1. U.S. Department of Agriculture eGovernment Program January 22, 2002 eGovernment Executive Council Chris Niedermayer, USDA eGovernment Executive Barbara LaCour and Dennis Egan, USDA eGovernment Project Mgrs

2. U.S. Department of Agriculture eGovernment Program 2  Welcome  Finalize eGovernment Smart Choice Candidates  Recap tally  Discuss changes to enabler descriptions based on EC feedback  Select final smart choice candidates  Next Steps & Wrap up Agenda

3. U.S. Department of Agriculture eGovernment Program 3 Voting Process Last Week StrategicEnablers STEP 1 The Executive Council decided what opportunity areas should be included for voting among the 26. yay nay STEP 2 Each Executive Council member voted on the remaining opportunity areas: yay or nay. A recommendation was made that some enablers be consolidated StrategicEnablers STEP 3 1. 2. 3. 1. 2. 3. The opportunity areas were ranked and the group agreed to meet today to finalize selection of the strategic areas and enablers

4. U.S. Department of Agriculture eGovernment Program 4 eGovernment Opportunity Areas Strategic Smart Choice Candidates – Executive Council Votes RankOpportunitiesYesNo 1eLoans90 2Online Export Assistance and Marketing 90 3Web-based Supply Chain90 4eGrants81 5eProcurement81 6Food Safety/Security Tools80 7ePermits/eCertificates62 8Human Resources Online63 9eRulemaking44

5. U.S. Department of Agriculture eGovernment Program 5 eGovernment Opportunity Areas Enabling Smart Choice Candidates – Executive Council Votes RankOpportunitiesYesNo 1User Authentication and Electronic Signatures 80 2Portal Strategy71 3Web Presence53 4Knowledge Management44 5Electronic Documentation/Records Management w/ Workflow 35 6eLearning26 7Data Management17

6. U.S. Department of Agriculture eGovernment Program 6 Consolidating Enablers RankOpportunitiesYesNo 1User Authentication and Electronic Signatures 80 2Portal Strategy71 3Web Presence53 4Knowledge Management44 5Electronic Documentation/Records Management w/ Workflow 35 6eLearning26 7Data Management17 Enabling Opportunities User Authentication and Electronic Signatures Web Presence (includes portal strategy) Information Management (document/records/correspondence management, workflow, knowledge management, content management) eLearning Data Management * See revised definitions in appendix

7. U.S. Department of Agriculture eGovernment Program 7 Finalizing Smart Choice Candidates Finalize decision on strategic opportunity areas to be included  6 opportunity areas had a unanimous or near-unanimous vote  Possible inclusion of Online Human Resources Top 12 in all other rankings No other employee opportunity areas are currently included Finalize decision on enabling opportunity areas to be included  Web presence and user authentication/electronic signatures had near- unanimous votes  Information management (now includes content management, knowledge management, doc/records/correspondence management & workflow) is critical for several of the strategic opportunity areas  Data management and eLearning are also necessary enablers for effective implementation of current strategic choices  Should any be removed?

8. U.S. Department of Agriculture eGovernment Program 8  Determine involvement of Under Secretaries  Executive Council will present smart choice candidates to Deputy Secretary as recommended next steps for eGovernment at USDA  Smart choice candidates requiring business cases will need to be supported by employees from all affected areas Next Steps & Wrap Up

9. U.S. Department of Agriculture eGovernment Program 9 Appendices  Revised definitions of enablers  Opportunity areas mapped to Quicksilver initiatives  Potential smart choice impacts on agencies

10. U.S. Department of Agriculture eGovernment Program 10 USDA Web Presence (Enabler) Start SmallThink Big Description Define a portal strategy, user interface guidelines, and content guidelines to ensure the user is given a high quality, consistent, and useful experience on USDA portals, web sites, and applications. Rationale As the USDA web presence matures, and increasing amounts of data and applications are available online, the USDA must ensure a simple and consistent user experience across the Department. While many USDA agency’s web sites and future portals are unique and do not share customer groups, these web standards will instill a high level of usability and ease of navigation, ultimately translating to a more effective customer experience. Create a definition and scope for a “portal” at USDA Publish a UI style guide for all USDA web-based portals, web sites, and applications Define Departmental requirements for a portal capability Sponsor an Agency pilot as a proof of concept prototype (AMS) Complete a vendor assessment and select a portal product for Department-wide use Develop an advanced search engine for searching all USDA web sites Enforce robust meta-data standards for all web pages available publicly and internally in order to yield better search results Create or outsource a usability lab for testing all online applications to ensure ease of use Implement multiple portals based on customer need and integrate with other smart choice initiatives

11. U.S. Department of Agriculture eGovernment Program 11 Information Management (Enabler) Start SmallThink Big Description Develop Departmental solution(s) for managing the publishing, sharing, processing (workflow), and storage of web pages, documents, multimedia, official records, and correspondence. Rationale As the Department transitions to more electronic forms of information, manual business processes must be transitioned to processes supported by electronic tools. For example, a paper form that was completed by a citizen and routed throughout the department via mail now requires an electronic form and automated workflow. Similarly, a research study, white paper, or memo that is printed and placed in inboxes must now be classified and placed on a knowledge sharing repository. Finally, official records that are now printed and stored in boxes must be stored securely online and archived appropriately Deploy document/records/correspondence management client software to all PC’s in the Department (or build a web-based solution accessible via a browser) Develop advanced search and retrieval capabilities (potential integration with web site search capabilities to locate other document types than web pages) Integrate Agriculture library as primary knowledge managers to review content and facilitate consistent classification Migrate all information collections to online venue using document/records management and workflow capability Define corporate taxonomy for consistent classification of all information Finalize and enforce records management policy Roll out a pilot for a single end-to-end workflow process for a standard office document and/or correspondence

12. U.S. Department of Agriculture eGovernment Program 12 eLearning (Enabler) Start SmallThink Big Description Develop a Department-wide eLearning curriculum platform to facilitate online training. A curriculum management system would allow employees and citizens to track their progress in completing a pre-defined curriculum, register for new courses and allow management and trainers to track progress and add new courseware to the online repository. This capability allows any employee or customer to monitor and manage their training curriculum. This capability also allows individual Agencies to publish courseware to one location to enable sharing of courseware, etc. Rationale During interviews with several Under Secretaries and CIO's, a top priority was the training of their people, either to bring them up to speed on a computer skill set or to perform on the job training to enhance their current skillet. The definition of a Department-wide curriculum management system will facilitate the steady migration to a hybrid of online and classroom- based training. This will ensure training goals can be met more effectively than with an exclusive classroom-based curriculum. Investigate outsourcing or develop a Department-wide curriculum management capability Develop online registration capabilities for offline course material Migrate existing online course material to run within curriculum management system Define online standards (user interface, language support, system requirements, etc.) for eLearning applications Investigate outsourcing arrangements for migration of offline curriculum to be provided online Transform USDA Graduate School to an online university and a potential profit center Develop advanced business simulation capabilities Integrate with knowledge management system to provide training at “point of need”

13. U.S. Department of Agriculture eGovernment Program 13 Data Management (Enabler) Start SmallThink Big Description Provide the guiding principles and framework for implementing a corporate data management program, including: 1) The definition of a Department-wide data dictionary for back-end data sharing, 2) The creation of centralized databases “of record” and a corporate data architecture, and 3) Data life-cycle management and data sharing strategy. Rationale The number of legacy systems at USDA and the public and private organizations with which it interacts is very large. A data management strategy with all of its components will enable the Department to better perform back-end integration to bring enhanced services, and consolidate disparate data stores in to databases of record. This translates to the re-use of legacy data, large time savings for system integration, and additional support for a knowledge management capability. Define common data dictionary for future development of database-driven applications Identify redundant data elements across the Department Define Department data management strategy for use by all application development efforts Consolidate redundant data to “databases of record” throughout the Department Establish Department-wide data warehouses that include robust API’s for interaction with all applications Develop and deploy archiving, storage, back- up and aging strategy Participate and lead data standards forums

14. U.S. Department of Agriculture eGovernment Program 14 USDA Strategic Opportunities vs. Quicksilver Initiatives USDA Strategic OpportunitiesOverlapping Quicksilver Initiatives Online Export Assistance and MarketingInternational Trade Process Streamlining Department-wide eProcurementIntegrated Acquisition Systems Online Management of eLoansOnline Access for Loans Web-Based Supply Chain Management eGrants Food Safety and Security Tools Human Resources OnlineEnterprise HR Integration ePermits/CertificatesOne Stop Business Compliance, Recreation One-Stop Financial Management Tools eEligibilityEligibility Assistance Online Nutrition/Dietary Guidelines/Food Assistance ProgramsUSA Service (Customer Relationship Management) eRulemakingOnline Rulemaking Management eMaps with GIS KnowledgeGeospatial Information One-Stop Physical Asset ManagementFederal Asset Sales Survey Capability

15. U.S. Department of Agriculture eGovernment Program 15 USDA eGovernment EnablersOverlapping Quicksilver Initiatives USDA Web PresenceUSA Service (Customer Relationship Management) User Authentication and Electronic SignaturesE-Authentication eLearningE-Training Information Management with WorkflowE-Records Management Data Management Application Hosting Citizen and Public/Private Organization DatabaseUSA Service (Customer Relationship Management) Service Center eEnablement CRM for Service CentersUSA Service (Customer Relationship Management) USDA eGovernment Enablers vs. Quicksilver Initiatives

16. U.S. Department of Agriculture eGovernment Program 16 Potential Impact on Agencies The following table showing impacts of implementing smart choice candidates: Strategic Opportunity AreaStaffing ImpactsImpacts/projects to leverageOngoing Support eLoans Staff from representative agencies will develop business case; track Quicksilver initiative; support implementation Quicksilver; Dept of Education and Small Business Administration has best practice solution; RD and FSA efforts Affected agencies provide ongoing support Online Export Assistance and Marketing Staff from representative agencies will develop business case; track Quicksilver; support implementation Quicksilver; export.gov; International Trade Data System Affected agencies provide ongoing support Web-based Supply Chain Staff from representative agencies will develop business case, support implementation FATES, Food Aid Database System, Food Distribution 2000 Affected agencies provide ongoing support eGrants Staff from representative agencies will develop business case; support implementation; track Quicksilver Quicksilver; former FedCommonsAffected agencies provide ongoing support eProcurement NoneQuicksilver; DA IAS becomes USDA’s common eProcurement tool DA would maintain Food Safety/Security Tools Staff from representative agencies will develop business case, support implementation Integrate FSIS, APHIS information and tool requirements. Greater information sharing with external agencies. Affected agencies provide ongoing support ePermits/eCertificates Staff from representative agencies will develop business case; track Quicksilver support implementation Some Quicksilver ties, efforts in APHIS and FS Affected agencies provide ongoing support Human Resources Online Need to choose best option for Department amongst CAMS and Peoplesoft with accompanying business case; track Quicksilver Quicksilver; OPM; Several agencies/offices have different HR efforts underway (CBAs, FS, NASS) DA would maintain eRulemaking Staff from representative agencies will develop business case, support implementation Quicksilver; FS; DOT has best practice solution Affected agencies provide ongoing support

17. U.S. Department of Agriculture eGovernment Program 17 Potential Impact on Agencies The following table showing impacts of implementing smart choice candidates: Enabling Opportunity AreaStaffing ImpactsImpacts/Projects to LeverageOngoing Support User Authentication and Electronic Signature OCIO and Office of General Counsel will finalize policy; begin requirements and technology options/recommendations with agencies Policy underway; judgment from legal complete; need to establish and communicate; NFC PKI efforts; CBA WebCAAF OCIO spearheads policy, standards and tool options; Agencies implement with OCIO advice and counsel USDA Web Presence OCIO, agency CIOs, OC, and Webmasters from various agencies would begin developing policy and planning; complete any necessary business case. USDA Web redesign underway; FS, AMS, and CBAs are in various stages exploring portal options; leverage AMS efforts as a pilot for the Department. Simultaneously, Dept. will define requirements and make a recommendation on Dept-wide software solution Need ongoing vendor analysis capability; portal enforcement; need Web presence enforcement and communication from OC, OCIO and all agencies Information Management OCIO and Webmasters need to complete business case for content management, ideally concurrent to Portal Strategy development; need to update, issue and communicate eRecords Management policies and procedures Correspondence Management rollout by Executive Secretariat may be used as Department-wide pilot OCIO spearheads policy, standards and tool selections; all agencies need to support implementation of standards Data management OCIO begins policy development and document data warehousing “as-is” and best practices across Department and agencies AMS defining data-sharing standards; SCMI data warehousing effort; RMA data mining OCIO spearheads policy, standards and tool selections; all agencies need to support implementation of standards eLearning Ag Library, USDA Grad School and agencies and offices would develop business case Variety of outsource/ASP and in-house examples would be combined (e.g., OCIO) OCIO and HR plus agencies