>183.76</strong></td>
</tr>
<tr class="even">
<td>Government FTE Costs</td>
<td>0.00</td>
<td>0.00</td>
<td>2.17</td>
<td>2.13</td>
<td>1.08</td>
<td>0.88</td>
<td>0.80</td>
<td>0.86</td>
<td><strong>8.78</strong></td>
</tr>
</tbody>
</table>

## I.A Investment Description

1.  *Provide a brief description of this investment and its status
    through your capital planning and investment control (CPIC) or
    capital programming \"control\" review for the current cycle.*

> The USDA eDeployment is an initiative originally defined in USDA\'s
> eGovernment Strategic Plan for FY 2002-2006. This eGovernment
> Strategic Plan was the result of an intensive Department-wide effort
> that included hundreds of individuals at all levels of the enterprise;
> executives and non-executives, our headquarters and the field,
> domestic and international, and all agencies and staff offices;
> modeled in many respects after OMB\'s Quicksilver initiative. Guided
> by an eGovernment Working Group comprised of an appointed
> representative from every agency and staff officethe plan specifies
> high-level goals, objectives, strategic and enabling initiatives,
> critical success factors, performance measure and timelines.
>
> Managed by the USDA Office of the Chief Information Officer (OCIO),
> the USDA eDeployment solution is a suite of technology tools and
> accompanying business processes that will enable USDA to achieve its
> goals and objectives for eGovernment: leveraging our investments and
> delivering government services in a more citizen-centric manner.
>
> In achieving the goals of our eGovernment Program, the eDeployment
> initiative will seek to solve and prevent the following business
> problems at USDA:

-   Manual business processes are error prone and inefficient and
    distract our employees from focusing on delivery of our programs and
    services;

-   Duplicative investment in similar information Technology (IT)
    systems by agencies across USDA;

-   Lack of cooperation across agencies for delivering our information,
    programs, and services online;

-   Lack of technology and standards to support common business
    functions across our agencies

> To solve these business problems, the eDeployment initiative will
> develop technologies, standards, and processes for a common
> centralized service to be utilized by all agencies and staff offices
> in the Department. Specifically the eDeployment initiative is
> comprised of the following:

-   **Web Content Management**: Management of content to be made
    available online

-   **Document Management**: Management of documents and other
    electronic assets

-   **Portal Services**: Aggregation and universal availability of
    content and applications by topic and/or by a user's intention

-   **Web Presence**: Standards and guidelines for look, feel and
    navigation of web pages and web-based applications.

-   **Data Management**: Standards, policies and services around
    database/data design and implementation.

-   **eContent**: Aggregation and annual purchase of 3^rd^ party
    journals, online databases, and magazines on behalf of the
    Department

-   **Corporate taxonomy**: A common classification scheme for our
    online content and documents to enable sharing and re-use

    By integrating these technologies and developing related standards
    and procedures, the eDeployment initiative will help USDA realize
    the following business objectives:

```{=html}
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```
-   A consistent and easy to use customer and employee interface for all
    online applications;

-   The discovery, sharing, and management of online content, documents,
    records, and other electronic media;

-   The consolidation and sharing of data;

-   Access to information and services by area of interest versus USDA's
    organizational structure;

-   The ability to leverage existing technology investments; and

-   Adherence to legislative mandates and participation in Presidential
    Initiatives.

> The services offered by eDeployment will be enterprise-wide:
> Department, Agency, or Federal eGovernment initiatives can leverage
> the capabilities and services the eDeployment initiative will deliver,
> thus avoiding the higher costs and risk of operating independently.

2.  ***What assumptions are made about this investment and why?\
    ***

-   Based on a readiness assessment conducted during our strategic
    planning, 93% of USDA employees utilize the Internet and could thus
    utilize a Web-based application in the first year of this investment
    lifecycle.

-   Information currently available within individual agencies can be
    leveraged by those agencies when migrating to the use of the
    eDeployment capabilities.

-   All Phases of the implementation with the exception of ongoing
    maintenance (Phase V) assume that the team would be comprised of 20%
    USDA resources and 80% contractor support. Location of the
    implementation is assumed to be Washington DC.

-   The Government-wide eAuthentication initiative will provide
    authentication for applications built utilizing the eDeployment
    capabilities.

-   The Department and its Agencies will develop, use and reuse content
    templates extensively.

-   eDeployment will be available enterprise-wide. However, its various
    capabilities will be adopted incrementally by agencies as they are
    ready.

-   The scope of Data Management is limited to guidelines for Databases.
    These guidelines will support existing Department-wide guidelines
    subject to re-evaluation. These guidelines will be applicable to all
    new databases designed and maintained by the Department and its
    Agencies. It is assumed additional guidelines for databases and data
    modeling, including data standards will be defined through the USDA
    Enterprise Architecture initiative.

-   The scope of the Web Presence initiative is limited to creating
    guidelines for web content including web pages, portal presentation
    view and web applications. These guidelines will support existing
    Department-wide guidelines subject to re-evaluation. The guidelines
    will be applicable to all web content available to citizens,
    employees and partners.

3.  *Provide any other supporting information derived from research,
    interviews, and other documentation.*

> The eDeployment initiative resulted from an intensive, collaborative
> business case process with inputs from numerous participants across
> various agencies. It represents the experience and commitment of many
> individuals within the Department who are working towards the common
> goals of (1) leveraging our investments and (2) increasing the level
> of service the Department provides to all stakeholders and customers
> by taking a citizen-centered approach.
>
> In addition to applying expertise from across all USDA agencies,
> various government publications, standards and guidance have also been
> referred to in the development of this business case. These are listed
> below:

-   US Department of Agriculture, NITC -- Contingency Planning, Disaster
    Recovery, added 6/1/01, Internet,
    <http://ocio.wip.usda.gov/nitc/txnitc_service_cpdr.html>;

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```
-   Public Law 105-277, Title XVII, *Government Paperwork Elimination
    Act (GPEA)*, October 21 1998;

-   H.R. 3802, *Electronic Freedom of Information Act Amendments of
    1996*, January 3, 1996;

-   29 U.S.C. § 794(d), *Section 508 of the Rehabilitation Act of 1973*,
    August 7, 1998;

-   5 U.S.C. § 552A, *The Privacy Act of 1974;*

-   Office of Management and Budget (OMB) A-123, *Management
    Accountability and Control*, June 21, 1995;

-   Office of Management and Budget (OMB) A-127, *Financial Management
    Systems*, July 23, 1993;

-   Office of Management and Budget (OMB) A-130, *Management of Federal
    Information Resources*, November 28, 2000;

-   Office of Management and Budget (OMB) Memo 00-10, *Implementation of
    the Government Paperwork Elimination Act*, April 25, 2000;

-   National Institute of Standards and Technology (NIST) Special
    Publication 800-26, *Security Self-Assessment Guide for Information
    Technology Systems,* August 2001;

-   *Federal Information Systems Controls Audit Manual (FISCAM),*
    January 1999.

-   FirstGov technology survey results, 2003

> Additionally, several interviews and demonstration sessions were
> conducted with various federal and state government projects that are
> either currently pursuing or have implemented similar solutions as
> those of eDeployment. For example, the State of Maryland was
> interviewed to gather information regarding the implementation of
> their portal and the capabilities it provides to customers. Similarly,
> the Department of Education was asked to demonstrate the benefits and
> functions of an enterprise web content management system currently
> being implemented in their Department. Lessons learned and approaches
> from other organizations such as the Department of Defense, EPA, the
> Department of State and GSA were also used in developing this business
> case.

**I.B Justification\
**

In order for IT investments to successfully address support of the
President's Management Agenda, the investment should be collaborative
and include industry, multiple agencies, State, local, or tribal
governments, use e-business technologies and be governed by citizen
needs. If the investment is a steady state investment, then an
eGovernment strategy review is underway and includes all the necessary
elements. If appropriate, this investment is fully aligned with one or
more of the President\'s EGovernment initiatives.

1.  *How does this investment support your agency\'s mission and
    strategic goals and objectives?*

> The USDA mission seeks to:

-   Ensure a safe, affordable, nutritious, and accessible food supply;

-   Care for agricultural, forest, and range lands;

-   Support sound development of rural communities;

-   Provide economic opportunities for farm and rural residents;

-   Expand global markets for agricultural and forest products and
    services;

-   and work to reduce hunger in America and throughout the world.

> By enhancing the online information and program and service delivery
> capabilities of the Department, its mission and strategic goals will
> be better realized. eDeployment drives efficiency and collaboration,
> allowing our employees to focus on delivering service to their
> constituents and identifying new, innovative solutions such as a new
> online grants process or a new online interface for a farmer to manage
> his loans from the Government.

Our eGovernment 5-year strategic plan, which flows from and supports
USDA's Strategic Plan identified several key goals and objectives.
eDeployment specifically supports the following strategic goals:

-   *Improve citizens\' knowledge of and access to USDA and enhance
    service delivery.*

-   *Enhance collaboration with public and private sector organizations
    to develop and deliver the USDA mission.*

-   *Improve internal efficiency by promoting enterprise-wide
    solutions.\
            *

    1.  *How does it support the strategic goals from the President\'s
        Management Agenda?*

> The President\'s Management Agenda calls for Federal Agencies to
> deliver information and services from the customer's perspective and
> leverage investments to reduce redundancy and costs by expanding
> electronic government. The eDeployment initiative directly supports
> those goals by providing our agencies a common suite of technology
> capabilities to support customer-centered delivery of information and
> services. These common capabilities will eliminate the need for
> related single-agency eGovernment solutions and will enable agencies
> to work collaboratively to provide information and services designed
> for the customer.
>
> The Management Agenda also encourages Federal Agencies' to invest in
> programs that support "strategic management of human capital" and
> "improve financial performance."
>
> Expanding Electronic Government through eDeployment will:

-   Serve the needs of the citizens, public and private organizations
    and employees;

-   Provide more accurate information in a faster time period for
    citizens;

-   Reduce web development costs through the availability of centralized
    look and feel standards and re-usable templates;

> Strategic Management of Human Capital will be realized with
> eDeployment by:

-   Reduction in development time of content by technical users across
    the enterprise;

-   Providing employees with more content organized in a better manner
    to allow them to work more efficiently;

-   Allow public and private organizations and non-technical users to
    easily contribute content to USDA for publishing.

> Improve Financial Performance of USDA will be supported by eDeployment
> through:

-   Reduction administrative costs needed to support multiple
    similar/duplicative initiatives surrounding portals, web content
    management and document management; and

-   Reduction in development costs by reducing the amount of time
    technical users are required across the enterprise for eDeployment
    initiatives

    1.  *Are there any alternative sources in the public or private
        sectors that could perform this function?*

> Yes. eDeployment is a combination of technologies that will support
> USDA information management and service delivery needs. However, these
> functions are tied to USDA business processes, data, and back-end
> systems. Outsourcing of these capabilities in total to private
> industry or GSA would negatively impact most of these business
> functions, making it cost prohibitive and a potential security issue.
>
> However, related services to support eDeployment, however, such as
> data hosting, and operations and maintenance of the hardware and
> software, and redesign of agency business processes may likely be
> supported by alternative sources in the public or private sectors.

2.  *If so, explain why your agency did not select one of these
    alternatives.*

> Outsourcing of the entire eDeployment infrastructural capabilities
> would be cost prohibitive because of the far reaching impacts to
> business processes, data and integration to backend systems. Since the
> eDeployment capabilities will support business applications and data
> across the whole of USDA, outsourcing would not be a viable option.
>
> eDeployment will capitalize on USDA agency facilities and capabilities
> to support areas such as development, hosting, operations and
> maintenance. Utilizing USDA capabilities will allow for more security
> and cheaper and easier integration with existing systems. Likewise,
> leveraging existing assets such as hardware and hosting facilities
> will be more cost effective.

3.  *Who are the customers for this investment?*

> This investment includes both internal and external key customers and
> stakeholders who are either directly served or affected by the
> implementation of the eDeployment program. It is important to consider
> the impact of the initiative on these groups within a discussion of
> the current situation at USDA. The following are the primary customer
> groups addressed by the eDeployment initiative outlined in this
> business case:

-   **Citizens:** There is no enterprise-wide management of USDA
    electronic assets or standardization of business processes.
    Information exists across various incongruent and disparate
    channels. Additionally, the quality of information suffers due to a
    lack of enforced reviews, resulting in little or no accountability.

-   **Public and Private Organizations:** Public and private
    organizations are not able to achieve the appropriate level of
    access to information in a timely manner through an enterprise-wide
    eDeployment solution.

```{=html}
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```
-   **Employees:** Access to electronic assets across the enterprise is
    limited. There are few, if any standards, which creates a lack of a
    comprehensive vision. This situation inhibits the ability to obtain
    and share information, and employees are not able to leverage work
    that others have completed.

    1.  *Who are the stakeholders of this investment?*

The stakeholders of this project include the following:

-   USDA and its Agencies that will partner with eDeployment team and
    agree to serve as Managing Partners for the implementation of this
    initiative;

-   USDA's eGovernment Initiative Owners for example Portal, Web Content
    Management, Document management etc.;

-   Office of Chief Information Officer and Portfolio Managers that are
    positioned to influence the investment decisions through the
    guidance they provide to eGovernment initiative owners; and

-   Enterprise Architecture Developers that are responsible for building
    and maintaining a single operating environment for USDA.

    1.  *If this is a multi-agency initiative, identify the agencies and
        organizations affected by this initiative.*

> Although the eDeployment investment is being made by USDA and its
> agencies, it will impact parties outside of USDA. For example, one of
> the sub-components of the investment is the creation of a corporate
> taxonomy that will be developed by USDA's National Agricultural
> Library (NAL). This taxonomy will provide a classification of terms
> and concepts across the different subject areas that are within USDA's
> domain. USDA is the national authority of information and its
> classification as it relates to these subject areas. Thus, the
> taxonomy will be used by external organizations such as Cooperative
> Extension programs that are a partnership between state, local,
> national government and Land-Grant universities. It should be clear
> the impacts of this investment reach beyond the bounds of USDA and its
> agencies to state and local as well as educational institutions.
>
> Since the focus of the eDeployment investment is the delivery of
> information and services to citizens, USDA has and will continue to
> leverage customer surveys, focus groups, and 3^rd^ party data. These
> methods will promote and maintain a continuous understanding of the
> eDeployment audience. By using audience information collected by local
> organizations, USDA will better understand its different audiences and
> evolve online information and services according to the audience
> needs.
>
> eDeployment supports and impacts USDA's participation in presidential
> initiatives that are multi-agency. Examples of this are the eGrants
> and eLoans eGovernment initiative.

7.a. *If this is a multi-agency initiative, discuss the partnering
strategies you are implementing with the participating agencies and
organizations.*

> eDeployment in not a multi-agency initiative but it impacts USDA
> partners and supports strategic initiatives. In the case of enterprise
> wide taxonomy, USDA will partner with outside parties by sharing of
> information and the taxonomy classification. Partners will then use
> this taxonomy to classify information. Likewise, USDA views the
> continuous relationship with its customers and citizens as a vital
> partnership and seeks to utilize different means of audience analysis,
> from market research to audience surveys, to ensure that customer
> needs are met.

2.  *How will this investment reduce costs or improve efficiencies?*

    The investment in the eDeployment initiative will provide both cost
    savings and productivity gains. These improvements can be seen in
    both efficiencies experienced by **users** of eDeployment and the
    **organization** where it is deployed. These improvements are
    provided in details below:

> **Efficiencies to Users**

-   Enables users to easily search for and quickly find relevant and
    timely Web content;

-   Makes Web content consistently and rapidly accessible to public and
    private organizations via increased reliance on electronic-based
    data and information;

-   Allows users to locate relevant information more quickly through a
    centralized information structure; and

-   Eliminates redundant data entry across multiple applications through
    enterprise-wide data sharing.

> **Efficiencies to USDA**

-   Increase citizen self-service to information and employee access to
    indexed FOIA-governed documents through information centralization
    efforts;

-   Decrease redundant processes through the identification and reuse of
    existing information and a centralized structure;

-   Increase employee ability to quickly and consistently create and
    modify Web content through the use of templates, graphic
    repositories, and automated routing to reviewers;

-   Provide access to information more quickly through different search
    engines, a simple user interface, and leveraged skills from
    different Agencies;

-   Allow employees to more efficiently utilize USDA and Agency Web
    sites and applications;

-   Allow employees the ability to locate internal and external,
    current, and correct information that was not previously accessible;

-   Increase employee ability to focus efforts on value-driven
    activities with reduction in the amount of time devoted to locating
    information.

**Cost Avoidance:**

-   Avoids costs that would occur through individual Agencies or Mission
    Areas deploying their own solutions;

-   Eliminates costs related to effort and resources required to
    maintain duplicate data stores; and

-   Increases the ability to effectively and efficiently fulfill
    information requests and avoid legal costs.

**Cost Savings:**

-   Leveraged services provided by enterprise-wide solution reduce
    integration costs and facilitate sharing of information across
    subject matter experts, best practices, lesson learned, and
    technical expertise;

-   Reduces maintenance costs of new and existing applications by
    leveraging existing quality data and best practices;

-   Automates processes for managing content and documents throughout
    their lifecycle and, in effect, reduces employee time otherwise
    dedicated to such tasks;

-   Reduces paper costs related to the purchasing, printing, storing,
    and disposal of paper assets by accessing, storing and managing
    content and documents electronically; and

-   Decreases the number of redundant purchases across USDA and saves on
    economies of scale through the acquisition of highly extensible and
    scalable enterprise-wide solutions.

    1.  *List all other assets that interface with this
        asset\_\_\_\_\_\_. Have these assets been reengineered as part
        of this investment? Yes\_\_\_, No \_[]{.underline}\_.*

> Current USDA eGovernment and Presidential Initiatives were reviewed
> and assessed to confirm that the eDeployment initiative is not an
> investment that is duplicative to existing efforts. It should be noted
> that the eDeployment initiative is not only a unique endeavor by USDA,
> but also an effort that supports the participation and commitment to
> the Presidential Initiatives such as eGrants.
>
> When creating the eDeployment business case, previous GSA and OMB
> initiatives such as FirstGov were used in planning the investment.
> These experiences were utilized when composing the business case to
> address integration areas and lessons learned by previous investments.
>
> eDeployment solution will interface with a number of USDA agency
> applications and eGovernment solutions. These include:

-   eAuthentication

-   eGrants

-   existing agency portals

-   FirstGov search engine

I.C Performance Goals and Measures

+---+---------+-------+--------------+-------+--------------+--------+
| F | Meas    | M     | Measurement  | Bas   | Planned      | Actual |
| i | urement | easur | Indicator    | eline | Improvements | R      |
| s | Area    | ement |              |       | to the       | esults |
| c |         | Cat   |              |       | Baseline     |        |
| a |         | egory |              |       |              |        |
| l |         |       |              |       |              |        |
| Y |         |       |              |       |              |        |
| e |         |       |              |       |              |        |
| a |         |       |              |       |              |        |
| r |         |       |              |       |              |        |
+===+=========+=======+==============+=======+==============+========+
| F | Mission | Dec   | Time saved   | A     | TBD          | TBD    |
| Y | and     | rease | due to the   | bas   |              |        |
| 0 | B       | re    | ability to   | eline |              |        |
| 3 | usiness | dunda | access       | for   |              |        |
|   | Results | ncies | enterprise   | this  |              |        |
|   |         | by    | solutions    | goal  |              |        |
|   |         | prom  | from a       | is    |              |        |
|   |         | oting | common       | pl    |              |        |
|   |         | col   | location.    | anned |              |        |
|   |         | labor |              | to be |              |        |
|   |         | ation |              | cr    |              |        |
|   |         | and   |              | eated |              |        |
|   |         | i     |              | prior |              |        |
|   |         | nform |              | to    |              |        |
|   |         | ation |              | impl  |              |        |
|   |         | sh    |              | ement |              |        |
|   |         | aring |              | ation |              |        |
|   |         | tools |              | of    |              |        |
|   |         | a     |              | the   |              |        |
|   |         | cross |              | sol   |              |        |
|   |         | the   |              | ution |              |        |
|   |         | e     |              | to    |              |        |
|   |         | nterp |              | allow |              |        |
|   |         | rise. |              | p     |              |        |
|   |         |       |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |       |              | m     |              |        |
|   |         |       |              | easur |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | solu  |              |        |
|   |         |       |              | tion. |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | Effic | User         | A     |              | TBD    |
| Y | and     | iency | satisfaction | bas   |              |        |
| 0 | B       |       | associated   | eline |              |        |
| 3 | usiness |       | with the     | for   |              |        |
|   | Results |       | ability to   | this  |              |        |
|   |         |       | effectively  | goal  |              |        |
|   |         |       | utilize the  | is    |              |        |
|   |         |       | solution.    | pl    |              |        |
|   |         |       |              | anned |              |        |
|   |         |       |              | to be |              |        |
|   |         |       |              | cr    |              |        |
|   |         |       |              | eated |              |        |
|   |         |       |              | prior |              |        |
|   |         |       |              | to    |              |        |
|   |         |       |              | impl  |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |       |              | to    |              |        |
|   |         |       |              | allow |              |        |
|   |         |       |              | p     |              |        |
|   |         |       |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |       |              | m     |              |        |
|   |         |       |              | easur |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | solu  |              |        |
|   |         |       |              | tion. |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | Pr    | Increase     | A     | Increase     | TBD    |
| Y | and     | esent | Citizen      | bas   | citizen      |        |
| 0 | B       | users | Satisfaction | eline | satisfaction |        |
| 4 | usiness | with  | level to 7   | for   | level to 7   |        |
|   | Results | i     | (on a 1-10   | this  | (on a 1-10   |        |
|   |         | nform | scale)       | goal  | scale)       |        |
|   |         | ation | associated   | is    |              |        |
|   |         | in a  | with         | pl    |              |        |
|   |         | more  | improved     | anned |              |        |
|   |         | c     | ability to   | to be |              |        |
|   |         | onsis | access and   | cr    |              |        |
|   |         | tent, | locate       | eated |              |        |
|   |         | use   | relevant and | prior |              |        |
|   |         | r-fri | important    | to    |              |        |
|   |         | endly | information. | impl  |              |        |
|   |         | fo    |              | ement |              |        |
|   |         | rmat. |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |       |              | to    |              |        |
|   |         |       |              | allow |              |        |
|   |         |       |              | p     |              |        |
|   |         |       |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |       |              | m     |              |        |
|   |         |       |              | easur |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | solu  |              |        |
|   |         |       |              | tion. |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | Pr    | Reduce the   | A     | Reduce time  | TBD    |
| Y | and     | esent | amount of    | bas   | required to  |        |
| 0 | B       | users | time         | eline | deliver      |        |
| 4 | usiness | with  | required to  | for   | information  |        |
|   | Results | i     | deliver      | this  | to press by  |        |
|   |         | nform | information  | goal  | 50%          |        |
|   |         | ation | to the press | is    |              |        |
|   |         | in a  | via          | pl    |              |        |
|   |         | more  | telephone by | anned |              |        |
|   |         | c     | 50%.         | to be |              |        |
|   |         | onsis |              | cr    |              |        |
|   |         | tent, |              | eated |              |        |
|   |         | use   |              | prior |              |        |
|   |         | r-fri |              | to    |              |        |
|   |         | endly |              | impl  |              |        |
|   |         | fo    |              | ement |              |        |
|   |         | rmat. |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |       |              | to    |              |        |
|   |         |       |              | allow |              |        |
|   |         |       |              | p     |              |        |
|   |         |       |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |       |              | m     |              |        |
|   |         |       |              | easur |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         |       |              | ement |              |        |
|   |         |       |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         |       |              | solu  |              |        |
|   |         |       |              | tion. |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | -     | -   Increase | A     | Increase in  | TBD    |
| Y | and     |    Pr |     Citizen  | bas   | citizen      |        |
| 0 | B       | ovide |              | eline | satisfaction |        |
| 4 | usiness |       | Satisfaction | for   | to 9 (on a   |        |
|   | Results | users |     level to | this  | 1-20 scale)  |        |
|   |         |       |     9 (on a  | goal  |              |        |
|   |         |  with |     1-10     | is    |              |        |
|   |         |       |     scale)   | pl    |              |        |
|   |         |    in |              | anned |              |        |
|   |         | creas |   associated | to be |              |        |
|   |         | ingly |     with     | cr    |              |        |
|   |         |       |     improved | eated |              |        |
|   |         |   rel |     ability  | prior |              |        |
|   |         | evant |     to       | to    |              |        |
|   |         |       |     locate   | impl  |              |        |
|   |         |  prod |     relevant | ement |              |        |
|   |         | ucts, |              | ation |              |        |
|   |         |       |  information | of    |              |        |
|   |         |  serv |     quickly. | the   |              |        |
|   |         | ices, |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |   and |              | to    |              |        |
|   |         |     i |              | allow |              |        |
|   |         | nform |              | p     |              |        |
|   |         | ation |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |  that |              | m     |              |        |
|   |         |     b |              | easur |              |        |
|   |         | etter |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         | meets |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         | their |              | ement |              |        |
|   |         |     n |              | ation |              |        |
|   |         | eeds. |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         | -     |              | solu  |              |        |
|   |         |    Pr |              | tion. |              |        |
|   |         | esent |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | users |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  with |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    in |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  more |              |       |              |        |
|   |         |     c |              |       |              |        |
|   |         | onsis |              |       |              |        |
|   |         | tent, |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   use |              |       |              |        |
|   |         | r-fri |              |       |              |        |
|   |         | endly |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    fo |              |       |              |        |
|   |         | rmat. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | -     |              |       |              |        |
|   |         |   Inc |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    of |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | elect |              |       |              |        |
|   |         | ronic |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  that |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   can |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    be |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  deli |              |       |              |        |
|   |         | vered |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    th |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    po |              |       |              |        |
|   |         | rtal. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | Inc   |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | a     |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         | of    |              |       |              |        |
|   |         | bus   |              |       |              |        |
|   |         | iness |              |       |              |        |
|   |         | and   |              |       |              |        |
|   |         | i     |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         | tr    |              |       |              |        |
|   |         | ansac |              |       |              |        |
|   |         | tions |              |       |              |        |
|   |         | that  |              |       |              |        |
|   |         | can   |              |       |              |        |
|   |         | be    |              |       |              |        |
|   |         | supp  |              |       |              |        |
|   |         | orted |              |       |              |        |
|   |         | th    |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | po    |              |       |              |        |
|   |         | rtal. |              |       |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | -     | Time-savings | A     | 5 minutes    | TBD    |
| Y | and     |    Pr | of 5 minutes | bas   | time savings |        |
| 0 | B       | ovide | by           | eline |              |        |
| 4 | usiness |       | conducting   | for   |              |        |
|   | Results | users | business     | this  |              |        |
|   |         |       |              | goal  |              |        |
|   |         |  with |              | is    |              |        |
|   |         |       |              | pl    |              |        |
|   |         |    in |              | anned |              |        |
|   |         | creas |              | to be |              |        |
|   |         | ingly |              | cr    |              |        |
|   |         |       |              | eated |              |        |
|   |         |   rel |              | prior |              |        |
|   |         | evant |              | to    |              |        |
|   |         |       |              | impl  |              |        |
|   |         |  prod |              | ement |              |        |
|   |         | ucts, |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |  serv |              | the   |              |        |
|   |         | ices, |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |   and |              | to    |              |        |
|   |         |     i |              | allow |              |        |
|   |         | nform |              | p     |              |        |
|   |         | ation |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |  that |              | m     |              |        |
|   |         |     b |              | easur |              |        |
|   |         | etter |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         | meets |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         | their |              | ement |              |        |
|   |         |     n |              | ation |              |        |
|   |         | eeds. |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         | -     |              | solu  |              |        |
|   |         |    Pr |              | tion. |              |        |
|   |         | esent |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | users |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  with |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    in |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  more |              |       |              |        |
|   |         |     c |              |       |              |        |
|   |         | onsis |              |       |              |        |
|   |         | tent, |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   use |              |       |              |        |
|   |         | r-fri |              |       |              |        |
|   |         | endly |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    fo |              |       |              |        |
|   |         | rmat. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | -     |              |       |              |        |
|   |         |   Inc |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    of |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | elect |              |       |              |        |
|   |         | ronic |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  that |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   can |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    be |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  deli |              |       |              |        |
|   |         | vered |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    th |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    po |              |       |              |        |
|   |         | rtal. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | Inc   |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | a     |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         | of    |              |       |              |        |
|   |         | bus   |              |       |              |        |
|   |         | iness |              |       |              |        |
|   |         | and   |              |       |              |        |
|   |         | i     |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         | tr    |              |       |              |        |
|   |         | ansac |              |       |              |        |
|   |         | tions |              |       |              |        |
|   |         | that  |              |       |              |        |
|   |         | can   |              |       |              |        |
|   |         | be    |              |       |              |        |
|   |         | supp  |              |       |              |        |
|   |         | orted |              |       |              |        |
|   |         | th    |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | po    |              |       |              |        |
|   |         | rtal. |              |       |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | -     | -   30% of   | A     | 30%          | TBD    |
| Y | and     |    Pr |     paper    | bas   | reduction in |        |
| 0 | B       | ovide |              | eline | paper        |        |
| 4 | usiness |       |  transaction | for   | transactions |        |
|   | Results | users |              | this  |              |        |
|   |         |       |    converted | goal  |              |        |
|   |         |  with |     to       | is    |              |        |
|   |         |       |              | pl    |              |        |
|   |         |    in |   electronic | anned |              |        |
|   |         | creas |     t        | to be |              |        |
|   |         | ingly | ransactions. | cr    |              |        |
|   |         |       |              | eated |              |        |
|   |         |   rel |              | prior |              |        |
|   |         | evant |              | to    |              |        |
|   |         |       |              | impl  |              |        |
|   |         |  prod |              | ement |              |        |
|   |         | ucts, |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |  serv |              | the   |              |        |
|   |         | ices, |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |   and |              | to    |              |        |
|   |         |     i |              | allow |              |        |
|   |         | nform |              | p     |              |        |
|   |         | ation |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |  that |              | m     |              |        |
|   |         |     b |              | easur |              |        |
|   |         | etter |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         | meets |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         | their |              | ement |              |        |
|   |         |     n |              | ation |              |        |
|   |         | eeds. |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         | -     |              | solu  |              |        |
|   |         |    Pr |              | tion. |              |        |
|   |         | esent |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | users |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  with |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    in |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  more |              |       |              |        |
|   |         |     c |              |       |              |        |
|   |         | onsis |              |       |              |        |
|   |         | tent, |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   use |              |       |              |        |
|   |         | r-fri |              |       |              |        |
|   |         | endly |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    fo |              |       |              |        |
|   |         | rmat. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | -     |              |       |              |        |
|   |         |   Inc |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    of |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | elect |              |       |              |        |
|   |         | ronic |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  that |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   can |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    be |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  deli |              |       |              |        |
|   |         | vered |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    th |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    po |              |       |              |        |
|   |         | rtal. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | Inc   |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | a     |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         | of    |              |       |              |        |
|   |         | bus   |              |       |              |        |
|   |         | iness |              |       |              |        |
|   |         | and   |              |       |              |        |
|   |         | i     |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         | tr    |              |       |              |        |
|   |         | ansac |              |       |              |        |
|   |         | tions |              |       |              |        |
|   |         | that  |              |       |              |        |
|   |         | can   |              |       |              |        |
|   |         | be    |              |       |              |        |
|   |         | supp  |              |       |              |        |
|   |         | orted |              |       |              |        |
|   |         | th    |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | po    |              |       |              |        |
|   |         | rtal. |              |       |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | -     | 25% increase | A     | 25% increase | TBD    |
| Y | and     |    Pr | in the       | bas   |              |        |
| 0 | B       | ovide | amount of    | eline |              |        |
| 4 | usiness |       | information  | for   |              |        |
|   | Results | users | available    | this  |              |        |
|   |         |       | through new  | goal  |              |        |
|   |         |  with | channels     | is    |              |        |
|   |         |       | including    | pl    |              |        |
|   |         |    in | the          | anned |              |        |
|   |         | creas | Internet,    | to be |              |        |
|   |         | ingly | telephone,   | cr    |              |        |
|   |         |       | and wireless | eated |              |        |
|   |         |   rel | devices.     | prior |              |        |
|   |         | evant |              | to    |              |        |
|   |         |       |              | impl  |              |        |
|   |         |  prod |              | ement |              |        |
|   |         | ucts, |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |  serv |              | the   |              |        |
|   |         | ices, |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |   and |              | to    |              |        |
|   |         |     i |              | allow |              |        |
|   |         | nform |              | p     |              |        |
|   |         | ation |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |  that |              | m     |              |        |
|   |         |     b |              | easur |              |        |
|   |         | etter |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         | meets |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         | their |              | ement |              |        |
|   |         |     n |              | ation |              |        |
|   |         | eeds. |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         | -     |              | solu  |              |        |
|   |         |    Pr |              | tion. |              |        |
|   |         | esent |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | users |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  with |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    in |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  more |              |       |              |        |
|   |         |     c |              |       |              |        |
|   |         | onsis |              |       |              |        |
|   |         | tent, |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   use |              |       |              |        |
|   |         | r-fri |              |       |              |        |
|   |         | endly |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    fo |              |       |              |        |
|   |         | rmat. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | -     |              |       |              |        |
|   |         |   Inc |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    of |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | elect |              |       |              |        |
|   |         | ronic |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  that |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   can |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    be |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  deli |              |       |              |        |
|   |         | vered |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    th |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    po |              |       |              |        |
|   |         | rtal. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | Inc   |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | a     |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         | of    |              |       |              |        |
|   |         | bus   |              |       |              |        |
|   |         | iness |              |       |              |        |
|   |         | and   |              |       |              |        |
|   |         | i     |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         | tr    |              |       |              |        |
|   |         | ansac |              |       |              |        |
|   |         | tions |              |       |              |        |
|   |         | that  |              |       |              |        |
|   |         | can   |              |       |              |        |
|   |         | be    |              |       |              |        |
|   |         | supp  |              |       |              |        |
|   |         | orted |              |       |              |        |
|   |         | th    |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | po    |              |       |              |        |
|   |         | rtal. |              |       |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | -     | 100%         | A     | 100%         | TBD    |
| Y | and     |    Pr | increase in  | bas   | increase in  |        |
| 0 | B       | ovide | the amount   | eline | amount of    |        |
| 4 | usiness |       | of traffic   | for   | traffic      |        |
|   | Results | users | received or  | this  | received     |        |
|   |         |       | retrieved    | goal  |              |        |
|   |         |  with | (Kbs         | is    |              |        |
|   |         |       | t            | pl    |              |        |
|   |         |    in | ransferred.) | anned |              |        |
|   |         | creas |              | to be |              |        |
|   |         | ingly |              | cr    |              |        |
|   |         |       |              | eated |              |        |
|   |         |   rel |              | prior |              |        |
|   |         | evant |              | to    |              |        |
|   |         |       |              | impl  |              |        |
|   |         |  prod |              | ement |              |        |
|   |         | ucts, |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |  serv |              | the   |              |        |
|   |         | ices, |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |   and |              | to    |              |        |
|   |         |     i |              | allow |              |        |
|   |         | nform |              | p     |              |        |
|   |         | ation |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |  that |              | m     |              |        |
|   |         |     b |              | easur |              |        |
|   |         | etter |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         | meets |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         | their |              | ement |              |        |
|   |         |     n |              | ation |              |        |
|   |         | eeds. |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         | -     |              | solu  |              |        |
|   |         |    Pr |              | tion. |              |        |
|   |         | esent |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | users |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  with |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    in |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  more |              |       |              |        |
|   |         |     c |              |       |              |        |
|   |         | onsis |              |       |              |        |
|   |         | tent, |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   use |              |       |              |        |
|   |         | r-fri |              |       |              |        |
|   |         | endly |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    fo |              |       |              |        |
|   |         | rmat. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | -     |              |       |              |        |
|   |         |   Inc |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    of |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | elect |              |       |              |        |
|   |         | ronic |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  that |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   can |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    be |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  deli |              |       |              |        |
|   |         | vered |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    th |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    po |              |       |              |        |
|   |         | rtal. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | Inc   |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | a     |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         | of    |              |       |              |        |
|   |         | bus   |              |       |              |        |
|   |         | iness |              |       |              |        |
|   |         | and   |              |       |              |        |
|   |         | i     |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         | tr    |              |       |              |        |
|   |         | ansac |              |       |              |        |
|   |         | tions |              |       |              |        |
|   |         | that  |              |       |              |        |
|   |         | can   |              |       |              |        |
|   |         | be    |              |       |              |        |
|   |         | supp  |              |       |              |        |
|   |         | orted |              |       |              |        |
|   |         | th    |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | p     |              |       |              |        |
|   |         | ortal |              |       |              |        |
+---+---------+-------+--------------+-------+--------------+--------+
| F | Mission | -     | 50% Increase | A     | 50% increase | TBD    |
| Y | and     |    Pr | in users per | bas   | in user per  |        |
| 0 | B       | ovide | channel.     | eline | channel      |        |
| 4 | usiness |       |              | for   |              |        |
|   | Results | users |              | this  |              |        |
|   |         |       |              | goal  |              |        |
|   |         |  with |              | is    |              |        |
|   |         |       |              | pl    |              |        |
|   |         |    in |              | anned |              |        |
|   |         | creas |              | to be |              |        |
|   |         | ingly |              | cr    |              |        |
|   |         |       |              | eated |              |        |
|   |         |   rel |              | prior |              |        |
|   |         | evant |              | to    |              |        |
|   |         |       |              | impl  |              |        |
|   |         |  prod |              | ement |              |        |
|   |         | ucts, |              | ation |              |        |
|   |         |       |              | of    |              |        |
|   |         |  serv |              | the   |              |        |
|   |         | ices, |              | sol   |              |        |
|   |         |       |              | ution |              |        |
|   |         |   and |              | to    |              |        |
|   |         |     i |              | allow |              |        |
|   |         | nform |              | p     |              |        |
|   |         | ation |              | erfor |              |        |
|   |         |       |              | mance |              |        |
|   |         |  that |              | m     |              |        |
|   |         |     b |              | easur |              |        |
|   |         | etter |              | ement |              |        |
|   |         |       |              | after |              |        |
|   |         | meets |              | the   |              |        |
|   |         |       |              | impl  |              |        |
|   |         | their |              | ement |              |        |
|   |         |     n |              | ation |              |        |
|   |         | eeds. |              | of    |              |        |
|   |         |       |              | the   |              |        |
|   |         | -     |              | solu  |              |        |
|   |         |    Pr |              | tion. |              |        |
|   |         | esent |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | users |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  with |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    in |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  more |              |       |              |        |
|   |         |     c |              |       |              |        |
|   |         | onsis |              |       |              |        |
|   |         | tent, |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   use |              |       |              |        |
|   |         | r-fri |              |       |              |        |
|   |         | endly |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    fo |              |       |              |        |
|   |         | rmat. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | -     |              |       |              |        |
|   |         |   Inc |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |     a |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    of |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | elect |              |       |              |        |
|   |         | ronic |              |       |              |        |
|   |         |     i |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  that |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   can |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    be |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |  deli |              |       |              |        |
|   |         | vered |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    th |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |   the |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         |    po |              |       |              |        |
|   |         | rtal. |              |       |              |        |
|   |         |       |              |       |              |        |
|   |         | Inc   |              |       |              |        |
|   |         | rease |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | a     |              |       |              |        |
|   |         | mount |              |       |              |        |
|   |         | of    |              |       |              |        |
|   |         | bus   |              |       |              |        |
|   |         | iness |              |       |              |        |
|   |         | and   |              |       |              |        |
|   |         | i     |              |       |              |        |
|   |         | nform |              |       |              |        |
|   |         | ation |              |       |              |        |
|   |         | tr    |              |       |              |        |
|   |         | ansac |              |       |              |        |
|   |         | tions |              |       |              |        |
|   |         | that  |              |       |              |        |
|   |         | can   |              |       |              |        |
|   |         | be    |              |       |              |        |
|   |         | supp  |              |       |              |        |
|   |         | orted |              |       |              |        |
|   |         | th    |              |       |              |        |
|   |         | rough |              |       |              |        |
|   |         | the   |              |       |              |        |
|   |         | p     |              |       |              |        |
|   |         | ortal |              |       |              |        |
+---+---------+-------+--------------+-------+--------------+--------+

## I.D Project Management (Investment Management) \[All Assets\]

The eDeployment initiative will be managed through the USDA eGovernment
Program Management Office (PMO). Project Management functions will be
performed by a certified Project Manager. The PMO and Project Manager
will utilize an Earned Value Management System (EVMS) that is fully
compliant with ANSI/EIA Standard 748 at Level 2 at the eDeployment
project level. This system consists of the formal activities, methods,
tools and practices that are used to develop and maintain an earned
value baseline. This baseline is used to measure project performance,
produce performance variance reports, predict program outcomes, and
revise baselines when justified and formally approved by management.

+----------------------------------------------------+---+---+---+---+
| *1. Is there a project (investment) manager        | Y | [ | N | \ |
| assigned to the investment? If so, what is his/her | e |  | o | _ |
| name?*                                             | s | ] |   | \ |
|                                                    |   | { |   | _ |
| The Project Manager is fully qualified and will be |   | . |   |   |
| supported by a central eGovernment Program         |   | u |   |   |
| Management Office (PMO). Project management proven |   | n |   |   |
| practices and tools will be utilized during the    |   | d |   |   |
| project lifecycle.                                 |   | e |   |   |
|                                                    |   | r |   |   |
|                                                    |   | l |   |   |
|                                                    |   | i |   |   |
|                                                    |   | n |   |   |
|                                                    |   | e |   |   |
|                                                    |   | } |   |   |
+----------------------------------------------------+---+---+---+---+
|                                                    |   |   |   |   |
+----------------------------------------------------+---+---+---+---+
| *1.A. Identify the members, roles, qualifications, |   |   |   |   |
| and contact information of the in-house and        |   |   |   |   |
| contract project (investment) managers for this    |   |   |   |   |
| project (investment).*                             |   |   |   |   |
|                                                    |   |   |   |   |
| This investment is supported by senior             |   |   |   |   |
| representatives of each USDA agency that serve on  |   |   |   |   |
| a USDA advisory board named the USDA eGovernment   |   |   |   |   |
| Working Group. These representatives span          |   |   |   |   |
| management and technical roles in their respective |   |   |   |   |
| agencies including several at the Deputy           |   |   |   |   |
| Administrator and CIO levels. The Project manager  |   |   |   |   |
| and working group members are supported by a       |   |   |   |   |
| contracted team of change management and technical |   |   |   |   |
| experts.                                           |   |   |   |   |
|                                                    |   |   |   |   |
| **eGovernment Working Group Member information     |   |   |   |   |
| available if needed.**                             |   |   |   |   |
+----------------------------------------------------+---+---+---+---+
| 2\. Is there a contracting officer assigned to the |   |   |   |   |
| project (investment)? If so, what is his/her name? |   |   |   |   |
|                                                    |   |   |   |   |
| Shirley Fortune                                    |   |   |   |   |
+----------------------------------------------------+---+---+---+---+

*3. Is there an Integrated Project Team?* Yes\_[]{.underline}\_, No
\_\_.

*3.A. If so, list the skill set represented.*

The integrated project team consists of staff with business and
technical expertise from across USDA. A wide range and depth of skills
are represented in the project team including but not limited to:

-   Project management;

-   Financial management;

-   Contract and acquisition management;

-   Business process design;

-   Organizational design and change management;

-   Records management, regulations and technologies;

-   Portal technologies;

-   Web content management processes and technologies;

-   Functional and technical design;

-   Net-centric technical architectures;

-   Custom and COTS application implementation;

-   Hosting and operations;

-   Security; and

-   Telecommunications

In addition to agency representatives that have and will continue to
participate in different cross-agency, integrated working groups through
out the project, a steering committee is in place with USDA agency
representatives from all of USDA's enabling (one of which is
eDeployment) and strategic initiatives to provide guidance.

Members of the steering committee are:

Sandy Facinoli (lead)

Cynthia Bezz

Vic Powell

Mark Xu,

David Pendlum

Tish Tucker

Owen Unangst

Gary Batko

Bob Bonnet

Melanie Gardner

Bob Hocutt

Robert Macdonald

Peggy Nunnery

Gena Pearson

Janet Stevens

The Steering Committee includes subject matter experts and the Project
Managers from other USDA eGovernment initiatives. Further, this
initiative will be closely managed through a centralized eGovernment PMO
Office. Project management proven EVM practices and tools will be
utilized during the project lifecycle.

*4. Is there a sponsor/owner for this investment?*
Yes\_[]{.underline}\_, No \_\_.

*\
4.A. If so, identify the sponsor/process owner by name and title and
provide contact information.*

Scott Charbo

United States Department of Agriculture

Chief Information Officer

<soctt.charbo@usda.gov>

202-720-8833

I.E **Alternatives Analysis \[All Assets\]\
**

In order for IT investments to successfully address support of the
President's Management Agenda and justification of the investment, the
investment should be collaborative and include industry, multiple
agencies, State, local, or tribal governments, use e-business
technologies and be governed by citizen needs. If the investment is a
steady state investment, then an eGovernment strategy review is underway
and includes all the necessary elements. If appropriate, this investment
is fully aligned with one or more of the President\'s EGovernment
initiatives.

1.  *Describe the alternative solutions you considered for accomplishing
    the agency strategic goals or for closing the performance gap that
    this investment was expected to address. Describe the results of the
    feasibility/performance/benefits analysis. Provide comparisons of
    the returns (financial and other) for each alternative.*

  ------------- -----------------------------------------------------------
  Alternative   Description

  Alternative 1 **Status Quo**: Maintain the existing environment. Under
                the first alternative, USDA does not implement an
                enterprise-wide eDeployment solution.

  Alternative 2 **Distributed Components:** The second alternative delivers
                robust enterprise-wide solutions from multiple hosting
                facilities.

  Alternative 3 **Centralized Components**: The third alternative details a
                centralized approach to deploying the eDeployment
                capabilities. All the components will be hosted from one
                hosting location.
  ------------- -----------------------------------------------------------

The eDeployment cost benefit analysis process leveraged functional and
technical requirements collected from users as the primary inputs. In
addition to the major components of eDeployment (Portal Services,
Document Management, Data Management and Web Content Management), there
are supplementary pieces that are part of the larger solution
(reporting, content aggregation/EAI, load testing tools, load balancing,
SAN storage etc) which impact the cost. These components represent
supporting functionality that is necessary to deliver the Portal
Services, Document Management and Web Content Management capabilities.
The total cost numbers reflect labor, hardware and software costs for
year one. Hardware and software costs were collected by polling vendors
within the different areas of the eDeployment solution. Costs to execute
the different implementation and operations tasks of eDeployment
represent the labor portion of the cost figures.

The total cost of eDeployment is comprised of two logical break points.
The first break point is the \"base cost\" or the cost that is necessary
to setup the technology capabilities and define business processes to
support that technology capabilities. The second price break point
reflects the \"variable cost\" or the cost incurred for agencies to use
the infrastructure. Some of the components of the \"base cost\" are
minimal hardware, baseline software (no user licenses), and labor to
install, configure and test the solutions. Creation of a corporate
taxonomy and year one purchases of eContent are also part of the base
cost.

The variable cost is comprised of software license fees for early
adopter users, additional hardware, technical support for agencies to
use the eDeployment solutions, and integration with legacy systems. The
base and variable cost values reflect implementation of eDeployment at a
level of functionality as defined by the user community. Sensitivity
analysis was performed to determine measures that would lower the base
cost of eDeployment if faced with lower funding levels. Measures
identified would reduce the cost of implementation and support but will
make sacrifices in the flexibility and/or quality of the solution. If
funding is allocated for eDeployment that is lower than the cost of the
recommended approach, then input from the user community will be used to
determine what compromises will be made to deliver the optimal solution
for the available dollars.

For Alternative Two, the Net Present Value (NPV) is equal to
\$426,764,601 for the lifecycle of the project FY2003 to FY2009. This
value indicates that investing in Alternative Two returns \$426,764,601
more in benefits than costs, after adjusting for the time value of
money.

For the purposes of this business case, ROI is described as the NPV
divided by total discounted costs and equals 2.54. Since ROI is often
cited as a percentage, multiplying by 100 converts the decimal rate to
254%, meaning each dollar invested in the system recovers the initial
investment and earns an additional \$2.54 in return.

The ROI has also been described in some instances as the Benefit Cost
Ratio (BCR). In the example above, the BCR is the Total Discounted
Benefit divided by the Total Discounted Costs and equals 3.54. Adding 1
to the ROI before converting to a percentage can also compute BCR.

*1.A. Discuss the market research that was done to identify innovative
solutions for this investment (e.g., used an RFI to obtain 4 different
solutions to evaluate, held open meetings with contractors to discuss
investment scope, etc.,). Also describe what data was used to make
estimates: past or current contract prices for similar work, contractor
provided estimates from RFIs or meetings, general market publications,
etc.*

The following market research and resources were used to identify
innovative solutions for the eDeployment investment as well as better
define the potential goals of the investment. These resources range from
market research on internet user profiles and user statistics to Federal
Government specific usage scenarios.

-   Scenario Design Depends on Person, Forrester Research, August 14,
    2001

-   Sandeep Dayal, Digital Brands: The McKinsey Quarterly, 2000

-   Useit.com, Creating and Using Personas: Neilsen Norman Group, August
    2003

-   FNS.usda.gov, Food Stamp Program FAQ: Food and Nutrition Service,
    July 21, 2003

-   Schoolmeals.nal.usda.gov, National Agricultural Library's Food and
    Nutrition Information Center, July 1, 2003

-   FNS.usda.gov/tn, Team Nutrition: Food and Nutrition Service, August
    2003

-   US Census Bureau, August 2000

-   US Census Bureau, 2001

-   Ippsr.msu.edu, Michigan State University's Institute for Public
    Policy and Social Research, August 2003

-   www.ncsl.org/programs/press/2002/pr021101.htm , National Conference
    of State Legislatures, November 2002

-   Senate.gov, Membership of the 108^th^ Congress, May 8, 2003

-   NFRW.org, National Federation of Republican Women, August 4, 2003

-   PewInternet.org, PEW Internet & American Life Project Survey: Pew
    Research Center, December 2001

-   Usinfo.state.gov, US State Department, August 4, 2003

-   Niddk.nih.gov/health/nutrit/pubs/statobes.htm, Statistics Related to
    Overweight and Obesity: NIH, July 2003

-   Nielsen-netratings.com/pr/pr_030618_us.pdf, Nielsen/Netratings,
    August 4, 2003

-   Mediapost.com, Research Brief: Hispanics Online Almost Daily for An
    Hour: Center for Media Research, August 4, 2003

-   Scenario Design Depends on Persona, Forrester Research, August 14,
    2001

> Projects examples from the Department of Education, the Department of
> Defense, the Environmental Protection Agency, the Department of State
> and GSA were also utilized when identifying alternatives for the
> business case of this investment. Several interviews and demonstration
> sessions were conducted with these various Federal Government projects
> which are either currently pursuing or have implemented similar
> solutions to those of eDeployment.
>
> Pricing information and potential configurations for each alternative
> were further derived through market research.

2.  *Summarize the results of your life-cycle cost analysis performed
    for each investment and the underlying assumptions.*

> The costs below include the costs for external content including
> Digitop and taxonomy costs for FY03 to FY09.

  -------------------------- --------------- --------------- ---------------
  **Cost Elements**          **Alternative   **Alternative   **Alternative
                             1**             2**             3**

  Project                    \$ 0            \$ 3,339,420    \$ 1,623,420
  Initiation/Planning                                        

  Education/Project          \$ 0            \$ 8,977,811    \$ 8,977,811
  Management                                                 

  Data Requirements          \$ 0            \$ 4,963,826    \$ 4,963,826
  Definition                                                 

  Data Design                \$ 0            \$ 4,678,184    \$ 4,456,386

  Software Acquisition       \$ 0            \$ 100,562,380  \$ 107,738,243

  Hardware/Infrastructure    \$ 0            \$ 20,121,226   \$ 20,056,858
  Acquisition                                                

  System Build, Integrate &  \$ 0            \$ 13,007,939   \$ 12,120,748
  Test                                                       

  Rollout                    \$ 0            \$ 9,815,715    \$ 7,919,764

  Data Warehouse             \$ 15,000,000   \$ 0            \$ 0
  Implementation Costs                                       

  Portal Implementation      \$ 8,000,000    \$ 0            \$ 0
  Costs                                                      

  Content Management Costs   \$ 53,732,120   \$ 0            \$ 0

  System Operations          \$ 0            \$ 1,489,050    \$ 1,592,550

  Adaptive and Corrective    \$49,014,227    \$ 8,774,015    \$ 6,521,155
  Maintenance                                                

  Telecom Costs              \$ 155,000      \$ 155,000      \$ 235,000

  Security Costs             \$ 0            \$ 3,239,069    \$ 4,456,083

  Risk Costs                 \$8,133,951     \$ 4,606,115    \$ 8,151,901

  **Total**                  **\$            **\$            **\$
                             133,880,298**   183,738,750**   188,813,745**
  -------------------------- --------------- --------------- ---------------

[]{.mark}

3\. *Which alternative was chosen and why? Define the Return on
Investment (ROI).*

When selecting an alternative with variable costs and benefits from year
to year, the best comparison measures are net present value (NPV) and
return on investment (ROI). NPV indicates the total net benefit of an
investment after adjusting for the time value of money. Any investment
with a positive NPV is economically justified. ROI is calculated by
dividing the NPV by the total discounted costs. An ROI of zero indicates
that the returns from an investment are equal to its costs. A positive
ROI indicates a positive return. ROI is especially useful when resources
are limited, since ROI indicates the total return for each dollar
invested. As a result of the above NPV analysis, we recommend
Alternative Two, since it realizes the highest ROI.

> Alternative Two, Distributed Components, meets all functional
> requirements, is the most flexible, and has the highest NPV and ROI.
> For Alternative Two, with Digitop Costs, the NPV is equal to
> \$426,764,601. The assessment period for the lifecycle of the project
> is Year 2003 to Year 2009. This value indicates that investing in
> Alternative Two returns \$426,764,601 more in benefits than costs,
> after adjusting for the time value of money.
>
> In the figure, ROI is the NPV divided by total discounted costs and
> 2.54. Since ROI is often cited as a percentage, multiplying by 100
> converts the decimal rate to 254%, meaning each dollar invested in the
> system recovers the initial investment and earns an additional \$2.54
> in return.

*3. A. Are there any quantitative benefits that will be achieved through
this investment (e.g., systems savings, cost avoidance, stakeholder
benefits, etc)?*

-   A productivity increase from reduced time spent searching for
    documents;

-   A productivity increase from reduced time spent responding to FOIA
    compliance requests;

-   A productivity increase from automated assembly and distribution of
    content;

-   A productivity increase from automating document routing and
    approval processes;

-   Cost savings from reducing materials costs;

-   Cost savings when developing of Web applications; and

-   Cost savings from development of a USDA style guide.

*\
3. B. For alternative selected, provide financial summary, including Net
Present Value by Year and Payback Period Calculations:*

  -------------- -------------------- --------------- ------------------ ------------------ ------------------- ------------------- -------------------
  **YEAR =**     **FY 2003**          **FY 2004**     **FY 2005**        **FY 2006**        **FY 2007**         **FY 2008**         **FY 2009**

  **Annual       \$13,034,375         \$29,650,461    \$62,373,895       \$112,390,576      \$172,824,601       \$172,824,601       \$172,824,601
  Benefit (AB)**                                                                                                                    

  **Annual Costs \$37,312,385         \$29,203,325    \$34,271,165       \$41,305,875       \$35,606,086        \$ 4,314,911        \$ 4,411,123
  (AC)**                                                                                                                            

  **Discount     1                    0.9346          0.8734             0.9205             0.8163              0.7629              0.7130
  Factor (DF)**                                                                                                                     

  **Discounted   \$13,034,375         \$27,711,321    \$54,477,360       \$103,455,525      \$141,076,722       \$131,847,888       \$123,223,941
  Benefit (DB)                                                                                                                      
  AbxDF**                                                                                                                           

  **Discounted   \$37,312,385         \$27,293,428    \$29,932,436       \$38,022,058       \$29,065,248        \$3,291,845         \$3,145,131
  Cost (DC)                                                                                                                         
  AcxDF**                                                                                                                           

  **Discounted   **(\$24,278,010)**   **\$417,893**   **\$24,544,924**   **\$65,433,467**   **\$112,011,474**   **\$128,556,043**   **\$120,078,810**
  Net (DN)                                                                                                                          
  DB-DC**                                                                                                                           
  -------------- -------------------- --------------- ------------------ ------------------ ------------------- ------------------- -------------------

The Payback Period for the investment is: 2 years.

The Discount Factors have been taken from OMB Revised Circular No. A-94
dated October 29, 1992.

*4. What is the date of your cost benefit analysis?*

February 06, 2003

**I. F Risk Inventory and Assessment \[All Assets\]**

<table style="width:100%;">
<colgroup>
<col style="width: 4%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 7%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 10%" />
<col style="width: 0%" />
<col style="width: 27%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 10%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 27%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 0%" />
<col style="width: 9%" />
</colgroup>
<thead>
<tr class="header">
<th colspan="2"><blockquote>
<p>#</p>
</blockquote></th>
<th colspan="4"><blockquote>
<p>Date Identified</p>
</blockquote></th>
<th colspan="3"><blockquote>
<p>Area of Risk</p>
</blockquote></th>
<th colspan="2"><blockquote>
<p>Description</p>
</blockquote></th>
<th colspan="3"><blockquote>
<p>Probability of Occurrence</p>
</blockquote></th>
<th colspan="5"><blockquote>
<p>Strategy for Mitigation</p>
</blockquote></th>
<th colspan="3"><blockquote>
<p>Current Status</p>
</blockquote></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td rowspan="2"><ol type="1">
<li></li>
</ol></td>
<td colspan="5" rowspan="2"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3" rowspan="2"><blockquote>
<p>Schedule</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>Time required for business process re-engineering could exceed
estimates</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Incorporate business process changes early in the project
plan</p></li>
<li><p>Conduct project monitoring and identification of potential
schedule impacts so that corrective measures can be taken</p></li>
<li><p>Prioritize the processes that will be implemented in order of
importance</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Process Change Plan to be completed in FY 2004</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="2"><blockquote>
<p>Time required to rollout the solution could exceed estimates</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Set realistic expectations and manage those expectations</p></li>
<li><p>Conduct periodic review and reevaluation of the project
plan</p></li>
<li><p>Offer incentives (and penalties) to ensure timely
completion</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Change Control Plan to be completed in FY 2004</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="2"><ol start="2" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Initial Costs</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>Deployment costs could exceed the estimated amount</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Conduct periodic and timely project monitoring according to
milestones</p></li>
<li><p>Tracking time and expenses</p></li>
<li><p>Perform thorough planning</p></li>
<li><p>Implement iterative development processes</p></li>
<li><p>Schedule independent quality control audits</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Budget and Actual costs to be closely monitored via COTR.</p>
</blockquote></td>
</tr>
<tr class="even">
<td rowspan="2"><ol start="3" type="1">
<li></li>
</ol></td>
<td colspan="3" rowspan="2"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="5" rowspan="2"><blockquote>
<p>Lifecycle Costs</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>Proper funding may not be acquired to continue moving forward with
the initiative</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p><strong>Avoidance</strong></p>
</blockquote>
<ul>
<li><p>Present OMB with a concise and thorough business case that fully
supports the vision</p></li>
</ul>
<blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Implement in phases</p></li>
<li><p>Assess and reassess the cost of implementation</p></li>
<li><p>Create a contingency plan for going forward</p></li>
</ul></td>
<td colspan="5"><blockquote>
<p>Funding models to be completed in FY 04</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="2"><blockquote>
<p>Technical support costs could exceed estimated amount</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p><strong>Avoidance</strong></p>
</blockquote>
<ul>
<li><p>Select and task resources to be within budget amounts</p></li>
</ul>
<blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Utilize a project manager to ensure that timeframes and timelines
are met</p></li>
<li><p>Adopt a cohesive, agreed-upon technical support strategy</p></li>
</ul></td>
<td colspan="5"><blockquote>
<p>Funding models to be completed in FY 04</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="2"><ol start="4" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Technical Obsolescence</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>Solutions are out of date when delivered due to advances in
technology</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Highly Unlikely</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Acceptance</strong></p>
</blockquote>
<ul>
<li><p>Incorporate technology upgrades/“just-in-time technology” as
available and keep close watch on standards and other changes in
industry</p></li>
</ul>
<blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Conduct impact analysis of technologies</p></li>
<li><p>Select a solution that incorporates industry open
standards</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Vendor and product analysis being completed as part of the design
phase.</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="2"><ol start="5" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Feasibility</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>The solution cannot support the required volume of use</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Highly Unlikely</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Avoidance</strong></p>
</blockquote>
<ul>
<li><p>Choose a solution that has the ability to support more than the
estimated volume</p></li>
<li><p>Choose software that is scalable and extensible</p></li>
</ul>
<blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Complete ongoing stress testing on the solution to ensure that it
will scale</p></li>
<li><p>Provide load balancing</p></li>
<li><p>Conduct phased development</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Vendor and product analysis being completed as part of the design
phase</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="2"><ol start="6" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>System Reliability</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>The solution does not deliver usable and useful services</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Document lessons learned from early adopters</p></li>
<li><p>Conduct iterative user acceptance and usability testing</p></li>
<li><p>Ensure solid and concise business requirements</p></li>
<li><p>Provide a system to collect and track concerns and ensure that
these are addressed</p></li>
<li><p>Conduct a prototype implementation</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Vendor and product analysis being completed as part of the design
phase</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="2"><ol start="7" type="1">
<li></li>
</ol></td>
<td colspan="3"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p>Dependencies and Interoperability</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Complexity of interfaces with other systems is underestimated</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Somewhat Likely</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Predefine interface protocols that work between disparate
systems</p></li>
<li><p>Leverage early adopters of systems we select</p></li>
<li><p>Define standards using industry protocols</p></li>
<li><p>Define integration requirements</p></li>
<li><p>Ongoing assessment and evaluation based on early
adopters</p></li>
<li><p>Prove solution would integrate through ‘Proof of
Concept’</p></li>
</ul></td>
<td colspan="4"><blockquote>
<p>Agency requirements being assessed as part of vendor product analysis
phase.</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="3"><ol start="8" type="1">
<li></li>
</ol></td>
<td colspan="5"></td>
<td colspan="2"></td>
<td colspan="3"><blockquote>
<p>Other enabling technologies are not implemented in time to support
the solution</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Enforce Departmental coordination of all interrelated enabling
“Smart Choices” to deliver required content management taxonomies,
unified web presence, document management, portal services and
others</p></li>
<li><p>Prioritize the enabling technologies</p></li>
</ul></td>
<td><blockquote>
<p>Vendor and product analysis being completed as part of the design
phase</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="3" rowspan="3"><ol start="9" type="1">
<li></li>
</ol></td>
<td colspan="4" rowspan="3"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3" rowspan="3"><blockquote>
<p>Surety (Asset Protection) Considerations</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Unauthorized users gain access to data, content, or documents stored
in the solution</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Somewhat Unlikely</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Involve USDA Cyber Security Office and agency level security
office in design and review of solutions</p></li>
<li><p>Continuously review and update the Security plan</p></li>
<li><p>Instill accountability to Program Managers</p></li>
</ul></td>
<td colspan="2"><blockquote>
<p>Security plan created as part of the business case, detailed plan
completed in FY 04.</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="3"><blockquote>
<p>Loss of content or documents due to an accident, fire, or other
disaster</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Highly Unlikely</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Avoidance</strong></p>
</blockquote>
<ul>
<li><p>Create offsite backups for content and documents</p></li>
<li><p>A specific, periodic review of Time estimates and Proposed
Solutions outlook with Agency CIO’s and contacts</p></li>
</ul></td>
<td colspan="2">Disaster recovery plan completed in FY 04.</td>
</tr>
<tr class="odd">
<td colspan="3"><blockquote>
<p>Erroneous deletion, destruction, or degradation of the integrity,
validity, and/or authenticity of electronic record material</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Somewhat Unlikely</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Select solution with valid workflow processes and standards for
deletion or destruction of content or documents</p></li>
</ul></td>
<td colspan="2"><blockquote>
<p>Back up plan completed in FY 04.</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="2"><ol start="10" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Monopolistic</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>All solution components may be sourced from a single service
provider.</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Identify the supplier’s financial strengths and profit
motive.</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Contracting plan finalized with budgeting and contracting in FY
04.</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="2"><ol start="11" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>7/31/2003</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Agency Capability</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>USDA is unable to find appropriate talent to design, build and
implement the solution.</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Somewhat Unlikely</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Avoidance</strong></p>
</blockquote>
<ul>
<li><p>Identify contractors that have the capability to design, build
and implement the solution. Also identify contractors with capabilities
to USDA resources.</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Contracting plan finalized with budgeting and contracting in FY
04.</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="2"><ol start="12" type="1">
<li></li>
</ol></td>
<td colspan="4"><blockquote>
<p>10/28/02</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Investment Failure</p>
</blockquote></td>
<td colspan="2"><blockquote>
<p>Project team lacks technical expertise required for successful
implementation</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Somewhat Unlikely</p>
</blockquote></td>
<td colspan="5"><blockquote>
<p><strong>Avoidance</strong></p>
</blockquote>
<ul>
<li><p>Define technical expertise in advance of determining
team</p></li>
<li><p>Screen and select deployment staff with expertise in all
functional areas</p></li>
<li><p>Provide training</p></li>
<li><p>Select staff with prior experience in similar project</p></li>
<li><p>Use resources with overlapping expertise</p></li>
<li><p>Select vendor with good technical support</p></li>
</ul></td>
<td colspan="3"><blockquote>
<p>Specialized technical team is being selected to participate on
initiative in FY 03.</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="3" rowspan="4"><ol start="13" type="1">
<li></li>
</ol></td>
<td colspan="4" rowspan="4"><blockquote>
<p>1/7/2003</p>
</blockquote></td>
<td colspan="3" rowspan="4">Organization and Change Management</td>
<td colspan="3"><blockquote>
<p>Failure to examine and redefine business processes could result in
continued redundant functions</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Avoidance</strong>:</p>
</blockquote>
<ul>
<li><p>Utilize the eGovernment Program Management Office to coordinate
centralized communications that help to reduce redundancies</p></li>
<li><p>Ensure that adequate business process reengineering is included
in the project work plan</p></li>
</ul>
<blockquote>
<p><strong>Control:</strong></p>
</blockquote>
<ul>
<li><p>Document current business processes and identify redundancies
that can be eliminated</p></li>
<li><p>Conduct USDA-wide marketing effort to promote utilization of new
business processes</p></li>
</ul></td>
<td colspan="2"><blockquote>
<p>Process Change Plan to be completed in FY 2004</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="3"><blockquote>
<p>Agencies or individual employees are resistant to adopt proposed
solutions</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Create and implement a change management plan</p></li>
<li><p>Ensure compliance with established communication plan to promote
and market the benefits of the solution to agencies and
employees</p></li>
<li><p>Include as a part of the Performance Elements</p></li>
</ul></td>
<td colspan="2"><blockquote>
<p>eGovernment PMO communications plan to be completed in FY 04.</p>
</blockquote></td>
</tr>
<tr class="odd">
<td colspan="3"><blockquote>
<p>Agencies fail to obtain proper records disposition authority for the
electronic version of the record material associated with new or changed
business functions</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>50/50 Chance</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Utilize a Project Manager to ensure that the proper authority is
obtained at the outset of the project.</p></li>
</ul></td>
<td colspan="2"><blockquote>
<p>Records Management Plan to be completed in FY 04.</p>
</blockquote></td>
</tr>
<tr class="even">
<td colspan="3"><blockquote>
<p>Agencies are unable to migrate existing content and documents (within
scope of the project) into the solution</p>
</blockquote></td>
<td colspan="3"><blockquote>
<p>Somewhat Likely</p>
</blockquote></td>
<td colspan="4"><blockquote>
<p><strong>Investigate</strong></p>
</blockquote>
<ul>
<li><p>Investigate conversion tools</p></li>
</ul>
<blockquote>
<p><strong>Control</strong></p>
</blockquote>
<ul>
<li><p>Utilize outsourcing to get existing content and documents into
the system</p></li>
<li><p>Ensure the solution supports native and open standards</p></li>
<li><p>Create a manifest of existing document types</p></li>
<li><p>Ensure agencies prioritize content and documents for inclusion
into the solution</p></li>
</ul></td>
<td colspan="2"><blockquote>
<p>Migration strategy completed in FY 04.</p>
</blockquote></td>
</tr>
</tbody>
</table>

*1. What is the date of your risk management plan?*

February 04, 2003.

## I.G Acquisition Strategy 

In order to adequately address this area of the business case and
capital asset plan you must employ a strong acquisition strategy that
mitigates risk to the Federal government, accommodate Section 508 as
needed, and use performance based contracts and (SOWs). If you are not
using performance based fixed price contracts, your acquisition strategy
should clearly define the risks that prompted the use of other than
performance based contracts and SOWs. Finally, your implementation of
the Acquisition Strategy must be clearly defined.

*1. Will you use a single contract or several contracts to accomplish
this investment?*

> USDA will use multiple contract vehicles to accomplish this project.
> These contract vehicles will ensure that the Department is always
> receiving the highest level of service and value. Different contracts
> will also be needed for different uses. USDA will require a services
> contract, a contract with various software vendors, hardware vendors,
> and potentially outsourcing contracts as well.

*1.A. What is the type of contract/task order if a single contract is
used?*

N/A

*1B. If multiple contract/task orders will be used discuss the type, how
they relate to each other to reach the investment outcomes, and how much
each contributes to the achievement of the investment cost, schedule and
performance goals. Also discuss the contract/task order solicitation or
contract provisions that allow the contractor to provide innovative,
transformational solutions.*

> Multiple contracts will be used to accomplish this project. Using
> separate contracts for each of the components (or for a combination of
> components, when appropriate) would allow USDA to gain the expertise
> of experts in the various disciplines necessary to successfully
> implement each of the components.
>
> For example, certification and accreditation (C&A) of the eDeployment
> system will be performed by service providers skilled in that area of
> expertise while User Interface (UI) design will be performed by
> providers that have experience and skill in UI design. Each aspect of
> the eDeployment system will look to bring contracts and providers who
> bring the best skills to the investment. Supporting the approach of
> using best of breed providers for different aspects of the system
> helps ensure a high quality end product. Through our Program
> Management Office and our Project Manager, these efforts can also be
> managed consistently and effectively.
>
> Similarly, the eDeployment initiative may choose to use more than one
> provider in an area to ensure quality and integrity of the investment.
> An example of this could be realized during the C&A process.
> Initially, C&A will be performed by USDA's Cyber security group. An
> independent party may *also* be asked to perform C&A to ensure the
> integrity of the review and thus improving the quality of the
> investment.
>
> Firm fixed price and performance contracts will be used for all
> contracts with task orders that clearly outline expected deliverables
> from each service provider in line with the goals of the investment.
> All deliverables will be reviewed and signed-off on at the end of each
> task order and statement of work to ensure that the service provider
> has completed all deliverables to the expectation of USDA as outlined
> in the appropriate task order.

***2. For other than firm-fixed price, performance-based contracts,
define the risk not sufficiently mitigated in the risk mitigation plan,
for that contract/task order, that requires the Government to assume the
risk of contract achievement of cost, schedule and performance goals.
Explain the amount of risk the government will assume.***

> Contracts that are based on time and material are higher in risk due
> to the fact that the cost can increase exponentially if milestones
> aren't met. Also, performance measures would not be included in
> time/material contracts resulting in potentially lower quality
> results.
>
> Risks for contracts other than firm-fixed price or performance-based
> contracts will not be realized due to the fact that other types of
> contracts will not be considered. Only firm-fixed price or
> performance-based contracts will be used for this investment in order
> to reduce risk.

*3. Will you use financial incentives to motivate contractor performance
(e.g. incentive fee, award fee, etc.)?*

Yes. Performance-based contracts will be used wherever possible. This
mechanism ensures quality and consistency in contractor performance for
services. Performance-based invoicing, complementary to service-level
agreements, ensures consistency and quality in service delivery. These
contracts imply accountability of the government as well as the
contractor. Invoices are priced in direct relation to contractor
performance. Execution is entrusted to the contractor and verified by a
USDA contracting representative.

> []{.mark}

***4. Discuss the competition process used for each contract/task order,
including the use of RFP's, schedules or other multiple agency
contracts, etc?***

> Competition will be used to select suppliers. This will ensure that
> services will be competed for best value and for best price. In order
> to limit the amount of time and effort that is required for acquiring
> solutions and services, USDA will leverage GSA and other
> government-wide contractual vehicles wherever possible. The
> eDeployment initiative contracts will be competitively awarded using
> USDA requirements and the Federal Acquisition Regulations (FAR) for
> vendor and contractor evaluation and selection guidance. The primary
> vehicles will be the multi-use contracts available through the Federal
> Technology Service. These contracts are related to each other in that
> the Federal Technology Service at GSA manages them all and they
> support each other's programs. Hardware components and software tools
> and licenses will be purchased using standard delivery orders placed
> with at least three bidders on the GSA Federal Supply Schedule,
> utilizing open market competition, or via a Departmental or
> Government-wide Acquisition Contract (GWAC) in which prices have been
> pre-competed.
>
> The statement of work (SOW) will contain specific deliverables,
> scheduled delivery dates, and minimum acceptable performance and
> module integration requirements to ensure that cost, schedule and
> performance goals are achieved. Provisions will be made such that
> awardees will be required to accept system responsibility to engineer,
> furnish, and install the system components within the scope of issued
> delivery orders. Project areas will conduct biweekly
> performance/production meetings to monitor overall performance. In
> addition, contractor performance will be evaluated on a quarterly
> basis and corrective action will be taken, if required, to ensure
> adherence to contract cost, schedule, and performance goals.

[]{.mark}

*5. Will you use commercially available or COTS products for this
investment?*

> The eDeployment technical capabilities will be created by a
> combination of COTS/Government Off the Shelf (GOTS) and modified
> COTS/GOTS. As much as possible, all products acquired under this
> initiative will be COTS. Some exception to this may be required in
> integrating legacy system applications to the web-based environment to
> provide desired functionality.

*5.A To what extent will these items be modified to meet the unique
requirements of this investment?*

> The extent of modifications to the COTS packages will be minor. These
> products will be configured for the USDA operating environment, but
> will not be heavily customized. Some customization may be required for
> system integration purposes.

*5.B What prevented the use of COTS without modification?*

N/A

*6. What is the date of your acquisition plan?*

1/27/2003

*7. How will you ensure Section 508 compliance?*

> USDA will ensure any applications built using the eDeployment
> capabilities provide ready access to information and services in
> accordance with Section 508 of the Americans with Disabilities Act. A
> reasonable accommodation process will be created and adjusted to
> handle requests and address complaints related to technology. The
> eDeployment solution will be tested for compliance, and vendors will
> certify product(s) as compliant.
>
> The web presence guidelines being defined by the eDeployment
> initiative will also serve as a guide to future online development for
> 508 compliance. Templates for site design will be made available and
> thorough standards for design will be documented and made available
> for all developers in the Department. Finally, USDA already has at its
> disposal several 508 testing tools that are shared across the
> Department and used before deploying online applications.

8\. Acquisition Costs:

*8.A. For budget year, what percentage of the total investment is for
hardware acquisition?*

> Hardware acquisition will comprise 33% of the total investment for FY
> 2003. As total hardware purchases in FY2003 will exceed the
> Departmental threshold of \$250,000, a waiver for this investment was
> submitted and approved by the Department's OCIO.

2004 -- 42%

2005 -- 27%

*8.B. For budget year, what percentage of the total investment is for
software acquisition?*

> Software acquisition will comprise 28% of the total investment for FY
> 2003. As total software purchases in FY2003 will exceed the
> Departmental threshold of \$250,000, a waiver for this investment was
> submitted and approved by the Department's OCIO.

2004 -- 0.04%

> 2005 -- 11%

*8.C. For budget year, what percentage of the total investment is for
services acquisition?*

> Software acquisition will comprise 39% of the total investment for FY
> 2003. As total software purchases in FY2003 will exceed the
> Departmental threshold of \$250,000, a waiver for this investment was
> submitted and approved by the Department's OCIO.

2004 -- 58%

2005 -- 62%

I.H Project (Investment) and Funding Plan

The investment will use the Earned Value Management System (EVMS) that
is fully compliant with ANSI/EIA Standard 748 at Level 2 at the
eDeployment program/project level. This system is the same system that
USDA utilizes and consists of the formal activities, methods, tools and
practices that are used to develop and maintain an earned value
baseline. This baseline is used to measure project performance, produce
performance variance reports, predict program outcomes, and revise
baselines when justified and formally approved by management.

In the charts below are the Work Breakdown Structures for all phases of
the eDeployment investment through 2007. The following timeline shows
the project tasks and milestones outlined in phases against a quarterly
schedule:

Table 4.2a -- Ongoing eDeployment Project Tasks

![](media/image1.wmf){width="8.0in" height="1.167361111111111in"}Table
4.2b -- Phase 1: eDeployment Pre-Implementation Tasks

![](media/image3.wmf){width="8.0in" height="5.125694444444444in"}Table
4.2c -- Phase 2: eDeployment Early Adopter Implementation

![](media/image4.wmf){width="8.0in" height="3.7125in"}Table 4.2d --
Phase 3: eDeployment Enterprise-wide Implementation

I.H.1. Description of performance-based management system (PBMS):

In meeting the ANSI/EIA 748 standard, USDA will implement the following
activities as part of the Control Phase for eDeployment:

1\) Organizational Process Area - A Work Breakdown Structure (WBS) is
used to realize the value assigned to specific project work teams. The
eDeployment WBS breaks the project down into meaningful, manageable
portions, and formally assigns WBS element management to project
managers at the lowest level of task breakdown. The WBS is time-phased,
with specific budget allocations in dollars mapped to activity
performance and milestone achievement over time. A formal process exists
for making and mapping any change to project budget or schedule.

A formal training on Earned Value Management does not exist; however,
one-on-one mentoring occurs as a form of on-the-job training, which
meets Level 2 certification requirements. A standard WBS tool is used to
precisely track time and resource expenditures, and to map them to
specific project tasks and milestones. Automated tool usage is fully
ANSI compliant.

2\) Planning Process Area -- A time-phased budget is established and
maintained throughout the eDeployment project lifecycle. All project
tasks are assigned a budget to the lowest level of project
decomposition. The sum of the budgets for the lower level equals the
budget for the entire project, and budgets are also allocated for
planned future work. As future work tasks become near-term, a
time-phased budget is precisely assigned and managed.

3\) Accounting Process Area -- Costs are recorded using an automated
tool that are consistent with the budget. All cost information is
consistently linked to the primary unit of measure for work performed,
which is labor hours by task. All costs are recorded at the level of
project planning, for both actual work performed and future planning
estimates.

4\) Analysis Process Area -- At the close of each reporting period, both
cost and schedule variances are precisely calculated using an automated
tool. These variances are reported all project and task leaders, as
required by the project plan. If necessary, a root cause analysis is
conducted to determine the origin and primary/secondary causes of any
discovered cost variance. Required actions to correct the variance are
identified and used to modify future activities as part of a formal
variance feedback process.

5\) Revisions Process Area -- A formal revision policy and process
exists to control and monitor any changes to project activities, tasks,
milestones, communications, or deliverables. Changes to the baseline
that may impact scope, budget, or scheduled completion dates are tightly
controlled. A formal change management approval process is used, along
with appropriate documentation and change histories. An approval chain
exists within the project management hierarchy that requires formal
sign-off and approval at multiple levels of management.

6\) Operational Analysis of Performance -- A formal analysis will be
performed to assess the operational effectiveness of the system. The
Operational Analysis of Performance is closely related to the FISMA
review process that involves periodic testing and review of the
operational processes and tools that support the eDeployment system.

I.H.2. Original baseline (OMB-approved at investment outset):

The planned project activities for FY04 include implementation planning,
design, implementation, testing, rollout and operations. The baseline
for the labor, hardware and software costs total to \$ 37,312,385 for
FY03. The cost breakdown is as follows:

+----------------------+-------+-------+--------+----------+---------+
| Cost and Schedule    |       |       |        |          |         |
| Goals: Original      |       |       |        |          |         |
| Baseline for a       |       |       |        |          |         |
| Phase/Segment/Module |       |       |        |          |         |
| of Project           |       |       |        |          |         |
| (Investment)         |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+
| Description of       | Sch   |       |        | Planned  | Funding |
| Milestone            | edule |       |        | Cost     | Agency  |
+----------------------+-------+-------+--------+----------+---------+
|                      | Start | End   | Du     |          |         |
|                      | Date  | Date  | ration |          |         |
|                      |       |       | (in    |          |         |
|                      |       |       | days)  |          |         |
+----------------------+-------+-------+--------+----------+---------+
|                      |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+
| 1\.                  | FY03  | FY04  | 90     | \$       | OCIO    |
| Pre-implementation   |       |       |        | 305,720  |         |
| planning and product |       |       |        |          |         |
| selection            |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+
| 2\. Overall project  | FY04  | FY04  |        | \$       | OCIO    |
| management and       |       |       |        | 2        | and     |
| education            |       |       |        | ,066,707 | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 3\. Design           | FY04  | FY04  |        | \$       | OCIO    |
|                      |       |       |        | 1        | and     |
|                      |       |       |        | ,308,259 | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 4\. Implementation   | FY04  | FY04  |        | \$       | OCIO    |
| and Testing          |       |       |        | 5        | and     |
|                      |       |       |        | ,443,629 | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 5\. Rollout          | FY04  | FY04  |        | \$       | OCIO    |
|                      |       |       |        | 75,000   | and     |
|                      |       |       |        |          | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 6\. Operations       | FY04  | FY04  |        | \$       | OCIO    |
|                      |       |       |        | 260,550  | and     |
|                      |       |       |        |          | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 7\. Adaptive and     | FY04  | FY04  |        | \$       | OCIO    |
| corrective           |       |       |        | 35,000   | and     |
| maintenance          |       |       |        |          | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 8\.                  | FY04  | FY04  |        | \$       | OCIO    |
| Telecommunication    |       |       |        | 25,000   | and     |
| costs                |       |       |        |          | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 9\. Security costs   | FY04  | FY04  |        | \$       | OCIO    |
|                      |       |       |        | 885,471  | and     |
|                      |       |       |        |          | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 10\. Risk costs      | FY04  | FY04  |        | \$       | OCIO    |
|                      |       |       |        | 921,223  | and     |
|                      |       |       |        |          | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 11\. Software        | FY04  | FY04  |        | \$       | OCIO    |
|                      |       |       |        | 13       | and     |
|                      |       |       |        | ,846,665 | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| 22\. Hardware and    | FY04  | FY04  |        | \$       | OCIO    |
| infrastructure       |       |       |        | 9        | and     |
|                      |       |       |        | ,904,062 | partic  |
|                      |       |       |        |          | ipating |
|                      |       |       |        |          | a       |
|                      |       |       |        |          | gencies |
+----------------------+-------+-------+--------+----------+---------+
| Completion date:     |       |       |        | Total    |         |
|                      |       |       |        | cost     |         |
|                      |       |       |        | estimate |         |
|                      |       |       |        | at       |         |
|                      |       |       |        | co       |         |
|                      |       |       |        | mpletion |         |
|                      |       |       |        | (FY04):  |         |
|                      |       |       |        |          |         |
|                      |       |       |        | \$ 37,   |         |
|                      |       |       |        | 312,385  |         |
+----------------------+-------+-------+--------+----------+---------+

I.H.3. Proposed baseline/current baseline (applicable *only* if
OMB-approved the changes):

N/A. This will be the first time that the investment cost will be
presented to OMB.

+----------------------+-------+-------+--------+----------+---------+
| Cost and Schedule    |       |       |        |          |         |
| Goals:               |       |       |        |          |         |
|                      |       |       |        |          |         |
| Proposed             |       |       |        |          |         |
| \_\_\_\_\_\_\_\_\_or |       |       |        |          |         |
| Current (OMB         |       |       |        |          |         |
| Approved)\_\_\_      |       |       |        |          |         |
| \_\_\_\_\_\_Baseline |       |       |        |          |         |
| for a                |       |       |        |          |         |
| Phase/Segment/Module |       |       |        |          |         |
| of Project           |       |       |        |          |         |
| (Investment)         |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+
| Description of       | Sch   |       |        | Planned  | Funding |
| Milestone            | edule |       |        | Cost     | Agency  |
+----------------------+-------+-------+--------+----------+---------+
|                      | Start | End   | Du     |          |         |
|                      | Date  | Date  | ration |          |         |
|                      |       |       | (in    |          |         |
|                      |       |       | days)  |          |         |
+----------------------+-------+-------+--------+----------+---------+
|                      |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+
|                      |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+
|                      |       |       |        |          |         |
+----------------------+-------+-------+--------+----------+---------+

I.H.4 Actual performance and variance from OMB-approved baseline
(original or current):

Total planned costs for the FY03 project baseline were \$ 1,769,000.
These costs reflected planning, product selection and technical
architecture activities. The variance between planned and actual costs
was 0%, as all milestones and cost schedule targets were met on time and
on budget.

<table>
<colgroup>
<col style="width: 15%" />
<col style="width: 7%" />
<col style="width: 7%" />
<col style="width: 9%" />
<col style="width: 10%" />
<col style="width: 9%" />
<col style="width: 7%" />
<col style="width: 8%" />
<col style="width: 10%" />
<col style="width: 13%" />
</colgroup>
<tbody>
<tr class="odd">
<td colspan="10"><p><strong>Comparison of OMB Approved Baseline and
Actual Outcome for</strong></p>
<p><strong>Phase/Segment/Module of a Project
(Investment)</strong></p></td>
</tr>
<tr class="even">
<td></td>
<td colspan="5">OMB-approved Baseline</td>
<td colspan="4">Actual Outcome</td>
</tr>
<tr class="odd">
<td rowspan="2">Description of Milestone</td>
<td colspan="3">Schedule</td>
<td rowspan="2">Planned Cost</td>
<td rowspan="2">Funding Agency</td>
<td colspan="2">Schedule</td>
<td rowspan="2">Percent Complete</td>
<td rowspan="2">Actual Cost</td>
</tr>
<tr class="even">
<td>Start Date</td>
<td>End Date</td>
<td>Duration (in days)</td>
<td>Start Date</td>
<td>End Date</td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td colspan="6">Completion date: OMB Approved baseline:</td>
<td colspan="4">Estimated completion date:</td>
</tr>
<tr class="odd">
<td colspan="6">Total Cost: OMB Approved baseline:</td>
<td colspan="4">Estimate at completion:</td>
</tr>
</tbody>
</table>

*B. Provide the following investment summary information from your EVMS
software:*

*B.1. Show the budgeted (planned) cost of work scheduled (BCWS):
[\$]{.underline}*

*B.2. Show budgeted (planned) cost of work actually performed (BCWP):
[\$]{.underline}*

*B.3. Show the actual cost of work performed (ACWP): [\$]{.underline}*

*B.4. Provide a performance curve graph plotting BCWS, BCWP and ACWP on
a monthly basis from inception of this phase or segment/module through
the latest report. In addition, plot the ACWP curve to the estimated
cost at completion (EAC) value, and provide the following EVMS variance
analysis.*

+-------------------------------------------------------------+--------+
| Project (Investment) Summary (Cumulative)                   | Value  |
+-------------------------------------------------------------+--------+
| Cost Variance = (BCWP-ACWP) =                               |        |
+-------------------------------------------------------------+--------+
| Cost Variance % = (CV/BCWP) x 100% =                        |        |
+-------------------------------------------------------------+--------+
| Cost Performance Index (CPI) = (BCWP/ACWP) =                |        |
+-------------------------------------------------------------+--------+
| Schedule Variance = (BCWP-BCWS) =                           |        |
+-------------------------------------------------------------+--------+
| Schedule Variance % = (SV/BCWS) x 100% =                    |        |
+-------------------------------------------------------------+--------+
| Schedule Performance Index (SPI) = (BCWP/BCWS) =            |        |
+-------------------------------------------------------------+--------+
| Two independent Estimates at Completion (EAC) = ACWPcum +   |        |
| (Performance Factor (PF) X                                  |        |
|                                                             |        |
| (BAC minus BCWPcum)), where PF 1 = 1/CPI, and PF 2 = 1/(CPI |        |
| X SPI). =                                                   |        |
+-------------------------------------------------------------+--------+
| Variance at Completion (VAC) = (BAC minus EAC) for both     |        |
| EACs above =                                                |        |
+-------------------------------------------------------------+--------+
| Variance at Completion % = (VAC/BAC) x 100% for both EACs   |        |
| above =                                                     |        |
+-------------------------------------------------------------+--------+
| Estimated Cost to Complete (ETC)=                           |        |
+-------------------------------------------------------------+--------+
| Expected Completion Date =                                  |        |
+-------------------------------------------------------------+--------+

Definitions for Earned Value Management System:

ACWP -- Actual Cost of Work Performed -- What you paid.

BAC -- Budget At Completion -- The baseline (planned) budget for the
investment.

BCWP -- Budgeted Cost for Work Performed -- The earned value.

BCWS -- Budgeted Cost for Work Scheduled -- The planned costs.

CPI -- Cost Performance Index -- The ratio of the budgeted to actual
cost of work performed.

CV -- Cost Variance -- The difference between planned and actual cost of
work performed.

EAC -- Estimate At Completion -- The latest estimated cost at
completion.

ETC -- Estimate to Completion -- Funds needed to complete the
investment.

PF -- Performance Factor -- The cost to earn a dollar of value, or
ACWP/BCWP, or 1/CPI.

SPI -- Schedule Performance Index -- The percent of the investment that
has been completed.

SV -- Schedule Variance -- The variance between the actual and planned
schedules.

VAC -- Variance at Completion -- The variance between the baseline and
actual budget at completion.

*C. If cost and/or schedule variance are a negative 10 percent or more
at the time of this report or EAC is projected to be 10 percent or more,
explain the reason(s) for the variance(s).*

N/A.

***D. Provide performance variance. Explain based on work accomplished
to date, whether or not you still expect to achieve your performance
goals. If not, explain the reasons for the variance. For steady state
projects, in addition to a discussion on whether or not the system is
meeting the program objectives, discuss whether the needs of the owners
and users are still being met.***

N/A.

***E. For investments using EVMS, discuss the contractor, government,
and at least the two EAC index formulas in I.H.4.B, current estimates at
completion. Explain the differences and the IPT's selected EAC for
budgeting purposes. This paragraph is not applicable to operations/
steady state investments.***

N/A.

***F. Discuss the corrective actions that will be taken to correct the
variances, the risk associated with the actions, and how close the
planned actions will bring the investment to the original baseline.
Define proposed baseline changes, if necessary.***

N/A.

***G. If the investment cost, schedule or performance variances are 10%
or greater, has the Agency Head concurred in the need to continue the
program at the new baseline?***

N/A.

+-----------------------------------------------------------------------+
| #                                                                     |
| Part II: Additional Business Case Criteria for Information Technology |
+-----------------------------------------------------------------------+

## II. A Enterprise Architecture 

II.A.1 Business

*A. Is this investment identified in your agency\'s enterprise
architecture? If not, why?*

Yes. The eDeployment initiative is an enterprise-wide initiative. The
tools and services provided through eDeployment will be used by all USDA
agencies to develop and implement electronic delivery of their
information and services. As such, eDeployment has been identified as an
integral part of the USDA's Enterprise Architecture. The intent of this
effort is to develop and deploy the "to be" components of USDA's
Enterprise Architecture related to portals, content/document/records
management services.

*A.1. Will this investment be consistent with your agency's "to be"
modernization blueprint?*

Yes

*B. Was this investment approved through the EA Review committee at your
agency?*

Yes

*C. What are the major process simplification/reengineering/design
projects that are required as part of this IT investment?*

> With the introduction of content management and document management
> capabilities content owners and creators will be empowered to create
> quality enriched content without requiring deep technical abilities.
> This will indirectly change the roles and responsibilities of USDA
> agency content developers and even those who currently communicate to
> external audiences through traditional means. Technical resources who
> were relied upon to create 'web' versions of content, will be allowed
> to focus on higher priority and more technical areas in their
> department and allow non-technical users the ability to publish
> information directly to web sites.

Likewise, our constituents will more easily navigate and find
information that they are looking for through an intentions-based design
and use of a common taxonomy across all our online information. Common
look and feel standards will be identified and enforced throughout the
Department to ensure a higher quality user experience.

> Within the Department as a whole, agencies will be asked to work more
> collaboriatively to develop online solutions. In the past, agencies
> have worked independently and have often provided redundant
> information to our constituents. With the introduction of eDeployment,
> agencies will work together to develop online information and services
> around our common business functions -- a fundamental difference in
> the way USDA does business, but necessary to achieve our goal of
> citizen-centric government.

*D. What are the major organization restructuring, training, and change
management projects that are required?*

> USDA Information Technology personnel will be trained in the necessary
> technologies that are chosen for all areas of eDeployment. These
> trained individuals will be responsible for aspects installation,
> customization and maintenance of the eDeployment system.
>
> Similarly, agency content creators and owners will be trained in the
> technologies and processes that are aligned with eDeployment content
> creation. These technologies and processes will enable users to easily
> create, update and modify information that is delivered to customers
> via the internet.

***E. In order to successfully address this area of the business case
and capital asset plan you must ensure that the investment is included
in the agency's EA and CPIC process, and is mapped to and supports the
Federal Enterprise Architecture. You must also ensure that the business
case demonstrates the relationship between the investment and the
business, data, application, and technology layers of the EA minimum you
should identify the corresponding Mode of Delivery/Service for Citizen
that applies in this section).***

  -------------------- --------------------------------------------------
  Line of Business     Sub-function

  Knowledge Creation   General Purpose Data and Statistics, Advising and
  and Management       Consulting, Knowledge Dissemination

  Controls and         Corrective Action, Program Evaluation, Program
  Oversight            Monitoring

  Internal Risk        Contingency Planning, Continuity of Operations,
  Management &         Service Recovery
  Mitigation           

  Planning and         Strategic Planning, Management Improvement, Budget
  Resource Allocation  Execution, Capital Planning, Workforce Planning

  Public Affairs       Customer Services, Official Information
                       Dissemination, Product Outreach, Public Relations

  Administrative       Help Desk Services
  Management           

  Information &        Lifecycle/Change Management, System Development,
  Technology           System Maintenance, IT Infrastructure Maintenance,
  Management           IT Security, Record Retention, Information
                       Management

  Supply Chain         Services Acquisition
  Management           
  -------------------- --------------------------------------------------

II.A.2 Data

*A. What types of data will be used in this investment? Examples of data
types are health data, geospatial data, natural resource data, etc.*

> The project will use user and meta data to support its objectives.
> Also, since the project will provide infrastructure for USDA-wide Web
> Content, Data Management and Document Management, Agencies will be
> responsible for the data types used by their web applications.

*B. Does the data needed for this investment already exist at the
Federal, State, or Local level? If so, what are your plans to gain
access to that data?*

> User Store: The eDeployment team will work on collaboration with the
> eAuthentication team for the migration (of existing users), creation
> and management of Users.
>
> Meta-data: Some Agencies already have existing meta-data for their web
> application, data and documents. The eDeployment team will work with
> these Agencies to create a USDA-wide standard data structure to be
> followed by all existing and new data.

*C. Are there legal reasons why this data cannot be transferred? If so,
what are they and did you address them in the barriers and risk sections
above?*

No

*D. If this initiative processes spatial data, identify planned
investments for spatial data and demonstrate how the agency ensures
compliance with the Federal Geographic Data Committee standards required
by OMB Circular A-16.*

> Since eDeployment will only provide infrastructure to Agencies, the
> maintenance of any spatial data used by Agencies will thus be the
> responsibility of the corresponding Agency.

*E. If this activity involves the acquisition, handling or storage of
information that will be disseminated to the public or used to support
information that will be disseminated to the public, explain how it will
comply with your agency's Information Quality guidelines (Section 515
requirements)?*

> The identification and proper handling of electronic information
> provided by eDeployment will directly support the impending
> requirements from OMB for establishing quality of information
> guidelines to ensure the quality, objectivity, utility, and integrity
> of information disseminated by the Department of Agriculture.

*F. Managing business information means maintaining its authenticity,
reliability, integrity, and usability and providing for its appropriate
disposition. Address how the system will manage the business information
(records) that it will contain throughout the information life cycle.*

> The Federal Records Act requires Federal Agencies to maintain records
> containing adequate and proper documentation of the organization,
> functions, policies, decisions, procedures, and essential transactions
> of the Agency. It is designed to furnish the information necessary to
> protect the legal and financial rights of the government and of
> persons directly affected by the Agency's activities.
>
> The eDeployment initiative supports the Federal Records Act by
> enabling Agencies to more accurately capture and maintain essential
> documentation and transactions of USDA.

II.A.3 Applications, Components, and Technology

*A. Discuss this major investment in relationship to the Service
Component Reference Model Section of the FEA. Include a discussion of
the components included in this major IT investment (e.g., Knowledge
Management, Content Management, Customer Relationship Management, etc).
For detailed guidance regarding components, please refer to
http://www.feapmo.gov and the SRM Release Document.*

> USDA's eDeployment solution is an enabling initiative that will
> provideProprietary/industry solutions will provide these services
> using integrated COTS packages. This investment mainly supports the
> following service areas:

-   Content Management: eDeployment will enable USDA and it Agencies to
    achieve benefits of the Content Management solutions that will
    enable *Content Authoring, Content Review and Approval, Tagging and
    Aggregation, Content Publishing and Delivery* and *Syndication
    Management*.

-   Document Management: eDeployment solution will support *Document
    Referencing, Document Revisions, Library / Storage, Document Review
    and Approval, Document Conversion, Indexing* and *Classification*.

-   Knowledge Management: *Information Retrieval, Information Mapping/
    Taxonomy, Information Sharing, Categorization, Knowledge
    Distribution* and *Delivery.*

-   Data Management: eDeployment solution will provide standards and
    procedures for data management including *Meta Data Management, Data
    Cleaning, Data Mart, Data Exchange, Data Warehouse, Loading an d
    Archiving, Data Recovery, Extraction and Transformation* and *Data
    Classification*.

-   Collaboration: The Portal solution within eDeployment will support
    *Email, Threaded Discussions, Document Library, Shared Calendaring*
    and *Task management*.

-   Customer Preferences: The portal solution within eDeployment will
    allow customers to manage their preferences. The following services
    will be provided: *Personalization, Profile Management,
    Subscription, Alerts and Notifications, Program/Project management,
    Business Rule Management and Requirements Management*.

-   Customer Initiated Assistance: Customer will have access to *Online
    Help, Registrations* and *Self Service*.

-   Security Management: eDeployment solutions will keep track of *Audit
    Trails* and maintain reports and analysis. Portal solution will also
    manage *Roles/Privileges* of the users, and maintain Users.

*B. Are all of the hardware, applications, components, and web
technology requirements for this investment included in the Agency EA
Technical Reference Model? If not, please explain.*

> The eDeployment initiative is a USDA-wide project sponsored by the
> OCIO in its eGovernment initiative. The Enterprise Architecture (EA)
> for USDA is also being developed under the OCIO with considerations
> for other USDA-wide initiatives including all initiatives under the
> eGovernment. eGovernment initiatives and eGovernment-related changes
> to existing IT investments form the basis for much of USDA's
> enterprise architecture. eGovernment functional goals will drive
> technical, as well as business components of the EA. Changes to
> infrastructure components, like security and telecommunications, will
> be based on eGovernment requirements. In summary, the eGovernment
> initiatives are a component of the Department's "to-be" architecture.

*C. Discuss this major IT investment in relationship to the Technical
Reference Model Section of the FEA. Identify each Service Area, Service
Category, Service Standard, and Service Specification that collectively
describes the technology supporting the major IT investment. For
detailed guidance regarding the FEA TRM, please refer to
[http://www.feapmo.gov](http://www.feapmo.gov/).*

> Service Access & Delivery Service Area: This section describes how
> eDeployment will enable provide its services via the Internet and
> support major browsers.

-   Access Channels: Major *Web browsers* will be supported. Amongst
    *Collaboration Communications* sources, eAuthentication will
    initially support email, but may support kiosks at a later stage.
    Other *Electronic channels* will include Web Services and URLs.
    *Wireless* and *PDA* access is to be determined.

-   Delivery Channels: Initial implementation will support external
    customer applications access via the Internet. Intranet, Extranet
    and VPN may be considered at a later stage.

-   Service Requirements: eDeployment will meet the *Legislative
    requirements* for Section 508, Web Content Accessibility, Security
    and Privacy. The solution will be hosted internally.

-   Service Transport: *Supporting Network services* will be determined
    as the solution is designed. *Service transport* protocols will
    include TCP, IP, HTTP, HTTPS, FTP and IPSec.

> **Service Platform and Infrastructure:** This section discusses the
> delivery and support platforms, infrastructure capabilities and
> hardware requirements to build and maintain the solution. The
> Platforms and infrastructure will be determined on completion of
> solution design.
>
> **Component Framework:** This section discusses the technologies,
> standards and specifications on which the eDeployment solution is
> based.

-   Security: eDeployment solution will use SSL based on the available
    standards for secure pages. Other security features will be provided
    by the eAuthentication solution.

-   Presentation/Interface: eDeployment will support display of both
    *Static* (HTML) and *Dynamic/Server side* display.

> **Service Interface and Integration:** This section defines the
> selected software's enabling elements of distributed business
> applications to interoperate across heterogeneous environment.
> EDeployment has not completed the design of its solution. All
> interface and integration components will be determined during the
> design phase.

*D. Will the application leverage existing components and/or
applications across the Government (i.e., FirstGov, Pay.Gov, etc). If
so, please describe.*

> The Portal sub-initiative will provide hyperlinks to other Government
> applications such as Firstgov, Presidential Initiative and other USDA
> related applications (to be determined). Agencies may also provide
> Agency-specific linkages or leverage components/applications across
> the Government. The identification of such components and applications
> will be conducted by the Agencies.

*E. Financial Management Systems and Projects, as indicated in Part One,
must be mapped to the agency's financial management system inventory
provided annually to OMB. Please identify the system name(s) and system
acronym(s) as reported in the most recent systems inventory update
required by Circular A-11 Section 52.4.*

TBD

## II. B Security and Privacy 

In order to successfully address this area of the business case, each
question below must be answered at the investment (system/application)
level, not at a program or agency level. Simply referring to security
plans or other documents is not an acceptable response. For IT
investments under development, security planning must proceed in
parallel with the development of the system to ensure that IT security
requirements and costs for the lifecycle of the investment are
identified and validated. All IT investments must have up-to-date
security plans and be fully certified and accredited prior to becoming
operational. Anything short of a full certification and accreditation
indicates that identified IT security weaknesses remain and need to be
remedied and is therefore not adequate to ensure funding for the
investment. Additionally, to ensure that requests for increased IT
security funding are appropriately addressed and prioritized, the agency
must identify: 1) current costs; 2) current IT security performance
gaps; and 3) how the funding request will close the performance gaps.
This information must be provided to OMB through the agencies' plan of
action and milestone developed for the system and tied to the IT
business case through the unique project (investment) identifier.

In addition, agencies must demonstrate that they have fully considered
privacy in the context of this investment. Agencies must comply with
Section 208 of the E-government Act and forthcoming OMB implementing
guidance and, in appropriate circumstances, conduct a privacy impact
assessment that evaluates the privacy risks, alternatives and protective
measures implemented at each stage of the information life cycle.
Agencies should utilize the guidance provided in OMB Memoranda in
conducting the PIA and submit a copy, using the unique project
(investment) identifier, to OMB at <PIA@omb.eop.gov>.

*II.B.1. How is security provided and funded for this investment (e.g.,
by program office or by the CIO through the general support
system/network)?*

All funding for projects associated with the USDA's eDeployment
initiative, including physical security considerations, will be provided
by the mission program offices. The eDeployment team will address issues
such as privacy, integrity, accessibility, and reliability of USDA and
customer information, and the prevention of unauthorized access to USDA
systems and networks. The eDeployment team will work closely with OCIO
Office of Cyber Security to ensure all policies and procedures meet all
applicable Federal guidelines and USDA requirements.

The funding within USDA's business case is sufficient to cover any
security weaknesses that may be found within the Federal Information
Security Managers Act (FISMA), risk assessment, testing, and any other
evaluations, including OIG audits. A FISMA review has been completed and
no weaknesses were found.

A security plan has been developed as part of this business case. The
security plan outlines system requirements, management and operational
controls and outlines the security architecture for the eDeployment
investment. The security plan will be implemented during the 'control'
phase of the CPIC process and will act as a reference for guidelines and
processes for individuals and the system related to security.

***A. What is the total dollar amount allocated to IT security for this
investment in FY 2005? Please indicate whether an increase in IT
security funding is requested to remediate IT security weaknesses,
specifying the amount and a general description of the weakness.***

The total IT security cost allocated to eDeployment is \$566,274 for FY
2005. No increase in IT security funding has been requested.

*II.B.2. Please describe how the investment (system/application) meets
the following security requirements of the Federal Information Security
Management Act, OMB policy, and NIST guidelines:*

*A. Does the investment (system/application) have an up-to-date security
plan that meets the requirements of OMB policy and NIST guidelines? What
is the date of the plan?*

> A security plan, in line with OMB and NIST guidelines was completed
> for the eDeployment initiative as part of the select business case
> phase. The date of the eDeployment security plan is February 04, 2003.
> Additionally, the eDeployment initiative will leverage the eGovernment
> eAuthentication solution for security of users and content. The
> eAuthentication solution is on target to achieve Certification and
> accreditation by October 1, 2003.

*B. Has the investment been certified and accredited (C&A)?*

> *Note*: Certification and accreditation refers to a full C&A and does
> not mean interim authority to operate. Additionally, specify the C&A
> methodology used (e.g., NIST guidelines) and the date of the last
> review.
>
> N/A. This investment is still in the select level business case phase.
> The solution has not yet been design, built or implemented. The
> solution will be certified and accredited in subsequent phases of the
> investment once a solution is in place.

*C. Have the management, operational, and technical security controls
been tested for effectiveness? When were most recent tests performed?*

> Since technology solutions for this investment have not been designed
> and implemented, management, operational and technical security
> controls have not yet been tested. However, once the technology
> components to support the eDeployment initiative are in place, annual
> tests of security controls, including scans for vulnerabilities,
> configuration changes, and intrusion attempts, will be conducted
> across all the systems.
>
> The different technology components of the eDeployment solution will
> be hosted at USDA's National IT Center (NITC) which is a "world class"
> hosting facility. NITC provides physical security as well as services
> such as disaster recovery which are frequently tested for
> effectiveness.

*D. Have all system users been appropriately trained in the past year,
including rules of behavior and consequences for violating the rules?*

> The solution has not yet been designed, built or implemented and thus
> security training has not been conducted. USDA has established a
> security awareness and training program to assure that personnel
> involved in the management, operation, programming, maintenance or use
> of all USDA information technology, including solutions that would be
> delivered through the eDeployment initiative, are aware of their
> security responsibilities and know how to fulfill them. The program
> was developed in accordance with Cyber Security (CS) 15, *Computer
> Security Awareness Training Program*, and is accomplished annually at
> the direction of the agency ISSPM. This training includes system
> specific security training for all FTE's, including contractor
> personnel. Contracts include security requirements such as mandatory
> security training, clearances/background investigations, incident
> reporting, and compliance with departmental/agency security
> requirements.
>
> System security training consists of initial security training, which
> is accomplished and documented for all government employee personnel
> during new employee orientation or as soon as possible after beginning
> of employment but no later than 60 days after being hired. Security
> awareness training is conducted for contractors, sub-contractors,
> grantees and co-operators as soon as possible after the contract or
> agreement is effective. For 2003 and beyond, web-based annual security
> refresher and new employee training is accomplished and documented for
> all Employee and Affiliate personnel utilizing the Government Online
> Learning Center ([http://www.golearn.gov](http://www.golearn.gov/)).
>
> The eDeployment initiative will make full of the USDA security
> training program to deliver all the appropriate security training to
> personnel involved in the different facets of the initiative.

*E. How has incident handling capability been incorporated into the
system or investment, including intrusion detection monitoring and audit
log reviews? Are incidents reported to DHS' FedCIRC?*

> A security incident is any event, suspected event or vulnerability
> that could pose a threat to the integrity, availability or
> confidentiality of the system, resources, applications or data.
> Incidents may result in the possession of unauthorized knowledge, the
> wrongful disclosure of information or the unauthorized alteration or
> destruction of data or system resources and violation of Federal or
> State laws. If such violations are detected or suspected, they are to
> be reported immediately to the appropriate security officer or
> security manager.
>
> The systems associated with the eDeployment investment have not yet
> been designed or implemented. However, as part of the design phase,
> the eDeployment team will establish standards and procedures around
> incident response capability to minimize the risk associated with
> violations of system security and to ensure timely detection and
> reporting of actual or suspected incidents or violations. Security
> officers will be responsible for the investigation of known or
> suspected security incidents or violations and notify the appropriate
> chain of command as soon as possible.

*F. Is the system operated by contractors either on-site or at a
contractor facility? If yes, does any such contract include specific
security requirements required by law and policy? How are contractor
security procedures monitored, verified, and validated by the agency?*

> Contractor support will be leveraged in the development and operations
> of the different technology components that make up the eDeployment
> investment. Contractors are required to follow the same security
> requirements, policies, guidelines, and procedures as USDA employees.
> Security tools and equipment will be in place to monitor system use by
> all USDA personnel, whether they are USDA staff, contractors or
> outside entities.
>
> Personnel Security checks thwarts/limits the potential internal access
> of individuals with risky or unfavorable backgrounds from infiltrating
> the system.
>
> Positions relative to the operation of the system have been reviewed
> for sensitivity levels. Background investigations and associated
> clearance levels are defined and positions will be assigned after the
> appropriate investigations have been completed. Systems
> administrators, network administrators, field security officers, and
> others in the department who have the potential or position to
> adversely affect security of agency information must have a background
> check, and possibly a secret clearance if the position involves access
> to classified information. These requirements apply to all contractors
> for USDA Information Technology programs or services
>
> Personnel security policies and procedures will be consistent with
> agency issued policy and will vary with the level of required control,
> depending upon the sensitivity of the information to be handled and
> the risk and magnitude of loss or system degradation that could be
> caused by an individual. All personnel allowed access to the system,
> or allowed possession of its data, must have an authorized
> need-to-know for the information on the system. Site managers and
> supervisory personnel will grant access privileges based on legitimate
> need to have system access. Individuals will be granted only the least
> possible privileges necessary for job performance. Privileges, which
> have not been specifically granted, will be specifically denied.
>
> *II.B.3. How does the agency ensure the effective use of security
> controls and authentication tools to protect privacy for those systems
> that promote or permit public access?*
>
> The eDeployment solutions will leverage USDA's eAuthentication service
> to authenticate internal and external users preventing inappropriate
> access to protected data and systems. All eDeployment systems will be
> integrated to the enterprise-wide eAuthentication solution and will
> receive varying levels of authentication. Once a user has been
> authenticated, authorization for use of the different features of an
> eDeployment system will be handled by the eDeployment system.
> Additionally, the hosting facility for the eDeployment solutions is
> equipped with physical security procedures and technology, as well as
> technologies such as firewalls, switches, and network intrusion
> detection.
>
> *II.B.4. How does the agency ensure that the handling of personal
> information is consistent with relevant government-wide and agency
> policies.*

Data collection and handling (including handling personal information
such as SSN, name, address, IRS, debt and/or ineligibility data) will be
reviewed at several junctures in the department's business and
technology process including:

1.  During negotiations with industry officials, interest groups and
    individual insurance companies;

2.  During legal review;

3.  During development of program regulations and guidelines;

4.  During business analysis;

5.  During IT analysis, development and implementation.

> Some of the data that USDA handles is private in nature. Release of
> that information could bankrupt our private industry partners. This is
> a highly sensitive area for the department. Multiple controls and
> reviews will be conducted for the release of data to the website for
> public use and for the release of FOIA requests. Statistical data
> stripped of all personally identifiable data is typically made
> available to the general public.
>
> Potential data sharing with other entities such as IRS, Treasury,
> Commerce, Justice or other federal agencies must comply with our
> regulations and theirs; as well as any OMB or NIST guidance. Data
> shared with third party reviewers, such as auditors, must be kept
> under lock and key indefinitely or destroyed at the end of the
> project. Internal policies regarding electronic and hardcopy data are
> in place and enforced primarily by the Security officer, system owner
> and financial area.
>
> USDA also plans on conducting a Federal Information Security Review
> (FISMA). The appropriate amount of monetary and personnel resources
> have been allocated to help assist and resolve issues that surface
> from the review. This will ensure a fully compliant and secure system
> and is in line with USDA and Federal security regulations. A FISMA
> review involves receiving certification and accreditation, which
> involves documentation of security processes and plans. Also, the
> eDeployment investment plans on period testing of security controls
> and other operational systems in order to ensure that Operational
> Controls Testing is in compliance with the review. The initiative will
> also comply with security training and contractor regulations mandated
> by FISMA to ensure that the system is compliant.
>
> *II.B.5. If this is a new or significantly altered investment
> involving information in identifiable form collected from or about
> members of the public, has a Privacy Impact Assessment (PIA) for this
> investment been provided to OMB at PIA@omb.eop.gov with the
> investment's unique project (investment) identifier?*
>
> N/A. The eDeployment investment will provide infrastructural
> technologies that will support the delivery of USDA agency
> applications. The eDeployment initiative in itself will not require
> collection of information about members of the public.

## II. C Government Paperwork Elimination Act (GPEA) 

> *II.C.1.If this investment supports electronic transactions or record
> keeping that is covered by GPEA, briefly describe the transaction or
> record-keeping functions and how this investment relates to your
> agency\'s GPEA plan.*
>
> The Government Paperwork Elimination Act of 1998 (GPEA) requires that
> by the end of fiscal year 2003, Federal Agencies implement electronic
> maintenance, submission, or disclosure of information, when practical,
> as an optional substitute for paper. Portal Services will assist
> Agencies in complying with GPEA by providing a \"landing place\" for
> forms-based applications. The eDeployment initiative also makes it
> possible for the content and document lifecycle to begin from creation
> and end in archive and destruction entirely in digital format.
> Printing, distribution and storage costs will be substantially reduced
> by storing and managing all content and documents within an
> enterprise-wide system.
>
> *II.C.2. what is the date of your GPEA plan?*
>
> USDA has submitted GPEA information to OMB in January 2003 and updated
> information in June 2003. The final GPEA plan will be submitted in
> October 2003.
>
> *II.C.3. Identify any OMB Paperwork Reduction Act (PRA) control
> numbers from information collections that are tied to this
> investment.*
>
> N/A