u.s. department of agriculture egovernment program briefing packet for under and assistant...

U.S. Department of Agriculture

eGovernment Program

Briefing Packet for Under and Assistant Secretaries

USDA eGovernment Executive Council

January 30, 2002

2

U.S. Department of Agriculture eGovernment Program

Why eGovernment?

President’s Management Agenda makes “Expanding Electronic Government” one of five major initiatives for reforming government The President’s Management Council is requesting that all Departments develop a

strategy for moving towards electronic government; OMB has developed a scorecard to track each Department’s progress

Departmental strategy must prioritize opportunities for leveraged funding decisions In this context: single agency initiatives are obsolete. Blended and collaborative ventures

are the present and future. Citizen-centered government - Internet banking, online shopping and travel arrangements,

and electronic bill pay are available to consumers in the private sector and they are expecting the same level of service as citizens and taxpayers from their government Must enable the public to easily transact with and receive quality service from USDA, no

matter which channel (e.g., online, in person, over phone) is chosen Link to government-wide Quicksilver efforts

Internal Pressures and Demands - Duplication of many support and common core functions in each agency increases the need for consolidation and Departmental integration, i.e. human resources, procurement, and content and knowledge management Efficiency and productivity gains similar to private sector Reduce costs and improve resources utilization Unify USDA while at the same time simplifying for customers and partners

3


Table of Contents

eGovernment Opportunity Identification and Prioritization Process

eGovernment Smart Choice Candidates and Final Descriptions

Potential Smart Choice impacts on agencies and business case development

4


eGovernment Opportunity Identification

WorkingGroup

Visioning Sessions

Industry and Government

BestPractice

“Long List”of

Opportunities

Under Secretary

and Executive Interviews

Mission Area Visioning Sessions

Readiness Assessment1

More than 60 proposed

opportunity areas, suggestions and

ideas

“Short List”

26 Consolidated Opportunities for

USDA eGovernment Strategic Plan

Evaluation CriteriaStrategic• Improves fulfillment of USDA Mission and

satisfies at least 1 USDA strategic goal and objective

• Fulfills eGovernment Mission and satisfies at least 1 eGovernment goal and/or objective

• Addresses legislative priorities, GAO material weaknesses, OMB guidelines, and/or IG findings

• Expands reach and participation of USDA programs (i.e. numbers of beneficiaries)

• Mitigates redundancy, duplicative processes

Implementation• Responds to an immediate Dept. need (Urgency)• Can be implemented easily/low level of

complexity• Leverages core business capabilities and/or

Dept./agencies have experience with similar effort

• Links to current/planned eGovernment initiatives• Level of executive support and leadership

priorities • Transfer solution from other government or

private sector

Financial• Lowers costs across Department• Revenue generation potential • Leverages existing funding stream, budget

priorities• Mitigates waste, fraud and abuse

1 Focus groups, employee survey and CIO interviews

2 Based on eGovernment Readiness Assessment of current capabilities

Similar themes and ideas combined

Did not affect more than one agency

Out of the scope or beyond the range of feasibility for a 5 year time frame

5


“Short List”- eGovernment Opportunities

“Shorter List”- Smart ChoiceCandidates Weighted “short

list” based on ease of implementation and executive level support

26 eGovernment Opportunities for

Strategic Plan

Reprioritization based on new

information and weighting

Portfolio Approach

Balance of Strategic and Enabling

Balance of Goals and Objectives met

Balance of Level (1)

Top 10 “Strategic” Candidates

Top 10 “Enabler” Candidates

Working Group

Rankings Urgency Ranking

Importance Ranking

eGovernment Opportunity Prioritization

Ranking Considerations

Strategic Enabling

StartSmall

Think Big

Executive Council deliberations yielded 12

Smart Choice Candidates

(1) Interdepartmental, Enterprise-wide, Cross Mission Area/ Cross Agency

Agency program and administrative managers agencies:

Rankings Yielded

6 “Strategic” Candidates

6 “Enabler” Candidates

6


Smart Choice Candidates

Strategic Enabling

SmartChoices

Smart Choices must achieve tangible and measurable results within an 18 month timeframe

Some Smart Choices will be complete in 18 month timeframe

Some Smart Choices will be the initial steps of a longer term vision

Mix of Strategic and Enabling opportunities

Addresses all three eGovernment strategic goals

Fulfillment at all levels- Interdepartmental, Enterprise-wide and Cross-Mission Area/Cross Agency

Opportunity Areas

Short

Term

Long

Term

The Executive Council determined the final Smart Choice candidates based on the following criteria:

7


Table of Contents




8


Final Smart Choice Candidates

The following are the final smart choice candidates recommended by the Executive Council:

Strategic Opportunities

eLoans

Online Export Assistance and Marketing

Web-based Supply Chain Management

eGrants

eProcurement

Food Safety/Security Tools

Enabling Opportunities

User Authentication and Electronic Signatures

USDA Web Presence (includes Portal strategy)

Document/records/correspondence management/workflow tools

eLearning

Content/Knowledge management

Data Management

9


eLoans (Strategic)

Description: Provide opportunities for citizens and businesses, including farmers, producers, and rural entrepreneurs, to apply for, obtain and manage USDA loans (direct and guaranteed?) via the Internet. This initiative should include online customer access to accounts, credit approval and income verification, bill presentment, automatic disbursement to bank accounts and loan documentation routing to appropriate local representatives. eLoan services should be provided through a common customer interface to simplify customer access to multiple agency services. The initiative requires full integration with the government-wide effort under Quicksilver.

Value Proposition: This initiative will empower farmers/producers, rural businessmen, lenders, and rural homeowners to proactively manage their accounts in a manner convenient to their own schedules and preferences. As a major provider of federal loans, USDA will significantly benefit from electronic loan processing and management. A consolidated approach will reduce delays in processing and receiving financial payments, provide a more efficient, streamlined loan process, and reduce the time customers and employees spend seeking and providing personal updates, completing forms, and performing administrative tasks. This initiative could also improve the internal processes of handling loans; shorten decision time and remove human error. Finally, online management of customer loans will enable 24/7 service by the USDA.

Short and Long Term Vision

Start Small Think Big

Complete and submit loan applications online

Automatically notify applicants of loan application status

Make customer account updates available online

Online bill presentment and loan statements

Provide contact information of guarantee providers

Provide risk management education and resources

Integrate with industry and partners for guaranteed loans and risk-management tools

Real-time integration with customer data to determine qualification, assess preliminary approvals/denials and provide counseling

Proactive management of high-risk accounts and defaults

10


Online Export Assistance and Marketing (Strategic)Description: Establish a virtual export center for USDA customers, regulated industries, and partners to learn about exporting agriculture commodities, including accessing permits and requirements for exporting, and gaining market information about potential selling opportunities. The online export environment would focus on expanding marketing opportunities for small agriculture producers, reduce information gaps and search time, and create an opportunity for collaboration within the industry. This initiative would allow small farmers to aggregate supply to fulfill international demand, access a central location for agriculture trade promotion, and use an export assistance toolkit that would provide step-by-step guidance and assistance for exporting agriculture products. This initiative will integrate with the International Trade and Streamlining effort under Quicksilver.

Value Proposition: This initiative will help achieve USDA’s goals to increase U.S. agriculture market share from 18% to 22% internationally. It will empower small, medium and disadvantaged farmers with education and toolkits to expand their reach. It would also provide a central resource for the meat and poultry industry and other USDA regulated industries to expedite their international trading processes, further encouraging exports.



• Define customer requirements through focus groups and define “pain points” for exporting and marketing products

• Integrate with existing Government efforts offering export assistance (within USDA and Quicksilver)

• Create user-supported knowledge base of best practices and lessons learned during export process

• Develop online “wizards” that guide citizens and/or partners through the export process; from online wizards, users have access to all relevant forms, contact information, and assistance

• Integrate with new CRM capabilities to provide real-time assistance, both live and via online chat

• Integrate with citizen and public/private partner databases to enable collaboration

11


Web-based Supply Chain Management (Strategic)

Description: This initiative will leverage supply chain management technologies to enable USDA agencies (i.e., FAS, FSA, AMS, FNS) and their partners (primarily USAID, US school districts, domestic producers, State agencies and industry), to manage commodity purchasing and food distribution seamlessly for USDA programs. Isolated USDA initiatives will be consolidated and supported by flexible new technologies that provide real-time inventory management, food tracking and estimated delivery cycles, order fulfillment, and financial management and allocation.

Value Proposition: USDA’s commodity operations exceed $40 billion every year. Migrating to an electronic supply chain capability for USDA’s commodity programs will dramatically reduce cost for USDA agencies and their partners and improve service delivery and management of one of the USDA’s largest functions. In addition supply chain improvements will eliminate duplicative processes, improve service to customers and partners, and streamline administrative functions. Additionally, this initiative will support U.S. National Defense and Security interests by enhancing USDA’s ability to effectively provide international food assistance.

Short and Long term Vision


• Define larger set of requirements for the Department to build on FATES solution

• Construct model (on paper) that includes real performance data from system and manual processes to understand potential benefits all participating partners and agencies

• Limited-use pilot program

• Integrate with specialized portals for buyers and sellers

• Develop just-in-time (JIT) inventory tracking and purchasing capabilities across the supply chain

• Develop advanced data mining and reporting capabilities in central data repositories

12


eGrants (Strategic)

Description: This initiative will include a central source for all organizations/agencies that receive USDA grant assistance, including rural businesses, State/local governments, and universities, to access, apply for and manage awards for all USDA grants. Seamless integration with back-end capabilities will allow USDA agencies to manage the grant lifecycle online from customer applications through USDA financial disbursements. This initiative will be developed in conjunction with the eGrants Quicksilver initiative, to provide seamless access to all Federal grants.

Value Proposition: eGrants will provide public and private organizations faster, flexible and more direct means to navigate and manage the USDA’s grant process. Similar to online loan management, eGrants will enable better two-way communication between USDA agencies and grant recipients and more efficient financial allocations and performance reporting. eGrants will also enable better management of grants internally.

Short and Long-term Vision


• Partnership and participation in interdepartmental grant effort (Quicksilver)

• Deploy a comprehensive list and search engine for all USDA grants (in conjunction with the Web Presence initiative)

• Deploy online tools to support eligibility determinations, applications, and provide procedures for obtaining grants

• Web-based grants management workflow system that web-enables entire grant life cycles

• Grant-writing collaboration capability and integrate with web-based grants management system

13


eProcurement (Strategic)

Description- This initiative reinforces USDA’s Integrated Acquisition System (IAS) capability which is a web-based solution designed to streamline and automate contract management and acquisition processes throughout USDA.

Value Proposition- IAS is being pursued, in conjunction with multiple agency efforts including FSA, FS, and NRCS. Efforts to provide a single gateway for all USDA suppliers and buyers will optimize the value of the USDA’s investments in this area by passing along cost savings to every agency that uses the system. With over 2 billion dollars in transactions annually, an eProcurement solution has the potential to show large impact. The IAS will provide a streamlined eProcurement tool that will allow USDA to use the functionality in the government-wide Quicksilver project called the Integrated Acquisition Environment (IAE).

Short and Long term Vision


• Implementation of IAS as Department-wide procurement solution

• Migration effort from existing legacy procurement systems and processes to Departmental solution

• Integration with financial management tools

• Integrated document management capability to use with industry partners for seamless information exchange

• Fully electronic bidding and contract system

• Integrated eProcurement solution with eMarketplaces in the private sector

• Integrated eProcurement solution with Department supply chain management solution for extended automation to inventory and asset management

14


Food Safety and Security Tools (Strategic)

Description: Develop interdepartmental capabilities for collaboration, real-time data collection, and tracking and retrieval of port and plant specific data regarding food and animals. All Government parties with responsibility for food safety will have real-time access to entering and tracking data for decision-making purposes and for investigations into causes of foodborne illness which can be coordinated across USDA agencies as well as other Federal and state agencies.

Value Proposition: Homeland security heightens the expectations that the USDA can effectively respond to emergencies, quickly communicate outbreaks and thoroughly prevent threats of bio-terrorism. By ensuring the safety of the US food supply and improving USDA’s execution of its mission, this initiative will be critical to protecting the health of all Americans.


• Active collaboration on existing efforts in other government Departments (FDA, EPA, Customs)

• Integrate with the Wireless initiative under Quicksilver to improve instant communications capability

• Define and acquire hardware and software tools for field staff

Smart ID tags that link to a central data repository to assist in tracking food from initial processing to distribution

Develop a harmonized coding system for identification of products.

Handheld computers to field workers for data input and data access at time of need

Integration with industry and government shipping and tracking data to provide field workers richer data to act on

Advanced data mining and reporting capabilities on central data repositories


15


User Authentication and Electronic Signatures (Enabler)


Description: Create a Department-wide strategy to define policies and a set of solutions for electronic alternatives to traditional ink signatures for citizens, partners and employees. This initiative will outline the specifications for selecting the most appropriate method based on risk and security levels and will develop a core set of Departmental capabilities around each one. This initiative will be developed in conjunction with the Quicksilver initiative.

Value Proposition: A user authentication and authorization capability is critical to enabling eGovernment. Properly identifying, verifying, and authenticating users will enable USDA to execute business transactions and accept data online. Further, implementing a consistent solution will enhance capabilities for cross-agency and cross-initiative integration and reduce design, implementation, and support costs.

Publish electronic signatures guidance for the Department

Develop enhanced employee database to serve as globally available user authentication tool

Publish guidance and conduct vendor analysis on PKI and alternate solutions

• Integrate with other Government Departments on cross-government user authentication and rights management


16


USDA Web Presence (Enabler)


Description: Enhance USDA web presentation to improve usability and provide a consistent customer experience. This initiative would allow all users to navigate USDA’s websites and portals based on their desired tasks or topics, rather than by USDA's organizational structure. The initiative should redesign and restructure USDA’s web sites based on standard user-interface guidelines for a consistent look and navigation across all USDA sites and web-based applications. The initiative also includes the definition of a portal strategy to ensure the Department is implementing their customer-centric portals consistently and in a manner that can be integrated with other Department applications.

Value Proposition: As the USDA web presence matures, and increasing amounts of data and applications are available online, 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. The web presence is also highly visible to all of USDA’s constituencies and will likely become the primary information dissemination mechanism. How information and applications are presented will shape opinions about working with the USDA.

• Publish a comprehensive UI style guide for all USDA web-based portals, web sites, and online applications along with templates and graphics for use

• Define the scope for portals at USDA

• Define requirements for Departmental 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

• Enforce global style sheet standards across the Department


17


Electronic Document/Records Management with Workflow (Enabler)


Description: Develop a Departmental solution for managing documents, official records, and correspondence electronically. This initiative would specifically develop the following: 1) Electronic management of records (record identification, expiration tracking, archiving, etc.), 2) Workflow defining the path and sign-off documents, records, and correspondence need to follow, and 3) A search capability for the intelligent storage and retrieval of documents and records. This initiative will integrate with the corporate taxonomy development effort under the content/knowledge management initiative.

Value Proposition: As the Department transitions to more electronic forms of information, ensuring that information moves throughout the organization and can be appropriately stored and easily retrieved is critical. A Department-wide model would provide multiple benefits, not only consolidating the multiple ongoing data and records management efforts, but also greatly accelerating and improving agencies’ ability to comply with Federal records management requirements and the information collection/reuse requirements outlined in the Paperwork Reduction Act and Government Paperwork Elimination Act.

• Document/records/correspondence management client software to all PC’s in the Department (or build a web-based solution accessible via a browser)

• Advanced search and retrieval capabilities (potential integration with web site search capabilities to locate other document types than web pages)

• Integrated solution with NARA for outsourcing storage and archiving capabilities

• USDA forms made available online using document/records management and workflow capability

• Consolidation of current agency efforts and define Department-wide requirements

• Approval and enforcement of electronic records management policy

• Pilot for single end-to-end workflow process for a standard office document, an official record, and/or a correspondence

• Department-wide deployment of the controlled correspondence initiative


18


eLearning (Enabler)


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 develop, monitor, and manage their respective training curriculum while leveraging common training content. This capability also allows individual Agencies to publish courseware to one location to enable sharing of courseware, etc.

Value Proposition: 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.

• Department-wide curriculum management capability (outsourced or developed)

• Online registration capabilities for offline course material

• Migration of existing online course material to run within curriculum management system

• Definition of standards (user interface, language support, system requirements, etc.) for eLearning applications

• Outsourcing arrangements for migration of offline curriculum to be provided online

• USDA Graduate School as an online university and a potential profit center

• Advanced business simulation capabilities

• Integration with knowledge management system to provide training at “point of need”

•


19


Data Management (Enabler)


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.

Value Proposition: 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 reuse of data, large time savings for system integration, additional support for a knowledge management capability, and an opportunity to lead Government and Industry in setting data standards.

• Common data dictionary for future development of database-driven applications

• Identification of redundant data elements across the Department

• Development of Department data management strategy for use by all application development efforts

• Develop migration plan for legacy data

• Consolidation of redundant data to “databases of record” throughout the Department

• Department-wide data warehouses that include robust API’s for interaction with all applications

• Archiving, storage, back-up and aging strategy

• Both participate in and lead data exchange forums


20


Content/Knowledge Management (Enabler)


Description: Develop Departmental solution(s) for managing the development, approval, publishing, sharing, and classification of web pages, documents, multimedia, official records, and correspondence.

Value Proposition: As the Department transitions to increasingly creating and utilizing information in an electronic format, new tools and processes must be created that facilitate the creation and sharing of this information both internally and externally. Content and knowledge management prevent the USDA from “re-inventing the wheel” by giving visibility to what employees have built throughout the Department. Content and knowledge management also increase collaboration enterprise-wide, throughout the Federal Government, and with the private sector, potentially saving significant time and resources.

• Define corporate taxonomy for consistent classification of all information

• Perform vendor analysis of content management capability and execute pilot

• Enhance employee directory for knowledge sharing purposes

• Create Yahoo-style directory of ALL internal sites that is classified using the corporate taxonomy

• 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, and manage corporate taxonomy

• Integrate content management toolset in to all information sharing processes

• Proliferate knowledge sharing “culture” throughout the Department by using knowledge contributions as formal job performance metric, etc.


21


Table of Contents




22


Potential Impact on AgenciesThe following table showing impacts of implementing smart choice candidates:

Strategic Opportunity Area

FY’02 Staffing Impacts (1) Impacts/projects to leverage Financial Implications

Affected Agencies

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

TBD FSA, RHS, RBU, RUS,

Online Export Assistance and Marketing

Staff from representative agencies will develop business case; track Quicksilver; support implementation

Quicksilver; export.gov; International Trade Data System

TBD FAS,FSIS, APHIS

Web-based Supply Chain

Staff from representative agencies will develop business case, support implementation

FATES, Food Aid Database System, Food Distribution 2000

TBD FSA, FNS, FAS, AMS, USAID

eGrants Staff from representative agencies will develop business case; support implementation; track Quicksilver

Quicksilver; former Fed Commons TBD CRSEES, FS, RBU, RHS

eProcurement None Quicksilver; DA IAS becomes USDA’s common eProcurement tool

TBD All Agencies

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.

TBD FSIS, APHIS

(1) Presumes full integration with any quicksilver initiatives

23


The following table showing impacts of implementing smart choice candidates:Enabling Opportunity Area

Staffing Impacts Impacts/Projects to Leverage Ongoing Support Financial Implications

Affected Agencies

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

TBD All Agencies

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

TBD All Agencies

Document/Records/Corresp-ondenceManagement/Workflow Tools

OCIO and agencies need to complete business case for document management capability, issue and communicate eRecords and correspondence Management policies and procedures to Department

Correspondence Management rollout by Executive Secretariat may be used as Department-wide pilot. Records management policy is completed and being reviewed. Manual processes can be leveraged to define workflows

OCIO spearheads policy, standards, tool selection and potentially software solution itself; all agencies need to support implementation of standards and are responsible for getting their own forms/records, etc. online using Dept system

TBD All Agencies

Content/Knowledge Management

OCIO and agencies need to complete business cases and help to define requirements

OC has done vendor assessment, REE and other agencies are actively exploring solutions.

OCIO spearheads policy, standards, and tool selection. Agencies implement and maintain own solutions and content

TBD All Agencies

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

TBD All Agencies

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 TBD All Agencies

Potential Impact on Agencies

24


The first step in defining final smart choices is to complete business cases:

Strategic Opportunities Level of effort to complete

Business Case

eLoans High – Leverage Quicksilver, but 5 agencies must participate

Online Export Assistance and Marketing High - Leverage Quicksilver, but 3 agencies must participate

Web-based Supply Chain Management High – Complexity of the initiative; number of agencies that must participate

eGrants Medium – Leverage Quicksilver, CRSEES

eProcurement Completed- IAS business case approved

Food Safety/Security Tools High- Complexity of the initiative

High: 4-6 people, 5-7 weeks of development

Medium: 2-4 people, 3-5 weeks of development

Low: 1-3 people, 2-4 weeks of development

Potential Impact on Agencies - Completing Business Case

25


Enabling Opportunities Level of effort to complete Business Case

User Authentication and Electronic Signatures Low - High interest and money already allocated

Web Presence (includes portal strategy) Low - Agencies have already allocated funds; have high level of support

Document/records/correspondence management/Workflow tools

Medium - High level of support but large Dept-wide effort requires coordination

eLearning High - Difficult to justify business case without large ROI

Content/Knowledge management Medium - Multiple agency efforts underway, high level of coordination across all

Data Management Medium - Low ROI, may be difficult to get buy-in from agencies

High: 4-6 people, 5-7 weeks of development

Medium: 2-4 people, 3-5 weeks of development

Low: 1-3 people, 2-4 weeks of development

The first step in defining final smart choices is to complete business cases:

Potential Impact on Agencies - Completing Business Case

26


Table of Contents




27


USDA Strategic Opportunities vs. Quicksilver Initiatives

USDA Strategic Opportunities Related Quicksilver Initiatives

Online Export Assistance and Marketing International Trade Process Streamlining

Department-wide eProcurement Integrated Acquisition Systems

Online Management of eLoans Online Access for Loans

Web-Based Supply Chain Management

eGrants eGrants

Food Safety and Security Tools

Human Resources Online Enterprise HR Integration

ePermits/Certificates One Stop Business Compliance, Recreation One-Stop

Financial Management Tools

eEligibility Eligibility Assistance Online

Nutrition/Dietary Guidelines/Food Assistance Programs USA Service (Customer Relationship Management)

eRulemaking Online Rulemaking Management

eMaps with GIS Knowledge Geospatial Information One-Stop

Physical Asset Management Federal Asset Sales

Survey Capability

28


USDA eGovernment Enablers Related Quicksilver Initiatives

USDA Web Presence USA Service (Customer Relationship Management)

User Authentication and Electronic Signatures E-Authentication

eLearning E-Training

Information Management with Workflow E-Records Management

Data Management

Application Hosting

Citizen and Public/Private Organization Database USA Service (Customer Relationship Management)

Service Center eEnablement

CRM for Service Centers USA Service (Customer Relationship Management)

USDA eGovernment Enablers vs. Quicksilver Initiatives

u.s. department of agriculture egovernment program briefing packet for under and assistant...

Documents