# Presentation: 548545

## Integrated Accountability System Embracing Opportunities and Building a New Tomorrow

***Integrated Accountability System Embracing Opportunities and Building a New Tomorrow***

**Notes:**
The Integrated Accountability System
Embracing Opportunities and Building a new Tomorrow

Purpose of this presentation:
 present a brief overview of who we are and what we do
 briefly describe our Strategic Plan
 describe how we identify Performance Measures
 provide examples of of how we collect and present performance information using a web-based system
 Briefly describe where we are heading in the future; integrating all of our accountability systems.

## Slide 2

**Notes:**
Accountability – a critical issue with large impact on the future of the Conservation Partnership and the nation. We’re hearing a lot these days about homeland security. For the Conservation Partnership, including NRCS, homeland security is something that we have been working on for the past 65 years – making this nation secure by ensuring Americans have productive soil and clean water, and a natural environment that has made our country the envy of the world.

## Basic Accountability Questions

** ****What needs to be done and where?**
** ****How much time and dollars will it take?**
** ****Do we have the necessary resources and are ****they in the right place and have the right skills?**
** ****What is being done and how long did it take to ****do for how many dollars?**
** ****What environmental benefits were achieved?**

**Notes:**
Today people want to measure and monitor everything. Value is in the eye of the consumer, not the producer. Competition for limited dollars is stiff. In order to compete for dollars to do our job, there are some basic accountability questions that the decision makers – in this case Congress and the Administration – want us to answer.

What needs to be done and why?
How much will it cost?
Do we have the right skills in the right place?

## IAS Vision 

- Integrated accountability system
- Web-based, user-friendly
- Standard reports, available to public and employees
- Customized analyses for leadership
- Data warehouse with linked databases
- Access defined by position to ensure security
- Data entered only once
- Decision Support System – Scenario building

**Notes:**
Over the past three years, we in NRCS have been working alongside our conservation partnership to put an accountability system in place that will help answer those questions. Chief Reed established the framework for what we call the integrated accountability system.

This system is:
web-based and user-friendly,
provides standard reports to the public, partnership, and employees,
and is flexible enough to allow the data to be linked and integrated, to allow users to answer management scenarios.

## Fully involving Partnership in on-going development and enhancement of IAS
Integrating Budgeting, Allocations, Strategic and Annual Planning, and Performance Measurement
Providing training to agency and partnership in accountability system
Use of Knowledge in Management Reviews and Oversight and Evaluation

- Fully involving Partnership in on-going development and enhancement of IAS
- Integrating Budgeting, Allocations, Strategic and Annual Planning, and Performance Measurement
- Providing training to agency and partnership in accountability system
- Use of Knowledge in Management Reviews and Oversight and Evaluation

- Steps to Elevating Accountability

**Notes:**
The Chief has insisted that accountability be given high visibility by involving the Partnership in the development and enhancement of the system; beginning to integrate planning and performance data into the budgeting and allocations process; and using the data in general management and oversight activities.

## Integrated Accountability System

**Notes:**
The legislative framework for the accountability system is the Government Performance and Results Act of 1993. 

Starting with input, such as natural resource data, the workload analysis, and customer service information, we develop a national 5-year strategic plan with long-range strategic goals. Then we further define and monitor what is done on an annual basis through performance and business plans. At the end of the year, we report what we accomplished for the resources provided.

## President’s Management Agenda

- In August the President launched a Management Reform Agenda targeted to "address the most apparent deficiencies where the opportunity to improve performance is the greatest." Working with the President’s Management Council, the OMB developed standards for success in each of the five government-wide initiatives:
- Strategic Management of Human Capital;
-  Expanded Electronic Government;
- Competitive Sourcing;
- Improved Financial Performance; and
- Budget and Performance Integration.

**Notes:**
In August 2001, President Bush announced his Management Reform agenda. The purpose was to address the most apparent deficiencies where the opportunity to improve government performance is the greatest. The five areas identified for improvement are:

Strategic management of human capital,
Expanded e-government,
Competitive sources,
Improved financial performance, and
Budget and performance integration.

Where we have seen the most interest by decision makers is in the area of budget and performance integration.

## President’s Management Agenda

- An Executive Branch Management Scorecard will be used to show:
- How well a department or agency is executing the management initiatives, and
- Where it scores at a given point in time against the overall standards for success.
- This scorecard will be provided to the Department and the President on a regular basis.

**Notes:**
The Administration will grade each agency with a scorecard, starting this year, on how well it is implementing the President’s Management Initiatives.

## President’s Management Agenda

-    The progress side will track whether a department’s work plan for the initiatives is being successfully executed according to established timetables.
-    In the OMB pass back in November 2001, the Department received their scorecard for the five initiatives.  The current status show a red status for all initiatives except E-Government which is yellow.

**Notes:**
The scorecard will track how well a Department’s work plan for the initiatives is being carried out, according to established timelines. In the OMB pass back in November 2001, the Department received its first rating – with red being failing, yellow being fair, and green being good. Suffice it to say that USDA has a whole got red in all areas, but e-government, which  received yellow.

## President’s Management Agenda

- In the Budget and Performance Integration Initiative:
-   OMB stated that the Department shall:
-  “ provide revised performance plans that integrate planning and budgeting...and demonstrate progress in linking budget resources with program performance....”

**Notes:**
We believe that NRCS, because of the work we’ve been doing on accountability for the past three years, is poised for success, in meeting the President’s Management challenges. In this year’s pass back, OMB directed the Department to “provide revised performance plans that integrate planning and budgeting ... and demonstrate progress in linking resources with program performance...” We believe NRCS is almost there.

## Goals of the IAS

- A complete system with all data integrated
-  Easy access – web based – user friendly
-  Minimized field reporting and side records
-  Maximized information usage
- Centralized data links
-  Responsive to customers/conservation partners

**Notes:**
Our goal is to have a system where:

All data are integrated,
Access is easy, web-based, and user-friendly,
Field reporting and side records are minimized,
Usage and usability of information is maximized, and
Customers’ needs are met.

## Full IAS Component Integration

- Common Data Dictionary
- Full Integration of Planning, Managing, Accounting, Reporting

***Full IAS Component Integration***

**Notes:**
What this translates to is development of a web farm, where data elements have common definitions, and there is full integration of planning, managing, accounting, and reporting. In other words, form follows function.

## Improved Accountability Tools

- Performance and Results Measurement System
- Time and Cost Accounting (TCAS)
- Quarterly Goals
- Conservation Journal (future)
- Conservation Information System (CIS)

**Notes:**
The tools in our system kit are:

Performance and Results Measurement System (PRMS)
Time and Cost Accounting System (TCAS)
Performance Planning (Quarterly Goals)
Conservation Journal (future)
Conservation Information System (CIS)

##  Create visibility for national goals at the local level
Recognize that all national goals are implemented locally
 Build a system valued both by national and local users

***Recognize that all national goals are implemented locally***
*** ******Build a system valued both by national and local users***

**Notes:**
Our challenge is to create visibility for national goals at the local level and recognize that all national goals are implemented locally. That means that we must build a system that is valued  both by national and local users.

## Strategic Planning

**Strategic Planning**

**Notes:**
It all starts with the Strategic Plan – deciding which priorities to address with limited resources.

## Geographically-based Decision Support System

** ****Natural Resource and Socio-economic Needs**
** ****Short- and Long-term Workload**
** ****Current and Future Workforce and Skills**
** “****Real-time” Performance Reporting**
** ****Integration of Needs and Performance**
** ****Geographically-based Information**

**Notes:**
To develop the strategic plan, we use a variety of geographically-based decision tools to look at national trends and resource needs.

## NRCS Strategic Goals

- Enhance natural resource productivity to enable a strong agricultural and natural resource sector.
- Reduce unintended adverse effects of natural resource development and use to ensure a high quality environment
- Reduce risks from flooding and drought to protect public health and safety
- Deliver high quality services to the public to enable natural resource stewardship

**Notes:**
The NRCS Strategic Plan was published in September2001, in conjunction with the Department’s Strategic Plan. It was a result of input from many sources, including our conservation partners.

The NRCS Plan has four major goals, three of which focus on natural resources and one which addresses customer service.

## National Resources Inventory

***National Resources Inventory***

**Notes:**
The National Resources Inventory, commonly known as the NRI, which tracks the status and trends of natural resources, was an important source of information about key resource needs.

## Resource Concerns - WLA2001

***Resource Concerns - WLA2001***

**Notes:**
The workload analysis, which identified the workload associated with addressing those resource concerns, was another key input to the strategic plan.

## Resource Concerns - WLA2001

***Resource Concerns - WLA2001***

-  7 major resource concerns

**Notes:**
We also asked each of our field offices to identify which of the seven resource concerns they were addressing in their counties and conservation districts.

## National Census of Agriculture, 1997

**National Census of Agriculture, 1997**

**Notes:**
The US Census of Agriculture provided demographic and industry-specific information.

## Conservation Programs

***Conservation Programs***

**Notes:**
Over top of this information, we were able to overlay where various conservation programs were active.

## Workload Analysis

***Workload Analysis***

- Describes the time required by discipline for what employees do at the _field level_ as described in 28 Core Work Products.
- Captures the core field activities and the time to accomplish them for the NRCS field staff and our Conservation Partners field staff.
- Used to estimate the staff years required to complete _fiscal year projected workload and total resource conservation needs_.

**Notes:**
These databases were very key to developing the workload analysis, which describes the time required by discipline for what employees do at the field level as described on the 28 core work products. It is used to estimate the staff years required to complete the fiscal year-projected workload and total resource conservation need.

## Workload Analysis by Partnership

**Workload Analysis by Partnership**

**Notes:**
The workload analysis helped us see exactly what NRCS and its Conservation Partnership were contributing to common objectives.

## Skill Needs Assessment for Conservation Planning

**Skill Needs Assessment for Conservation Planning**
**Workload Analysis**

**Notes:**
The data were also helpful in assessing skills needed for conservation planning to begin to describe to others exactly what mix of disciplines is needed.

## Workforce Management

***Workforce Management***

*** ******Field- and State Office-level Staff***
*** ******NRCS and Partnership***
*** ******Permanent vs. Temporary***
*** ******Filled vs. Vacant***

***Are staff sufficiently trained?***
***Are staff in the “right” place?***
***Is there the correct mix of skills?***
***What skills do our partnerships bring?***

**Notes:**
It has also been helpful to assess if the staffs are in the right place and have the correct mix of skills.

## Workforce Planning

***Workforce Planning***

- Assist leadership in making staffing determinations that will result in securing the appropriate skills needed to meet the customers’ changing needs.
- Identifies skills needed
-   and potential gaps
- Forecasts and projects
- Based on resource needs
-   and locally led priorities
- Identifies strategies to bridge gaps

**Notes:**
Once priorities have been established, and staffing and skills assessed, it then sets the stage for workforce planning. That means determining what the workforce of the future needs to be and how you are going to secure it.

## Geospatial Coverages

**Congressional**
**Districts**

**Federal**
**Lands**

**Soils**

**Major Land**
**Resource Areas**

**Counties**

**Land Resource**
**Regions**

**Soil Conservation**
**Districts**

**2, 4, 6, and 8**
**digit Hydrologic**
**Units**

**Notes:**
We need to be able to answer questions the way people want the information – so we are building the capability to display the information by different geographical coverages, including conservation districts, major land resource areas, counties, soil conservation districts, or by hydrologic units (watersheds).

## FY2001 Performance by County

***FY2001 Performance by County***

**Notes:**
The primary means of reporting our data is by county, for all 50 states and territories.

## FY2001 Performance by Congressional District

***FY2001 Performance by ******Congressional District***

**Notes:**
For those who want to tell their Congressional representatives what is being done for their constituents, we report by congressional district.

## Objective: Maintain, restore, and enhance cropland productivity

**Objective**: *Maintain, restore, and enhance cropland productivity*

- Promote conservation planning and management that addresses multiple soil factors
- Focus efforts on the most serious erosion problems;
- Promote crop residue management to increase soil organic matter and store carbon;
- Strengthen assistance to help operators to remain in compliance with HEL provisions;
- Assist operators to examine alternatives for cropland where existing systems are inadequate to protect the resource.

*Maintaining soil productivity depends on controlling erosion and maintaining organic content, tilth, soil fauna, and soil chemical balance. These challenges vary in degree by state and region across the Nation. While much progress has been made in addressing conservation needs, more remains to be done.*

**Baseline -**** **In 1999, about 232 million cropland acres (or 61 percent of total cropland) were found to be in need of conservation treatment to sustain productivity and quality.

**NRI**

**Measures & Targets**

**WLA **

**Strategies** -

**Notes:**
From a strategic plan standpoint, we can then show how resource information and workload analysis data can be used to establish measures and targets in different locations throughout the country.

These sources are sources of information for establishing benchmarks.

## Annual Performance Goals

**Objective**: *Maintain, restore, and enhance cropland productivity **(continued)*

**Recent Accomplishments** -
- During Fiscal Year 2000:
- 10,200,000 acres of Conservation Plans were applied on Cropland to the Resource Management System level.
- 4,100,000 acres of cropland that were eroding above two times the soil’s tolerable level are now protected against excessive erosion

**Conservation Systems Applied on Cropland to the Resource Management System (Acres)**

*Source: NRCS, Performance and Results Measurement System data, 2001*

- Resource Management Systems Applied on Cropland (Acres)
- Excessive Erosion Controlled on Cropland (Acres)
- Conservation Tillage Applied on Cropland (Acres)

**Related Annual**
**Performance Measures**** **-** **

**Performance Target**** - **
- By 2005, 89 percent the annual conservation need will be met - 20 million acres will be treated each year.

**FY 2001 Performance Goals - **
- 11 million cropland acres with conservation systems applied
- 4 million cropland acres protected against excessive erosion

**Notes:**
Using PRMS, we can measure what is being done, where it is being done, and how close we are coming to achieving our performance goals.

## Business Planning

***Business Planning***

-  Completed at the National, Regional, State levels.
-  “Roadmap” to successful completion of goals.
-  Contains real, concrete, tangible actions with specific   completion dates, and responsible individuals.
-  Updated at least quarterly.

**Notes:**
Strategic plans are long-range documents that provide a vision for where we want to be in 5 years. Annual performance plans outline what we want to accomplish on an annual basis, in order to meet the long-range strategic plan. Annual business plans are the documents that turn the goals into actions. They are another tool in our accountability toolkit that what we are doing to address funding priorities that have been established. Business plan activities, such as workshops, training, and development of standards and specifications, are needed to reach performance goals.

## PRMS Simplified Data Entry (SDE)

**Conservation Tillage Applied**

**Current PRMS**

**Simplified Data Entry PRMS**

**Customer Assisted**

**Conservation Systems**

**Erosion Control**

**Notes:**
We have made some major changes to our accountability system this year, based on feedback we’ve received from the field. PRMS has been simplified and reduced to two input screens. We’ve also implemented a map-based method of locating performance. Location can be reported simply by pointing and clicking on a map.

## Map-based Data Entry

**Simplified System**

**Notes:**
Map-based location identification adds great flexibility to the system. Performance is attributed to a specific latitude and longitude. In our reports, the location point is translated into specific counties, congressional and conservation districts, and watersheds.

As existing geographic areas change, such as redistricting of congressional districts, or users request information, based on new or different geographic areas, it is a relatively simple task of reaggregating the data, based on the new areas.

## Simplified Input & Reporting

***Simplified Input & Reporting***

**Notes:**
In the near future, the system will allow the user to zoom in on a map and more easily locate where performance was achieved, through orthophotography.

## Resource Need vs. Performance

***Resource Need vs. Performance***

**Resource Need**

**Performance**

**Notes:**
With resource assessment and performance reporting on a common geographical basis, it is a simple task to assess if conservation performance is being achieved where the resource need exists.

In this example, there is excellent correlation between resource need and reported performance.

## State and Local Options 

***State and Local Programs***

***State and Local Measures***

**Notes:**
We have instituted a system for reporting practices and conservation programs that are important and unique at the State or local level. This feature was made available to accommodate Conservation Partners as well as to account for the support NRCS provides to State and local programs.

## State and Local Options - Meets Accountability Data Needs at the State Level 

- Voluntary
- Consistent with National PRMS guidelines
- Does not duplicate national measures
- Includes Partners in data needs decisions
- Customizable by the user to specific counties

**Notes:**
Through this functionality, conservation districts and other conservation partners can track progress on locally-critical measures, while maintaining a consistency and integration with nationally-identified measures and programs.

## State and Local Options Data

**State and Local Options Data**

**Notes:**
State and local programs and measures are linked to all other standard PRMS data elements, such as location, affiliation of staff providing service, date of service, and national conservation programs, so standard reports are available for these State and local programs and measures.

## Time and Cost Accounting

***Time and Cost Accounting***

*** ******Salaries and Benefits of Employees by Activity and Program***

**Notes:**
We are often asked how our employees spend their time and what is the cost of conservation programs. We have converted TCAS, our time and cost accounting system, to the web. We developed a standardized list of programs and clarified activities so that we can now determine not only how much time is being spent on a program like EQIP, for example, but how much time is spent on training vs. conservation planning vs. conservation application.

## SL—State and Local Programs

- This code is available to states for capturing time associated with assistance to State or local programs.
-  Monitored programs will be selected by the State Conservationist and will be assigned a 6-digit code.
- State & Local Programs will be linked to appropriate national programs & modifiers

**Notes:**
We also added the State and local programs to the list of programs in TCAS this year, to allow our offices to record time spent providing assistance to State and local programs.

## TCAS Provides Time

**Notes:**
Standard reports, using TCAS data, are available internally, or offices can download the information and create customized reports.

## Journal Approach

**Quick date selection **

**Journal approach adds convenience. One screen lists multiple journal entries. Can select for edit by simple click.**

**Notes:**
A new feature we are hoping to implement in the future is the Conservation Journal. The Journal combines two systems – PRMS and TCAS – into one easy-to-use system. It was developed, based on feedback from employees who felt it too time consuming to use two different systems, and also who wanted to be able to account for the time they were spending on various programs, practices, and customers.

## Conservation Journal Approach

**Collects Journal information such as:**
**Date and Time**
**Customer Reference**
**Program**
**Activity**
**Program Modifier**
**Affiliation**
**Location**
**Multiple Performance Measures**

**Conservation Journal Approach**

**Notes:**
This view of the Conservation Journal is formatted for use with a PDA – personal digital assistant. The top half would collect date and time, customer information, program, activity, and location.

## Conservation Journal Approach

**Simplified, single-entry screen for user-selected performance measures, driven by what the user selected on the prior screen.**

**Entry fields for multiple measures (example shows 3) appear on the same screen.  No need to enter customer information, location, program or affiliation multiple times.**

**Notes:**
As you scroll down, you’d see the fields for reporting performance measures. The Journal would help people make the connection between how they spend their time and what they are accomplishing.

## Conservation Journal Approach

**Review data entered, make edits and submit. Conservation Journal submits data to both PRMS and Web TCAS.**

**Conservation Partnership Time****could be stored in data warehouse for contributions reports and partnership use such as timekeeping.**

**Notes:**
What is so attractive about the Journal is that it would allow time information to be captured by non-NRCS or district employees if the district wishes to use it. That would answer the question of what non-federal contributions to federal programs are being made by districts and other conservation partners. When the information was submitted, the time data would pre-populate TCAS, which could then be given a final check and sent to NFC for NRCS employees. For non-NRCS employees, the information would simply be sent to the data warehouse where it could be analyzed.

## Conservation Journal

- Optional
- Can enter time and performance
- Will populate Web TCAS and PRMS
- Flexible—State and local options
- Useful by partners

**Notes:**
We are hoping to pilot test the Journal next year. It would be optional until we could evaluate how it works. We think it would be extremely useful to NRCS and conservation partners alike.

## What’s In It for the Partnership?

- Saves time
- Improves efficiency
- New system for time and performance
- Available anywhere, anytime
- Management tool for all levels
- Partners can use it
- Improves data integrity
- Validates what we do as an Agency
- Takes advantage of latest technology

**Notes:**
Advantages for both NRCS and conservation districts are many – not only will it save time, but it can be a management tool for people at all levels.

## Quarterly Goals - Benefits

- Supports field bottom up approach of working with the partners
- Provides NRCS and Partners a real-time management tool
- Simple and easy web-based software

**Notes:**
Another change we are implementing to improve overall accountability is the use of quarterly goals by program and office. This is in response to requests from the field to allow a bottoms-up goal-setting process. A module within PRMS allows for the establishment of county-level goals, by quarter and program. These goals are then aggregated up through the State and national levels.

## FY2002 Performance Goal-setting Input Screen

- Goals by Conservation Program by Quarter

**Notes:**
Many of our field offices, historically, have already had annual goals. But we are now asking to provide that information by quarter so that we can document what each program is accomplishing.

## Completion of the quarterly goal process

- Gather resource data
- NRI, AG Census, etc
- WLA FY amount for county
- PRMS 2000 and 2001 accomplishments
- 2001 performance goals (if available)
- Develop County Goals
- Subdivide goals by applicable program
- Use of PRMS Summary report  by program
- Develop goals by quarter
- Use of PRMS Summary report by quarter
- Enter Data

**Notes:**
To establish county-level goals, it is recommended that field offices use all the data sources discusses earlier in this presentation. The goals are entered at the local or State level, depending on how the State Conservationist wishes to operate. Once goals are approved by the State and Regional Conservationists, they are accumulated and aggregated at the national level and included in the national performance plan.

## CIS – Example of Quarterly Goal Report

**Notes:**
This is an example of a Quarterly Performance Goal Report, from the Conservation Information System.

## Conservation Information System

**Notes:**
By now, you are probably wondering what all this means and how we plan to use the information we are collecting. We are putting it all together in something we are calling, a “Conservation Information System.”

## What is the Conservation Information System?

-  a tool that provides direct on-line access to  relevant information in a useful and navigable format;
-  timely, accurate, and navigable;
-  allows management at all levels in the conservation partnership to easily access data for: management, analysis and planning; and
-  renamed from the Executive Information System to convey usefulness to users at all levels.

**Notes:**
What is the Conservation Information System? It is a web-based system that gives real-time, on-line access to relevant information in a format, useful to managers at all levels of our agency.

## The NRCS CIS should accommodate the following user groups:

- Congress
- NRCS and District Field Employees
- Top Management
- National, Regional, and State Office Employees
- Conservation Partners
- General Public (linked to FirstGov)

**Notes:**
The NRCS CIS will answer those questions we are getting from Congress and the Administration, as well as employees and our Conservation Partnership about what we are doing, where we are doing it, and how much it costs.

## What is the Conservation Information System?

- The Conservation Information System (CIS) is a tool that provides direct on-line access to relevant information in a useful and navigable format.
- The CIS is timely, accurate, and navigable.
- Allows management at all levels in the conservation partnership to easily access data for: management, analysis and planning

**Notes:**
What is the Conservation Information System? It is a web-based system that gives real-time, on-line access to relevant information in a format, useful to managers at all levels of our agency.

## The NRCS CIS should accommodate the following user groups:

- Congress
- NRCS and District Field Employees
- Top Management
- National, Regional, and State Office Employees
- Conservation Partners
- General Public (linked to FirstGov)

**Notes:**
The NRCS CIS will answer those questions we are getting from Congress and the Administration, as well as employees and our Conservation Partnership about what we are doing, where we are doing it, and how much it costs.

## Slide 59

**Notes:**
The my.NRCS portal, similar in concept to the my.Netscape or my.Lycos portals, allow the users to custom-build the screen they view. This is currently under development.

## Slide 60

**Notes:**
Within the my.NRCS portal, we have the access into the Conservation Information System.

Here we see some of the top six questions we have been asked us to answer. Access is currently limited while programming can be completed and data verified. However, we can go to any question on outlays, costs, or performance, and get the information down to the county level.

## CIS Report Examples

- CIS Standard Report

- CIS Ad-hoc Report

**Notes:**
The Conservation Information System has a number of reports that have been developed to assist our leadership and managers. In its early inception, we call this the Executive Information System. Recently we changed the name to the Conservation Information System to help convey the message to our employees and partnership that this is an accountability tool that is valuable to all users at all levels, not just the executives at the top.

## CIS Report Metadata

**Notes:**
Each report will contain a list of definitions and list data sources for the user.

This metadata is key to knowing what information is contained within the report and its intended use.

## Slide 63

**Notes:**
This report shows outlays, obligations, and costs in a national summary report.

## Conservation Information System

**Notes:**
Each report will contain a list of definitions and list data sources for the user.

This metadata is key to knowing what information is contained within the report and its intended use.

## Goals, Progress, and Performance by County and Affiliation Report Example

**Goals, Progress, and Performance by County and Affiliation Report Example**

**Notes:**
This report shows progress towards goals – by NRCS employees and by conservation district employees.

It is possible to assess progress achieved by NRCS and its conservation partnership, on an individual basis or jointly.

## Full IAS Component Integration

- Common Data Dictionary
- Full Integration of Planning, Managing, Accounting, Reporting

***Full IAS Component Integration***

**Notes:**
To recap, we are looking to fully integrate our strategic, performance, and business plans, and budget, through the use of these systems.

## Progression from Data to Knowledge

- Use of Assorted Analytical Tools
-  On-line Analytical Processing (OLAP)
- Customized User Views Through Portal Technology

***Progression from Data to Knowledge***

**Notes:**
We are progressing from data to knowledge. Through integration of databases and through the use of assorted analytical tools, we are able to answer a wide range of questions.

## Example Trending Analysis

**Notes:**
The data are also helpful in projecting what type of investment is needed if we are to treat resource concerns at the level needed to maintain productivity.

## In closing...

*“**Much has been made of the fact that government management have no “bottom line” of profit and loss by which success can be measured.  But  bottom line for government does exist.  Goals can be set, deadlines established, and output measured.  Hard decisions can be made and progress accomplished.  **The bottom line in government is not profits; it is performance.  And it is that bottom line for which we are accountable to the public, the Congress, and the President.”*

***Alan Campbell, Former Director, U.S. Office of Personnel Management***
***(Quote from “Management” Magazine)***

**Notes:**
To summarize, we have the makings of an extremely powerful system. The bottom line is not profit, but performance.

We are poised on the brink of success!

## Thank you!

***Thank you!***