# Presentation: 172640

## Readiness Assessment

December 14, 2001

**December 14, 2001**

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Executive Summary

**Executive Summary**

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

**USDA**
**eGovernment****Strategic Plan**

**Stakeholders**

**Processes**

**Technology**

**USDA**
**Mission**

**Programs, Services, and Information**

- 1) An eGovernment strategicplan is currently being developed

- 2) The implementation of this strategic plan will require the USDA to:
- Train and educate the people (stakeholders) who execute the vision of the USDA;
- Evolve the processes and support functions that define how programs and services are delivered; and,
- Evolve the technology that supports those processes and people.

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

## Executive Summary

- To what degree are the Department’s stakeholders (customers, business partners, and employees) using the internet/intranet and other emerging technologies?
- What Key Business Processes and support functions are e-enabled?
- What technological capabilities and infrastructure exist to support the evolution to eGovernment?

- Gives the Department a "snapshot" of how far its stakeholders, processes, and technology have progressed towards fulfilling the USDA's eGovernment vision
- Inform the strategic direction and prioritization of eGovernment initiatives by revealing the most critical high-impact business functions
- Provide insight into developing eGovernment initiatives in a way that customers, business partners and employees can most benefit from
- Evaluate the level of eGovernment sophistication for Departmental support functions against industry best practices
- Highlight the gaps in technology infrastructure and deployment that are required capabilities for eGovernment

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

**KEY QUESTIONS ADDRESSED BY THE ASSESSMENT**

**WHY CONDUCT THE ASSESSMENT?**

## Executive Summary

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

**Strategic**

**Tactical**

**“****Conservatives”**

**“****Visionaries”**

**“****Starters”**

**“****Pragmatists”**

**Reactive**

**Proactive**

- Starters: 	Implementing only what is mandated by Government
- Conservatives: *Strategic direction to *implement only what is mandated by Government
- Pragmatists: 	Deploy specific eGovernment applications to meet specific needs
- Visionaries: 	Using eGovernment to transform business processes and improve interaction with customers and business partners

- USDA is largely *reactive* in its current implementation of eGovernment i.e. Congressional mandate / OMB dictate what is implemented
- The Department is *tactically *progressing toward implementing eGovernment solutions to support individual programs and services without having communicated an overall strategy
- The readiness assessment uncovered several common needs for eGovernment initiatives.  The opportunity to implement these initiatives will enable the Department to positively change the way it does business

**USDA**

- (Current USDA path)

## Executive Summary

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

- Individual agencies have proactively taken steps to transform the way they do business which can be leveraged by the Department
- A few agencies have defined their eGovernment strategies; the first step in bringing eGovernment to the Department
- The Service Center Modernization Initiative is a good foundation for Internet-based and other electronic interaction with farmers and citizens
- Several Quicksilver initiatives provide the foundation for USDA eGovernment initiatives as part of a broader citizen-centered whole

- Coordination across agencies to achieve common goals
- Strained and costly legacy support and administration systems limit ability to e-enable business processes with current architectures
- Cultural attitude of eGovernment = eFile/GPEA only
- Working with many public and private sector  partners who are in many cases more technologically advanced than the Department
- Citizen expectations based on interactions with industry are high
- Limited budget to reform processes

- NOT READY

- READY

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

**STRENGTHS**

**CHALLENGES**

**Key Business Processes:**

**Stakeholders**

**Processes**

**Technology**

## Executive Summary

- 5

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Executive Summary**

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

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

- 13

- 1

- 2

- 8

- 9

- 6

- 14

- 3

- 10

**11**

- Agency and Department awareness for the need for cross-agency support functions
- Success stories drawing attention to the viability of e-enabling support functions
- Electronic earning statements
- Integrated Application System to reduce procurement costs, ensure a clean audit, etc.
- The Department, every office, and every agency has a web site to serve as the foundation for future development

- Utilizing existing capabilities for new eGovernment initiatives to avoid building new systems
- Integration of systems to enhance existing programs and services
- USDA cultural changes to realize agencies share commonalities in the support functions they require
- Acceptance of Department-wide capabilities and standards
- Estimating and securing funds for Department-wide eGovernment related activities

- 7

**STRENGTHS**

**CHALLENGES**

**Stakeholders**

**Processes**

**Technology**

**Support Functions:**

- 4

## Executive Summary

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

**CITIZEN/CUSTOMER GROUPS**

**BUSINESS PARTNERS**

**EMPLOYEES**

- Most business partner groups have very high levels of access to the Internet
- Most business partners’ access is of high quality, with high-speed, dedicated connections

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

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

**Stakeholders**

**Processes**

**Technology**

- Citizen Groups’ Internet Access, Percent

- Business Partners’ Internet Access, Percent

- Internet and USDA/Agency Intranet Use, Pct.

## Executive Summary

- 2

- 1

- 8

- 4

**Executive Summary**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

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

- 5

- Strategy for Department-wide eGovernment initiatives is being established
- Robust application hosting capability (NITC)
- Proactive Office of Security
- Service Center Modernization coordination efforts across agencies
- Common Computing Environment efforts
- Lessons learned from eFile

- Migration from current production systems to new capabilities
- To present one unified look to customers requires massive system integration efforts
- Multiple Department and Agency backbones increases network complexity
- Addressing basic issues around network access and E-Mail limitations while simultaneously addressing strategic initiatives
- Definition and enforcement of a meaningful and coherent enterprise architecture
- Limited IT resources with eGovernment development experience

- 6

- 7

- 3

**Stakeholders**

**Processes**

**Technology**

**STRENGTHS**

**CHALLENGES**

- 9

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VIII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Introduction and Methodology

**Introduction and Methodology**

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

**USDA**
**eGovernment****Strategy &****Tactical Plan**

**Processes**

**Stakeholders**

**Technology**

**USDA**
**Mission**

**Programs, Services, and Information**

- 1) An eGovernment strategyand tactical plan iscurrently being developed

- 2) The implementation of this strategyand tactical plan will require the USDA to:
- Train and educate the people (stakeholders) who execute the vision of the USDA;
- Evolve the processes and support functions that define how programs and services are delivered; and,
- Evolve the technology that supports those processes and people.

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

## Introduction and Methodology

- To what degree are the Department’s stakeholders (customers, business partners, and employees) using the internet/intranet and other emerging technologies?
- What Key Business Processes and support functions are e-enabled?
- What technological capabilities and infrastructure exist to support the evolution to eGovernment?

- Gives the Department a "snapshot" of how far its stakeholders, processes, and technology have progressed towards fulfilling the USDA's eGovernment vision
- Inform the strategic direction and prioritization of eGovernment initiatives by revealing the most critical high-impact business functions
- Provide insight into developing eGovernment initiatives in a way that customers, business partners and employees can most benefit from
- Evaluate the level of eGovernment sophistication for Departmental support functions against industry best practices
- Highlight the gaps in technology infrastructure and deployment that are required capabilities for eGovernment

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

**KEY QUESTIONS ADDRESSED BY THE ASSESSMENT**

**WHY CONDUCT THE ASSESSMENT?**

## Introduction and Methodology

- To what degree are current processes electronically executed within the Department?
- How does the current environment compare to industry best practices?
- To what extent are these functions ready to support execution of e-enabled Key Business Processes?

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

- Is the technology infrastructure ready for eGovernment initiatives?
- How does the current environment compare to industry best practices?

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

- Stakeholders

- Processes
- (SupportFunctions)

- Technology

- DEFINITION

- KEY QUESTIONS ANSWERED

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

- How do  the Department’s key stakeholders use the Internet, Intranet, and other emerging technologies?
- What level of access do they have?
- What key challenges will the Department face in changing the corporate culture?

- The IT capabilities that have been deployed in the Department to support key business processes and support functions.

- AREA

- Processes
- (Key BusinessProcesses)

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

- What are opportunity areas for key business processes to be e-enabled?
- What are the current challenges to e-enable each key business process?

## Introduction and Methodology

**Introduction and Methodology**

- Stakeholders

- Technology

- AREA

- CRITERIA

- NONE

- DEDICATED DIAL-UP

- BROADBAND

- Access:

- BASIC

- ADVANCED

- LEADING-EDGE

- Level of complexity oftechnologycapabilitiesdeployed:

- Capability:

- No PC available
- Dumb Terminal
- PC w/ no network connectivity

- SHARED

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

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

- Single-use PC with dedicated broadband access

- Publish/Interact web capability
- Manual processes
- No back office integration

- Integrate/transact web capability
- Back office integration/EAI
- Advanced data management

- Integration of alternative computing platforms
- Industry best practices

- BASIC

- ADVANCED

- LEADING-EDGE

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

-  Strengths/Challenges
-  High Opportunity Areas

- Composite ofstakeholder,support function,and technology capabilityreadiness:

- NOT READY

- READY

- Processes
- (SupportFunctions)

- Processes
- (Key BusinessProcesses)

## Introduction and Methodology

***The criteria was developed to evaluate the degree to which USDA is prepared to use eGovernment as a means of delivering their products and services.  This assessment does NOT attempt to appraise the quality of the products and services***
**Over the course of a month and a half, we used several methods of data collection:**
- Interviews of all eGovernment Executives and working group members from most agencies
- Interviews of agency CIO’s and relevant technical contacts
- Interviews of OCIO personnel including usda.gov webmaster, the head of security, etc.
- Interview of eGovernment representatives from Department Offices
- USDA online employee survey (open to all employees and with all invited)
- Visioning sessions
- Secondary research

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Key Business Processes

**Key Business Processes**

- USDA Key Business Processes

- Benefits Administration

- Loan & Guarantee Administration

- Risk Management & Insurance Administration

- Food & Commodity Supply Chain Management

- Forest & Land Management

- Natural Resource Conservation

- Market Access & Development

- Grants Administration

- Industry & Market Regulation

- Technical Education and Assistance

- Disease Control & Prevention

- Outreach and Public Education

- Data Collection, Analysis, and Dissemination

- Research, Develop-ment, and Distribution

- Food Inspection

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

**Stakeholders**

**Processes**

**Technology**

## Benefits Administration

**EGOV STRENGTHS**

- Ensuring funds accountability and performance; reducing fraud and waste in Food Stamps and other benefits programs
- Easier eligibility determination (through data sharing between USDA and other federal agencies)
- Improving communication to beneficiaries about program requirements and changes
- Improving communication and interactions between USDA agencies and business partners
- Because of dollar volume and number of beneficiaries, impact of change/savings is huge

**HIGH OPPORTUNITY AREAS**

- Potential Quicksilver Tie-Ins
- eVitals will collect and share necessary personal information across the Federal government to avoid multiple requests for the same information.
- Web-enabled Customer Service
- Service Centers’ CRM initiative is a good starting point for further customer service initiatives.

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- Food Stamps’ EBT system
- WIC’s planned EBT/smart card system
- Planned Service Center CRM System

- States’ administration of some benefits programs varies significantly
- Smaller percentage of benefits recipients online than other USDA customer groups
- High level of program oversight and security

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

**PARTICIPATING AGENCIES**

- Farm Service agency
- Food and Nutrition Service

**Benefits Administration**

**Stakeholders**

**Processes**

**Technology**

## Benefits Administration

- Low-income families and individuals
- 19M beneficiaries
- 24% use Internet at home1
- Schoolchildren
- 27M beneficiaries
- 66% use Internet at home; 90% at home or school1
- Farmers/producers
- 2.2M beneficiaries11
- 43% use the Internet2

- State and local agencies
- 3100 state & local governments
- 91% of government workers have Internet access1
- Food retailers
- 78,000 participating with FNS
- Warehouses
- 10,000 work with FSA5
- 66% of warehouse workers have Internet access at work1
- School districts
- 14.800 districts in U.S.3
- 98% have Internet access4

- Service Center (RD, FSA, and NRCS) employees
- FNS, FSA Headquarters employees
- FSA state and regional office employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Benefits Administration**

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

**Stakeholders**

**Processes**

**Technology**

## Benefits Administration

**KEY SUPPORT FUNCTIONS REQUIRED**

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Customer Relationship Management
- Service Centers working on a CRM system to enable their customers to seamlessly access service centers through multiple channels.
- Financial Management
- Agency financial management varies widely, but many are still paper-based.
- FNS’ IPAS system automates many financial processes and works with the NFC FFIS system.
- Oversight, Auditing, and Enforcement
- Limited Agency auditing systems
- OIG has a central statistics reporting system for account management.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- Electronic Benefits Transfer (EBT)
- The Food Stamp Program has been transitioning to en EBT system over the past several years, eliminating the need for paper food stamps, smart cards, reducing fraud, and improving service to both beneficiaries and retailers.
- WIC pilots in EBT at state level and looking for integrated approach based on experience
- Mandated Direct Deposit of same commodity price supports and other programs
- FNS has existing/planned portal for States/Partners

**Stakeholders**

**Processes**

**Technology**

## Loan & Guarantee Administration

**EGOV STRENGTHS**

- Need to manage and reduce high loan default rate across all loan programs, especially in a slowing economy
- Reduced funding for agencies means they must increase the efficiency of their service delivery
- Increasing number of loan programs creates significant paperwork and reporting burden for all stakeholders

**HIGH OPPORTUNITY AREAS**

- Potential Quicksilver Tie-Ins
- eLoans Project:  Framework to implement common loan administration systems across the Federal government.
- Customer Relationship Management
- Service Centers’ CRM initiative has the potential to to seamlessly link all loan programs’ customer interaction

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- Service Center CRM system in development will improve customer service for all loan-making agencies.
- High percentage of business partners are on the Internet.

- Implementing eLDP (loan deficiency payment) program important to lowering defaults but is very complex
- Required eGovernment policies and Department-wide procedures (such as eSignatures) not in place
- Solutions must involve Business Partners

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

**PARTICIPATING AGENCIES**

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

**Loan & Guarantee Administration**

**Stakeholders**

**Processes**

**Technology**

## Loan & Guarantee Administration

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

- Rural families
- 2M direct and indirect beneficiaries
- 42% use the Internet2
- Farmers/producers
- 2.2M beneficiaries11
- 43% use the Internet2
- Rural businesses and cooperatives
- 4700 rural co-ops with 4M members11
- 48% use the Internet6
- Rural utilities
- Approx. 3000 rural utility cooperatives
- 29% use the Internet1

- State and local agencies
- 3100 state & local governments
- 91% of government workers have Internet access1
- Banks and lenders
- More than 2000 lenders
- 90% of all banks use the Internet1
- Housing developers
- 89% of real estate workers use the Internet at work1

- Service Center employees
- FSA, RBS, RHS, RUS, Headquarters employees
- FSA and RD state and regional office employees

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Loan & Guarantee Administration**

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

**Stakeholders**

**Processes**

**Technology**

## Loan & Guarantee Administration

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Financial Management
- agency financial management varies widely, but many processes still paper-based.
- Rural Development uses PLAS/GLAS system to manage its loan finances and ensure accountability.
- Customer Relationship Management
- Service Centers working on an integrated CRM system to enable their customers to access service centers through multiple channels seamlessly.
- Document & Records Management
- agencies use their own records management systems; RD uses two systems (for direct and guaranteed loans) across its agencies.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- eLDP (FSA)
- The electronic loan deficiency payment system will provide end-to-end on-line information collection and transaction processing for a selected group of agricultural producers that meet pre-eligibility requirements in a small number of pilot states.  The eLDP is scheduled for launch during the 2nd quarter of FY 2002.
- LINC (RD)
- LINC provides an Internet application where lenders can provide periodic and default status reports electronically.
- eLOAN
- USDA identified as key agency on QuickSilver eLOAN

**Loan & Guarantee Administration**

**Stakeholders**

**Processes**

**Technology**

## Grants Administration

**EGOV STRENGTHS**

- Legislation increasing the number of grant programs, creating more overhead and paperwork
- Need for closer interaction between grant-making agencies across the Federal government
- Many grants now requiring performance measurement and reporting; collection and analysis of this data important

**HIGH OPPORTUNITY AREAS**

- Potential Quicksilver Tie-Ins
- Federal Commons project intends to create a common Federal grants management system.

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- NRCS has an existing eGovernment plan identifying ways to e-enable its grants.
- CSREES leading development of interagency grants management initiative for Quicksilver

- Connectivity and Internet access inadequate in some Service Centers and for some customers (especially in poorer rural areas)
- Common versus Customized solutions for the three agencies involved
- Security and Privacy
- Online performance reporting

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

**PARTICIPATING AGENCIES**

- Cooperative State Research, Education, and Extension Service
- Natural Resources Conservation Service
- Rural Development

**Grants Administration**

**Stakeholders**

**Processes**

**Technology**

## Grants Administration

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

- Farmers/producers
- 2.2M farmers in the U.S.11
- 43% use the Internet2
- Private landowners and environmental groups
- 4.7M beneficiaries8
- Rural businesses and cooperatives
- 4700 rural co-ops with 4M members11
- 48% use the Internet6
- Rural communities
- 13M beneficiaries7
- 42% use the Internet2

- State and local governments
- 3100 state & local governments
- 91% of government workers have Internet access1
- Local conservation districts
- 3500 nationwide8
- Colleges and universities
- Approx. 600 work with USDA9
- Nearly all colleges and 83% of their workers have Internet access1
- Rural nonprofit groups
- 79% of rural nonprofit groups have some form of Internet access8

- Service Center employees
- NRCS and CSREES Headquarters employees
- RD and /OCD Headquarters employees

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Grants Administration**

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

**Stakeholders**

**Processes**

**Technology**

## Grants Administration

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Financial Management
- Grants finances are handled at the agency level and vary from agency to agency
- Customer Relationship Management
- Service Centers are working on an integrated CRM system to enable their customers to seamlessly access service centers through multiple channels
- Oversight and Auditing
- Performance and results measurement is a key part of many grants; current performance measurements systems vary between agency and even between programs

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- eGrants (CSREES)
- Since the Cooperative State Research, Education, and Extension Service (CSREES) business transactions are virtually all grants-related, it has actively been participating in the Inter agency Electronic Grants Committee, the one-stop Federal Commons initiative, and following guidance from the Federal Grants Streamlining Program
- Direct Loans (RD)
- Loans made by conventional lenders and guaranteed by USDA Rural Development to help maintain or establish private business and industry enterprises that create employment opportunities.

**Grants Administration**

**Stakeholders**

**Processes**

**Technology**

## Risk Management and InsuranceAdministration

**EGOV STRENGTHS**

- Process changing over time as RMA moves from traditional crop insurance to new risk management tools
- Proliferation of new products increasing oversight and paperwork burdens
- Current problems exchanging information between all involved stakeholders
- Currently, FSA and RMA duplicate a lot of effort collecting farm production information

**HIGH OPPORTUNITY AREAS**

- Including electronic transactions in new risk management programs
- RMA rapidly adding new programs; including electronic transactions providing more ‘bang for the buck’ than e-enabling existing programs
- Review and feedback process for product evaluation
- Collaboration with insurance companies, agents
- Collaboration is easier to implement among relatively small number of agents and insurance companies, who can then better serve farmers

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- eFILE legislation has pushed RMA to focus on e-enabling its programs with Business Partners.
- Many crop insurance agents and all underwriters use the Internet, may be receptive to electronic communication and transaction tools.

- Rapidly increasing number of programs increasing complexity for agency IT and customers
- The majority of crop insurance customers do not use the Internet.
- Continued buy-in from Private Sector

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

**PARTICIPATING AGENCIES**

- Risk Management agency

**Risk Management and Insurance****Administration**

**Stakeholders**

**Processes**

**Technology**

## Risk Management and InsuranceAdministration

- 2.2M farmers in the U.S.
- 43% use the Internet2
- Grower groups and associations
- 3600 rural co-ops
- 48% use the Internet6

- Crop insurance companies
- 17 work with RMA
- All have Web sites, 15 will process limited online transactions by Dec. 2001
- Insurance agents
- 15,000 crop insurance agents10
- 93% of insurance companies and agents use the Internet at work1

- RMA Headquarters employees
- RMA regional office employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Risk Management and Insurance****Administration**

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

**Stakeholders**

**Processes**

**Technology**

## Risk Management and InsuranceAdministration

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Data and Records Management
- Actuarial tables, historical crop yield information, and other records are key to administering insurance
- Much of the public data is stored electronically and available on the web
- Oversight, Auditing, and Enforcement
- RMA currently collects crop yield and production information to verify claims; collection is generally paper-based and duplicates FSA data collection.
- Customer Relationship Management
- RMA and crop insurance activities have little interaction with FSA and other farmer-facing activities, despite a common customer base.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- RMA Online
- Risk Management Agency (RMA), which administers the federal crop insurance program, enable producers to obtain forms and information (e.g., crop insurance applications, yield reports etc.) over the Internet.
- RMA Premium Calculator
- This application allows producers to input their product(s), assess how much each product would cost and for whom these products will benefit.

**Risk Management and Insurance****Administration**

**Stakeholders**

**Processes**

**Technology**

## Food & Commodity SupplyChain Management

**EGOV STRENGTHS**

- Designing a modern successor to the PCIMS system
- Providing better commodity availability and purchase data to school districts and other buyers

**HIGH OPPORTUNITY AREAS**

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

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- Planned FATES system will streamline commodity management.
- Nearly all participants in the supply chain process use the Internet.
- STARS planning to move web enable existing systems

- Food supply chain very complex, requires cooperation among many agencies and Business Partners
- Cost of maintaining legacy system while developing new systems

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

**PARTICIPATING AGENCIES**

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

**Food & Commodity Supply****Chain Management**

**Stakeholders**

**Processes**

**Technology**

## Food & Commodity SupplyChain Management

- 2.2M farmers in the U.S.
- 43% use the Internet2
- Nonprofit groups (domestic and intl.)
- 83% have access to the Internet2

- State and local agencies
- 3100 state & local governments
- 91% of government workers have Internet access1
- Warehouses
- 10,000 work with FSA5
- 66% of warehouse workers have Internet access at work1
- School districts
- 14.800 districts in U.S.3
- 98% have Internet access4
- Transport Companies
- 10,000 work with FSA5
- 73% use the Internet1

- FAS, FNS, AMS Headquarters employees
- Regional and field office employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Food & Commodity Supply****Chain Management**

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

**Stakeholders**

**Processes**

**Technology**

## Food & Commodity SupplyChain Management

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Procurement
- AMS’ commodity procurement system enables sellers to place bids over the web.
- PCIMS system manages commodity supply and demand across agencies.
- Financial Management
- FNS has automated financial management systems that interface with NFC systems; other agencies’ financial systems less sophisticated.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- STARS (FNS)
- This system automates the Department’s Food Stamp Program (FSP) benefit redemption functions. STARS deals primarily with the food benefit redemption process and the monitoring of the retailer organizations that redeem the benefits.
- EBT (FNS)
- The electronic benefits transfer system is a distribution system of funds to ensure nutrition programs serve those in need at the lowest possible cost.
- FATES
- USDA relies on this system to buy commodities, inventory them, manage these assets, and deliver them to customers.

**Food & Commodity Supply****Chain Management**

**Stakeholders**

**Processes**

**Technology**

## Food Inspection

**EGOV STRENGTHS**

- Increased focus on homeland security means need for tighter food inspections
- Greater cooperation and partnership with food producers/processors as result of HACCP implementation
- Need for quicker data sharing among inspectors
- Need to provide citizen information in a  user friendly format
- Need to have Federal, State and Private Sector collaboration

**HIGH OPPORTUNITY AREAS**

- Improving inspector connectivity
- Improving inspector input of data and access to FSIS resources through the use of wireless handheld devices would enable better execution of other support functions such as knowledge management and workflow
- Distance learning
- Field inspectors would benefit from an online curriculum constantly improving their skills

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- FSIS is currently working with FDA and states on FoodNet and PulseNet systems to track food illnesses
- FSIS 1-800 number with 90,000 calls last year

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

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

**PARTICIPATING AGENCIES**

- Food Safety and Inspection Service

**Food Inspection**

**Stakeholders**

**Processes**

**Technology**

## Food Inspection

- 285M consumers
- 42% use the Internet1
- Retailers and restaurants
- 35% of all food retailers have Internet access1
- 24% of restaurants have Internet access1

- Primary producers
- 2.2 million
- 43% use the Internet2
- Food processors
- 72% have Internet access2
- Customs, FDA, and other Federal agencies

- FSIS food inspectors: at processing plants
- All food inspectors at a plant generally share one Internet-enabled computer
- FSIS food inspectors at ports

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Food Inspection**

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

**Stakeholders**

**Processes**

**Technology**

## Food Inspection

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Knowledge Management
- Food inspectors at thousands of sites must maintain consistent standards.
- Food inspection has no specific knowledge-management solution.
- Training
- Training is key to ensuing that inspectors keep the food supply safe.
- Current training is generally in-person or classroom-based at FSIS’ Texas Tech University training center.
- Communications
- Information-sharing currently relies mostly on traditional systems (telephone and mail).
- FSIS has expressed need for a just-in-time system incorporating new technologies.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- LEARN (FSIS)
- The LEARN application will be used to notify agency personnel of the testing status and results for tissue samples submitted to FSIS laboratories.  Sample status and results can be sent to inspected establishments via their Internet e-mail
- International Trade Data System
- Defining common data dictionary for all Government entities to help the seamless input and reporting of data collected during food and other inspections - USDA is an active participant
- 1-800 Number

**Food Inspection**

**Stakeholders**

**Processes**

**Technology**

## Forest & Land Management

**EGOV STRENGTHS**

- Collection of land inventory and other data slow, arduous; inhibits forest planning process
- New focus in increased commercial use of natural resources on USDA-managed lands
- Rapid procurement necessary because of need for quick firefighting response
- Permitting process not standardized, paper-intensive, places large burden on applicants
- Nexis with NRCS on land management

**HIGH OPPORTUNITY AREAS**

- Streamlining procurement
- Procurement is essential for forest and land management but currently is based on outdated procedures and systems.  A modern, e-enabled procurement system would provide much quicker turnaround with less time and effort.
- ePermits
- A standardized, unified forest permits system would improve citizen service and save time and effort.

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- Forest Service is actively developing its own agency-level eGovernment strategy.
- Users have already proven to use electronic services based on the popularity of interagency Recreation.gov effort

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

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

**PARTICIPATING AGENCIES**

- Forest Service

**Forest & Land Management**

**Stakeholders**

**Processes**

**Technology**

## Forest & Land Management

- Recreation.gov has had millions of hits
- Ranchers
- 33% have Internet access1
- Private landowners and environmental groups
- 9,000 direct beneficiaries, 10M total8

- Mining and timber industries
- 87% of worksites have Internet access1
- State and local agencies
- 91% of government workers have Internet access1

- Forest Service Headquarters employees
- Forest Service field office employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Forest & Land Management**

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

**Stakeholders**

**Processes**

**Technology**

## Forest & Land Management

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Procurement
- Land management requires extensive procurement of many items nearly immediately (e.g., firefighting materials).
- Current procurement system cumbersome, often takes significant effort to complete transactions
- Financial Management
- Forest Service financials incredibly complex—NFC must stop all other work for 24 hours to process them
- Asset/Facility Management
- Forest Service currently has no single system where it can track and inventory its assets, which vary from forests themselves to fire trucks to buildings

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- Electronic Permitting (FS)
- The Forest Service plans to use electronic means for the permitting process from application to approval, payment, and monitoring
- Electronic Buying Process (FS)
- The Forest Service plans to create an integrated FS buying process tying together process with FS and vendors
- Forest Planning and Wildlife Monitoring (FS)
- The Forest Service continued providing wildfire status and other information on the Internet to potentially affected individuals and communities
- Recreation.gov
- Citizens can make eReservations for forests/parks online.

**Forest & Land Management**

**Stakeholders**

**Processes**

**Technology**

## Natural Resource Conservation

**EGOV STRENGTHS**

- New programs very information intensive—sharing and analyzing information key
- Lack of performance data makes agency accountability difficult
- Decentralized administration makes collaboration difficult

**HIGH OPPORTUNITY AREAS**

- Collaboration with conservation partners
- NRCS works with local conservation districts, state and local governments, and other partners to accomplish its conservation activities.
- Establishing an extranet for these partners would encourage better communication and coordination and would provide a foundation for knowledge management capabilities.

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

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

- Communications infrastructure and Internet access inadequate, both in some Service Centers and for some customer groups
- Data sharing with conservation partners raises currently unaddressed security issue

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

**PARTICIPATING AGENCIES**

- Natural Resources Conservation Service
- Forest Service

**Natural Resource Conservation**

**Stakeholders**

**Processes**

**Technology**

## Natural Resource Conservation

- 87% of worksites have Internet access1
- Private forest & land owners and environ-mental groups
- 4.7M beneficiaries, 10M total8

- State and local governments
- 91% of government workers have Internet access1
- Local conservation districts
- 3500 nationwide8

- Service Center employees
- NRCS Headquarters employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Natural Resource Conservation**

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

**Stakeholders**

**Processes**

**Technology**

## Natural Resource Conservation

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Knowledge Management and Collaboration
- NRCS services often delivered in conjunction with local conservation districts
- Best practices and other knowledge currently shared informally—no specific knowledge-sharing system for NRCS and districts
- Security a major, unadressed concern in data sharing, especially watershed data and other sensitive information
- Customer Relationship Management
- Service Centers are working on an integrated CRM system to enable their customers to access service centers through multiple channels seamlessly

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- eForms Service
- The Natural Resource Conservation Service (NRCS) along with FSA and RD provides agency forms and published information online.  Through these agencies USDA successfully deployed a common Internet site complying with the e-File Act
- One-Stop Service (NRCS)
- NRCS is working to have a true one-stop service at each Service Center, offered in-person, by phone, or online

**Natural Resource Conservation**

**Stakeholders**

**Processes**

**Technology**

## Disease Control & Prevention

**EGOV STRENGTHS**

- Increased focus on homeland security means need for tighter inspections at ports
- Need for greater cooperation and data sharing with Customs and other agencies
- Quick response to pests/diseases detected in the U.S. is critical
- Permitting process can be difficult, slow; needs to be modernized

**HIGH OPPORTUNITY AREAS**

- Coordination and information sharing with Customs
- APHIS’ inspections could be streamlined and customer burdens could be reduced by using Customs import data
- Streamlining correspondence process

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

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

- Data sharing is vital to APHIS’ role.
- APHIS is behind the curve on data sharing with other Federal and State agencies

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

**PARTICIPATING AGENCIES**

- Animal and Plant Health Inspection Service

**Disease Control & Prevention**

**Stakeholders**

**Processes**

**Technology**

## Disease Control & Prevention

- 42% have the Internet at work1
- General public
- 285M Americans
- 42% use the Internet1

- State and local agencies
- 3100 state & local governments
- 91% of government workers have Internet access1
- Customs, CDC, and other federal agencies
- Foreign governments and organizations

- APHIS Headquarters employees
- APHIS port inspectors

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Disease Control & Prevention**

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

**Stakeholders**

**Processes**

**Technology**

## Disease Control & Prevention

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Intergovernmental Relations/Research/ Knowledge/Records Management
- APHIS works closely with Customs and other Agencies to accomplish its mission.
- Currently there is little coordination between APHIS and other Agencies; APHIS has been specifically pushed by GAO to coordinate and share data with Customs.
- Knowledge Management
- Need for KM solution to help inspectors discern trends across locations and best direct limited time and other resources
- No current KM solution in APHIS or across inspection Agencies

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- E-FOIA (APHIS)
- Interested parties can query a web accessible database of all APHIS FOIA information, providing greater access to information and saving significant staff effort.
- Annual Animal Usage Report (APHIS)
- Laboratories can complete and transmit required reports to APHIS online, reducing their regulatory burden.

**Disease Control & Prevention**

**Stakeholders**

**Processes**

**Technology**

## Market Access & Development

**EGOV STRENGTHS**

- International programs focusing on more and more countries
- Dealing more with small and medium-sized businesses, not just large ones
- Increasing partnerships with private organizations to deliver grading and certification programs
- Need for modernization of grading and certification programs to enable their use in electronic trading environments

**HIGH OPPORTUNITY AREAS**

- eGrading/eCertifications
- Business’ use of grading and certification services can be enhanced by migrating to online processes
- Information aggregation for exporters
- A unified portal for agricultural exporters (similar to and linked to export.gov)  would facilitate further U.S. exports
- Call Center for person-to-person or email contact with a USDA expert

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- AMS has identified possible eGovernment initiatives and priorities and have begun to participate in eMarketplaces
- Support functions including training and communications are already being improved and e-enabled.

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

**PARTICIPATING AGENCIES**

- Foreign Agricultural Service
- Agricultural Marketing Service
- Grain Inspection, Packers, & Stockyards Administration
- Animal and Plant Health Inspection Service

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

**Market Access & Development**

**Stakeholders**

**Processes**

**Technology**

## Market Access & Development

- Agricultural exporters and importers
- $51B in total i.e. exports, $90B in total i.e. trade11
- 88% use the Internet2
- Farmers/producers
- 2.2M farmers in the U.S.
- 43% use the Internet2
- Consumers
- 285M consumers
- Overall, 42% use the Internet at home1

- Processors, Distributors
- 73% of locations have Internet access1
- Private inspection and certification agencies
- Foreign governments
- Foreign banks

- Grain inspectors
- AMS, FAS, GIPSA Headquarters employees
- MRP regional and field office employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Market Access & Development**

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

**Stakeholders**

**Processes**

**Technology**

## Market Access & Development

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Knowledge Management
- Some agencies and programs have their own ad hoc knowledge management systems, but there is no standard system.
- Marketing and Communications
- Each agency communicates and distributes its market data differently, but all of them make at least some data available on the Web.
- Few agencies have advanced communications tools such as automatic e-mail alerts
- Document & Records Management
- Most market news and other records are stored electronically
- Certifications and other products are entirely paper-based despite changing market needs

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- UES (FAS)
- The Unified Export Strategy (UES) system was created to enable FAS to work with its Government and private strategic partners allowing access to one or  all six international market development programs with one application
- eMarketplace (Office of Procurement)
- The Office of Procurement is working on a web-based eMarketplace portal that will connect USDA buyers with suppliers
- FSIS Web site (FSIS)
- FSIS is using its web site as a central resource to disseminate issuances, and make information more readily available, such as that in the Library of Export Requirements.

**Market Access & Development**

**Stakeholders**

**Processes**

**Technology**

## Industry & Market Regulation

**EGOV STRENGTHS**

- Need for electronic data collection from regulated businesses
- Changing of regulated industries necessitates more economic analysis as part of regulatory enforcement
- Need to make regulatory requirements (permits, data sharing) less burdensome on businesses
- Integrating with INS, Customs, etc.

**HIGH OPPORTUNITY AREAS**

- Standardized electronic data collection
- Collecting data is a major regulatory function for USDA, but there are currently no data interchange standards; working with regulated industries to devise a standard would save both time and effort.
- ePermits
- Automation of application and approval process
- Data integration with other government services
- Customs, INS, etc.

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- APHIS has already identified and begun planning for an electronic entry/exit permit system.
- Electronic marketplace activities

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

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

**PARTICIPATING AGENCIES**

- Grain Inspection, Packers, and Stockyards Administration
- Animal and Plant Health Inspection Service
- Food Safety and Inspection Service

**Industry & Market Regulation**

**Stakeholders**

**Processes**

**Technology**

## Industry & Market Regulation

- $51B in total i.e. exports, $90B in total i.e. trade11
- 88% use the Internet2
- Farmers/producers
- 2.2M beneficiaries
- 43% use the Internet2
- Plant and animal industries
- 42% have the Internet at work1

- State & local governments
- 91% of government workers have Internet access1
- Foreign governments
- Meatpackers and stockyards
- 62% of plants have Internet access1
- Food processors
- 72% have Internet access2

- APHIS and GIPSA Headquarters employees
- GIPSA and APHIS regional and field office employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Industry & Market Regulation**

***Government and business partners and exporters have high Internet access rates***

**Stakeholders**

**Processes**

**Technology**

## Industry & Market Regulation

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Data & Records Management
- Regulatory functions require the provision of significant quantities of information; most of this  information is stored electronically.
- Collection of this information is not standard-ized, often requires manual data entry.
- IT Management
- Regulatory functions can require analysis and processing of large amounts of data.
- Data processing systems work fairly well, but with little integration with data collection.
- Legal and Legislative Services
- Regulatory functions often require legal support (for challenges to agency decisions, subpoenas of data, etc.).
- Legal support is consistent and generally efficient but few self-service tools.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- Content Management Benchmark (USDA)
- The Department participated in a content management benchmarking study with the American Product Quality Center in FY 2001 to assist in the design and implementation of higher-level services following industry-standard approaches and regulation. The initial components of these services will be developed and implemented in the 2nd quarter of FY 2002
- Department-wide data management strategy being published by the OCIO** **

**Industry & Market Regulation**

**Stakeholders**

**Processes**

**Technology**

## Technical Assistance and Education

**EGOV STRENGTHS**

- Distance learning becoming more important to delivering education to rural and remote communities
- Need to synthesize education to present clearer, more complete picture to citizens
- Finding experts on USDA’s wide range of topics becoming difficult

**HIGH OPPORTUNITY AREAS**

- eLearning
- Many recipients of technical assistance are located in rural or remote areas; eLearning can make USDA technical assistance more accessible.
- Collaboration
- Extranets with knowledge-sharing and collaboration capabilities would offer recipients of technical assistance/education further help and insight, especially if the capabilities of extension services can be leveraged

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- Potentially useful systems, including e-learning/distance learning, are already being developed at USDA.
- Huge repository of curricula and content through the USDA Graduate School, Extension Service

- Technical assistance recipients are often located in remote areas; many may not have Internet access.
- Much of knowledge used by Business Partners (i.e. Universities), that USDA works with, hence the issue of control in sharing data

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

**PARTICIPATING AGENCIES**

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

**Technical Assistance and Education**

**Stakeholders**

**Processes**

**Technology**

## Technical Assistance and Education

- Rural businesses, utilities and cooperatives
- 3600 rural farmer co-ops, 3000 utility co-ops
- 48%of rural businesses use the Internet6
- Farmers/producers
- 2.2M beneficiaries
- 43% use the Internet2
- Landowners and conservationists
- General public
- 285M consumers
- 42% use the Internet1

- Colleges and universities
- Approx. 600 work with USDA9
- Nearly all colleges and 83% of their workers have Internet access1
- Local extension services
- 9000 extension agents in over 3000 counties12
- State and local governments
- 91% of government workers have Internet access1
- Nonprofit groups
- 83% of nonprofit workers have Internet access1

- Service Center employees
- Headquarters employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Technical Assistance and Education**

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

**Stakeholders**

**Processes**

**Technology**

## Technical Assistance and Education

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Knowledge Management
- Collaboration between USDA and external experts key to delivering technical assistance
- ERS has a partner collaboration system, but other agencies rely exclusively on personal interaction to transmit knowledge
- Customer Relationship Management
- Important to understand backgrounds and needs of citizens and other customers receiving technical assistance
- Little interaction or integration between agencies providing assistance; customers may have to provide information multiple times
- Marketing & Communications
- RUS has developed distance learning applications for use by rural communities that can be leveraged for technical assistance

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- PC-Based Training (ERS)
- The Economic Research Service is testing a PC-based multimedia training to determine  if it can help reduce the cost of more expensive off-site training and in-house contract training for ERS employees
- FSIS Web site (FSIS)
- The FSIS web site is used to deliver training for food safety professionals
- SkillSoft
- This OCIO sponsored eLearning application provides employees training over the Internet.

**Technical Assistance and Education**

**Stakeholders**

**Processes**

**Technology**

## Outreach & Public Education

**EGOV STRENGTHS**

- Consumers responding less to traditional channels of information distribution
- Need for new distribution channels and methods to better reach citizens

**HIGH OPPORTUNITY AREAS**

- Citizen information portal
- USDA information for citizens exists on a variety of sites; an integrated portal with personalization capabilities could make information access easier
- Call Center
- Integration with Citizen information protal
- eExtensions
- Extension services and their expertise can be leveraged by providing an extension extranet with knowledge management capabilities and enabling customer interaction with extensions over the web

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

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

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

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

**PARTICIPATING AGENCIES**

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

**Outreach & Public Education**

**Stakeholders**

**Processes**

**Technology**

## Outreach & Public Education

- 285M Americans
- 43% use the Internet1
- Rural communities, businesses, and individuals
- 42% of rural Americans use the Internet1
- Farmers/producers
- 2.2M beneficiaries
- 43% use the Internet2
- Landowners and conservationists

- Colleges and universities
- Approx. 600 work with USDA9
- Nearly all colleges and 83% of their workers have Internet access1
- Local extension services
- Over 9000 extension agents in over 3000 counties
- State and local governments
- 91% of government workers have Internet access1
- Nonprofit groups
- 83% of nonprofit workers have Internet access1
- Media

- Service Center employees
- Headquarters employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Outreach & Public Education**

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

**Stakeholders**

**Processes**

**Technology**

## Outreach & Public Education

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Marketing & Communications
- Marketing of USDA information is key to ensuring the public accesses and uses it.
- Some marketing activities electronic, especially e-mail distribution and portal sites such as FoodSafety.gov and Nutrition.gov
- Customer Relationship Management
- CRM capabilities are important to presenting the most useful/relevant knowledge to information-seeking individuals.
- Profiling capabilities in CRM can be used to see what citizens are seeking and how to best reach them.
- No agency has electronic CRM systems, although agencies such as FSIS have limited CRM as part of call centers and other applications.

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- USDA.gov (USDA)
- USDA home page is the primary interface to the public.  There are 20 additional web sites resources accessible on the USDA server -- _not_ including agency sites.  There are over 74,145 web pages on these 20 USDA sites.  These sites provide the public a means to access information and learn about USDA.
- Nutrition.gov (USDA)
- The site represents a virtual guide for citizens to find health and nutrition information on Federal sites with facts on food, food safety information, health management and food assistance among other topics.

**Outreach & Public Education**

**Stakeholders**

**Processes**

**Technology**

## Data Collection, Analysis, andDissemination

**EGOV STRENGTHS**

- agencies trying to increase citizen interest and involvement in research through new focus on distributing information in a manner regular citizens can understand
- Need for collaboration and data sharing between research-oriented agencies
- Interest in creating a single point of access for USDA research
- Need for cooperation in data collection to avoid redundant requests

**HIGH OPPORTUNITY AREAS**

- Collaboration between researchers and partners
- A research intranet for employees connected to an extranet for research partners
- Citizen information portal
- Topical presentation of topics rather than Organization-based
- Personalization of content
- Common online survey instrument

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- ERS’ experience and lessons learned can be used in designing a citizen info portal.
- ERS is already designing an extranet for research partner collaboration.

- Many data researchers located in foreign locations without acceptable Internet access.
- Electronic collection and analysis of data makes data privacy a major, unadressed concern.

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

**PARTICIPATING AGENCIES**

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

**Data Collection, Analysis, and****Dissemination**

**Stakeholders**

**Processes**

**Technology**

## Data Collection, Analysis, and

- 2.2M beneficiaries
- 43% use the Internet2
- Agricultural exporters and importers
- Most import/export companies and brokers do business online1
- Commodities traders and markets
- Economists, Statisticians, and University Researchers
- 83% of college/university. employees have Internet access1

- USDA and federal agencies
- International science and research organizations
- State and local agencies
- 91% of government workers have Internet access1
- Colleges and universities
- Approx. 600 work with USDA9
- Nearly all colleges and 83% of their workers have Internet access1

- FAS, NASS, ERS, APHIS, CNPP Headquarters employees
- NASS State Statistical Office Employees
- Foreign-based FAS employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Data Collection, Analysis, and**
**Dissemination**

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

**Stakeholders**

**Processes**

**Technology**

## Data Collection, Analysis, andDissemination

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Knowledge Management
- ERS has limited knowledge management tools, but no other research agencies have knowledge management tools
- Marketing & Communications
- Most research and data presented in formats suited to researchers; much is not understandable to citizens
- Extension services translate research and data to farmers and citizens, but they are often not aware of everything that is available
- Document & Records Management
- agencies store large amounts of research, but much of it is not accessible unless one already knows its specific location

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- EDR Pilot (NASS)
- The National Agricultural Statistics Service is piloting its electronic data reporting (EDR) system that provide respondents (farmers and agribusinesses) with a private and user friendly electronic method of responding to surveys at their convenience (24-7).  This system is essential for its proposed “Acollection@” system
- News Online (Office of Communications)
- The Office of Communications provides news online with audio streaming options for news delivery

**Data Collection, Analysis, and****Dissemination**

**Stakeholders**

**Processes**

**Technology**

## Data Collection, Development, andDissemination

**EGOV STRENGTHS**

- Reliance on paper-based processes
- Currently good at releasing results of research, but need to create and present people with ways to use and apply it
- Desire to make scientific research more interesting and accessible to citizens by presenting it in new and innovative formats

**HIGH OPPORTUNITY AREAS**

- Collaboration between researchers and partners
- A research intranet for employees connected to an extranet for research partners
- Citizen/customer information portal
- Ability of USDA to be the clearinghouse of information produced both internally and externally
- Steward for common meta-data definitions

**EGOV CHALLENGES**

**KEY ISSUES & BUSINESS CHALLENGES**

- Dissemination activities would benefit form the experience ERS has gained from its Web portal project.
- Many in the research community use the Internet extensively and have consistent, high-speed access.

- Technology standards and infrastructure levels vary significantly within ARS.

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

**PARTICIPATING AGENCIES**

- Agricultural Research Service
- Animal and Plant Health Inspection Service
- Center for Nutrition Policy and Promotion

**Data Collection, Development, and****Dissemination**

**Stakeholders**

**Processes**

**Technology**

## Research, Development, and

- 2.2M beneficiaries
- 43% use the Internet2
- Scientific, health, and medical communities
- 83% of health professions locations have the Internet at work1
- Plant and animal industries
- 42% have the Internet at work1

- International science and research organizations
- Other USDA agencies
- Colleges and Universities
- Approx. 600 work with USDA9
- Nearly all colleges and 83% of their workers have Internet access1

- ARS and APHIS lab employees
- ARS and APHIS Headquarters employees

**CITIZENS/CUSTOMERS**

**BUSINESS PARTNERS**

**EMPLOYEE EXECUTION**

**NOT READY**

**READY**

**NOT READY**

**READY**

**NOT READY**

**READY**

**Stakeholder Readiness:**

**Research, Development, and**
**Dissemination**

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

**Stakeholders**

**Processes**

**Technology**

## Research, Development, andDissemination

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

**NOT READY**

**READY**

**NOT READY**

**READY**

**Support Function Readiness:**

- Knowledge Management
- ERS has limited knowledge management tools, but no other research agencies have knowledge management tools.
- Marketing & Communications
- Most research and data presented in formats suited to researchers; much is not understandable to citizens.
- Extension services translate research and data to farmers and citizens, but they are often not aware of everything that is available.
- Asset & Facilities Management
- There is no central system to manage all laboratory assets.
- Increasing security at sensitive labs and facilities

**eGov Application Readiness:**

**CURRENT/PLANNED RELATED E-GOV APPLICATIONS**

- JAWF System
- The Office of the Chief Economist and the Joint Agricultural Weather Facility have an electronic data exchange system that  stores, displays and analyzes satellite weather imagery, as well as geographical information system for crop-weather analysis.
- Bulletin Board System (ERS)
- ERS has adopted a computer bulletin board system to communicate current ERS information.  ERS, along with NASS and the World Agricultural Outlook Board (WAOB), use e-mail newsletters to provide thousands of users within minutes of their release in Washington, D.C.

**Research, Development, and****Dissemination**

**Stakeholders**

**Processes**

**Technology**

## References

- 2 2001 Farm Computer Usage and Ownership (NASS)
- 3 *1999 Digest of Education Statistics*, National Center for   Education Statistics
- 4 *Internet Access in U.S. Public Schools and Classrooms,** *  National Center for Education Statistics.
- 5 FSA web site.
- 6 2000 Current Population Survey, U.S. Dept of Labor.
- 7 2001 RD Annual Performance Plan
- 8 2001 NRCS, FS Annual Performance Plans
- 9 CSREES web site.
- 10 Interviews with RMA
- 11 2001 Agricultural Statistics of the U.S., NASS.
- 12 ATTRA (Appropriate Technology Transfer for Rural Areas)    Program  web site.
- 13 From focus group with export-related trade organizations

**References**

**Stakeholders**

**Processes**

**Technology**

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Support Functions

**Marketing & Communications**

**Support Functions**

**Financial Management**

**Procurement**

**Human Resources and Training**

**IT Management and Security**

**Oversight, Auditing and Enforcement**

**Facilities Management and Security**

**Intergovernmental Relations**

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

**USDA Support Functions**

**Knowledge Management and Collaboration**

**Customer Relationship Management**

**Legal and Legislative Services**

**Workflow and Records Management**

**Research and Development**

**eCommerce**

**Stakeholders**

**Processes**

**Technology**

## Support Functions Defined

**Customer Relationship Management — **the process of interacting with and managing customers to help them do business with the USDA more efficiently and effectively.
**eCommerce - **The exchange of information, funds, benefits, and the transaction of services in an electronically connected environment.
**Facilities Management and Security— **managing workplace facilities and office services, including building management, physical security, and the maintenance of office equipment.
**Financial Management —**managing USDA’s budget and finances at the Department, agency, and program levels.
**Human Resources & Training —**management of people within the organization including recruitment/hiring, payroll, employee satisfaction, staffing, and performance evaluation and management.  Also includes the Department’s activities and services that educate and train employees in order to enable them to better perform their functions.
**Intergovernmental Relations —**the management of relations between USDA, other Federal Departments and agencies, and state and local governments.  This includes communication, sharing of information and best practices, and coordination of complementary activities and programs.
**IT Management and Security — **the management of information technology assets within USDA including its networks, data centers, computers, and telecommunications devices.  Also includes defining computing standards within the organization such as standard enterprise software and desktop configurations as well as maintaining the security of IT systems.

**Stakeholders**

**Processes**

**Technology**

## Support Functions Defined

**Knowledge Management —**the conscious and comprehensive management of all of USDA’s information and knowledge resources, including the gathering, organization, sharing, and analysis of knowledge resources, documents, and people skills.
**Legal and Legislative Services — **providing legal services to the Department and its agencies as necessary in the course of business, including review of property transactions, intellectual property protection, and contract review.  This also includes the creation and review of USDA-related legislation as requested by Congress as well as review of new laws to determine implementation.
**Marketing and Communications —**the promotion and communication of activities internal and external to the USDA, including the management of messages being conveyed from executives downward and the mechanisms for upward communication.
**Oversight, Auditing, and Enforcement—**activities designed to measure efficiency and effectiveness of service delivery and ensure Department funds and programs are used correctly; this includes investigative and enforcement roles to detect and mitigate waste, fraud, and abuse.
**Procurement —**the process of planning and purchasing supplies, equipment, and other goods necessary for the operation of USDA, as well as contracting and other services.
**Research and Development** - The process of information collection, such as surveys, and the development of data for analysis and reporting.
**Workflow and Records Management -- **the management of forms and documents within the organization, including the physical and electronic input and storage of data, tracking of documents and records locations, and management of document workflows.

**Support Functions Defined**

**Stakeholders**

**Processes**

**Technology**

## Financial Management

***Managing USDA’s budget and finances at the Department, agency, and program levels***

**CURRENT EXECUTION **

**KEY ISSUES **

**CURRENT E-ENABLEMENT**

- National Finance Center (NFC): SEL
- Provides employees online access to earning statements
- The Office of the Chief Financial Officer (OCFO):** **CLER
- Acts as a clearinghouse for health benefits, allowing payroll and health insurance carriers to resolve reconciliation issues over the Web

- Departmental Highlights:

- Food and Nutrition Service (FNS):  IPAS
- Accounting system with a  full suite of office automation software which collaborates with the Department’s FFIS accounting system

- agency Highlights:

- NFC’s FFIS system successful, but agencies’ connections to it not as useful
- agency frustration at difficulty of using new interfaces to legacy systems.
- agency and mission area financial management tools are lacking
- Several administrators and under secretaries have complained how it is impossible to get a real-time look at their agencies’ finances.
- Each agency has their own auditing system and no information is aggregated upward to the Departmental system

- Policy/Planning
- OCFO creates overall USDA financial policies and procedures.
- OBPA administers Department budget policies.
- agencies responsible for managing their own day-to-day finances.
- Operations
- National Finance Center administers many financial and administrative functions for the Department, including payroll and benefits.
- OCFO oversees debt collection for USDA’s $138 billion portfolio.
- agency financial operations vary significantly.
- Systems
- Research Extension Grant Information System (REGIS) – CSREES
- Financial Information System (FFIS)

**Stakeholders**

**Processes**

**Technology**

## Financial Management

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED **

**CRITERIA FOR LEADING-EDGE**

- Electronic invoices
- Automated cash management functions by leveraging web-enablement to increase transparency of allocation and  streamline payment, including tax
- Internal/External Reporting using the internet to request and deliver reports
- Internal Controls and Risk Management to define controls and policies to address risks associated with new business models

- Establish online invoicing/ tracking/ payment system
- Web-enabled engine for accepting grants and exercising options online
- Online tax planning, forecasting, and reporting
- Integration with data warehousing system to automatically update new and emerging financial data
- Flexible solutions that help financial organizations share information across the enterprise using popular productivity tools
- Decision support applications that manage vast amounts of fund performance and operational data

- Sophisticated browser based financial management processing on company intranet/extranets
- Internet connectivity between solution technology and financial services system
- Online connectivity between finance division and business units globally for real-time status checks and business unit implications
- Cross-functional integration of real-time investment appraisal with key business units and functions
- Analytical technology capable of capturing external market information in real-time while concurrently calculating company implications
- Allow suppliers and external parties to access and interface with billing systems

**Criteria for evaluation of readiness:**

**Financial Management**

**Stakeholders**

**Processes**

**Technology**

## Financial Management

**STRENGTHS**

- The National Finance Center (NFC) under the Office of the Chief Financial Officer are actively pursuing an eGovernment strategy, i.e. Internet billing, employee customized pages, online earning statements, and the dynamic reporting center
- Some agencies, such as FSIS, and NASS are exploring Time and Attendance systems, which would facilitate electronic billing

**CHALLENGES**

- Common management system – i.e. accounting system, bookkeeping
- Paper-based financial processes - i.e. receipts, financial reports, payments - in most agencies
- Integrating agency financial management systems with OCFO systems
- Estimating funds for Department-wide eGovernment related activities
- Real-time budget reporting
- Coordination of spending to minimize ad hoc spending

**Financial Management**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Procurement

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- USDA: Electronic Bid Entry System (EBES)
- Automated of the bid entry system of the Department’s that deals with procurement of commodities exported under the Foreign Food Aid for Humanitarian Assistance Programs
- Provides secure electronic means of entering and receiving vendor commodity bids which support the procurement of about $2 billion of export commodities annually

- Departmental Highlights:

- Risk Management agency: Budget/Procurement Application (BPA)
- Web-based tool that tracks procurement requests and orders

- agency Highlights:

- Policy/Planning
- DA coordinates overall procurement policies, provides advice and coordination.
- agencies administer their own procurement.
- Operations
- DA’s Office of Procurement manages procurement for DA and the Offices.
- agency procurement systems vary widely, but many rely extensively on paper.
- Systems
- Purchase Request Information System for Management (PRISM) – APHIS
- Order, Tracking and Inventory System (OTIS) – FSA
- Logistics Management System (LMS) – FAS
- Acquisition Management (AQM) – FS
- Federal Procurement Data System (FPDS) – OPPM

- agency procurement processes are manual, require significant resources
- Most agency procurement processes paper-based, require significant effort from both USDA buyers and outside suppliers.
- Integrated Acquisition System being designed to integrate procurement across the Department

**Stakeholders**

**Processes**

**Technology**

## Procurement

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Automated request for quotation (RFQ) management, including: RFQs generated from an approved vendor list (AVL), simultaneous RFQ submittal to multiple suppliers, and score-carding of supplier response time to RFQs
- Single, organized online catalog of suggested components and suppliers that can be easily searched using form, fit, and functional parameters
- Real-time alerts from suppliers regarding upcoming part discontinuations, obsolescence ratings, new components to market, and revised component specifications

- Automated generation and management of requisitions and purchase orders
- Online forward and reverse auctioning for direct materials
- Automated calculation of enterprise-wide spending to facilitate rapid, ad-hoc analysis by commodity, part, or part attribute
- Process dedicated to new product design and development purchasing
- Volume purchase contract compliance and contract verification
- Supplier segmentation/ rationalization

- Multi-attribute auction formats that use criteria other than price, quantity, and time
- Check of storeroom inventories before authorizing placement of purchase orders to external suppliers
- Buyer/supplier authentication via smart cards

**Criteria for evaluation of readiness:**

**Procurement**

**Stakeholders**

**Processes**

**Technology**

## Procurement

** **

**STRENGTHS**

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

**CHALLENGES**

- Department execution on its planned eProcurement system
- Heavy manual processes that are both paper and resource intensive
- Definition of consistent asset and records management system for procurement logging
- Processes differ from agency to agency as well as within the Department

**Procurement**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Human Resources and Training

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office of the Chief Financial Officer  (OCFO):** **CLER
- Clearinghouse for health benefits
- USDA Graduate school programs
- Combined Administrative Management System

- Departmental Highlights:

- Food Safety and Inspection Service (FSIS): LEARN and Quick Hire
- LEARN: Online central resources to disseminate issuances, and make information more readily available, such as that in the Library of Export Requirements.  The web site is used to deliver training for food safety professionals
- Quick Hire: Online services to expedite the hiring of employees

- agency Highlights:

- Policy/Planning
- agencies develop their own HR policies within guidelines established by OPM and DA’s Office of HR Management
- Operations
- Each agency manages virtually all of its own HR--hiring, performance management, and staffing/ utilization
- Each agency manages its own training programs.
- Departmental Administration acts as the personnel office for DA and Office personnel.
- Payroll, pension, benefits admin-istration administered by NFC
- Systems
- Individual Development Plan System (IDP) – FSA
- Human Resources Management – HRM – FS

- Most agencies use traditional training methods, but several are beginning to use new learning tools
- AMS is currently using  Web-based learning, and other agencies are studying distance learning/eLearning tools
- Current HR systems duplicate effort
- NASS and FSIS have leading HR systems for tasks such as hiring and time/attendance
- Such systems could be the base for a USDA-wide HR system
- agencies are very concerned, however, about maintaining control of their own HR processes

**Stakeholders**

**Processes**

**Technology**

## Human Resources and Training

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Electronic publishing of all HR information
- Transaction processing with HR/Payroll system integration
- Job Recruitment- Develop repository of all available positions
- Computer-based training (text)

- Skills profiling through company website, automated response for submitted resumes, automated supply and demand tracking, analysis and reporting
- Searchable database for managers and employees for project skills sets and opportunities
- Employee scheduling application
- Employee self service access to view and change payroll options
- Online administration of employee payroll systems
- Online benefits and compensation access
- Utilize web-based expense reporting, tracking, and approval system
- Web-based Performance Simulation training tools

- Implement online interviewing process (chat, document sharing, whiteboard, etc.) to screen and evaluate geographically distant candidates
- Facilitate talent brokering of high demand skill sets internally and among alliance partners
- Integrate HR self service content with related web links (i.e. travel links when employees check vacation days, mutual fund links on 401k page, etc.)
- Improve effectiveness of performance reviews through linkages to eLearning for all reviewed areas
- Online training course with video streaming over the Internet – i.e. Digital Universities

**Criteria for evaluation of readiness:**

**Human Resources and Training**

**Stakeholders**

**Processes**

**Technology**

## Human Resources and Training

**STRENGTHS**

- Several agencies are taking the initiative to help their employees make the cultural transformation to eGovernment through communications and training
- Handful of USDA agencies, such as Rural Development and the Risk Management agency, have used eLearning, distance learning, and videoconferencing technologies to educate, train and foster teamwork
- agencies are taking action to provide online employee benefits.  For instance, FS provides employee benefits elections online for ease and convenience

**CHALLENGES**

- Disparate hiring practices across the Department
- Most agencies and Departmental offices lack up-to-date human resources systems for hiring and benefits elections
- Transformation of large paper-based and classroom curriculums to an electronic medium
- eGovernment awareness training for all employees

**Human Resources and Training**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## IT Management and Security

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

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

- Departmental Highlights:

- Natural Resource Conservation Service(NRCS) and Risk Management agency (RMA): SCMI
- Provides an information technology environment/ architecture that supports eCommerce activities (one-stop shop, customer service center) as well as inter-governmental (G2G) relations

- agency Highlights:

- Policy/Planning
- OCIO creates Departmental information technology policies and guidelines.
- OCIO reviews all major technology investments to ensure they are economical and effective.
- Operations
- OCIO coordinates inter-agency initiatives .
- Each agency also has its own CIO organization to manage information systems.
- Decentralized USDA IT management structure
- Systems
- Network Management Reporting System (SCOAP)  - FSA
- Transmission Control, CSF, Network Management System, BBS/FTS E-Mail, Bundle Control System – FSA

- Network access to remote service centers and the need to manage multiple network backbones
- Disparate desktop standards:
- Office productivity packages
- Browsers
- E-mail/communications
- Enforcement and awareness of security policy
- Management of highly complex technical architectures  (over 500 COTS systems in NITC alone)
- Resources to continually keep technology up to date

**Stakeholders**

**Processes**

**Technology**

## IT Management and Security

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Software component repository and tools to facilitate reuse, normalize application development, and encourage best practice development
- Standard methods, techniques, and frameworks to facilitate uptake and use of common IT processes (application development, client engagement, vendor support, etc..)
- Centralized, Intranet-based vendor capability and vendor product review data repository with supporting processes combining evaluations and experiences

- Access to best-of-breed development support tools
- Utilize a case and bug tracking system that is flexible and customizable
- Implement an ongoing hardware and software asset management capability
- Establish a web-based software component repository and code auto-generation tool
- Utilize net-sourcing to enable the delivery of applications and business functions
- Create a web-based capability to manage remote development/ management vendor relationships
- Create an integrated, IT project portfolio analysis capability
- Implement increased authentication methods – i.e. eSignatures

- Firmly establish unit, assembly, and production level testing
- Provide active knowledge sharing of application development methods, techniques, and frameworks
- Deploy a proactive desktop software tracking capability
- Establish a continuous IT solution improvement process
- Create a robust project tracking capability with keyword monitoring and cross-team linkages to identify synergy areas and/or reduce redundant efforts across IT groups
- Enable technology solutions design and development collaboration with vendors through the use of a collaborative development portal
- Implement digital security – i.e. biometrics, such as retinal scans, digital fingerprinting

**Criteria for evaluation of readiness:**

**IT Management and Security**

**Stakeholders**

**Processes**

**Technology**

## IT Management and Security

**STRENGTHS**

- As part of the Quick Silver initiative, NFC was named one of the three Government certificate authorities, as well as the primary certificate authority for Government to Government applications
- Proactive cyber-security capability
- Coordination among the Service Centers for the modernization program
- Increasing awareness for proper IT Management with GPEA strategy; priority for 2003 budget
- Common computing environment initiative

**CHALLENGES**

- Collaboration with each agency CIO to “get on the same page”
- Heavily diverse technical architectures makes system integration for eGovernment initiatives difficult
- Proactive development of IT standards
- Getting ahead of the agencies to define standards and improve network access
- Transformation of workforce to support increasing number of eGovernment applications
- Departmental solutions to advanced security methods, such as PKI
- Security of research data; confidential reports

**IT Management and Security**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

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

**Stakeholders**

**Processes**

**Technology**

## Marketing and Communications

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office of Communications (OC): Online News
- Online audio streaming for new delivery

- Departmental Highlights:

- Economic Research Service (ERS): Bulletin Board System
- Computer bulletin board system communicating current ERS information
- ERS, along with NASS and the World Agricultural Outlook Board (WAOB), use e-mail newsletters to provide thousands of users within minutes of their release in Washington, D.C.

- agency Highlights:

- Policy/Planning
- Office of Communications develops guidelines/policies for external communication and Department-wide strategies for outreach and marketing to external audiences.
- Operations
- Each agency develops its own marketing materials and plans, which are then reviewed by OC before distribution.
- OC also provides communications technology support and consulting services to USDA agencies.
- Systems
- Market Access Program (MAP) – FAS
- US Agricultural Marketing System (USAM) – FAS

- Internal communication processes are mostly paper-based
- Interagency and Department-wide communication is extremely difficult
- External communication processes slow
- Review and coordination functions by the Office of Communications, along with adhering to Government policy can slow the process of sending public communication
- Sending time-sensitive data or even monthly newsletters is made much harder

**Stakeholders**

**Processes**

**Technology**

## Marketing and Communications

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Capture customer information directly through all communication channels - i.e. web/non web interfaces  and/or  through interactions with partners/ intermediaries
- Organize and analyze data to isolate and group customers with given profile or type to aid in customer segmentation

- Seamlessly modify and republish online advertising in real-time, based on changes to campaign or content
- Capture customer information through distributed advertising
- Improve campaign management capabilities to include continuous automated campaign planning, workflows, performance measurement
- Implement online rewards program with incentives to channel partners for training, use of business tools, information sharing, etc.
- Dynamic advertising content based on profile, session or location specific information
- Online message board to communicate current events

- Built in monitoring of usage trends and automated product feedback
- Integration of content and campaign management
- Location determined marketing using push technologies over mobile devices
- Seamlessly modify and republish online advertising in real time based on changes to campaign or content
- Capture customer information through distributed advertising

**Criteria for evaluation of readiness:**

**Marketing and Communications**

**Stakeholders**

**Processes**

**Technology**

## Marketing and Communications

**STRENGTHS**

- Most agencies and Departmental offices have a published Web site which disseminates information
- E-mail newsletters are utilized for customer, stakeholder, and partner updates
- USDA news immediately published on Web site by Office of Communications; offers audio streaming
- Office of Communications working towards Web site customization for reporters and other partners
- Office of Outreach initiative
- USDA Hotline for public concerns

**CHALLENGES**

- eGovernment awareness communications to all employees
- Ability for employees, customers, and industry partners to “talk back”
- Exploring new communication channels - i.e. webcasts by the Secretary, etc.
- Faster publication methods for faster dissemination
- Paper-based processing for electronic conversion
- Tracking system for correspondence

**Marketing and Communications**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Oversight, Auditing, and Enforcement

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office of the Inspector General (OIG):** **Statistics Report System
- System for account management
- Web site publication of audit report online

- Departmental Highlights:

- Forest Service (FS): Permitting Process
- Plans to use electronic means to monitor the permitting process from application to approval to payment

- agency Highlights:

- Policy/Planning
- Office of the Inspector General is responsible for USDA’s overall auditing functions and develops policies to implement oversight.
- Operations
- Each agency develops checks and oversight procedures for its own programs.
- OIG oversees these activities to ensure correct auditing; in addition, it conducts its own independent audits.
- Systems
- Audit Report Tracking System (ARTS) – RD
- CORE Accounting System – FSA
- Law Enforcement & Investigations – FS

- Little automation in central or agency auditing
- Auditing and assurance rely on manual review
- Few automatic processes to flag suspect actions for further review
- Auditing workload increasing
- Congress has begun requesting additional reviews on behalf of constituents
- GAO places pressure on agencies to both reduce fraud and losses and to present clearer financial pictures creating more oversight work for them
- Each agency has its own auditing system and produces its own reports

**Stakeholders**

**Processes**

**Technology**

## Oversight, Auditing, and Enforcement

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Online publication of Department policies
- Search capability
- Electronic monitoring system
- Electronic auditing system
- Automatic E-Mail notification

- Interactive agent which allows specific queries
- Notification of policy changes to wireless devices

**Criteria for evaluation of readiness:**

**Oversight, Auditing, and Enforcement**

- Data analysis tools which monitor online usage
- Analysis of security systems
- One central auditing system with integrated feeds from remote auditing systems

**Stakeholders**

**Processes**

**Technology**

## Oversight, Auditing, and Enforcement

**STRENGTHS**

- Office of Inspector General has overall responsibility for oversight and enforcement and has begun exploring eGovernment initiatives
- Audits reports accessible on Web site; online submission also supported
- NFC has overall responsibility for financial management and auditing
- Strong Department level responsibility
- Some agencies looking into electronic means for this support function – i.e. FS

**CHALLENGES**

- Most agencies and Department offices are not well integrated with the central Finance center
- Integration of agency auditing systems with the central system in OCFO
- Inconsistent oversight and enforcement processes within each agency hamper reporting to Congress

**Oversight, Auditing, and Enforcement**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Facilities Management and Security

***Managing workplace facilities and office services, including building management, physical security, and the maintenance of office equipment.***

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

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

- Departmental Highlights:

- agency Highlights:

- Forest Service (FS): Permitting Process
- Plans to use electronic means for the permitting process from application to approval, payment, and monitoring

- Operations
- Departmental Administration responsible for management of all Headquarters facilities.
- DA also provides office services at Headquarters.
- Service Center facilities jointly managed by the county-based agencies.
- Other field offices are managed by individual offices.** **
- Systems
- Equipment Inventory – OO
- Security (Employee Clearances) – OO
- Compass 3E Security Management System – OO
- Air Conditioners – OO
- ECC-LOG System – OO
- Key Inventory – OO
- Locks – OO
- Parking Program – OO

- Physical security now much more important than ever before
- Protecting USDA’s employees, assets, and facilities key in the face of new threats.
- Highly sensitive locations (such as labs containing anthrax) require much higher security, requiring significant resources
- Physical asset management

**Stakeholders**

**Processes**

**Technology**

## Facilities Management and Security

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Service request process
- Maintenance request tracking system
- Metal detectors and x-ray machines

- Online service request
- Online maintenance request tracking system
- Service request assignment tool – i.e. manager  tool for work allocation
- Electronic alarm and security system – i.e. electronic access cards, auto door locks, security cameras
- Automatic notification system for security/emergency events

**Criteria for evaluation of readiness:**

**Facilities Management and Security**

- Wireless inventory
- Smart identification badges which monitor location
- Smart tags which automatically report status of facilities
- Biometric security – i.e. retinal scans, digital fingerprinting, voice recognition

**Stakeholders**

**Processes**

**Technology**

## Facilities Management and Security

**STRENGTHS**

- Use of modern security tools, such as metal detectors and x-ray machines, at USDA headquarters and some agency locations
- Use of computer-based alarm systems that allow direct contact to emergency units, such as the Police and Fire Department
- Management of facilities – i.e. buildings – a key priority for the 2003 budget

**CHALLENGES**

- Limited electronic facilities management and security in all agencies and Department offices
- Some physical locations (buildings) hinder electronic facilities management– i.e. conference rooms not wired for audio/visual equipment
- Limited funding

**Facilities Management and Security**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Intergovernmental Relations

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office of the Chief Economist (OCE): Electronic Data Exchange
- System that allows the data sharing between government agencies involved in agricultural meteorology
- Provides access to the FS weather monitoring system

- Departmental Highlights:

- Foreign Agriculture Service (FAS): Unified Export Strategy (UES)
- Enables FAS to work with its Government and private partners allowing access to one or  all six international market development programs with one application; funding through program itself
- Cooperative State Research, Education, and Extension Service (CREES): eGrants
- Interface between Federal agencies and their grantee communities

- agency Highlights:

- Collaboration between USDA and other Federal, state, and local agencies lacks coordination
- Lack of data sharing, systems incompatibility creates difficulties for agencies working with other governments.
- Reporting, especially for benefits programs, has proved a major problem, with GAO, IG, and others discovering data errors leading to waste and overpayments.

- Policy/Planning
- The Office of Congressional and Intergovernmental Relations manages USDA’s overall interaction with Congress.
- Operations
- Each agency manages its own relations with other government agencies.
- No central government agency relationship management system.
- Systems
- Global Agricultural Information Network (GAIN) – FAS
- Unified Export Strategy (UES) System – FAS
- SNAPBACK - Canada Trade System – FAS
- Multilateral Trade Negotiations (MTN) – FAS
- AgExport – FAS

**Stakeholders**

**Processes**

**Technology**

## Intergovernmental Relations

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- USDA Intranet
- Electronic data interface – i.e electronic data sharing
- Extranet Web portals for partner use

**Criteria for evaluation of readiness:**

**Intergovernmental Relations**

- Integrated back-end systems with inter and intra Departments/ agencies
- Customized web portals for government and private partners
- Common data dictionaries between agencies
- Collaboration and file sharing/sharing of best practices

- Seamless secure access to business partner systems such as Enterprise Application Integration tools
- Access to internal and external systems via a single sign-on
- Generate  behavior-based Web interface based on user actions

**Stakeholders**

**Processes**

**Technology**

## Intergovernmental Relations

**STRENGTHS**

- High inter-agency relations via the Service Center agencies (SCA) and County Based agencies classification
- Research agencies, such as ERS, relying on electronic inter-agency relations for information collection and data analysis
- Government to Government transactions are on the rise.  For example, FNS systems have provided state agencies with online access to agency forms and information.

**CHALLENGES**

- Legacy systems and data management inconsistencies make it difficult to collaborate across Government agencies
- Cultural resistance to sharing information and working together
- Many agencies and Department offices operating autonomously, making it more difficult for the USDA to work as a whole with other Government entities
- Many agencies prefer to have custom systems that cater to their business need
- Collaboration to discuss common topics; compartmentalized structure

**Intergovernmental Relations**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Legal and Legislative Services

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office of the Chief Information Office (OCIO): _[www.ocio.usda.gov](http://www.usda.gov.ocio/)_
- Disseminates legal and legislative information – i.e. Mandates and regulations dealing with GPEA

- Departmental Highlights:

- Forest Service (FS): Legal Practice Repository
- Plan of an online repository providing in formation regarding legal “leading practices” and trend in environmental lay

- agency Highlights:

- Policy/Planning
- Office of the General Counsel creates general legal policies for USDA.
- Office of Congressional and Intergovernmental Relations.
- Operations
- All USDA legal services centralized within OGC.
- OGC provides legal services to Congress on all matters relating to USDA.
- OGC is using a workflow management database to track the progress of the 100,000 cases and opinions it handles every year.
- Systems
- NAD Track – NAD
- DevDock - OALJ

- OGC looking for better case management and prioritization tools
- While OCG can currently handle all of the cases and opinions requested, occasional demands for emergency legal services can tax available resources.
- A more robust case management and prioritization tool would allow OCG to better use its resources and ensure consistent service.

**Stakeholders**

**Processes**

**Technology**

## Legal and Legislative Services

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Electronic legal and legislative documents
- “Read-only” access
- Case archive system with search functionality

- Provide electronic exchange of legal documents with advanced security options (i.e. user-selected encryption, delivery receipt notification, auto delete after delivery, etc.)
- Automated language translation of legal documents
- Utilize online auctions to source outside counsel for routine, simple matters
- Automate process of policy influence, with customized generation of letters and speeches based on user-defined assembly of ready-made paragraphs, and automated routing to appropriate targets

**Criteria for evaluation of readiness:**

**Legal and Legislative Services**

- Website with tools useful to policy makers - fresh data, items for speeches, etc.
- Develop legal Department intranet to provide company employees with legal information regarding company policies (antitrust, trademark, etc.), legal Department contact information, standardized legal forms
- Automate contract request and approval as well as trademark  naming request process
- Utilize online negotiation, arbitration, or mediation services to resolve lawsuits or insurance claims
- Interactive negotiation playbooks/ Bulletin Boards
- Enable access to outside counsel Intranets

**Stakeholders**

**Processes**

**Technology**

## Legal and Legislative Services

**STRENGTHS**

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

**CHALLENGES**

- Bringing knowledge from paper to online to create a robust knowledge repository
- No common IT infrastructure in place to support interactive services
- Inconsistent mode of legal/legislative document sharing (paper-based vs. electronic)
- Inconsistent method of final delivery (paper-based vs. electronic)

**Legal and Legislative Services**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Knowledge Management andCollaboration

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office of the Chief Financial Officer (OCFO): SAS Data Mart Reporting Tool
- Sorts, groups, summarizes and manipulates information online
- Interactive screen which incorporates changes in real-time
- The Office of the Chief Economist (OCE): Mann Library Site
- Provides well-organized access to hundreds of databases and periodical statistical reports such as the WASDE report

- Departmental Highlights:

- Food and Nutrition Service (FNS): STAR, ROAP
- STAR: Automates the Department’s Food Stamp Program (FSP) benefit redemption functions.
- ROAP: Allows program sponsors to directly enter claims, application renewals, and site forms via the Internet

- agency Highlights:

- No Department-wide collaboration tools
- Several agencies (especially in REE) have at least limited collaboration and knowledge management tools.
- No Department-wide tools for collaboration or knowledge management.
- Disparate e-mail systems

- Policy/Planning
- Currently no Department-level knowledge management policy or set of procedures.
- Operations
- Few agencies have specific knowledge management systems:
- ERS has a collaboration system for its business partners.
- CRIS lists most current USDA research but is antiquated and difficult to navigate.
- Systems
- Market News
-  MNCS, MNIS – AMS
- Research Information
- CRIS – CSREES
- RMIS, RDMIS – ARS
- LIMS – APHIS

**Stakeholders**

**Processes**

**Technology**

## Knowledge Management andCollaboration

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Shared repository for documents and information management – i.e. best practices, tools, documentation templates, versioning, etc.
- Capabilities for sequencing and routing, approvals, tracking status, etc. for ease in workflow
- E-Mail

- Centralized repository for that can be updated via a web browser
- Advanced search capabilities to filter information
- Develop shared environments and tools to foster knowledge transfer and teamwork (chat rooms, extranets)
- Enable real time, secure collaboration (threaded messaging, chat, etc.) for efficient idea exchange/issue resolution
- Automated e-mail, upon user login, regarding key dates or meetings
- Utilize passive knowledge capture in order to automatically update knowledge models, thereby facilitating reuse of proven solutions

- Customized knowledge portal tailored to each user’s role and location, with access to appropriate internal and external decision support resources
- Use the web to support the product launch and solution deployment process
- Deploy extended workflow integration with external partners
- Seamless integration of communication tools and document collaboration capabilities for
- Virtual Teams and eProject Management: Collaborative work process, shared team workspace, project management with routing, task lists and reminders

**Criteria for evaluation of readiness:**

**Knowledge Management and****Collaboration**

**Stakeholders**

**Processes**

**Technology**

## Knowledge Management andCollaboration

**STRENGTHS**

- All agencies and Department offices have a Web site for dissemination of information
- All agencies and Department offices use e-mail as a primary mode of communication and file sharing; fax servers also used as mode of data sharing
- Headquarters has online file repositories for storing and sharing information
- Efforts to centralize and coordinate information

**CHALLENGES**

- Inconsistent e-mail performance slows down delivery of correspondence
- Security concerns around sharing sensitive information
- Cultural resistance to electronic modes of data sharing and communication
- Migrating current knowledge from paper/closed systems to an open Department-wide system
- Management policies for managing E-Mail responses; manual distribution of E-Mail
- Customers expectations are for more technically advanced solutions
- Ensuring accuracy of public content

**Knowledge Management and****Collaboration**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Research and Development

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

**CURRENT EXECUTION **

**KEY ISSUES **

**CURRENT E-ENABLEMENT**

- Policy Planning
- No central policy or planning mechanism specifically relating to data collection at USDA
- Operations
- agencies collect data differently based on individual program needs.
- Most data collection is paper-based.
- Systems
- Research Database & Management Information System – ARS
- GIS Research and Reporting System – ERS
- CRIS – CSREES
- Research and Development Range Management – FS
- Laboratory Information Management System – APHIS
- Production, Supply and Distribution (PS&D) System

- No standards for data collection
- Data comes to USDA in a wide variety of electronic formats as well as on paper.
- agencies use different formats for collecting and  storing data, making exchange difficult.

- The Office of the Chief Economist (OCE): AWF System
- Electronic data exchange system that  stores, displays and analyzes satellite weather imagery, as well as geographical information system for crop-weather analysis
- Integrates with the Joint Agricultural Weather Facility

- Departmental Highlights:

- National Agricultural Statistics Service (NASS):  Electronic Data Reporting Pilot
- Provides respondents (farmers and agribusinesses) with a private and user friendly electronic method of responding to surveys at their convenience (24-7).
- Essential for proposed “Acollection@” system

- agency Highlights:

**Stakeholders**

**Processes**

**Technology**

## Research and Development

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- High broadband Web access
- Data analysis tools – i.e. spreadsheet, database
- Central repository of research data
- Collaboration capability – i.e. E-Mail non real-time

- Collect information/feedback on current products/services from customers utilizing internet based tools (i.e. E-Mail feedback, online surveys, chat rooms, discussion boards)
- Integrate comprehensive customer and partner data collection across the industry
- Provide online access to key management metrics
- Utilize forecasting tools to improve research development
- Develop economic analysis and simulation tools to help with data analysis
- Interactive online collaboration tools – i.e. NetMeeting, Chat Room

- Built in monitoring system to track trends and automate feedback
- Create adaptive modeling and simulation tools to improve cost/quality analysis and estimates
- Virtual data analysis
- Virtual reality – i.e.

**Criteria for evaluation of readiness:**

**Research and Development**

**Stakeholders**

**Processes**

**Technology**

## Research and Development

**STRENGTHS**

- agencies are adding electronic surveys to their repertoire of information collection
- Field surveyors are being equipped with laptops and “real-time” data entry capabilities
- Increased electronic Intergovernmental relations with back-end integration of system which augments research and development – i.e. JAWF
- Innovative examples of use of eGovernment can be leveraged for Department-wide solutions
- Research community willing to change
- Research agencies recognized for industry accomplishment – i.e. bioterrorism research

**CHALLENGES**

- Defining a common means of communicating with external parties for data sharing purposes
- Limited resources to expand labs and purchase high-end computer equipment
- Creating and disseminating the *appropriate* knowledge for customers
- Reports in Inspector General system
- Allocation of funds between research and development
- Decreased response rate time and number of completed surveys
- Trends in biotechnology
- Duplicate research efforts

**Research and Development**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## eCommerce

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

**CURRENT EXECUTION**

**KEY ISSUES **

**CURRENT E-ENABLEMENT**

- Policy Planning
- Overall eCommerce policy set through OCIO
- eGovernment Executive Council contributes to and validates eCommerce policy
- Operations
- agencies implement their own eCommerce/eGovernment plans
- Systems
- Administrative Payments – OCFO
- Payroll/Personnel – OCFO
- Thrift Savings Plan – OCFO
- Billings & Collections – OCFO
- Automated Claims System (SCOAP) (ACS) – FSA
- Direct Deposit System (FSA)
- Electronic Data Transfer - AIS (Application Interface Sys) – FSA
- Expert File Transfer – RD
- Industry Interface – RD

- Lack of funding
- agencies do not generally have any funds specifically targeted toward eGovernment but through IT or working capital funding
- Each eCommerce effort is custom; no Department standards

- The Office of the Chief Economist (OCE): AOF Online Registration
- Online registration for Agricultural Outlook Forum  Registrants – i.e. registration, reservations and fees

- Departmental Highlights:

- Rural Development (RD): LINC
- B2G Internet application where lenders can provide periodic and default status reports electronically as well as utilize a virtual private network (VPN) for lenders using a service bureau for their processing
- Foreign Agriculture Service (FAS): GSM System
- Allows U.S. exporters to conduct business with FAS via the Internet for all four export credit guarantee programs administered by FAS

- agency Highlights:

**Stakeholders**

**Processes**

**Technology**

## eCommerce

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Online product catalog
- Online ordering with mailed paper bill
- Online bill viewer
- Online access to order status

- Use of purchase circles which allow customers to view what types of products a particular customer segment
- Web site personalization based on current customer behavior
- Virtual sales agent that provides product recommendations through a natural dialogue exchange with customers
- Online auctions
- Provide flexible payment methods – i.e. use of credit card, check, coupons, gift certificates, etc.
- Online receipts, tickets, etc.

- Generate tailored product information tables dynamically based upon past and present user experience
- Enable transition from a Product Catalog to a Solution Catalog
- Ability to maintain buyer preferences (risk, pricing sensitivity, quality, etc.) to control buyer shopping agents
- Integrate online click-stream and web usage data with offline demographic, transaction history, and call center data to personalize sales offerings
- Offer customer-segmented bundled packages and services

**Criteria for evaluation of readiness:**

**eCommerce**

**Stakeholders**

**Processes**

**Technology**

## eCommerce

**STRENGTHS**

**CHALLENGES**

- Back office systems are not equipped to handle integration with eCommerce systems
- Business process re-engineering to change the way the Department does business
- IT skills to develop eCommerce capabilities
- Cultural acceptance of eCommerce practices - “why change what seems to already be working”
- Competition with other industry key players
- Domestic clientele shifting to more technically sophisticated customers

**eCommerce**

- A number of agencies are leveraging eCommerce in business transactions – i.e. payments, grants processing, redemptions and eMarketplaces
- Individual agencies have allocated funds and resources to eCommerce efforts; others have included them in their strategies
- Some Department offices are enabling their Web sites to support business transaction online - i.e. DA sites working towards online purchasing of supplies, virtual tours, one-stop shopping for DA services

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Customer Relationship Management

***The process of interacting with and managing customers to help them do business with the USDA more efficiently and effectively.***

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

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

- Departmental Highlights:

- Service Center agencies (SCAs): CRM Portal
- A true one-stop service at each Service Center, offered in-person, by phone, or online

- agency Highlights:

- Policy/Planning
- There is no central set of  customer relationship management policies and procedures (aside from communications review in the Office of Communications).
- Operations
- Service Centers are implementing a customer relationship management system.
- Other agencies are considering CRM solutions at the agency level.
- Systems
- Customer Name & Address System – FSA
- Farm Programs Management Systems – FSA
- Equal Opportunity Compliance Tracking System (EOS) – RD

- agencies have limited CRM capabilities
- FSA has some ability to track individual customers across programs and divisions.
- Service Centers developing a CRM system to manage individual customers across all channels.
- No Department-wide CRM capabilities
- Despite often serving the same customers, there is no way to track or manage customer needs across USDA programs and services.

**Stakeholders**

**Processes**

**Technology**

## Customer Relationship Management

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Provide seamless update and access to specific customer profile information for self-service of personal information
- Deliver a comprehensive set of interactive diagnostic tools to enable self diagnosis of common problems
- Provide direct access (links) to patches, downloads, and other recommended resolutions to customer problems/automated responses to common customer problems and inquiries

- Extend online customer self-help process to support center using voice over IP
- Provide online direct access to recommended resolutions to customer problems
- Utilize speech recognition technology to aid menu navigation
- Develop and facilitate multiple service communities based on unique customer segment needs and preferences
- Provide customer service representative with online marketing, sales, and service history information
- Enable customer service representatives to conduct real-time, interactive text chat sessions
- Internet-enabled sales call center processes

- Develop interactive business simulation models to improve delivery of customer service and maximize knowledge transfer and reuse
- Implement web-page “push” technology in order to aid customers in the problem resolution process
- Automate routing of customer inquiries to third parties while maintaining one point of contact with customer
- Active monitoring of web service session activity with follow-up to ensure satisfaction with service outcome
- Implement active monitoring of customer profiles

**Criteria for evaluation of readiness:**

**Customer Relationship Management**

**Stakeholders**

**Processes**

**Technology**

## Customer Relationship Management

**STRENGTHS**

- Increasing focus on Government to Citizen initiatives with agency and office Web sites
- A number of agencies that promote CRM via eCommerce
- Cross agencies programs are exploring the CRM concept further – i.e. SCA

**CHALLENGES**

- Lack of system integration hinders strategic “views” in to processes to provide customers with relevant information
- Providing customer service representatives quick access to information
- Training customer service representatives with the appropriate skills to effectively answer customer questions
- Cultural change to focus on the customer as opposed to focusing internally

**Customer Relationship Management**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Workflow and Records Management

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

**CURRENT EXECUTION**

**KEY ISSUES**

**CURRENT E-ENABLEMENT**

- The Office the Executive Secretary (OES): Document Management Pilot
- Document management pilot with Lotus Domino

- Departmental Highlights:

- Forest Service (FS): PDAs
- Plans to utilize PDAs and other mobile/wireless devices to collect, transmit, and access data outside of the office
- Food and Nutrition Service (FNS): EBT, IDW
- EBT: Electronic transfer of Food Stamps benefits
- IDW: Reengineering of the National Data Bank system  (NDB) to create the Integrated Data Warehouse which will work with all of the major new FNS systems

- agency Highlights:

- Policy/Planning
- Office of the Executive Secretariat sets some general records management policy.
- Operations
- OES manages records for the Secretary.
- Each agency maintains most of its own records and uses its own system to do so.
- Systems
- Purchase Order Log System (PURLOG) – FSIS
- NAD Track – NAD
- Management Records System (MRS) – FSA
- Automated Records Mgmt of Producer Claims (Imaging) – FSA
- Work Tracking System – OGC

- OES trying to implement electronic document management system
- System will be rolled out in early 2002, but documents still need to be printed at each signoff stage because of lack of eSignatures.
- No policies for managing e-mail
- No eSignature policy or system in place at USDA

**Stakeholders**

**Processes**

**Technology**

## Workflow and Records Management

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Non-automated workflow system
- Electronic Indexing system
- Electronic database system

- Web-based repository of historical project data with internal process reviews and external process documents for referencing (i.e. electronic records library)
- Shared data environments to allow universal access to information
- Workflow capabilities for sequencing and routing, approvals, tracking status
- Online wizards and system helping provide users real-time guidance in documenting a best practice

- Use of mobile devices to access and update customer information and insight from remote locations
- Develop repository documents have automatic hyperlinks to other documents from same/similar design tasks, as well as applicable best practices information

**Criteria for evaluation of readiness:**

**Workflow and Records Management**

**Stakeholders**

**Processes**

**Technology**

## Workflow and Records Management

**STRENGTHS**

- Most agencies and Office have been forced to use electronic Asset and Records Management systems by eFile and GPEA
- Congressionally mandated activity means attention, resources, and focus are on the workflow and records management problem

**CHALLENGES**

- Workflow and records management systems vary from agency to agency, office to office
- Providing true online interactive capabilities
- Workflow across a diverse organization
- Correspondence between the USDA and outside entities
- Migrating from current paper-based processes to online processes
- Migrating current records management infrastructure and paper-based files to online access
- Establishing dedicated resource(s) for records management

**Workflow and Records Management**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Stakeholders**

**Processes**

**Technology**

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Stakeholders

- Agribusinesses & Cooperatives
- Low income families & individuals
- Children
- Rural Communities & Businesses
- Research/Academic Community
- Landowners and Conservationists
- All Americans

**Stakeholders**

***The USDA has three main types of stakeholders:***

**CUSTOMERS**

**INDUSTRY & government PARTNERS**

**EMPLOYEES**

- Federal, State and Local agencies & Organizations
- Food Distribution and Supply Chain Companies
- School Districts
- Colleges/Universities and Research Partners
- Banks & Lenders
- Housing Developers
- Insurance Companies/Agents
- Agribusinesses & Land-based Products Companies

- Service center employees
- Headquarters employees
- State and regional office employees
- Foreign employees
- Field employees:
- Food inspectors at plants
- Food & animal/plant inspectors at ports
- Grain inspectors

**Stakeholders**

**Processes**

**Technology**

## Stakeholders – Citizens/Customers

**Customer Groups**

**agencies**

**Major Programs**

**Comments**

**A. Producers/Farmers**

- $41 Billion

- 2.2 Million

- FSA, FAS, AMS,

- GIPSA, RMA,

- ARS, ERS, NASS,

- Farm Loans, Price

- Supports, Export

- Assistance, Marketing

- Assistance, Grain

- Inspections, Crop

- Insurance, Agricultural

- Research Programs/Info.

- programs aimed at small

- $9.5 Billion

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

**Estimated Dollars**
**Allocated**

**Number**
**Served**

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

**B. Agribusinesses ****& Cooperatives**

- $36 Billion

- 20 Million

- Food & Nutrition

- Service, Rural

- Housing Service,

- Office of Community

- Development

- Food Stamps, WIC,

- Rural Housing,

- Community

- Development, CACFP,

- Other FNS Programs

- Includes all individual and

- family non-farm

- assistance programs

- except child nutrition.

**C. Low Income Families**
**& Individuals**

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

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

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

- APHIS, CSREES

- 100,000+

**Stakeholders**

**Processes**

**Technology**

## Stakeholders – Citizens/Customers

**Customer Groups**

**agencies**

**Major Programs**

**Comments**

**D. Children**

- $10.3 Billion

- 30 Million

- Food & Nutrition

- Service

- School Meals, CACFP,

- other FNS Child

- Nutrition

- Number served is School

- Nutrition participants plus

- CACFP

- $5.9 Billion

- 2.5 Million

- RBS, RUS, FAS,

- OCD, GIPSA,

- APHIS

- Empowerment Zones &

- Communities, Rural

- Utility, Business, and

- Coop. Programs, FAS

- Credit Guarantees &

- Export Assistance

- Includes programs aimed

- at increasing rural

- employment as well as

- programs that help rural

- communities in general

**H. All Americans**

- $6.9 Billion

- 285 Million

- Forest Service,

- Food Safety, CNPP,

- APHIS, NRCS

- All Conservation

- Programs, Food Safety,

- Nutrition Programs,

- Public Health Programs

- These programs provide

- public goods that benefit

- all Americans in some

- way.

**Estimated Dollars**
**Allocated**

**Number**
**Served**

**E. Rural Small****Businesses,**
**Entrepreneurs &**
**Communities**

***Citizen/Customer Groups continued...***

**F. Research/Academic**
**Community**

**G. Landowners &**
**Conservationists**

- $8.5 Billion

- 10 Million (landowners)

- Forest Service,

- FSA, NRCS,

- APHIS

- Natl. Forest System

- NRCS Programs

- Conservation Reserve,

- Animal & Plant Health

- ARS, ERS, NASS, CSREES

- $2.2 Billion

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

- 3300+
- Colleges
- 1.3M Profs/Researchers

**Stakeholders**

**Processes**

**Technology**

## Stakeholders – Citizens/Customers

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

- NONE

- DEDICATED DIAL-UP

- BROADBAND

- SHARED

- (NOT READY)

- (READY)

**CUSTOMER GROUPS**

- Producers/Farmers
- Agribusinesses
- Low Income Families& Individuals
- Children
- Rural Small Businesses,Entrepreneurs &Communities
- Research/AcademicCommunity
- Landowners & Conservationists
- All Americans

- (LEADING-EDGE)

**Stakeholders**

**Processes**

**Technology**

## Stakeholders – Citizens/Customers

**Customer Groups**

**Internet Access**

**Key Challenges**

- 83% of Agriculture website users want a trusted local vender (1)
- 67% use the Internet to search for product info.
- Value proposition the USDA needs to offer is valuable, trusted information
- Small, disadvantaged, and minority farmers most in need of risk management tools
- Farmers and producers want one source for all information - One USDA
- Providing valuable customer service

**43% of farmers have Internet access**

**Producers/Farmers**

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

- Low-literacy rates
- Senior(s) and disabled eye-sight problems/dexterity
- Language barriers
- Poor content relevant for low-income families

**Low-Income****Families & Individuals**

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

**Stakeholders**

**Processes**

**Technology**

## Stakeholders – Citizens/Customers

**Customer Groups**

**Internet Access**

**Key Challenges**

- Over 90% of children can access the Internet either at home or at school
- Only half of children’s homes with computers use the Internet
- Low-income children have only 25% the average children’s Internet access rate
- Some children’s access only at school limits the time they can use the Internet

**Children**

**Rural Small****Businesses,**
**Entrepreneurs &**
**Communities**

**38% of rural households have Internet access**

- Provide distance learning opportunities: rural businesses rate educational services as most important future use
- Telecommunications infrastructure
- Lack of economic community development activities
- No coordinated method to share best practices and rural economic development experiences

***Customer readiness continued...***

**Stakeholders**

**Processes**

**Technology**

## Stakeholders – Citizens/Customers

***Customer readiness continued...***

**Customer Groups**

**Internet Access**

**Key Challenges**

**All Americans**

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

**Research/Academic****Community**

- Nearly all colleges and universities have Internet access
- Many have very high speed networks and Internet connections, enabling advanced applications
- Challenge is not accessing the Internet, but finding needed, wanted, and applicable information

**Nearly all colleges and universities have Internet access**

**Stakeholders**

**Processes**

**Technology**

## Stakeholders - Industry & GovernmentPartners

- $46.3B

**Stakeholders - Industry & Government****Partners**

**Partner**

**Relevant Agencies**

**Major Programs**

**Comments**

**Estimated Budgets of****Associated Programs**

**A. Food Distribution & ****Supply Chain ****and Food Retailers**

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

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

- Includes all programs wherestate and local governmentsparticipate or cooperate inadministration

- FNS, FAS, FSA, AMS
- GIPSA, APHIS, FSIS

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

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

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

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

- $5.5B

**C. Colleges/Universities****and Research Partners**

- Includes all programs wherestate and local governmentsparticipate or cooperate inadministration

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

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

- $10.8B

- FAS, FSIS, FS, RBS, APHIS, NRCS

- Export Programs, Inspections, Mining & Forestry Programs

**E. Agribusiness/Land-****Based Products**

- $15.4B

**D. Banks, Lenders, and****Housing Developers**

- FAS, FSA, RD

- FSA and Rural Development Loans,FAS Credit Guaranteed
- RHS Housing Programs

- $2.1B

- RMA

- Crop Insurance

**F. Insurers and Agents**

**Stakeholders**

**Processes**

**Technology**

## Stakeholders - Industry & GovernmentPartners

**INDUSTRY PARTNERS**

- Food Distribution & Supply Chain/Retailers
- Federal, State, and Local agencies
- Colleges, Universities, andResearch Partners
- Banks, Lenders, and Housing Developers
- Agribusinesses & Land-Based Products
- Insurers & Agents

**Stakeholders - Industry & Government****Partners**

- NONE

- DEDICATED DIAL-UP

- BROADBAND

- (NOT READY)

- (READY)

- (LEADING-EDGE)

**Stakeholders**

**Processes**

**Technology**

## Stakeholders - Industry & GovernmentPartners

- 66% of warehouse workers have Internet access at work1

- 98% have Internet access

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

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

**Stakeholders - Industry & Government****Partners**

**Industry Partners**

**Internet Access**

- Food Distribution & Supply Chain/Retailers
- Federal, State, and Local agencies
- Colleges, Universities, andResearch Partners
- Banks, Lenders, and Housing Developers
- Agribusinesses & Land-Based Products
- Insurers & Agents

- 93% of insurance companies have the Internet at work

- 93% of locations have the Internet1

**Stakeholders**

**Processes**

**Technology**

## Stakeholders - Employees

**Stakeholders**

**Processes**

**Technology**

**Employee Group**

**Agencies**

**Estimated****Number in Group**

**Service Center ****Employees**

**Headquarters****Employees**

- Farm Service AgencyNatural Resources Conservation Service
- Rural Development agencies

- All Agencies
- Staff Offices
- Departmental Administration

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

**State and Regional****Office Employees**

- APHIS, FSIS, GIPSA, AMS

**Field/Inspection ****Employees**

**Foreign Employees**

- Foreign Agricultural Service

- ARS, APHIS, FSIS, FS

**Laboratory & Field ****Research Employees**

- Forest Service

**Forest Rangers and****National Forest Field ****Employees**

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

- 25,000

- 15,500

- 4,000

- Staff in 77foreign posts

- 11,500

- 27,000

- 10,000

## Stakeholders - Employees

**INDUSTRY PARTNERS**

- Service Center Employees
- Headquarters Employees
- State and Regional OfficeEmployees
- Foreign Employees
- Field/InspectionEmployees
- Laboratory and FieldResearch Employees
- National Forest Field Employees

**Stakeholders - Employees**

- NONE

- DEDICATED ACCESS

- HIGH-SPEED/LAN

- (NOT READY)

- (READY)

- (LEADING-EDGE)

**Stakeholders**

**Processes**

**Technology**

- SHARED  ACCESS

## Stakeholders - Employees

**Stakeholders**

**Processes**

**Technology**

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

| Question | Always | Often | Some-times | Never |
| --- | --- | --- | --- | --- |
| 1.  I use my agency/office Internet site for business purposes such as research, and completing and submitting forms. | 17.1% | 34.7% | 30.2% | 6.7% |
| 2.  I use my agency/office Intranet for business purposes such as research, and completing and submitting forms. | 14.8% | 32.0% | 32.6% | 10.8% |
| 3.  I use the USDA's Internet site for business purposes such as research, and completing and submitting forms. | 10.9% | 23.7% | 39.3% | 16.1% |
| 4.  I use the USDA's Intranet for business purposes such as research, and completing and submitting forms. | 8.0% | 20.2% | 36.7% | 25.1% |
| 5.  I use a work issued laptop to work away from the office. | 8.5% | 10.1% | 19.5% | 52.0% |
| 6.  I use my own personal computer to work from home. | 6.7% | 9.3% | 27.2% | 46.2% |
| 7.  I telecommute (i.e. work remotely). | 2.2% | 3.5% | 14.3% | 68.7% |
| 8. I use a Personal Digital Assistant (e.g., Palm Pilot, Pocket PC) for work related tasks. | 4.6% | 5.0% | 4.9% | 74.1% |
| 9.  I use a cell phone for work related tasks. | 7.5% | 12.7% | 21.1% | 45.4% |
| 10. I use a pager (e.g., Blackberry or regular) for work related tasks. | 3.2% | 3.3% | 4.6% | 77.7% |
| 11. I purchase work-related items online (e.g., supplies, books, software). | 3.6% | 10.6% | 22.2% | 52.3% |

- Source:  USDA eGovernment Employee Survey, December 2001

## Stakeholders - Employees

**Stakeholders**

**Processes**

**Technology**

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

| Average age: | 43 years |
| --- | --- |
| Percent over 50 years of age | 28% |
| Hiring rate | 5-6% |
| Turnover rate | 6-10% |
| Percent eligible to retire today | 7% |
| Percent eligible to retire before 2005 | 23% |
| Percent decline of IT workforce size, 1996-2000 | 5% |
| Projected decline, 2000-2005: | 13% |

**SELECTED STATISTICS FROM IT WORKFORCE ANALYSIS:**

**USDA’S IT WORKFORCE CHALLENGES:**

- Increasing retirement eligibility
- High turnover in lower grades
- Shrinking recruitment pipeline

- Establish a departmental program to encourage the use of recruitment bonuses and retention allowances
- Broaden recruitment efforts to all qualified candidates
- Use the Clinger-Cohen core competencies as part of an IT career development program
- Provide more flexible working conditions and schedules
- Improve the exit interview process and use the results to help increase retention.

**RECOMMENDATIONS FOR IT WORKFORCE:**

- Source:  USDA IT Workforce Analysis, December 2000

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Technology Capabilities

- OCIO Organization & Processes

- Internet/Intranet/Extranet Presence

***To implement eGovernment initiatives, the USDA must have the ability to develop eGovernment applications, deploy those applications, and maintain them.  This technology assessment gauges the readiness of the USDA in each of these areas***
- By assessing the technology capabilities below, readiness to support future initiatives will be measured

**Stakeholders**

**Processes**

**Technology**

## Technology Capabilities

***Technology capabilities defined:***
**Environment and Tools - **The comprehensive development environment and toolsets for developing eGovernment applications; includes IDE’s, version control, project management, etc.
**Developer Skills - **Skill sets relevant to eGovernment application development
**Network - **Network architecture, services, bandwidth, and access levels
**Web Services** - Common Department-wide services such as eSignatures, content management, user authentication, portals, and application services (.NET web services, etc.)
**Enterprise Application Integration - **EAI is a common framework for integrating end-to-end business processes and data (information) across disparate applications.  Combines the concepts of middleware, workflow, etc.
**Data Management** - The physical storage and modeling of data in the Department; includes data warehousing capabilities, common data dictionaries, and data architectures
**Cyber Security - **Covers security strategy, products, and administration processes across the entire infrastructure including hardware, system software, network, and applications
**Enterprise Architecture - **The ability to define and the definition of standards around enterprise hardware and software, includes HW/SW standards for the desktop, HW/SW standards for servers, and recommendations on COTS software packages
**Application Hosting** - Comprehensive capability to develop and host eGovernment applications.  Includes development and maintenance capabilities of web servers, applications, databases, etc.

**Stakeholders**

**Processes**

**Technology**

## Enterprise Architecture

**CURRENT EXECUTION**

- Standards exist for enterprise hardware/software deployments, such as the desktop standards of the Common Computing Environment (CCE).
- Several enterprise licenses have been negotiated for a small number of software packages.
- Examples include Lotus Notes, Brio, GIS Capabilities, Oracle
- Cisco and IBM are negotiated hardware licenses
- Resources management staff monitors mainframe environment
- Plans for increasing mainframe capacity within the next two years
- 68-70% process/utilization reached before considerations to retire the systems are taken
- Service Level Agreements (SLAs) exist with business partners, such as with IBM
- An enterprise architecture management package is currently being piloted out of OCIO
- Interfaces with databases of record and has publish and reporting capabilities

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

**Stakeholders**

**Processes**

**Technology**

## Enterprise Architecture

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

**Criteria for evaluation of readiness:**

**Enterprise Architecture**

- Define standards throughout the Department on the desktop level according to business usage for the following:
- Hardware configurations
- Operating system
- Office productivity software
- Browser, E-Mail package
- Dictate standard file formats
- Standard server configurations and limited choice of server environments for desired functions
- Online troubleshooting documentation and FAQ’s
- Networked file and print serving (Internet printing protocol)

- Standard desktop and server images used for ALL new machines in the Department
- Centralized eProcurement capability for use by all agencies
- Vendor analysis group to define standards and perform evaluations of software and hardware for major business uses
- Dedicated support staff to troubleshoot hardware/software issues on *supported* platforms
- Automatic virus definition file updates
- Enterprise Architecture management system to track all enterprise systems and report on those systems

- Remote administration of desktops; remote troubleshooting from help desk
- Remote administration of server environment
- Automatic software updates on login to network
- Roaming user capability
- Profile is stored remotely; any desktop user logs in to, installs appropriate applications and retains settings
- Thin clients for remote users, I.e. network computers and PDA’s

**Stakeholders**

**Processes**

**Technology**

## Enterprise Architecture

**CHALLENGES**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

- Server platforms vary in data centers
- Unix, NT, Mainframe, Linux, over 500 COTS packages in NITC alone, DBMS variations
- Each agency defines their desktop environment; sharing files across the Department is therefore a challenge
- Ensuring all users are on a modern web browser
- Standards for enterprise hardware/software deployments are not closely enforced by individual agencies.
- Desktop standards defined by the Common Computing Environment (CCE) are not strictly followed at the agency level.
- CCE deploying older technology than what is the agencies are using.
- Department strategy that is understood and adhered to by the agencies

**Enterprise Architecture**

**Stakeholders**

**Processes**

**Technology**

## Network

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

**CURRENT EXECUTION**

- Service Centers have access to their local agency networks
- Individual service centers do not have access to other agencies and headquarters.
- As of September 2000, 2522 out of 2600 service centers had LAN/WAN access
- Service Center Modernization Initiative is providing PCs, Internet/Intranet access and cross-agency communication; expected completion, FY2002
- Dial up capabilities using routers to increase performance
- Some agencies have dedicated lines running Frame Relay
- Headquarters’ LAN running at 100mb and connected by fiber optics
- Data centers in Washington DC, Fort Collins, and New Orleans are all equipped with modern network architectures to provide broadband access
- Individual agencies provide VPN solutions through UUNet and other industry partners
- Smaller sites rely on dial-up to transmit data to headquarter and data centers
- Error checking used with File Transfer Protocol (FTP)
- Batch processing to for efficiency
- Most agencies have their own network management personnel while the smaller agencies tend to rely on OCIO for network support

**Stakeholders**

**Processes**

**Technology**

## Network

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Switched ethernet available at headquarter locations
- Ability to support multiple communication protocols; TCP/IP
- Limited remote 56k dial-up access
- Basic network management utilities in place to detect errors and monitor security (see security)

- Switched Ethernet available in headquarters and field office locations
- Remote 56k dial-up access capabilities for remote users
- VPN access to allow secure access to internal systems
- Limited wireless coverage to specific service center and field office locations
- Intelligent/distributed caching for content delivery networks (webcasting, etc.)
- DHCP addressing schemes; “one configuration, connect anywhere”

- Emergence of IP/Gigabit Ethernet, convergence with content/data networks (SAN)
- Support  for voice over IP
- Intelligent network monitoring and bandwidth throttling
- Support for wireless protocols to be deployed in headquarters, service centers, and field locations
- 802.11b
- Bluetooth
- 2.5/3G
- Accessibility from alternative devices such as PDA’s and RF-ID’s
- Partner to provide broadband home office capabilities

**Criteria for evaluation of readiness:**

**Network**

**Stakeholders**

**Processes**

**Technology**

## Network

**Network**

**CHALLENGES**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

- Individual service centers may not have access to other agency network resources and Headquarter network resources.
- The network is managed de-centrally with most agencies having their own network management personnel, while OCIO only maintains the Department’s network
- No common Network Operating System (NOS) between agencies
- “Heavy” application deployment an issue with those Service Centers and customers only equipped with dial-up access
- Addressing basic user concerns such as network performance and downtime, networked printing capabilities, and networked file storage capabilities

**Stakeholders**

**Processes**

**Technology**

## Web Services

**CURRENT EXECUTION**

- Individual agencies such as REE are already considering content management strategies
- The Department currently has manual content management strategies in place to manage its own online resources
- The USDA.gov site is managed through manual HTML updates
- Content workflow is all performed manually through the E-Mail system
- OCIO currently has a working group to define a portal strategy for the rest of the Department
- eSignatures and PKI capabilities are being explored by individual agencies and piloted by the NFC
- NFC is offering eSignatures as a fee for service
- Digital certificates are currently being piloted by NFC and are offered to the entire Department
- Shared application capabilities are starting to be developed
- Web-based survey capability being developed and hosted at NITC
- Efforts are underway to Web enable mainframe environments to offer existing services in a web-enabled format

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

**Stakeholders**

**Processes**

**Technology**

## Web Services

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Manual content management processes in place
- Enterprise Ids for authentication in order to access multiple corporate resources
- Manual aggregation of content and resources
- Search engine/data access and indexing
- Category support

- Vendor content management solution deployed to support individual applications
- Web-based user interface (UI) for content administration
- Complex workflow design and implementation
- Collaboration, staging and virtualization capabilities
- Versioning and roll back
- XML compliant meta-data model
- Single sign-on
- Enterprise-wide PKI solution
- Web-based maintenance tools for portal and content management capabilities
- Integrated document management
- Subscription services

- Enterprise wide content management capabilities
- Search engine extensibility for custom data types
- Multiple language support
- Workflow visualization tools
- Access control and LDAP support
- Profile management and personalization services
- Wireless portals

**Criteria for evaluation of readiness:**

**Web Services**

**Stakeholders**

**Processes**

**Technology**

## Web Services

**Web Services**

**CHALLENGES**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

- Defining a standard content management capability across the Department that “fits” with current efforts already underway to manage content and deploy applications
- Defining a user authentication and profile management strategy to centralize user administration across the Department and control access to all resources
- Defining a portal strategy for the Department to prevent confusion among users who may be forced to choose among multiple portals to access USDA resources
- Getting ahead of the agencies in defining an enterprise-wide eSignature/PKI strategy

**Stakeholders**

**Processes**

**Technology**

## Enterprise Application Integration (EAI)

**CURRENT EXECUTION**

- Department looking at Service Center agencies that have a common automated workflow system to use as a model in the future
- Loan application is an example of workflow between multiple systems
- Using IBM messaging protocol due to Service Level Agreement (SLA)
- Implementing MQ Series in the Service Center Web Farm** **
- NITC offers system integration services; have performed custom system integration using various middleware packages and custom interfaces
- NFC has e-enabled its pay notification capability for employees by integrating pay presentation software with legacy Financial systems

***The USDA’s ability to deploy EAI will determine how heavily current data and processes can be utilized to develop new eGovernment applications***

**Stakeholders**

**Processes**

**Technology**

## Enterprise Application Integration (EAI)

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Flow of messages among applications
- Batch communications
- Routing of messages within the enterprise
- Services via message brokers, ORBs or message queues
- Syntactic translation of one data set into another. (Example: translation of date formats)
- Semantic translation of data based on underlying data definitions or meaning. (Example: conversion from the English system to the metric system)

- Centralized visibility and control of multi-step business processes traversing multiple applications
- Pre-built adapters to technology solutions such as EDI solutions, messaging software, specialized technologies (i.e. COM, CORBA, EJB, etc), database environments
- Pre-built adapters to application solutions such as ERP, CRM, and eMarketplaces
- Custom adapter development kits
- Connection managed to and from source application, including security (authentication, authorization, and encryption)
- Synchronous, asynchronous communications
- Routing of messages to applications based on message subject and/or content

- Centralized visibility and control of multi-step business processes traversing multiple enterprises
- Real-time analysis capabilities across and between the enterprises
- Workflow coordination of multi-step processes between enterprises
- Transactional control across the applications and between enterprises
- Process state information maintained to support rollback processes
- Flow of messages across enterprises

**Criteria for evaluation of readiness:**

**Enterprise Application Integration (EAI)**

**Stakeholders**

**Processes**

**Technology**

## Enterprise Application Integration (EAI)

**CHALLENGES**

- Define a common EAI capability to begin to integrate disparate systems
- Define new capabilities based on the ability to integrate systems
- Cross-agency collaborative effort to integrate agency systems - IT teams collaborating across the Department to build Departmental solutions
- Break the stove-pipe culture

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Enterprise Application Integration (EAI)**

**Stakeholders**

**Processes**

**Technology**

## Data Management

**CURRENT EXECUTION**

- Individual agencies have begun to define common data dictionaries to be used between themselves and their industry partners.  The Department currently does not have a USDA data dictionary.
- The Department is working on a Department wide data/records management strategy, which includes:
- Records Disposition Authority
- Common Taxonomy
- Access Controls
- Desktop Processing of data
- Metadata System
- Records Retention
- Querying of Information
- Quality Assurance of Search and Access Standards
- Policies and regulations for records management established and published on the USDA website
- Direct Attached Storage (DAS) used for data warehousing.
- NITC has Storage Area Network (SAN) capabilities for a  fee.  Department is starting to explore SAN and Network Area Storage (NAS) data storage.

***Defining data dictionaries and having an enterprise data warehousing strategy will enable better interaction with their industry partners and the sharing of data across applications***

**Stakeholders**

**Processes**

**Technology**

## Data Management

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Fiber Channel Storage Area Network (FS SAN)
- Storage resource management tools
- Enhance data sharing capabilities management system enabling shared, simultaneous access of information with version control
- Meta-data definition and data model stewardship program
- Hot standby
- Enable content management and delivery with external partners
- Develop directory/index system that monitors the input and output of  internal and external content
- Robust end-user access tools, such as reporting and querying

- Storage virtualization, such as Network Attached Storage (NAS)
- Routine maintenance, such as firmware upgrades with no downtime
- Web-based data management to support solution deployment process (e.g.  Online Data Management capabilities, automated workflow)
- Improve data utilization through customized, role-based, inquiry response capabilities for database information searches based on user/customer/partner profile

**Criteria for evaluation of readiness:**

**Data Management**

- Standards for data management
- Direct Attached Storage (DAS)
- Magnetic disk storage
- Common data dictionary
- Data mining capabilities
- Simple reporting and querying capabilities
- Data recovery capabilities

**Stakeholders**

**Processes**

**Technology**

## Data Management

**CHALLENGES**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Data Management**

- Defining a data dictionary for the Department that integrates current efforts being made in individual agencies will greatly enhance the collaboration between the Department and its Customers and Industry Partners
- Will also enhance the value of the research that is being generated**  **
- Ramping up data warehousing capabilities in time for their use by agency applications
- Define a comprehensive data management strategy and communicate to all relevant parties; data management strategy is currently being defined

**Stakeholders**

**Processes**

**Technology**

## Cyber Security

**CURRENT EXECUTION**

- Over 180,000 networked devices currently in the Department that must be made secure from intrusion or misuse
- Formal office of Cyber-security established and security expertise in place to enforce Department-wide security policy.
- Policy is written by the Office of Cyber Security and enforced by individual agency security teams
- Contractors are used to perform penetration testing of systems throughout the Department.
- If a system is found to be penetrable, system is shut down until the problem is fixed
- Each agency has a SWAT team that is responsible for addressing security issues
- Policies are being put in place to define security standards around new hardware builds (Windows 2000 for example).
- Putting in place policy that requires training to be purchased with enterprise software packages to ensure administrators are well versed in the package’s security loopholes
- Technology capabilities are currently being used include network sniffing, penetration testing, packet analysis, intrusion detection.
- Constant communications campaign to employees to always think about cyber security
- Currently developing strategy to deal with intelligent safe-guarding of electronic classified information

***The Department has an aggressive security policy in place but still needs more resources and collaboration with agencies to fully execute those policies ***

**Stakeholders**

**Processes**

**Technology**

## Cyber Security

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- GPEA mandated annual risk assessments
- Network monitoring capabilities in place
- Dedicated security staff in place to enforce security policy
- Managed firewall capabilities
- Managed virus server and virus software implementation on all desktops
- SWAT teams in place and emergency response plans solidified
- Security communications plan
- Security penetration testing
- 24x7 security expert availability
- Workstation build enforcement

- Annual business process evaluation to detect potential security issues
- Policy and breach alert mechanisms
- Host-based intrusion detection services
- Managed web filtering to check for inappropriate use of resources
- Certificate revocation and management services
- Non-repudiation support
- Managed distribution of classified materials

- Managed VPN services; steady state monitoring and review of configuration change requests
- Security help desk
- Advanced state of awareness among all employees
- Wireless network monitoring and intrusion detection
- Integration of biometrics in to security infrastructure

**Criteria for evaluation of readiness:**

**Cyber Security**

**Stakeholders**

**Processes**

**Technology**

## Cyber Security

**CHALLENGES**

- Awareness of Cyber Security must be high among all USDA employees
- Older hardware/software configurations in data centers may still be vulnerable to security breach
- Business objectives, ease of use, and personalization out-weighing security concerns
- Many mission critical applications are still not run in the data centers
- Multiple corporate backbones mean complexity in safeguarding network is magnified
- Department is behind agencies in defining electronic signatures and PKI strategy
- Increasing number of devices connected together and “always on”
- Increasing availability of high bandwidth access
- Increasing adoption of wireless data means another type of security vulnerability

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Cyber Security**

**Stakeholders**

**Processes**

**Technology**

## Development Environment and Tools

**CURRENT EXECUTION**

- There are several enterprise licenses for development tools
- Computer Associates, SUN, IBM
- Individual agencies may have developed coding standards and defined standard development environments, but the Department currently has no standard development environment defined
- Recent initiative towards informal flow chart development to aid in project planning
- Chief Information Officer is advocating the creation of project planning system.**  **
- Configuration, change, and problem management processes in place to aid in version control and portability with Legacy systems
- iDEP, a development methodology, was established during the 1990’s
- OCIO has a policy checklist that all agencies must meet in order to have adequate funding approved
- This is applicable only to projects that exceed the funding threshold. (Exception:  agencies can attain a waiver through policy loop holes).
- Policies are in place that regulate the development environment and tools used for Department application development, but not for agency application development

***The Department has taken the first steps towards negotiating enterprise licenses for hardware and must continue that approach for software, ultimately creating standards by which all agencies must abide during application development and every day productivity***

**Stakeholders**

**Processes**

**Technology**

## Development Environment and Tools

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

**Criteria for evaluation of readiness:**

**Development Environment and Tools**

- Development standards
- Testing strategy
- Discrete development, testing and production environment
- Project management tool
- Project review
- Centralized development teams
- Distributed application components
- Stress Testing
- Source Code Control

- Production-replicated System Test environment
- Automated code migrations between environments
- Internet migration standards
- Online configuration management tool
- Local test environment
- Enterprise-wide authentication and authorization system
- Configuration management policy, procedures,  and tool
- Application messaging system

- Distributed web services
- De-centralized development teams
- Online collaboration

**Stakeholders**

**Processes**

**Technology**

## Development Environment and Tools

**CHALLENGES**

- Employees have limited expertise due to large number of development options available.
- No established configuration management policies for new development
- Development lifecycle methodology was developed for mainframe and client server and has not been updated to reflect changing toolsets and application functionality
- No project management tools

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Development Environment and Tools**

**Stakeholders**

**Processes**

**Technology**

## Developer Skills

**CURRENT EXECUTION**

- The NITC application hosting and development offering claims to have a wide array of skills around eGovernment development.  Examples include:
- Cold Fusion Markup Language
- HTML
- Java
- Javascript
- In a recent survey conducted by OCIO, IT personnel rated technical  skill set and security skillet as the areas they need the most help in
- Over half the respondents of the survey indicated they have spent time in training, meaning that people are not averse to learning new skills
- The proximity to retirement age is high among IT personnel across the Department
- Personnel are being asked to learn new skills as opposed to having a higher mix of new-hires with less business knowledge but a more relevant application development repertoire
- In interviews with CIO’s from each agency, training and lack of eGovernment related skills were one of the leading “challenges” the CIO’s were currently facing

***The skill set of IT personnel across the organization is concentrated on legacy technologies.  Efforts are being made in the Department and within the agencies to re-train some employees and augment development efforts with contractors***

**Stakeholders**

**Processes**

**Technology**

## Developer Skills

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

**Criteria for evaluation of readiness:**

**Developer Skills**

- Database Administration
- Internet Development Technologies
- Client/Server Development Technologies
- System Administrators
- Test Administrators
- System Trainers
- Security Experts

- Active Data Objects (ADO)
- Code reviewer
- Content Development
- Lightweight Directory Access Protocol (LDAP) utilization
- Internet distributed services
- Internet Security Expert
- Technology Architect
- XML

- Enterprise-wide authentication and authorization experts
- Platform independent development
- SOAP (XML communication protocol)
- Usability Experts
- Wireless Technologies

**Stakeholders**

**Processes**

**Technology**

## Developer Skills

***The Department can build on the skill set that currently exists in NITC to further enhance their application development capabilities.  The Department should also be an active procurer of contract services where appropriate to be “ready” to implement new initiatives in the future***

**CHALLENGES**

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

- Most agency IT Professionals do not have eGovernment skills
- Workforce is skewed towards a “legacy” skill set
- Evolution to eGovernment capabilities will require re-training and “fresh blood”

**Stakeholders**

**Processes**

**Technology**

## Application Hosting

**CURRENT EXECUTION**

- Data centers are currently located in Fort Collins, Colorado, Washington DC, and Kansas City, Missouri, and New Orleans, Louisiana
- Formal web application hosting services are offered by NITC.  These services include:
- Web access to mainframe databases and applications
- Site and application development
- Site management
- Data management and data warehousing
- Section 508 Testing and compliance
- Co-location
- Virtual hosting
- Back-up and redundancy capabilities
- Service Level Agreements for tiers of service
- While NITC offers web hosting capabilities, most agencies have chosen to host their own applications in their own data centers
- Service Center agencies have their own data center where they host their applications

***Application Hosting through NITC and other Department-wide hosting capabilities is mainly focused on centralized and client/server hosting, but does offer web application hosting capabilities for those agencies who need them***

**Stakeholders**

**Processes**

**Technology**

## Application Hosting

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- 99.9% Uptime
- Support for multiple server environment
- Tiered class of services
- Internal professional services
- In house out-of-the box tools
- Detailed systems and network monitoring
- Periodic backup system images
- Event notification, escalation, and forwarding
- Advanced security solutions, including firewalls and security monitoring and analysis
- Historical data reporting
- Personalized services and support
- Applications development and database management
- Helpdesk
- 24x7 Management

- 99.99% Uptime
- Backup, redundancy, load balancing, and disaster recovery capabilities
- Access to shared Web services
- Raised floors at data centers
- Temperature control systems
- Hazard control
- On-site personnel trained on networking, Internet, and systems management
- Co-location services
- Web hosting
- Redundant and scalable network connections
- Giga bit ethernet bandwidth
- Fast ethernet
- Content distribution caching

**Criteria for evaluation of readiness:**

**Application Hosting**

- 99.999% Uptime
- Services management environment
- Advanced storage solutions, such as NAS
- Testing Services, such as stress testing
- Vendor analysis services
- Usability testing lab
- Site hardening services
- Managed extranet services
- Cyber attack management services
- 24x7 detection of security intrusions
- Assistance from cyber crimes investigators
- Vulnerability scanning
- System and network penetration testing

**Stakeholders**

**Processes**

**Technology**

## Application Hosting

**CHALLENGES**

- Emphasis and resources are placed on central computing capabilities but will also increasingly need to include eGovernment application hosting which may change business processes, administrators, and technology
- Wide array of platforms and technologies being hosted raises the level of complexity; new eGovernment applications only adds to that complexity and the need for specialized skills
- Ensure high quality customer service for new capabilities

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Application Hosting**

**Stakeholders**

**Processes**

**Technology**

## Internet/Intranet Presence

***The Department (***_[www.usda.gov](http://www.usda.gov/)__), staff offices, and agencies all have customer facing web sites which focus on publishing information, forms completion, and accessibility to a few transactional capabilities_

**CURRENT EXECUTION**

- The Department, Offices, and agencies have deployed publicly available web sites
- The User Interfaces of each web site are different with no common navigation, look and feel, text standards, etc.
- The Office of Communications has defined standards around the USDA Brand that are currently in effect on the web sites
- All USDA web sites are Section 508 compliant and are tested on a regular basis for compliance
- A search engine allows users to search across the Department web sites
- Sites are designed according to the organizational structure of the agencies and Department
- The Department web site has deployed audio streaming capabilities
- Feedback mechanisms on sites are usually to the webmaster of that particular site

**Stakeholders**

**Processes**

**Technology**

## Internet/Intranet Presence

**CRITERIA FOR BASIC**

**CRITERIA FOR ADVANCED**

**CRITERIA FOR LEADING-EDGE**

- Published branding guidelines around USDA and agency brands
- Published user interface (UI) style guides for all Web-based applications
- Basic page layout, such as text and graphics
- Section 508 compliance

- Advanced presentation techniques, such as animation and 3D navigation
- Multiple language support
- Unicode character set
- Department wide enforcement and use of style sheets
- Usability Lab
- Usability testing and methodology
- Dedicated UI and graphic design resources
- Automated 508 testing capability

- Alternative navigation mechanisms
- Chatbots
- Voice recognition for navigation purposes

**Criteria for evaluation of readiness:**

**Internet/Intranet Presence**

**Stakeholders**

**Processes**

**Technology**

## Internet/Intranet Presence

- NO CAPABILITIES

- ADVANCED

- LEADING-EDGE

- BASIC

**Internet/Intranet Presence**

**CHALLENGES**

- Enforcement mechanism to ensure a common look and feel across the Department web sites
- Department and agency Web site standards are not centrally controlled
- Known usability issues with USDA.gov and most other agency sites
- Site content structure maps to the USDA organizational structure
- Involving customers, employees, and industry partners in the design process; user-centric design
- The existence of User Interface Design expertise to define and maintain a global style guide, provide expertise when needed, etc.

**Stakeholders**

**Processes**

**Technology**

## Table of Contents

**I. Executive Summary**

**III. Key Business Processes**

**IV. Support Functions**

**VII. Appendix A - Employee survey results**

**VII. Appendix B - Interview roster**

**V. Stakeholders**

**IX. Appendix C - Application baseline**

**VI. Technology Capabilities**

**II. Introduction & Methodology**

## Appendix A:  Employee Survey Results

***Following are the results of the USDA eGovernment Employee Survey.***

**Part 1:  Communication**Awareness of eGovernment

| Question | Strongly Agree |  | Somewhat Agree |  | Somewhat Disagree |  | Strongly Disagree |  |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 1. I know what is meant by eGovernment.  | 1547 | 32.1% | 2239 | 46.4% | 663 | 13.7% | 373 | 7.7% |
| 2. eGovernment does not affect my job. | 287 | 6.0% | 769 | 15.9% | 1763 | 36.6% | 2003 | 41.5% |
| 3. I think the USDA has been a leader in the federal government in terms of creatively applying technology to its business. | 556 | 11.5% | 2285 | 47.4% | 1407 | 29.2% | 574 | 11.9% |

| Question | Yes |  | No |  |
| --- | --- | --- | --- | --- |
| 4. I am aware of USDA and/or Agency eGovernment  (web-based) applications available for my use as an employee.	 | 3872 | 80.3% | 950 | 19.7% |
| 5. I am aware of USDA eGovernment applications for the general public.	 | 1858 | 38.5% | 2174 | 45.1% |
| 6. I am aware of USDA eGovernment applications for business partners (e.g., state agencies, banks, nonprofits). | 1666 | 34.5% | 3156 | 65.5% |

## Appendix A:  Employee Survey Results

**Appendix A:  Employee Survey Results**

**Part 1:  Communication**eGovernment Communication Vehicles

- 8.  How have you heard about the eGovernment Initiative?

- 9.  How would you like to hear about future eGovernment initiatives?

## Appendix A:  Employee Survey Results

| Question | Always |  | Often |  | Sometimes |  | Never |  |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 1. I use my agency/office Internet site for business purposes such as research, and completing and submitting forms. | 824 | 17.1% | 1673 | 34.7% | 1454 | 30.2% | 323 | 6.7% |
| 2. I use my agency/office Intranet for business purposes such as research, and completing and submitting forms. | 713 | 14.8% | 1542 | 32.0% | 1571 | 32.6% | 520 | 10.8% |
| 3. I use the USDA's Internet site for business purposes such as research, and completing and submitting forms. | 526 | 10.9% | 1141 | 23.7% | 1893 | 39.3% | 774 | 16.1% |
| 4. I use the USDA's Intranet for business purposes such as research, and completing and submitting forms. | 388 | 8.0% | 972 | 20.2% | 1771 | 36.7% | 1210 | 25.1% |
| 5. I use a work issued laptop to work away from the office. | 409 | 8.5% | 485 | 10.1% | 938 | 19.5% | 2506 | 52.0% |
| 6. I use my own personal computer to work from home. | 324 | 6.7% | 447 | 9.3% | 1312 | 27.2% | 2226 | 46.2% |
| 7. I telecommute (i.e. work remotely). | 106 | 2.2% | 167 | 3.5% | 689 | 14.3% | 3315 | 68.7% |
| 8. I use a Personal Digital Assistant (e.g., Palm Pilot, Pocket PC) for work related tasks. | 221 | 4.6% | 241 | 5.0% | 234 | 4.9% | 3572 | 74.1% |
| 9. I use a cell phone for work related tasks. | 364 | 7.5% | 614 | 12.7% | 1019 | 21.1% | 2189 | 45.4% |
| 10. I use a pager (e.g., Blackberry or regular) for work related tasks. | 152 | 3.2% | 159 | 3.3% | 221 | 4.6% | 3747 | 77.7% |
| 11. I purchase work-related items online (e.g., supplies, books, software). | 175 | 3.6% | 513 | 10.6% | 1072 | 22.2% | 2522 | 52.3% |

**Part 2:  Technology**Current Uses

**Appendix A:  Employee Survey Results**

## Appendix A:  Employee Survey Results

| Question | Strongly Agree |  | Somewhat Agree |  | Somewhat Disagree |  | Strongly Disagree |  |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 12. I would like to telecommute.	 | 1745 | 36.2% | 1931 | 40.0% | 621 | 12.9% | 525 | 10.9% |
| 13. I find technology stressful and confusing. | 100 | 2.1% | 934 | 19.4% | 1488 | 30.9% | 2300 | 47.7% |
| 14. I feel comfortable using the Internet and/or Intranet for business purposes such as research, and completing and submitting forms. | 3048 | 63.2% | 1438 | 29.8% | 230 | 4.8% | 106 | 2.2% |
| 15. I feel comfortable using word processing, spreadsheets, presentation writing, etc. to complete business tasks. | 3116 | 64.6% | 1291 | 26.8% | 299 | 6.2% | 116 | 2.4% |
| 16. I feel comfortable using e-mail for work related tasks.	 | 4061 | 84.2% | 660 | 13.7% | 61 | 1.3% | 40 | 0.8% |
| 17. I am overwhelmed by the volume of electronic information I receive on a daily basis.	 | 374 | 7.8% | 1367 | 28.3% | 1654 | 34.3% | 1427 | 29.6% |
| 18. I don't have enough information electronically available to help make informed decisions. | 195 | 4.0% | 999 | 20.7% | 2208 | 45.8% | 1420 | 29.4% |

**Part 2:  Technology**Attitudes & Awareness

**Appendix A:  Employee Survey Results**

## Appendix A:  Employee Survey Results

| Topic | Number Receiving Training | Percent Trained |
| --- | --- | --- |
| Internet | 1597 | 33.1% |
| Email | 2542 | 52.7% |
| Software packages | 3337 | 69.2% |
| None | 998 | 20.7% |
|  |  |  |
| Topic | Would Like Training | Percent Desiring Training |
| Internet | 3114 | 64.6% |
| Email | 2386 | 49.5% |
| Software packages | 3727 | 77.3% |
| None | 508 | 10.5% |

**Part 3:  Training**Current & Desired

**Appendix A:  Employee Survey Results**

- 2   I would be willing to receive training in:

- 1. I have received training in:

## Appendix A:  Employee Survey Results

| Agency | Num. | Pct. |
| --- | --- | --- |
| Agricultural Marketing Service (AMS) | 320 | 6.6% |
| Agricultural Research Service (ARS) | 33 | 0.7% |
| Animal and Plant Health Inspection Service (APHIS) | 808 | 16.8% |
| Center for Nutrition Policy and Promotion (CNPP) | 4 | 0.1% |
| Cooperative State Research, Education, and Economics Service (CSREES) | 72 | 1.5% |
| Departmental Administration (DA) | 72 | 1.5% |
| Economic Research Service (ERS) | 3 | 0.1% |
| Farm Service Agency (FSA) | 350 | 7.3% |
| Food and Nutrition Service (FNS) | 181 | 3.8% |
| Food Safety and Inspection Service (FSIS) | 562 | 11.7% |
| Foreign Agricultural  Service (FAS) | 67 | 1.4% |
| Forest Service (FS) | 1210 | 25.1% |
| General Counsel (GC) | 23 | 0.5% |
| Grain Inspection, Packers and Stockyards Administration (GIPSA) | 0 | 0.0% |
| National Agricultural Statistics Service (NASS) | 191 | 4.0% |
| National Appeals Division (NAD) | 8 | 0.2% |

| Headquarters | 1743 | 37.6% |
| --- | --- | --- |
| Field Office | 2519 | 54.3% |
| Executive/Manager | 723 | 15.6% |
| Non-Executive | 3539 | 76.3% |
|  |  |  |
| Agency | Num. | Pct. |
| Natural Resources Conservation Service (NRCS) | 49 | 1.0% |
| Office of Budget and Program Analysis  (OBP) | 7 | 0.1% |
| Office of Chief Economist (OCE) | 6 | 0.1% |
| Office of Chief Financial Officer  (OCFO) | 6 | 0.1% |
| Office of Communications (OC) | 14 | 0.3% |
| Office of Community Development (OCD) | 6 | 0.1% |
| Office of Congressional Relations (OCR) | 1 | 0.0% |
| Office of Executive Secretariat (OES) | 1 | 0.0% |
| Office of the General Counsel (OGC) | 81 | 1.7% |
| Office of Inspector General (OIG) | 110 | 2.3% |
| Office of Operations (OO) | 14 | 0.3% |
| Office of the Chief Economist (OCE) | 21 | 0.4% |
| Office of the Chief Information Officer (OCIO) | 74 | 1.5% |
| Office of the Secretary (OS) | 9 | 0.2% |
| Risk Management Agency (RMA) | 144 | 3.0% |
| Rural Business - Cooperative Service (RBS) | 37 | 0.8% |
| Rural Housing Service (RHS) | 283 | 5.9% |
| Rural Utilities Service (RUS) | 54 | 1.1% |

**Part 4:  Participant Information**

**Appendix A:  Employee Survey Results**

## Appendix B:  Interview Roster

***Business Interviews were conducted with the following individuals:***

**FNCS**

- Eric Bost, Under Secretary
- Janice Lilja (FNS)
- Alberta Frost (FNS)
- Chuck Cash (FNS)
- Peter Basiotis (CNPP)
- Melanie Casey (FNS)
- Rich Platt (FNS)
- Gary Maupin (FNS)
- George Braley (FNS)

**Administration & Offices**

- Priscilla Carey (DA)
- Judith Dudley (DA)
- Bruce Bundick (OES)
- Larry Quinn (OC)
- Sharon Friend (OIG)
- Ngozi Abolarin (OES)
- Doris Kitchings (OES)
- Raymond Bridge (Chief Economist)
- Dennis Kaplan (OBPA)

**REE**

- Joseph Jen, Under Secretary
- Gary Rich (ARS)
- Bob MacDonald (CSREES)
- Paul Chan (ERS)
- Sally Rockey (CSREES)
- Rick Schuchardt (NASS)
- Martha Farrar (NASS)
- Fred Hoff (ERS)
- Colien Heffren (CREES)
- Ed Nipling (ARS)
- Wiz Horner (ARS)
- Ron Bosecker (NASS)
- Susan Offut (ERS)
- Sara Mazie (REE)
- Rick Schuchart (NASS)
- Keith Anderson (REE)
- Paul Chen (ERS)
- Fred Hoffman (ERS)
- Ray Knighton (CSREES)
- Bob McDonald (CSREES)
- Marshall Dantzler (NASS)
- George Cooper (CSREES)
- Karen Brownell (ARS)
- Gary Rich (ARS)
- Janice Goodwin (NASS)
- Martha Farr (NASS)

**FS****	**

- Jeanne Axtell (FSIS)
- Peggy Nunnery (FSIS)
- Greg Curtis (FSIS)
- Sandy Facinoli (FSIS)

**RD**

- Bill Hagy (RBS)
- Pandor Hadjy (RBS)

**NRE**

- David Tenny, Dep. UnderSec.
- Janice McDougle (FS)
- Mike Watts (FS)
- Keith Jackson (FS)
- Dwight Holman (NRCS)
- Patty Brown (NRCS)
- Jose Acevado (NRCS)
- Owen Unix (NRCS)
- Janice McDougle (FS)

**FFAS**

- J.B. Penn, Under Secretary
- Frank Shehan (FSA)
- Monty Tranbarger (FSA)
- Frank Tarrant (FAS)
- Jack Rower (FAS)
- Rand Ruggieri (FAS)
- Allan Mustard (FAS)
- Don Stonecypher (RMA)
- Denise Hoffman (RMA)
- Mattie Sharpless, (FAS)
- Phyllis Honor, (RMA)

**MRP**

- Bill Hawks, Under Secretary
- Kevin Shea (APHIS)
- Shannon Hamm (APHIS)
- Gerald Bromley (GIPSA)
- Eric Forman (AMS)
- Shannon Hamm (APHIS)

## Appendix B:  Interview Roster Continued

***Technology Interviews were conducted with the following individuals:***

## Appendix C:  Application Baseline

***The application baseline is an attempt at listing and describing every application in the USDA, both legacy and eGovernment related.  The baseline also includes planned eGovernment initiatives by agency***

**Application information was compiled from the following sources:**
- Department Application Inventories
- Individual agency Application Inventories
- eGov 4th Quarter Reports
- GPEA submissions
- Mission Critical Systems - Y2k.xls
**Application Baseline was updated and verified by agency representatives, with the exception of the following:**
- Cooperative State Research, Education, and Extension Service (CSREES)
- Foreign Agriculture Service (FAS)
- Forest Service (FS)
- Natural Resources Conservation Service (NRCS)
**Contains the following workbooks:**
- Baseline – all application and systems collected
- eGov Baseline – Intranet/Internet based Applications
- eGov Initiatives - Intranet/Internet-based planned or proposed
- Websites

- * Double click on the icon to open the worksheet.