# Presentation: 118950

## Information Management

- Lessons from the past
- Challenges for the future

## Topics

- How we got here
- ITMSC - The first round of IT evaluation and planning
- EITSC – Function and responsibility
- The Strategic Plan
- Opportunities and Challenges

## Ancient History Reorganization Frenzy

- 1969 – Reorganization
- Separation of APHIS and ARS
- ARS organized into four regions
- 1972 – 1978
- Independence of the four regions
- HQ- Communication and Data Service Division (CDSD)
- Operated computer room in NAL
- Lab automation branch to help with ADP needs in field
- NO ADP coordination
- Research did not lend itself to standardization
- IBM – defacto standard

**Notes:**
DISCLAIMER
Abbreviated history follows; much is anecdotal but it does give a view of our evolution into IT
I think my dates are accurate but I can make no promises – I, of course, take full responsibility for the errors.

4 regions, 29 Areas
Very independent – little coordinated planning; a perception of Area “turf”
This “turf” notion persists, yet in my 7 years in the MWA Area office, I have seen very little of this among my colleagues.
Each had a computer specialist to manage a minimainframe
	I have heard it said that for the most part no one knew what they did
CDSD at HQ – recognition of the need for computer support to field
	mainframe management
IBM – Big Blue became the defacto standard  

## 1979-1983
ARS part of Science and Education Administration
Almost no ADP activity, although the IT was exploding
1983
ARS, ES, CSRS, NAL once again independent Agencies
Still no IT activity to speak of
1986
ARS organization was 4 Regions and 29 Areas
Then to 11 Areas
Finally to 8 Areas

- ARS part of Science and Education Administration
- Almost no ADP activity, although the IT was exploding
- 1983
- ARS, ES, CSRS, NAL once again independent Agencies
- Still no IT activity to speak of
- 1986
- ARS organization was 4 Regions and 29 Areas
- Then to 11 Areas
- Finally to 8 Areas

**Notes:**
Many changes have followed reorganizations
Also, reorganizations are distracting;  sometimes when we wish there was change it didn’t always happen

Department at that time was struggling with reorganization.
Was a period of significant uncertainty.
Agencies were becoming independent entities.
ARS was decentralized in the 70s and early 80s.
Move toward centralization in the mid 80s.  Structure has remained quite stable since suggesting that the last major reorganization seemed to fit the Agency's needs

## Putting IT in Context

- 1960’s and 1970’s mainframes only
- 1965 IBM 360 – state of the art
-  1970s
- Larger and larger mainframe systems
- Hey-day of the efficient programmers
- Word processing was confined to typewriters

**Notes:**
Fair to say that ARS has always been behind the curve relative to the Universities.
Virtually all of the mainframes were for data processing.
IBM 360 was smaller than the RAM in most of our computers 

Some typewriters had a little bit of memory

## 1980’s   More Choices

- Mainframes
- Mini-mainframe systems for smaller applications
- Primitive PC's
- Slow, small capacity, limited capabilities
- As decade grew older PC’s developed into the computer of choice for all but the largest applications

**Notes:**
Mainframes – very sophisticated data processing with what seemed to be rocket speed

Mini mainframes – similar capabilities on a smaller scale for smaller data sets

PCs were another matter.  Slow, small capacity (double disc drives – one for the program one for the data)
They were a godsend and freed us from the tyranny of the typewriter and depending on someone else to get a document in shape for public consumption.
At the beginning of the decade, networks were just gleams in the eyes of computer geeks.  By the end of the 80s networks were a reality.  Many of the didn’t work very well and most of them caused significant problems.  But fixing them was only a matter of time.

## Digression - My introduction to IT

- Primitive Main Frame Word Processing
- Remote terminals in office or home
- ICE-Illinois Central Editor
- Caps and lower case same as typewriter
- All other formatting required commands
- Sent text to line printer
- Legal sized tractor-feed paper with green lines
- Edit and repeat process
- Final copy – Diablo printer - $.25 per page!

**Notes:**
Late in the 1970s, very primitive word processing systems

## My introduction to IT in ARS

- 1983 - No computers in my MU
- Late 1983 I bought my first PC
- IBM double disk drive
- Orange and black screen
- Epson tractor-feed printer
- 1984 One SY had a Telex
- A quote from my RL
- “I don’t want scientists playing with computers.  You have a secretary – use her!”

**Notes:**
Situation repeated all over ARS.  SYs in universities became computer literate very rapidly.  There was an expectation that they would use state-of-the-art technology and equipment.

For a scientist like me, a move to a Federal lab was a technological disaster!
Computers were regarded as toys, just as the internet was only a few years later.

## IT was a grass roots movement ARS

- Knowledge base in the field _was_ and_ is_ huge
- Research uses for IT were articulated from the field
- Created a unique set of circumstances
- Great pressure from field to use IT as a research tool
- How would technology decisions be made?
- Before group process with facilitators
- Before input was systematically solicited
- Before  there were IT task forces to develop recommendations

**Notes:**
The natives were rumbling!
Grass roots was one of the most important drivers in ARS
The politics raged.
There were true visionaries in ARS who recognized that a revolution was starting.
Others felt the technology was a fad, not particularly useful

## The Renaissance Begins – Mid 80’s`

- Needs of the time:
- Word processing and data management (RMIS) at NPS
- AFM needed to automate several systems (ARMPS) etc.

**Notes:**
In the middle 1980’s, ARS tentatively climbed on the IT bandwagon
Real need for user-friendly data and word-processing at NPS.

At the same time AFM recognized that it had to manage its affairs electronically.
Several systems, the most important of which was ARMPS, were needed.

In addition, to doing thins in a more modern efficient way, there were many drivers, including the demands of accountability to congress that needed to be met.  Talk about that in later.

## The Solution of the time

- CDSD abolished
- HQ Computer support all outsourced
- Series of contracts awarded to Program Resources Inc (PRI), Carson and Lockheed-Martin
- All application development and support done by contractor
- 60 FTE in ADP to contractors and 3 or 4 FTE
- Area Computer Specialist positions created

**Notes:**
Communication and Data Services Division was abolished

It was believed that hiring ”experts” to assist with automating ARS was the most efficient and cost-effective way to go.

With the FAIR act looming in the background, to some of us it sounds very much like the arguments of almost 20 years ago.
What did Yogi Berra say?    Déjà vu all over again. 

## Revisiting the earlier decisions

- 1990: positions were refederalized.
- Managing the contracts
- Statements of work
- Two hardware/software systems for separate NPS and AFM needs
-  NPS – mini-mainframe
-  AFM required PCs for business operations
- Primary need of both NPS and AFM was to implement systems that would allow for efficient reporting to Congress

**Notes:**
These early steps were faltering.

Not every decision was a good one
And the augments raged as to the best way to go.  Shades of the 80s again.

Important to remember that nearly every other bureaucracy, public and private was struggling with the same issues at the same time.
It really isn’t very different from today.

Communication and Data Services Division was abolished

The dual system event that had a profound effect on ARS that is being felt to this day.

Wang mini-mainframe was purchased by NPS
Wang had a proprietary operating system  (PACE) that could not accommodate relational database systems needed by AFM

AFM went to DOS based programs, many of which are still in use today.  But will have to be upgraded soon because DOS is disappearing.

## RMIS

- RMIS began on a mini-mainframe in the early 1980s
- Datapoint system.
- Lasted about 3 years
- 1985
- Deputy Aministrator for NPS requested improvements to RMIS for NPS/Budget requirements.

**Notes:**
Step back for 8-10 years and look at RMIS

Recognition that ARS had to have a database to manage program information
Darrell Cole was assigned the task.

## RMIS on Wang / PACE

- In 1985/1986 decision to replace the Datapoint.
- In May 1986 Wang system selected
- Equipment  available
- 4th generation database manager RMIS system was built with Wang /PACE.
- CSRS was trying to use Oracle
- was not working for CRIS system
- ARS had to supply data to CSRS

**Notes:**
Datapoint was not up to the job
IT funding has been an issue since electronic Information Management entered the agency

## RMIS System Performance

- An issue from the beginning
- slow (300-2400 baud) modems
- up to a 100 users at the same time
- processing speed of the equipment
- programming
- Efforts to improve through upgrades to system
- Memory, processors, storage space
- Continually tweaked

**Notes:**
Not an easy system to develop.
Good programmers were not available at that time.
Dr. Cole finally found some folks at CDC in Atlanta who were experts on Wang/Pace.
Prevailed upon them to help and they met their deadline of a workable system of October 1, 1986

Constant battle to meet the needs of the field

## Telex 

- 3 to 5 year blip in the ARS IT history
- 1983
- HQ decision to standardize PC hardware and software
- Agency issued a contract that specified performance criteria
- Hardware - Telex PC
- Word processing – Multimate

**Notes:**
Debate was raging in the agency.
Should AFM systems be PC or mainframe based?

AFM went to PCs

Multimate was chosen because it lent itself to the Wang system
Rest of the Agency had to communicate with NPS

## Firestorm!

- All PC's would be purchased from the Telex contract
- Cost for these systems was over $12,000.
- Why was everyone so upset?
-  Some SYs wanted to use Apple
-  Others wanted PC (MS DOS)
-  Most wanted to make their own decisions

**Notes:**
Apple was particularly good for graphics and word processing
MS Dos much better for data processing – number crunching.
Virtually no concensus.
Decision was made without sufficient input.  But the, hindsight is 20/20.  

Telex left a bitter taste for many
Was an unsuccessful attempt at standardization

The perspective from one person that I visited with is that it may have been a necessary step away from typewriters and on to PCs.  Resistance to move off typewriters was significant.

Regrettable that no one will forget the incident – it really didn’t do that much damage,
Yet it has become larger than life in the minds of many
And is the ARS symbol for in-advised top-down decisions in IT

## Unruffling feathers

- Committee to deal with computer issues
- Program and AFM represented
- The solution
-  Administrative systems used the Telex
-  SY's could chose what was needed for lab applications.

**Notes:**
Bob Reginato, former PWA Area Director and Associate Administrator
Darrell Cole, Assistant to the Deputy Administrator for NPS, now Assoc AD, MWA
Reps from AFM.

Decision has been modified since then.
PC hardware selection soon was left in the hands of the user/fundholder providing the purchase met certain minimum criteria – i.e. could it run the necessary programs

We are still wrestling with some of the same issues – standardization of software for transmittal within the Agency is being actively discussed right now.
Emotions are still running high and some of us may not be entirely happy with the outcome.
There are very good reasons to have these debates to ensure that we make good decisions.

## Groupwise

- Up to mid-1990's  NPS was using the Wang for word processing and telemail
- Vision and need for a standard Agency-wide communication system
- Better HQS /Area communication
- Technology well enough developed
- PC speed
- software

**Notes:**
Jane Giles, Wiz’s predecessor, led effort for ARS to adopt a better communication system
Significant pressure from the field;  virtually all ARS scientists who were housed in universities were already using the web and email daily.

Significant frustration that the Agency had not yet embraced the electronic communication revolution.

## 1995/1996 ARS adopted GroupWise 4.1
 Transition took ~6 months
 Area Offices  brought sequentially onto GroupWise
 Federal Labs followed soon thereafter
 Similar transition made a NPS
 Wang at NPS reverted back to its original use for program data management

-  Transition took ~6 months
-  Area Offices  brought sequentially onto GroupWise
-  Federal Labs followed soon thereafter
-  Similar transition made a NPS
-  Wang at NPS reverted back to its original use for program data management

**Notes:**
Word perfect - Most of us now are on 9.1
Having endured and survived the firestorm of the 80s over the decision to mandate hardware and software, the Agency has been very flexible, leaving the choice of Word processing, spreadsheet, presentation, and database software.  Communication software and web access in the Universities varied with the institution – and for the most part still does.

## Enhancing Information Management

**Notes:**
Sometimes the road to Information Management in ARS has been rocky.

Let me emphasize again – it is rocky for others as well as ARS
A lot has been accomplished

And there is a growing commitment to enhancing information management

## Growing recognition in ARS that modern Information Technology was essential to the mission.

What drove this sense of urgency among many senior managers?

- What drove this sense of urgency among many senior managers?

- Mid 1990’s

**Notes:**
By this time nearly everyone had a PC on his/her desk
AFM programs doing OK
RMIS OK
ARS was not cutting edge but doing the job
Growing sense that we needed to do more – that the technology was there and we should embrace it.

What really did drive ARS to form a blue ribbon committee to begin the transition to true Information Management policy and implementation?

## IT Drivers

- Congress and the White House
- Legislation
- Expectations from field
- Agency needs; programmatic and administrative management
- NAL
- IS

**Notes:**
Mid 1990’s

Many different drivers, some of which were fairly strange bedfellows who conspired to bring IT to ARS

Field already knew that IT was not only here to stay but was a necessary part of doing business

## Concerns and Expectations 

- Large expenditures on ADP and mainframes
- Spectacular failures
- Spectacular successes
- Reinventing government
- Downsizing
- Doing more with less
- Accountability

**Notes:**
Congress has been concerned about the expenditure of funds on IT since the Executive branch started spending large sums of money for mainframe computers and ADP systems. The track record on the acquisition and implementation of large IT systems has included a number of spectacular successes and spectacular failures.

Many folks wanted to know why some initiatives worked and others did not

Mr Gore; reinventing Government
Perception that use of IT also offers our best hope for doing more with less in times when downsizing and budget reductions.

Many of us are doubtbul that even a dime will be saved with modern IT systems – but it will help us to fulfull our mission,  improve our productivity and customer service and enhance our ability to report our successes to Congress

## Legislation

- Government Performance and Results Act (GPRA) of 1993
- Measure mission performance
- Ensure bottom line improvement in outcomes
- Senior management must be involved in major IT decisons

**Notes:**
Flurry of legislation to address IT investments and management

Early legislation attempts to make the federal government operate more efficiently and effectively without concentrating on IT.

GPRA-Primarily focused on meaningful bottom-line improvements in the outcomes of key business decisions, including IT.
Senior management must be involved in the selection, control and evaluation of IT applications.

## GAO Improving Mission Performance Through Strategic Information Management and Technology of 1994
Established best practices for information management
Later document (1996) discussed the process

- Established best practices for information management
- Later document (1996) discussed the process

**Notes:**
GAO – report, voluminous

Hard hitting criticism of the whole process of IT PROJECT MANAGEMENT
Built on an Executive Guide to Improving Management through Strategic Information Management – i.e. Best Practices  was published by GAO two years before

Later document (1996)
Implement IT investment process
Periodic analysis of the entire portfolio
Design control and evaluation
Minimum quality standards for data used for decision-making

## Paperwork Reduction Act (PRA) of 1995
Addresses the resources expended for "acquiring, installing and utilizing technology and systems". 

- Addresses the resources expended for "acquiring, installing and utilizing technology and systems".

## Clinger-Cohen Act – 1996
Establishes a CIO for each cabinet department
Encouraged CIO's at sub-cabinet level
Requires agencies to link IT investments to agency accomplishments.
Requires that agency heads establish a process to select, manage and control their IT investments

- Establishes a CIO for each cabinet department
- Encouraged CIO's at sub-cabinet level
- Requires agencies to link IT investments to agency accomplishments.
- Requires that agency heads establish a process to select, manage and control their IT investments

**Notes:**
Clinger-Cohen is a very import piece of legislation

C-C established the USDA Chief Information Officer
	Although not required by legislation, encouraged that each agency will have a CIO

Linkage of investments to accomplishments reflects GPRA

## USDA CIO 
Required each agency to establish and Information Technology Investment Review Board
Encouraged senior manager involvement in IT decision-making
Encouraged agencies to establish their own CIOs

- Required each agency to establish and Information Technology Investment Review Board
- Encouraged senior manager involvement in IT decision-making
- Encouraged agencies to establish their own CIOs

**Notes:**
In response to Clinger-Cohen, USDA created and filled a CIO position.  In turn the CIO....

## Paperwork Elimination Act of 1998
Provide customers with the option of electronic maintenance, disclosure of information
Use electronic signatures when possible

- Provide customers with the option of electronic maintenance, disclosure of information
- Use electronic signatures when possible

## Section 508 of the Rehabilitation Act of 1998
Requires agencies to provide comparable access to information systems and technologies for the disabled

- Requires agencies to provide comparable access to information systems and technologies for the disabled

**Notes:**
The only exemption to this sweeping bill is if such access would impose and undue burden on the agency.

Many of you have been involved in implementing this provision.

## The Government Information Security Reform Act of 2000
Security of unclassified and national security systems
Codifies existing OMB policies
Reiterates Clinger-Cohen
Requires annual agency program reviews and evaluation of security systems

- Security of unclassified and national security systems
- Codifies existing OMB policies
- Reiterates Clinger-Cohen
- Requires annual agency program reviews and evaluation of security systems

**Notes:**
Prior to September 11 – security was important
Security issues have bee brewing for quite some time
	Viruses
	Hacking

## Expectations from the Field

- ARS is a top down organization
- Significant changes in the way we do business almost always come from the top
- Most policy decisions reach the field after careful consideration and approval at HQ
- Multiple reorganizations of ARS structure
- Reorganization of NPS
- National Programs
- Office of Scientific Quality Review

**Notes:**

Top down is the way that most bureaucracies function in the public and private sector.
Even though we live in a democracy, most of its institutions are enlightened and benevolent but still dictatorships

Nothing wrong with top down

Recently, our institutions have benefited significantly from a more inclusive approach
Group process, input from the field, stakeholders, beneficiaries and impacted staff has improved decision-making no end.
But we are still top down.

The expectations from the field constituted a grass roots movement as I noted earlier

## Field, especially SYs and technicians understood and used computers long before HQ appreciated the power of the new technology

**Notes:**
These pioneer users were truly amazing.  For the most part they were self-taught or they had a course or two in Fortran before they really began crunching numbers.  They were not computer scientists.

As Word processing, spreadsheets, databases, networking came along they taught themselves that too.

These were the halcyon days of the late 20th Century.
It was fun – we felt clever and free. The level of freedom to pursue what we wanted was broader at this time than it ever was before or ever will be again.

## Addition of NAL to ARS

- NAL rejoined the ARS
- New Director of NAL played an active leadership role in forming and leading IT initiatives
- Library’s business is information management
- Library administration strongly committed to providing excellent information to ARS science community
- Significant IT expertise resident in NAL

**Notes:**

NAL was split off from ARS for a few years and then rejoined ARS

Library, because of the very nature of its business, made the transition to IT much earlier than the rest of ARS 

## Information Staff

- New Director
- Innovative new products and services
- Strong commitment to provide information about ARS to the media
- Need for an appropriate IT infrastructure to disseminate information

**Notes:**
Once again, because of the nature of their business and new leadership, the Information was acquired IT expertise very early in the game.
New products included Spanish version of Ag Research, Science for Kids, Science for Teachers, Daily feed and others

Like the library, they could not do their business effectively without up to date IT.

Also, like the library, they have let their needs be known.

## ARS Response

- Information Technology Management Steering Committee (ITMSC)

**Notes:**
ARS, to its credit, responded to these several drivers with the formation of a high-level task force to define IT needs and recommend a course of action.

## Committee formed in December, 1996
Co-chairs
Pamela Andre, Director of NAL
Bob Reginato, Associate Administrator
Function
Help shape the information technology direction for the future
Report released in September 1998

- Co-chairs
- Pamela Andre, Director of NAL
- Bob Reginato, Associate Administrator
- Function
- Help shape the information technology direction for the future
- Report released in September 1998

**Notes:**
Committee labored for nearly 2 years to create the Report of the Information Technology Management Steering Committee

The process included the appointment of seven subcommittees appointed to examine various aspects of IT in ARS.

Even though the 7 subcommittees on the surface had very different areas to investigate, there was remarkable overlap in the recommendations that emerged from each of the 7 reports.

Recommendations of those 7 committees were integrated into 12 recommendations in the report. 

## Terminology

- IT Management Steering Committee (ITMSC)
- 	1998 IT task force
- Executive Information Management Steering Committee (EITSC)
- 2001 Permanent Executive IT Committee

**Notes:**
Take a moment to head of confusion that may occur.
Two committees.  One was a large task force the ITMSC that I made reference to in the previous slide.
The second is a permanent standing Agency committee, the EITSC with a rotating membership

## Recommendations of the ITMSC

- IT Leadership and Direction
- Adopt an IT Strategic Plan
- Ensure that ARS mission drives its information systems and deployment of IT
- Establish an ARS CIO
- Establish and ARS Information Technology Investment Review Board

**Notes:**
Strategic Plan requires no explanation.  All groups need a road map.

Recommendation that a set of structured analytical processes to identify the information needs of ARS customers (internal and external), review core business practices, determine information system requirements

Seven task groups – four zeroed in on this compelling need

Self-explanatory.  Department wanted careful review of proposed investments and monitoring of the outcomes of those investments.

## Research Support
Develop a process for development, placement, and support of information-based products
Replace RMIS and other management systems
Enhance access to scientific information for ARS researchers

- Develop a process for development, placement, and support of information-based products
- Replace RMIS and other management systems
- Enhance access to scientific information for ARS researchers

**Notes:**
Currently, there are not standard, processes, platforms and models for developing decision models, and no policies or processes for maintenance of these products.

ARIS is being rolled out as we speak.  Don’t need to elaborate on this recommendation.

Current Awareness Literature Service (CALS) has already been replaced with Current Contents Connect for direct searches.  Soon, Digital Desktop and the Community of Science will follow

## External Communications
Improve ARS websites
Develop and information/communication strategy
National Programs
Research activities
Accomplishments of internal and external users and customers

- Improve ARS websites
- Develop and information/communication strategy
- National Programs
- Research activities
- Accomplishments of internal and external users and customers

**Notes:**
8. All of you are aware of the ARS Website Working Group and some of you are members of that team.  Another accomplishment.

9. Much of this recommendation is well underway.  The NPS website is functional and very useful.  Much more has been done or is under construction.

## Infrastructure to Sustain Improvement
Develop integrated information systems to support core business areas
Ensure that managers, users, and technical staff acquire and maintain information technology competencies
Preserve our agricultural heritage through preservation of USDA documents in electronic form 

- Develop integrated information systems to support core business areas
- Ensure that managers, users, and technical staff acquire and maintain information technology competencies
- Preserve our agricultural heritage through preservation of USDA documents in electronic form

**Notes:**
New program management system (ARIS) will serve as the foundation for future integrated systems development.

Shared databases, common computing platforms, Area wide connectivity and agency-wide security.
Self explanatory and critical to success

Development of appropriate standards, policies and procedures to ensure long-term preservation of agricultural information.

## Agency Response to the report

- An IT Strategic Plan was released in 1999
- OCIO established
- Permanent EITSC established
- ARIS has replaced RMIS
- NPS communication strategy for National Programs
- OSQR management is web-based

**Notes:**
Sometimes it seems to all of us that It in ARS is moving at a glacial speed.

In fact in a little more than three years since the Report of the Information Technology Management Steering Committee released its report - there have been many significant accomplishments.

## Replacement of CALS with Current Contents Connect for literature searches 
GIS license available to all ARS scientists
Community of Science and the Digital Desktop Library are both in the process of deployment
NPS web page has been deployed
ARS Web page is being developed as we speak

- GIS license available to all ARS scientists
- Community of Science and the Digital Desktop Library are both in the process of deployment
- NPS web page has been deployed
- ARS Web page is being developed as we speak

**Notes:**
The CALS and GIS initiatives have resulted in significant savings for Agency programs

These and the other initiatives noted here have improved the speed and efficiency with which we do business.

## Steps to Institutionalize and Manage an ARS IT Infrastructure

- Executive Information Technology Steering Committee (EITSC)

**Notes:**
Some of the accomplishments have been far-reaching.

One of the most significant results is the recognition that Information Management must be institutionalized.
The group assigned the responsibility for oversight and advice is the EITSC

## EITSC Charter

- Develop an ARS Strategic IT Plan
- Serve as ARS Executive Investment Review Board
- Clinger-Cohen Act of 1996
- Review and approve agency-wide technology policies, standards and procedures
- Form subcommittees to address specific technology projects and issues

**Notes:**
The Strategic plan was in need of an update.
Details overall direction for the agency regarding use of Information Management and Technology

Investment Review Board – IT investment recommendations to the Administrator

## Review the Agency’s performance
to achieve IT programmatic and organizational goals
make recommendations to the Administrator
Seek input from other agency managers
IT issues needing broader participation an/or consent

- to achieve IT programmatic and organizational goals
- make recommendations to the Administrator
- Seek input from other agency managers
- IT issues needing broader participation an/or consent

**Notes:**
One of the subcommittees in the 1998 task force documented the need for top management buy-in if an IM initiative was to succeed

## Membership

- Chair appointed by the Administrator
- Deputy Administrator, NPS
- Deputy Administrator, AFM
- 3 Area Directors or Associates
- Director, NAL
- Director, BPM
- Director, IS
- 2 Senior Research Scientists

**Notes:**
EITSC is a senior level board
Membership relates back to the IT Steering Committee recommendations

## Current Membership

- Anna Hewings, Chair
- Dwayne Buxton
- Wiz Horner
- Will Blackburn
- Andy Hammond

- Eleanor Frierson
- Joe Garbarino
- Sandy Miller Hays
- Nancy Miller-Ihli
- Carlos Alonso

**Notes:**
Senior Committee – in any organization the folks at the top set the tone.  The tone here is commitment to first-class Information Management that will serve the entire Agency.

## The 2001 IT Strategic Plan Subcommittee

- Will Blackburn, Chair
- Dwayne Buxton
- Jim DeQuattro
- Anna Hewings
- Eleanor Frierson

- Andy Hammond
- Nancy Miller-Ihli
- Wiz Horner
- Yann King

**Notes:**
One of the firsts tasks the EITSC undertook.

For good reason.  This document will drive Information Management decisions and policy for years to come.

The Strategic Plan will be updated regularly.  In less than three years, the strategic plan developed in 1998 was out of date.  No surprise.  With the speed of change in the IT Arena, I anticipate examining the currency of the strategic plan will be an annual event.

## Information Technology 
a) Any equipment or interconnected system . . . . . including computers, ancillary equipment, system software, support services, and related resources. 

b) A general term referring to the entire information processing industry of hardware, software, and communications technology and related services. 
 (U.S. Department of Agriculture, OCIO)

- a) Any equipment or interconnected system **. . . . . **including computers, ancillary equipment, system software, support services, and related resources.
- b) A general term referring to the entire information processing industry of hardware, software, and communications technology and related services.
-  *(U.S. Department of Agriculture, OCIO)*

- Something to Consider

**Notes:**
Term IT is deeply embedded in our vocabulary.

that is used in the automatic acquisition, storage, manipulation, movement, control, display, interchange, transmission, routing or reception of data or information, including computers, ancillary equipment, system software, support services, and related resources.

I would prefer that we moved toward the use of the term Information Management where appropriate. 

We should remember that IT is a set of tools to support Information Management.

Part b is why we contintue to is the term IT

## Information Management 
 A set of activities with the goal of providing information, services and facilities . . . . .

(U.S. Department of Agriculture, OCIO) 

-  A set of activities with the goal of providing information, services and facilities **. . . . .**
*(U.S. Department of Agriculture, OCIO) *

**Notes:**
(continued)..........that are secured from unauthorized access, protected from improper changes and physical threats, presented in the form that best meets user needs, archived to provide historical record‐keeping, and disposed of in appropriate ways.  

Revising our terminology is something to think about - We are really in the business of information management and the technology supports management of the information.

## Strategic PlanVision

- ARS information systems are mission driven and responsive to customer needs; they are reliable, secure, user friendly, relevant, innovative, well planned, and managed effectively.

**Notes:**
Vision reinforces the notion of information management rather than simply technology

## ARS Core Business Areas

- Research
- Planning, setting priorities for, and evaluating research programs
- Developing and managing databases
- Developing and transferring knowledge
- Developing and transferring technology

**Notes:**
Strategic Plan must incorporate that vision.
Must be responsive to three core business areas; research, business operations and information

## Business Operations
Administrative management
Budget and finance
Resource management
Information technology
Purchasing and contracting
Grants and agreements

- Administrative management
- Budget and finance
- Resource management
- Information technology
- Purchasing and contracting
- Grants and agreements

## Information
Information management
Libraries and information centers
Bibliographic databases
Reference and research information services
Publication and design services
Public information and outreach

- Information management
- Libraries and information centers
- Bibliographic databases
- Reference and research information services
- Publication and design services
- Public information and outreach

## Recommendations of the IT Strategic Plan Subcommittee

- Keys to Success

**Notes:**
Rather than walking the workshop through the Strategic Plan Goal by Objective by Strategy
Focus on some keys to success.
Recommendations that should receive priority attention by the Agency

## Redefine the role and authority of the Chief Information Officer (CIO) to include policy and operations 

(Goal 2, Obj. 1, Strategies 1-4).

- (Goal 2, Obj. 1, Strategies 1-4).

## Consolidation of IT/IM units
Three IT units at HQ
OCIO
ITD
NPS
Series of task forces to determine the feasibility of consolidation

- Three IT units at HQ
- OCIO
- ITD
- NPS
- Series of task forces to determine the feasibility of consolidation

**Notes:**
Original recommendation of IT steering committee was to consolidate all these units into the office of the CIO.

Situation in 1998 precluded an immediate move
No SES slot for CIO
No CIO

Several ways to accomplish this task.
	policy and operations
	functional lines, security web design and maintenance, e-mail, myriad of others

Just last week, Dr. Knipling appointed Melinda McClanahan to organize a set of task forces to explore the feasibility of consolidation of the HQ IM units. 

## Protect mission-critical systems and sensitive information

 (Goal 2, Obj. 4, Strategies 1-3).

-  (Goal 2, Obj. 4, Strategies 1-3).

**Notes:**
Ensure excellence in development and management of information systems

Strengthening research programs – refers very directly to the Agency’s mission RESEARCH
Providing American Agriculture with science-based information
Improve management of business affairs

## Upgrade and maintain an information and communications technology infrastructure that serves all components of the Agency

(Goal 2, Obj. 5, Strategies 1-3).

- (Goal 2, Obj. 5, Strategies 1-3).

**Notes:**
Self explanatory.

STAY UP TO DATE and IMPROVE COMMUNICATIONS
Continual evaluation and enhancement of connectivity and security.
Consistent with program needs
Encourage Internet-based connectivity where appropriate
Monitor, evaluate and adopt appropriate emerging information

## Improve and maintain the utility of ARS web sites and other electronic media

(Goal 5, Obj. 2, Strategy 1).

- (Goal 5, Obj. 2, Strategy 1).

**Notes:**
This, too, is self-explanatory.

Critical to the internal workings of the Agency
Equally important to our customers
Very valuable Public Relations benefits
	How may times have you heard the ARS is the best kept secret in government.
	Web sites are one of the best forms of PR that we have

VERY VALUABLE TO AND ADMINISTRATOR LIKE ME
Example-U of Missouri and Senator Bond’s office meeting.  Able to refer them to our excellent NPS web site.  They were interested in national programs at the work we were doing in Plant Biotechnology.  

## Invest in appropriate human resources and infrastructure to ensure effective management of high quality information and state-of-the-art technology

(Goal 3, Objectives 1-3).

- (Goal 3, Objectives 1-3).

**Notes:**
To ensure long-term high quality information management and technology

Three points here:
	Invest in IT human resources
		training, acquisition of skills, retention
	Regularly evaluate and modernize as new technology advances
	Ensure effective organizational structures for Information Management in ARS

## Establish an ARS IT capital planning and investment process 

(Goal 2, Objective 2, Strategies 1 & 2).

- (Goal 2, Objective 2, Strategies 1 & 2).

**Notes:**
Addresses the establishment of an Investment Review Board.

Mandated by legislation.

EITSC in essence is the review Board and will appoint subcommittees as needed 

## Ensure information systems support research and technology transfer through development and dissemination of ARS advanced knowledge-based systems, decision tools, and databases

(Goal 4).

- (Goal 4).

**Notes:**
Big over-arching goal but critical to the research and transferring that research to customers.
Goal that focuses on documentation, dissemination and use of scientific information.

Flexibility and complexity of databases, models, expert systems etc.
Needed tools for decision makers.
Can be hard to use

Up to use to keep those tools, up-to-date, relevant, accessible.
Only way we can do this is through constant improvement and maintenance of the systems  

## Ensure wide and easy electronic access to and dissemination of agricultural information

(Goal 5, Obj. 2, Strategies 2 & 3).

- (Goal 5, Obj. 2, Strategies 2 & 3).

**Notes:**
This is the public side of the previous recommendation.

Our information must be easy to access and understandable to the public

Support of collaborations with others so we don’t reinvent the wheel
Support the continued growth of information collections

## Opportunities and Challenges

**Notes:**
The way we manage or information strategy will be critical to the success of the Agency in the future.

Information management speaks volumes about our attitude toward our mission and our customers.
To use a hackneyed expression – in the years to come Information Management will be where the rubber hits the road in any organization that expect to have a serious impact on America and the World in the 21st century.

I have described for you many opportunities – the real issue is will we be able to meet our challenges

## Challenges

*Information Security*
- Must strengthen cyber-security
- Already a high priority in ARS
- Must do more

**Notes:**
Information Security – The increase in computer viruses, denial of service attacks, hacker attempts, as well as potential physical threats make it vital that ARS acts quickly, and in a concerted effort, to strengthen cyber-security.

Already moving in this direction – especially since September 11th.

Much more remains to be done to ensure that USDA's financial assets, program resources, and personal information about customers and employees are secure. 

## Constrained Budgets 
Information management costs
Not enough resources to do what we want or even need
Creativity, careful planning
Attitude adjustments in strategic places 

- Information management costs
- Not enough resources to do what we want or even need
- Creativity, careful planning
- Attitude adjustments in strategic places

**Notes:**
No secret that Information Management costs money.
Also no secret that we don’t have enough money to do what needs to be done

Emphasize the need for careful, creative planning.

Danger of doing too little, not doing the right things, or waiting until the resources are there.  There will never be there in sufficient quantity to do what needs to be done.  So how do we build IM in ARS?
With vision and excellence within our own ranks and educating those whose support we need – internally and externally.

## Electronic Government 
Use the internet to better communicate internally with customers, stakeholders, and the public.

- Use the internet to better communicate internally with customers, stakeholders, and the public.

**Notes:**
Just as E-government is an opportunity, it is also a challenge.

With few exceptions, ARS has not fully realized the potential of the Internet to change the way it delivers programs and services, and communicates with customers, and with ourselves

As the Internet rapidly transforms the private sector, citizens increasingly are demanding the same kind of efficient, integrated, and seamless services form government.

## IT Staffing Shortage
Finding, training, and retaining skilled IT employees. 
Pay scales are significantly lower than those in the private sector
Find ways to attract and retain good employees

- Finding, training, and retaining skilled IT employees.
- Pay scales are significantly lower than those in the private sector
- Find ways to attract and retain good employees

**Notes:**
ARS, like all Federal agencies, continues to face the challenge of finding, training, and retaining skilled IT employees.

Government pay scales are significantly lower than those in the private sector, making it more difficult for government agencies to compete for talented IT employees.

ARS must continue to support government-wide solutions to the IT labor shortage, while working to ensure that our ARS Information Management becomes an ever more attractive organization for IT employees to work.

## Meeting Our Opportunities and Challenges

**Notes:**
As I noted earlier:  The way we manage or information strategy will be critical to the success of the Agency in the future.

## ARS Major Initiatives

- Identified by Dr. Knipling - Fall, 2001
- Review of the current ARS IT organizational structure.
- Improvement of ARS cyber security.
- Migration toward a streamlined e-mail system
- Consolidation of ARS web servers and resources.
- 	These initiatives correspond to the Strategic Plan recommendations 1 through 4.

**Notes:**
Last fall, Dr. Knipling came to visit the EITSC and shared his perspectives on four key IT areas that we of special interest to him.

We were putting the finishing touches on the strategic plan at that time.  Our first four objectives coincided with his.

It could be said that great minds think alike or that the IT needs are so obvious that the similarity of Dr Knipling’s ideas and the strategic plan is no surprise.

I am hopeful that there has been a culture shift in ARS.
We have accomplished a great deal since the first IT task force was assembled in 1998.
Progress never moves as fast as we would like – but we are moving.
You folks in this room will be some of the prime movers and shakers in the years to come.
I thank you for your dedication, talent and wish us all good luck.

I am an incurable optimist – this job is doable and it will be up to many of us here to lead the charge.