Government That Works 1 In late 2015, the Pennsylva.docx

Government That Works 1
In late 2015, the Pennsylvania Department of Revenue began
the process of revising
its strategic plan. We had a solid foundation, and, as we had
conversations throughout
the department, we found numerous opportunities for proactive
innovation as we work
to support Governor Wolf’s initiative to create a government
that works.
With a focus on listening and understanding, we began
engaging our executive
leadership and management teams to create this strategic plan,
which will carry us
into 2020 as a leading tax administration that funds government
services for the
benefit of all Pennsylvanians.
Through various workgroups, we challenged our executive
staff and managers to
articulate what our mission, vision, and values meant to them
and their staff, to
evaluate our strengths and weaknesses as an organization, and
to identify strategic
and actionable initiatives to support our goals. We are fortunate
to have such a
dedicated and talented group of managers not only to direct our
daily operations but
also to shape our path forward.

We know that developing our strategic plan is the first step
in this process. We will
endeavor to communicate these goals both internally and
externally, incorporate
strategic thinking into every discussion we have and decision
we make, and empower
our employees to take ownership of our department’s future.
With these values in
place, our efforts will remain focused on our core goals and
initiatives as we strive for
continuous improvement in our agency.
On behalf of the department’s Executive Office, I am proud
to share the Pennsylvania
Department of Revenue’s strategic plan for 2016 through 2020.
It is a clear assessment
of where we are today and a bold declaration of our vision for
the future. I am eager
to get to work.
C. Daniel Hassell
Secretary of Revenue
Our initiatives help us
accomplish our mission
and our stated goals by
converting these

concepts into specific,
measurable, and
achievable actions.
Strategic goals
are
a clearer state
ment
of the departm
ent’s
vision.
The department
will improve the
quality, efficiency,
and effectiveness
of service delivery
by developing a
wide range of self-
service and
customized service
initiatives, by
simplifying the tax
filing and payment
experience, and by
helping all sectors
of the public
participate in the
tax system.

Initiative 1.1
Develop a comprehensive strategy for taxpayer service
including online self-service options such as account
review, correspondence management, and
transactional capabilities.
Continually
Improve
Customer Service
Initiative 1.2
Expand departmental communication channels to
include social media networks, such as Facebook,
Twitter, and YouTube, and ensure consistency in
messaging between traditional communication
methods and social media.
Initiative 1.3
Review and update departmental forms and
correspondence with a focus on increasing clarity,
accuracy, and simplicity of the language.
The department
will ensure
taxpayers meet
their tax
obligations so
when
Pennsylvanians
pay their taxes,
they can be

confident their
neighbors and
competitors are
sharing the total
tax burden
equitably.
Initiative 2.1
Develop a coordinated compliance and collections
strategy that provides a structured and systematic
approach to managing accounts receivable and
minimizing the motivation for non-payment
and non-filing.
Enhance
Effectiveness of
Tax Compliance
Initiative 2.2
Develop a coordinated examination and audit strategy
that focuses on maximizing the effectiveness of applied
resources and optimizes voluntary compliance while
improving public confidence.
15
The department
will modernize its
processes,
encourage
innovation, and
replace legacy

technology
systems to
effectively and
efficiently address
its enforcement
and service needs.
Initiative 3.1
Define a reorganization strategy around department
functions to reduce duplication of effort and increase
efficiency in the affected processes.
Continually
Improve
Business
Processes and
Technology
Initiative 3.2
Document and redesign department business processes
and implement internal controls.
Initiative 3.3
Grow the department’s external agency services
bureau.
The department
will modernize its
processes,
encourage
innovation, and
replace legacy

technology
systems to
effectively and
efficiently address
its enforcement
and service needs.
Initiative 3.4
Implement technology upgrades related to tax
processing system platforms, security, imaging
functions, hardware infrastructure, and end user
software programs.
Continually
Improve
Business
Processes and
Technology
Initiative 3.5
Enhance the department’s technologies to improve
functionality.
Initiative 3.6
Implement a modernized tax processing system for
individual tax, inheritance tax, realty transfer tax,
property tax/rent rebate, and motor and alternative
fuel taxes.
The department
will develop
necessary

analyses, models,
and projections to
enable the
Governor’s Office,
the General
Assembly, and
other interested
parties to make
informed decisions
about legislative
changes,
enforcement,
outreach and
education, and
litigation.
Initiative 4.1
Develop a coordinated and secure approach for data
analytics and performance measurement.
Provide
Accurate
and Timely
Revenue Analysis
The department
will maximize
sales and profits of
the Pennsylvania
Lottery through
sound business
practices,

innovation, and
creativity.
Continually
Improve
Lottery Sales
and Net Profits
Initiative 5.1
Expanding points of distribution will ensure that
players can find Lottery games where they shop. This
initiative will explore new retail channels as well as
new product delivery options.
Initiative 5.2
Maintaining a diverse portfolio of products will
generate incremental sales and profits by ensuring that
players will have a variety of options from which to
choose.
Initiative 5.3
Market tests and sales data has shown that sales and
profits grow with improvements to the in-store
merchandising of Lottery products.
Initiative 5.4
By engaging its players through research, programs
and promotions, the Lottery will strengthen its
relationship with those players and enhances its brand.
The department
will utilize an

open and
transparent
approach in
dealing with
taxpayers while
maintaining the
privacy and
security of
taxpayer
information, and it
will fairly,
equitably, and
consistently apply
the law.
Initiative 6.1
Develop an outreach and education strategy to provide
pertinent, timely information to increase voluntary
compliance and reduce the need for customer contact.
Continually
Improve
Public Confidence
Initiative 6.2
Develop partnerships with Commonwealth agencies,
local, state, and federal tax agencies, as well as
associations and groups to share information and best
practices.
Initiative 6.3
Implement information security best practices in the
handling and protection of confidential taxpayer data,
including federal tax information and personally
identifiable information.

The department
will attract, hire,
and retain
qualified staff,
providing
development
opportunities for
both current and
future professional
growth and
making available
the necessary
tools and
resources to
maximize
performance and
to attain
organization.
Initiative 7.1
Develop a centralized training program to provide
consistent and timely training and employee
development activities to staff department-wide.
Increase
Organizational
Capacity
Initiative 7.2
Create an online community to share information and
provide employees an avenue to ask questions and
share information.

Initiative 7.3
Create internal programs (job shadowing and
mentoring) to provide staff development opportunities
and promote learning within the department.
The department
will continue to
evaluate and
recommend tax
policies to improve
Pennsylvania’s tax
structure,
emphasizing
simplicity,
consistency, and
reducing the cost
of compliance.
Promote Tax
Policies to
Improve the
Commonwealth’s
Tax
Administration
Initiative 8.1
Review and update tax laws, regulations, and policies
to provide clear and simplified underlying authority for
tax obligations as well as education and outreach
activities.

Elimination of the Capital Stock and Foreign Franchise Taxes
For over 175 years, Pennsylvania businesses have been paying
the Capital
Stock Tax, Pennsylvania’s first tax which dates to 1840. In
1935, a Franchise
Tax was imposed on foreign corporations. Both of these taxes
were scheduled
to be completely phased out in 2008; however, this phase out
was delayed
and postponed several times. Governor Wolf promised that his
administration
would finally eliminate the Capital Stock and Foreign Franchise
Taxes.
As a result, the tax was finally eliminated for tax years
beginning on or after
January 1, 2016. Approximately 400,000 business taxpayers,
such as S
Corporations, LLCs taxed as pass through entities, and business
trusts filed
their final corporation tax returns in 2016. In addition, the 2016
Corporate Net
Income Tax return (RCT-101) was shortened with the
elimination of these
taxes.
Pennsylvania Lottery Achievements
The Pennsylvania Lottery again saw record sales for fiscal year
2015/2016, as
sales hit $4.13 billion, a record growth of more than $315
million, or eight
percent, over the previous year’s all-time sales record. Sales

benefited from a
world-record $1.6 billion jackpot offered by Powerball in
January 2016.
A record $1.12 billion was generated for the Lottery fund,
marking the fifth
consecutive year the Pennsylvania Lottery generated over $1
billion to fund
vital programs benefiting older Pennsylvanians, such as:
• Long-term living services (Department of Human Services)
• PACE & PACENET low-cost prescription assistance
(Department of
Aging)
• Local services, senior centers and meals (Department of
Aging)
• Property Tax and Rent Rebate program (Department of
Revenue)
In 2016, the Pennsylvania Lottery piloted several new
initiatives in an effort
to gather data to potentially expand its points of distribution
and boost sales:
• The Play at the Pump initiative launched to test sales of
Powerball
and Mega Millions tickets at gas pumps. This initiative has
seen
success and has resulted in an expansion of the pilot to
different pump types
• The ability to purchase Lottery tickets using debit and credit
cards through the lottery terminals was introduced. This

pilot was limited initially during 2016 due to the EMV chip
upgrades for debit and credit cards. This pilot will
continue to expand in 2017 to gather data to determine
feasibility based on usage levels and the cost to support
non-cash payments
Tax Registration Office
In October 2016, the department launched the Tax Registration
Office. This
newly established office combines business registration
functions previously
managed separately by the Bureau of Business Trust Fund Taxes
and the
Bureau of Corporation Tax into one centralized area. Business
taxpayers
benefit from this “one-stop shop” approach for their registration
needs and
now have a centralized point of contact to register and update
their
account information for the following tax types:
• Corporation Taxes
• Employer Withholding Tax
• Promoter License
• Public Transportation Assistance Tax License
• Sales Tax Exempt Status
• Sales, use, hotel occupancy tax license

• Small Games of Chance License/Certificate
• Transient Vendor Certificate
• Use Tax
• Vehicle Rental Tax
• Wholesaler Certificate
By restructuring the way the department handles the registration
and
maintenance of taxpayer accounts, we are streamlining our
internal process
and improving customer service for our internal and external
customers that
rely on the accuracy of information entered into the business tax
systems.
Online Statement of Account for Business Taxes
At the request of the business community, the department
launched a new
feature in its business tax filing system, e-TIDES, in August
2016. The new
feature allows business taxpayers and tax practitioners to
receive a detailed
electronic statement of account in PDF format within the e-
TIDES system the
next business day. Previously, taxpayers could obtain only a
simple hardcopy
summary after making a request either in writing or by phone.
Transitioning this process online is giving businesses faster
access to more of
their tax information, while reducing costs to the department.

Since
implementation, 240 newly registered tax practitioners to
request statements
of accounts online, while the overall business community has
requested
almost 14,000 electronic account statements in less than six
months. The
project was recognized by the PA Office of Administration for
the
Pennsylvania Excellence in Technology Award.
In addition, the department collaborated with the Department of
General
Services, Commonwealth Media Services group to create a
launch video
explaining the new feature and the benefits it offers to our
business
taxpayers and tax practitioners.
Agreement for Collecting and Remitting
Hotel Occupancy Tax
The department is also on the forefront of state tax
administrators
responding to the growth of home sharing in the lodging
industry. On
July 1, 2016, an agreement with a major online home-sharing
company
went into effect to aid thousands of hosts across the state in
being
compliant with the state tax law. As a result of this agreement,
the
state's six percent hotel occupancy tax is being collected and

remitted
on behalf of hosts in Pennsylvania. In addition, the one percent
local
hotel tax in Philadelphia and Allegheny counties is also being
collected
and remitted. This relationship provides for hotel occupancy tax
compliance for a majority of the online home sharing hosts and
partners offering PA rentals.
The state’s hotel occupancy tax applies when renting out a
property, including a house, room, or apartment, to provide
lodging for guests for periods of less than thirty days.
Personal Income Tax Fraud Program
The department’s Fraud Investigation Unit began operation in
March
2016. The mission of this unit is to identify potential fraudulent
refund
returns, assist taxpayers who have become victims of ID theft,
and work
with the IRS, other states, and the 3rd party tax software and
electronic
commerce industry in addressing this continuously growing
concern.
This initiative both protects the taxpayers of Pennsylvania and
reduces
the cost to the Commonwealth.
During 2016, the identity theft quiz moved from a telephone
call with an
outside vendor to an online knowledge-based assessment quiz
on the
department’s website. This new identity theft quiz allows
taxpayers

whom the department determined to be a potential victim of
identity
theft to validate that a personal income tax return was filed
requesting
a refund.
Sales Tax Desk Review Program
During 2016, the department implemented a sales tax desk
review
program housed in the Pass Through Business Office. This
program
identifies sales tax non-filers and under-reporters through the
use of
new data modeling techniques. Since November of 2016, the
department assessed $17.4 million in additional sales tax. While
enhancing tax collection, this program also serves to educate
taxpayers
on state sales tax law.
Electronic Lien Filing Initiative
With the goal of enhancing delinquent tax collections and
streamlining
processes, the department has been working with county
prothonotary
offices to electronically file state tax liens. Electronically filing
state
tax liens reduces the labor costs associated with producing
and mailing lien documents to the various county
prothonotary offices. State tax liens for individual

and inheritance taxes are being filed electronically
in Allegheny, Bucks, Cumberland, Montgomery,
and Philadelphia counties. The department has
filed 5,975 liens electronically since December
2015.
Electronic Sales Suppression Program
The department implemented a program to address
electronic sales suppression, which occurs when a business
illegally hides sales transactions in order to avoid tax
obligations.
Electronic sales suppression is often achieved by using software
known as
zappers or phantomware to falsify point of sale records with the
intent to
evade paying taxes. To combat this unlawful tax evasion, the
department is
working with other states to explore electronic sales
suppression. Anomalies
indicative of sales suppression are currently being identified
through data
analytics by the Bureau of Enforcement Planning, Analysis and
Discovery as
well as through field work by the Bureau of Collections and
Taxpayer
Services. The information is then passed to the Bureau of
Audits to expose
businesses’ sales suppression efforts. Taxpayers found to have
concealed
sales and underreported taxes may face a criminal investigation,
in addition
to the assessment of related tax, interest, and penalties.
Programs such as

this serve to help level the playing field for businesses that
voluntarily
comply with state tax law.
Online Bulk Tax Form Ordering System
In 2016, the department implemented a public-facing online
bulk tax forms
ordering system for use by legislators, libraries, post offices,
CPAs, Volunteer
Income Tax Assistance sites, and county Registers of
Wills/Recorder of Deeds
offices. The intent was to streamline the process, expedite order
fulfillment,
and provide order tracking. In 2016, a total of 44,655 bulk
orders were
received and processed.
Electronic Filing Successes
In early 2016, the Bureau of Motor and Alternative Fuel Taxes
was receiving
only 43% of its required monthly liquid fuels and fuel tax
returns
electronically via the department’s online business tax filing
system, e-TIDES.
Over the course of the year, the department initiated a
requirement for Class
1 through Class 6 fuels distributors to file their liquid fuels and
fuels returns
electronically. The total percentage of accounts electronically
filed has
increased from 43% to 98%.

In 2016, the Bureau of Individual Taxes received over five
million personal
income tax (PA-40) returns through the Fed/State e-file system,
which
represented 83% of all electronic filing for personal income tax
and a 6%
increase from the previous year. This was the largest volume of
returns
electronically filed to date during a tax season.
Employee Engagement Initiatives
In late 2015, the department began an effort to renew its
strategic plan.
Approximately forty managers from across the department
worked to affirm
the department’s mission, vision, and values and to develop
strategic goals
and initiatives to move the department into the year 2020. Of
the resulting
23 initiatives, 14 of the initiatives have employee-led
workgroups actively
focused on specific action items to advance our strategic goals.
The
remaining nine initiatives encompass key departmental
operational goals.
The department continues to see the success of two internal
employee
development academies, the Supervisory Academy and the
Professional
Development Academy. These academies were developed by the
Bureau of
Human Resources to assist the department in retaining staff and
providing
development opportunities for succession planning purposes.
Since inception

in 2014, 4 classes of the Supervisory Academy have been run,
providing
supervisory skills to 52 number of first level supervisors. For
the
Professional Development Academy, 2 classes have been held,
providing
targeted skills to 30 number of professional level employees.
Act 84 of 2016
The department has seen an increase in its tax administration
responsibilities with the passage of Act 84 of 2016. Following
the
enactment of the 2016-17 budget, the department has worked to
prepare our technology infrastructure for the new legislative
mandates, such as:
• Cigarette tax increase
• Taxes on other tobacco products
• Taxes on out-of-state wine shipments
• Taxes on Pennsylvania Lottery winnings
• Taxes on digital products
• Changes to the bank shares tax
• Cap on the sales tax vendor discount
• Offset of personal income tax refunds for court-ordered
obligations

• Donation of a personal income tax refund to a tuition
assistance account
• 17 new or expanded tax credit programs
Organizational Chart
Established in 1927, the Pennsylvania Department of
Revenue is charged with collecting and distributing
most of the tax monies due to the Commonwealth. On
an annual basis, the department receives and collects
all of the Commonwealth of Pennsylvania General Fund
tax revenue, currently in excess of $29 billion. In
addition, the department processes more than 10
million business and individual tax reports and
payments annually. The scope of services and
programs provided by the department affects every
business and citizen in the Commonwealth of
Pennsylvania.
The department is responsible for administering the
Commonwealth of Pennsylvania’s tax programs and
services. This includes collecting most tax levies, as
well as various fees, fines and other monies due to the
commonwealth. The department also supervises the
administration and collection of monies for the first and
second class county sales tax and various special funds.

Quick Facts:
• Established in 1927
• General fund revenue equals
$29 billion
• 10 million returns/payments
processed in FY 2016
• Lottery benefits older
residents
• Headquartered in Harrisburg
• 25 regional offices
• 1,800 employees
• Strategically focused
The department is also responsible for administering the
Pennsylvania Lottery, which
remains the only state lottery that designates all its proceeds to
programs that benefit
older residents. Since its inception in 1971, the Pennsylvania
Lottery has contributed
more than $25.8 billion to fund programs such as property tax
and rent rebates, free
transit and reduced-fare shared rides, the low-cost prescription
drug programs PACE
and PACENET, long-term living services, and the 52 Area
Agencies on Aging including

full- and part-time senior centers throughout the
Commonwealth.
Finally, the department works with the Governor’s Budget
Office to prepare the official
estimates of the tax yield due the Commonwealth and analyzes
the effect on revenues
of proposed changes in either the laws or the tax structure of the
Commonwealth.
The department is headquartered in Harrisburg, Pennsylvania
with more than 25 local
and regional offices for audit, delinquent tax collection, and
customer service staff. The
department employs approximately 1,600 professional and
administrative agents with
the responsibility to administer, account for, and enforce more
than 40 tax programs
and related revenue services. The department is a strategically
focused organization
that strives to deliver programs and services aligned to the
agency’s strategic direction
and goals, as shown below in Figure 1, PA Department of
Revenue Strategic Focus.
Continually Improve
Customer Service
Externally Focused Internally Focused
Continually Improve
Public Con�dence
Provide Accurate and Timely
Revenue Analysis

Enhance E�ectiveness of
Tax Compliance
Promote Tax Policies to
Improve the Commonwealth’s
Tax Administration
Continually Improve Lottery
Sales and Net Pro�ts
Continually Improve Business
Processes & Technology
Increase Organizational
Capacity
Structure:
• The department is organized to support the full range of
programs and services offered to the Commonwealth.
• In total, the department is comprised of 14 bureaus and 10
offices, which are organized into five deputates in addition
to the Executive Office.
Executive Office:
The Executive Office includes the
Secretary of Revenue, the
Legislative Liaison Office, the
Press Office, support staff, and the
Executive Leadership that
includes:

• Executive Deputy Secretary
• Deputy Secretary for
Administration
• Deputy Secretary for
Compliance and Collections
• Deputy Secretary for Tax Policy
• Deputy Secretary for Taxation
• Executive Director of the
Pennsylvania Lottery
• Policy Director
• Legislative Liaison
• Chief Counsel
• Press Secretary
• Taxpayer Rights Advocate
• Director of Process
Reinvention, Innovation and
Strategic Management (PRISM)
Secretary of Revenue:
The Secretary of Revenue is responsible for appointing
employees required to conduct department operations and
directing the collection, accounting, enforcement, and
disbursement of all state taxes and other monies paid or owed to

the Commonwealth. Moreover, the Secretary acts as a liaison
for
the department by providing information and legal assistance to
the Attorney General and Board of Finance and Revenue for tax
appeal cases. The Secretary of Revenue also serves as ex officio
member of the Pennsylvania Gaming Control Board.
Executive Deputy Secretary:
The Executive Deputy Secretary for Revenue is responsible for
overseeing the majority of the core business operations of the
Deputy Secretary for Taxation, Deputy Secretary for
Compliance
and Collections, and PRISM.
Legislative Liaison:
The department’s Legislative
Liaison is responsible for
maintaining a presence at
committee meetings held by the
House and Senate and working
directly with members and their
staff on legislation related to
Department of Revenue matters.
The Legislative Liaison Office is
also responsible for advocating
legislation on behalf of the
Governor and the department, as
well as tracking proposals
introduced by the General
Assembly to determine the overall
impact.

Deputy Secretary for Administration:
The Deputy Secretary for Administration is responsible for
administrative support activities required to carry out the
mission
of the department. The Deputy Secretary oversees the Bureaus
of
Administrative Services, Imaging and Document Management,
as
well as Fiscal Management. Primary responsibilities include
developing and monitoring the department budget, arranging for
the storage and retrieval of all tax records, designing and
printing department publications, and directing the digital
document management and remittance processing services
offered by the department, both internally and externally. The
Deputy Secretary also serves as the Americans with Disabilities
Act coordinator, IRS Liaison, the Right-to-Know Law
coordinator,
and maintains oversight Equal Employment Opportunity
activities.
Chief Counsel:
The Chief Counsel is responsible
for providing legal counsel to the
department and the Governor’s
Office. The Office of Chief Counsel
provides advice and assistance on
legal issues arising from the
administration and enforcement of
the Pennsylvania tax laws. In
addition, the Office of Chief
Counsel provides legal
representation for the

Pennsylvania State Lottery and in
personnel, employment and
contract matters. The Office of
Chief Counsel also reviews policy
statements, regulations,
and legislation.
Press Secretary:
The department’s Press Secretary
is responsible for directing the
overall preparation and
dissemination of public
information regarding
Pennsylvania tax laws, the
Pennsylvania Lottery, and
significant departmental activities.
The Press Secretary also serves as
the communications strategist and
media spokesperson on matters
that bring the DOR, its activities
and its personnel into public
focus.
Deputy Secretary for Tax Policy:
The Deputy Secretary for Tax Policy coordinates the
department’s tax policy responses to issues as they arise,
oversees publication of documents with approved positions, and
chairs the department’s tax policy committee, which discusses
positions the department will take on various issues. The
Deputy
Secretary is responsible for directing financial research to
identify economic trends that would affect revenue collections
and advising the Secretary of Revenue on procedures to
optimize
collections and improve audit functions under all possible

economic conditions. The Deputy Secretary also oversees the
operation of the Board of Appeals and the Bureaus of Research
and Audits the economic development programs.
Deputy Secretary for Taxation:
The Deputy Secretary for Taxation is responsible for managing
the Bureaus of Corporation Taxes, Motor and Alternative Fuel
Taxes, Individual Taxes, Business Trust Fund Taxes, Taxpayer
Service and Information Center, as well as the operations of the
Tax Registration Office and the Voluntary Disclosure Program.
The Deputy Secretary also directs the review of corporation tax
reports, motor fuel reports, personal income tax returns,
inheritance tax returns, realty transfer tax documents, Property
Tax/Rent Rebate claims, sales tax returns, and employer
tax returns.
Taxpayer Rights
Advocate:
The Office of Taxpayer Rights
Advocate was created by the
Taxpayer Bill of Rights that
became law on December 20,
1996. The Taxpayer Rights
Advocate is responsible for
representing and ensuring
individual taxpayers are provided
equitable treatment with dignity
and respect. Furthermore, it is the
Office of Taxpayer Rights
Advocate’s obligation to serve as
the department’s primary officer
for the administration of the

Taxpayer Bill of Rights.
Policy Director:
The department’s Policy Director
is responsible for promoting the
economic goals and taxation
policies of the Governor and the
Secretary of Revenue by providing
guidance, developing initiatives,
assessing feasibility and
desirability, coordinating
implementation, monitoring and
developing responses to federal
actions, and fostering
collaboration with other executive
agencies. The Policy Director also
appears before legislative
committees to explain new
government policies and describe
considerations weighed into the
policy development process.
Deputy Secretary for Compliance and
Collections:
The Deputy Secretary for Compliance and Collections is
responsible for directing department operations to enforce and
ensure compliance with the Commonwealth’s tax laws. The
Deputy Secretary plans, develops, implements, coordinates, and
evaluates the compliance and collection functions of the
department and is responsible for departmental liaisons,
coordination, and cooperation with other law enforcement
agencies at the federal, state, and local levels. The Deputy
Secretary directs the operations of the Pass Through Business
Office and the Bureaus of Criminal Tax Investigations, Bureau
of

Collections and Taxpayer Services, Bureau of Compliance, and
Bureau of Enforcement Planning, Analysis, and Discovery.
Executive Director of the
Pennsylvania Lottery:
The Executive Director of the Pennsylvania Lottery is
responsible
for the administration and operation of the Lottery including
authorizing procedures and guidelines for the marketing and
manufacturing of Lottery tickets, conducting all Lottery
drawings,
validating winning numbers, and compensating winning ticket
holders. The Pennsylvania Lottery consists of the Security
Office
and three Deputy Executive Directors. The Deputy Executive
Director of Administration and Finance is responsible for
consumer support, financial accounting and reporting, and the
administrative functions of the Pennsylvania Lottery. The
Deputy
Executive Director for Marketing and Product Development is
responsible for the creation, management, and marketing of all
Lottery Games, the management of advertising and promotional
activities, the Pennsylvania Lottery brand, the engagement of
players through social and digital media, and the management of
the Lottery's website and VIP Players Club. The Deputy
Executive
Director for Retail Operations is responsible for supporting
Pennsylvania Lottery sales and promotional activities through
and manages seven area offices.

Director of Process Reinvention, Innovation
and Strategic Management (PRISM):
The Director of PRISM is responsible for developing,
planning, and managing all aspects of departmental projects
including: project scope, schedules, resources, costs, quality
control, communications, risk mitigation and staffing;
identifying and prioritizing DOR project proposals; to
develop, manage, control, and implement projects; delivering
projects on time, within budget, and according to the
planned scope; developing and maintaining the
department’s strategic plan; documenting and maintaining
the department’s business processes; establishing and
reviewing metrics in support of the department’s strategic
goals and initiatives; defining and documenting the user
design requirements in support of the modernization of the
department’s tax systems; developing, planning and
directing the department’s Data Governance strategy; and
providing business analysis, and process improvement
services for tax systems supporting business areas
throughout the department.
This document was developed pursuant to Act 47 of 2001,
which calls on the
Pennsylvania Department of Revenue to develop and publish a
strategic plan on
March 1st of odd-numbered years. As an agency under the
Governor’s
jurisdiction, the Pennsylvania Department of Revenue’s 2016-
2020 Strategic Plan
aligns and supports the overarching goals set forth by

Governor Wolf: Schools that Teach, Jobs that Pay, and
Government that Works.
PENNSYLVANIA DEPARTMENT OF REVENUE
Harrisburg, PA 17128
www.revenue.pa.gov
2014-
2018
2014-
2018
USDA Information Technology
Strategic Plan
Office of the Chief Information Officer
iii

USDA IT Strategic Plan
FY 2014-2018
Table of Contents
FOREWORD
...............................................................................................
.............................. 1
IT STRATEGIC GOALS
....................................................................................... ........
............... 2
STRATEGIC FRAMEWORK
...............................................................................................
.......... 3
STRATEGIC GOAL 1: ALIGN IT INVESTMENTS WITH
MISSION AND BUSINESS PRIORITIES ................ 4
Objective 1.1 – Maintain Alignment Between Program IT
Investments and USDA Priorities
Throughout the Investment Life Cycle
........................................................... 4
Objective 1.2 – Strengthen Partnerships with Business
Sponsors ......................................... 4
Objective 1.3 – Provide Proactive Stewardship of Tax Dollars
to Ensure IT Investments
Deliver Maximum Performance and Value to the Mission
.............................. 4
MISSION Spotlight: Integrated Governance Lifecycle

Management ................................................ 5
STRATEGIC GOAL 2: ENABLE INNOVATIVE BUSINESS
DRIVEN SOLUTIONS BY SIMPLIFYING AND
UNIFYING INFORMATION TECHNOLOGY
...................................................................................... 7
Objective 2.1 – Enhance Delivery of Cloud-based Services to
the Enterprise....................... 7
Objective 2.2 – Improve Wired and Wireless Capability to
Support the Evolving Mission ..... 7
Objective 2.3 – Leverage Mobile Computing to Improve
Service Delivery in the Field and to
Public Stakeholders.
.................................................................................... 7
Objective 2.4 – Modernize Existing Data, Web Systems, and
Services to Leverage Web
Application Programming Interfaces (APIs) and Optimize for
Mobile Use .... 8
MISSION Spotlight: Federal Data Center Consolidation
.................................................................. 8
STRATEGIC GOAL 3: OPTIMIZE THE USE AND VALUE OF
INFORMATION TECHNOLOGY.................. 10
Objective 3.1 – Promote Shared Service

Solution
s ............................................................ 10
Objective 3.2 – Streamline the Department’s IT Operations
............................................... 10
Objective 3.3 – Assemble a Standard Set of Performance
Metrics and Rate Structures for
Common Services
...................................................................................... 10
Objective 3.4 – Enhance Broadband Communication in Rural
America ............................. 11
Objective 3.5 – Optimize USDA IT Resources Through Policy
and Strategic Planning ....... 11
Objective 3.6 – Mature USDA’s Compliance with Section 508
of the Rehabilitation Act of
1973, as Amended

..................................................................................... 12
MISSION Spotlight: Tier 1 Service Desk Consolidation
................................................................. 12
STRATEGIC GOAL 4: PROTECT AND DEFEND THE
ENTERPRISE INFORMATION INFRASTRUCTURE,
CRITICAL ASSETS, AND CAPABILITIES
...................................................................................... 13
Objective 4.1 – Produce Timely and Actionable Intelligence on
the State of the Enterprise 13
Objective 4.2 – Develop a Cyber Security Threat Dashboard
............................................. 13
Objective 4.3 – Build a Cadre of Cyber Security Professionals
Ready to Engage and
Implement a Synchronized Response Across the Enterprise
..................... 13
MISSION Spotlight: Agriculture Security Operations Center
(ASOC) ............................................ 14

iv
FY 2014-2018
Table of Contents (Continued)
STRATEGIC GOAL 5: ENABLE INFORMATION AS A
STRATEGIC ASSET FOR DECISION MAKERS AND
CITIZENS AT ANY LEVEL
...............................................................................................
............ 15
Objective 5.1 – Enable mobile workforce with information that
is device independent ........ 15
Objective 5.2 – Unify disparate but complementary data to
achieve higher degrees of

business intelligence
.................................................................................. 15
Objective 5.3 – Develop, implement, and institutionalize a One
USDA Digital Strategy ...... 16
Objective 5.4 – Mature USDA’s Records Management Program
........................................ 16
Objective 5.5 – Implement a Controlled Unclassified
Information (CUI) Program ............... 17
Objective 5.6 – Refine and Expand the Use of Enterprise Data
Taxonomy to Standardize
Commonly Used Data for Business Intelligence
......................................... 17
MISSION Spotlight: Geospatial Centers of Excellence
.................................................................. 18
STRATEGIC GOAL 6: DEVELOP A HIGH-PERFORMING
WORKFORCE TO SUPPORT THE USDA

MISSION TODAY AND TOMORROW
...........................................................................................
19
Objective 6.1 – Improve Leadership Skills of IT Workforce
................................................. 19
Objective 6.2 – Promote a Customer-Centric, Agile, and
Diverse Workforce ...................... 19
Objective 6.3 – Develop a Professional Program Manager
Workforce ................................ 20
MISSION Spotlight: IT Program Management Training and
Certification....................................... 20
METHODOLOGY
...............................................................................................
...................... 21
CONCLUSION
...............................................................................................
.......................... 23

ACKNOWLEDGEMENTS
...............................................................................................
............ 24
APPENDIX A – MAPPING OF 24 MAJOR IT INVESTMENTS
TO USDA STRATEGIC GOALS ............... 25
APPENDIX B – SUPPORT DOCUMENTATION/REFERENCE
LIST .................................................... 27
APPENDIX C – CIO AUTHORITY
..............................................................................................
31
APPENDIX D – GOVERNANCE PROCESS
................................................................................... 32
APPENDIX E – ENTERPRISE ROADMAP
.................................................................................... 36
APPENDIX F – OMB REPORTING REQUIREMENTS
.................................................................... 37
APPENDIX G – USDA AGENCIES AND OFFICES
........................................................................ 40

1
FY 2014-2018
FOREWORD (AXXB)
Here I am in March 2012, a scant 6 weeks before coming upon
the sharp
curve in my career path that brought me to OCIO. I was at
Heidel Hollow
Farm in Lehigh County, PA, celebrating the successful Rural
Energy for
America Program grant that had financed a solar-powered
compressor to
squeeze air from bales of hay for a growing export market.
Why pay to
ship air overseas? Technological advances in energy and
equipment
enabled this farm family to engage in a whole new line of

business.
Just as squeezing air out of hay increases the capacity of the
cargo ship transporting it,
squeezing duplication of effort and cost out of IT administrative
functions increases our
capacity to support an ever evolving, and facilitate an ever-
expanding, set of USDA mission
priorities. A larger ship is unlikely in our current budget
environment. We simply must make
the best possible use of the $2.6 billion of capacity we have.
As we look to the future, we renew our commitment to
consolidating our more than 250 IT
investments for greater efficiency. We are combining some,
eliminating others as we continue
modernization efforts for long-standing programs renewed in
the new Farm Bill. And, as
always, the Farm Bill contains new programs to meet current
challenges. For the USDA IT
community to succeed as strategic partners with our business
leaders, we have to free up
resources to assist with planning and implementation of new
requirements.

But, our need for strategic thinking does not stop with the key
initiatives already underway
supporting the Secretary’s Blueprint for Stronger Service and
directives from OMB. Increasing
our ship’s capacity means maturing corporate governance and
cooperative efforts among and
between USDA’s component agencies and the Department. It
means a holistic look at our IT
workforce and opportunities for development across USDA,
making us an employer of choice
for IT professionals committed to public service. It means
embracing emerging workforce
trends outside of the GS-2210 series in which scientists are
managing databases, actuaries are
using satellite imagery to stop fraudulent crop insurance claims,
and everyone from loan
officers to economists are creating geospatial tools to inform
their work. It means staying
ahead of trends to enable a modern, mobile workforce that often
works in remote rural areas
with little access to high-speed broadband. It means making
appropriate data sets available to
those who can use them for new economic opportunities. And,
it means staying ahead of those

who would compromise our employees, our customers and
regulated companies, and
information about them. I am pleased to present the USDA IT
Strategic Plan, Fiscal Year (FY)
2014-2018. Its purpose is to communicate our short and mid-
term priorities, and guide a
process to achieve intended outcomes. There has never been a
more exciting time to be in the
CIO role, and I am grateful for the outstanding IT professionals
across USDA who will help the
Department meet these challenges.
Cheryl L. Cook,
Chief Information Officer
United States Department of Agriculture
2
FY 2014-2018

Information Technology (IT) Mission Statement
USDA’s Information Technology mission is to enable citizens,
employees, and partners to
seamlessly access and exchange information and services to
sustain, protect, and enrich
the global food supply, strengthen the Agricultural commodity
supply chain, improve land
management and water quality, preserve our nation’s forests and
wild lands, and promote
U.S. rural prosperity, foreign trade, and marketing.
IT Vision Statement
USDA’s Information Technology community will enable
producers, farmers, and the public
to access USDA products and services any time, any place.
Strategic Goals
USDA has six IT Strategic Goals to support achievement of the

Mission and Vision, and provide a
tangible and actionable structure to produce results and achieve
desired outcomes.
Strategic Goal 1: Align IT investments with mission and
business priorities.
Strategic Goal 2:
Enable innovative business driven solutions by simplifying and
unifying information technology.
Strategic Goal 3: Optimize the use and value of information
technology.
Strategic Goal 4:
Protect and defend the enterprise information infrastructure,
critical
assets, and capabilities.
Strategic Goal 5:
Enable information as a strategic asset for decision makers and
citizens at any level.
Strategic Goal 6:

Develop a high-performing workforce to support the USDA
mission
today and tomorrow.
3
FY 2014-2018
Strategic Framework: The IT Strategic Plan is linked to and
supports all of the USDA Strategic Goals. (AXXA)
USDA
Strategic Goal #1
Assist Rural Communities
USDA
Strategic Goal #2

Preserve Resources
USDA
Strategic Goal #3
Promote Agriculture,
Production, and Biotech
Exports
USDA
Strategic Goal #4
Ensure Safe, Nutritious Food
for Children
Goal #2
Enable
innovative
business driven
solutions

Goal #3
Optimize the
use and value
of IT
Goal #1
Align IT
investments
with mission
and business
priorities
Goal #4
Secure USDA
IT systems and
data
Goal #5
Enable
information as

a strategic
asset
Goal #6
Develop a high-
performing
workforce
Goal #2 Objectives
2.1 – Enhance delivery of cloud-based services
2.2 – Improve wired/wireless capability to support the
evolving mission
2.3 – Leverage mobile computing to improve service
delivery
2.4 – Modernize existing data, Web systems, and
services to leverage APIs and optimize for mobile use
Goal #5 Objectives
5.1 – Enable mobile workforce with device
independent information
5.2 – Unify disparate but complementary data to
enhance business intelligence
5.3 – Develop and implement One USDA Digital

Strategy
5.4 – Mature USDA Records Mgmt Program
5.5 – Implement CUI Program
5.6 – Refine and expand use of enterprise data
taxonomy
Goal #3 Objectives
3.1 – Promote shared service solutions
3.2 – Streamline IT operations
3.3 – Assemble standard set of performance
standards and rate structures for common services
3.4 – Enhance broadband communication in rural
America
3.5 – Optimize IT resources through policy and
strategic planning
3.6 – Mature Section 508 compliance
Goal #4 Objectives
4.1 – Produce timely and actionable intelligence on the
state of the enterprise
4.2 – Develop a Cyber Security Threat Dashboard
4.3 – Build a cadre of Cyber Security professionals
Goal #6 Objectives
6.1 – Improve leadership skills of the IT workforce

6.2 – Promote a customer-centric, agile, and diverse
workforce
6.3 – Develop a Professional Program Manager
Workforce
Goal #1 Objectives
1.1 – Maintain alignment between program IT
investments and USDA priorities
1.2 – Strengthen partnerships with business sponsors
1.3 – Provide proactive stewardship of tax dollars
USDA Strategic Plan and
USDA Management Initiatives
USDA Information Technology (IT)
Strategic Plan
USDA Enterprise Roadmap
Federal CIO Goals
Innovate, Deliver, Protect
Figure 1: USDA Departmental Goals Drive IT
Strategic Goals –

Federal CIO Goals are foundational elements of
the USDA IT Strategic Plan
USDA
Strategic Goal #5
Create a USDA for the 21
st
Century that is High-
Performing, Efficient, and
Adaptable
4
FY 2014-2018
Goal #1: Align IT Investments with mission and business

priorities.
(AXXA), (AXXB), (CXXA), (CXXB), (CXXC), (CXXD),
(CXXE), (CXXF), (EXXA)
Objective 1.1: Maintain alignment between Program IT
investments and USDA priorities
throughout the investment life cycle. (AXXA), (CXXA),
(CXXD), (EXXA)
Key Performance Indicator: Assessment of investments through
Capital Planning and
Investment Control (CPIC) monthly portfolio reporting.
Strategy Elements
decisions and prioritize
spending.
return on investment
throughout the lifecycle of the IT system.

tilize PortfolioStat and TechStat reviews to determine an IT
investment’s compliance
with scope, schedule, and budget parameters in order to improve
performance.
eliminate redundancies.
y business process innovations and deliver innovative
business solutions; not
simply IT solutions.
Objective 1.2: Strengthen partnerships with business sponsors.
(AXXB), (CXXB)
Key Performance Indicator: Assessment of engagements with
Business Sponsors and
overall impact on the CPIC results.
Strategy Elements

guidance and oversight on
major modernization initiatives.
ticipate in development of business requirements of major
modernization initiatives
to optimize development and delivery of IT solutions.
shared solutions.
ulations to make
guidance actionable and eliminate
gaps and overlaps.
Objective 1.3: Provide proactive stewardship of tax dollars to
ensure IT investments deliver
maximum performance and value to the mission. (CXXC)
Key Performance Indicator: Assessment of the development,

modernization, and
enhancement (DME) to obtain an optimum balance of the
Department's IT investments
at the lowest cost with minimal risk while ensuring mission and
business goals are met.
5
FY 2014-2018
Strategy Elements
IT investment’s value to the
agency and department.
investments to determine the
optimum path forward, which could include termination of the

investment.
enabled through the use of IT
investments to address USDA priorities and public value.
Mission Spotlight: Integrated Governance Lifecycle
Management (CXXA), (CXXE)
USDA’s overall guidance and direction is provided by the
Secretary and Deputy Secretary of
Agriculture, with the Under and Assistant Secretaries providing
leadership in the seven Mission Areas
plus staff offices. The CIO has primary responsibility for
supervising and coordinating the design,
acquisition, maintenance, use, and disposal of IT goods and
services. Through the implementation of
an enterprise-wide governance process, the CIO brings together
USDA Agencies, Staff Offices and
internal IT resources to promote department-wide technology
innovations and operations that
provide high-value return on investment.

USDA has developed a comprehensive IT governance process
that incorporates an Integrated
Governance Framework and provides the executive teams with a
process for reviewing investments
and providing guidance to investment managers throughout a
project’s life cycle. The framework
integrates Capital Planning, Program Management, Enterprise
Architecture (EA), Security, and the
budget process. USDA reviewers and decision-makers evaluate
program performance on planning,
acquiring, designing, developing, constructing, testing,
implementing, operating, maintaining, and
retiring IT, as well as on sound management of facilities,
hardware, software, and personnel that are
associated with those IT investments. Figure 2 depicts the
Integrated Governance Framework.
6

FY 2014-2018
USDA Capital Planning
and Investment Control
(CPIC)
IT Governance Decision
Gate Reviews -
Mandatory
7 - Operations,
Maintenance &
Disposition
Approval
1 - Initiation

Approval
2 - Investment
Approval
3 - Requirements
Approval
4 - Design
Approval
5 - Development &
Test Approval
6 - Implementation
Approval
USDA 6-Step Risk

Management
Framework (RMF)
Process
Pre-Select Select Control Evaluate
Implement and Measure
Step 1 - Categorize the System Step 2 - Select Security Controls
Step 3 - Implement
Security Controls -
Concurrency
Review
Step 4 - Assess
Security Controls -
Final Concurrency

Review
Step 5 - Authorize
Information
System
Step 6 - Monitor Security
Controls
EA Performance
Improvement Lifecycle
Organize and Plan
USDA IT Integrated Governance Framework
Governance Reviews by Lifecycle Phase
USDA IT Management Lifecycle

AgSDLC Initiation Planning
Requirements
Analysis
Design Development & Test Implementation
Operations, Maintenance,
and Disposition
Incremental Projects - Agile - Iterative Development with 6
Month Deliverables
1.
Identify and
Validate
2.
Research
and Leverage
3.

Define and Plan
4.
Invest and Execute
5.
Perform and
Measure
1.
Identify and
Validate
2.
Research
and Leverage
3.
Define and Plan
4.
Invest and Execute

5.
Perform and
Measure
Figure 2: IT Integrated Governance Framework
7
FY 2014-2018
Goal #2: Enable innovative business driven solutions by
simplifying, and
unifying information technology. (BXXB), (GXXA), (HXXA)
Objective 2.1: Enhance Delivery of Cloud-based Services to the

Enterprise. (BXXB), (GXXA),
(HXXA)
Key Performance Indicator: Assessment of the usage and
diversity of cloud-based
services to drive improved price performance capabilities.
Strategy Elements
service” (IaaS) as the hosting
platform of choice to facilitate implementation of the Federal
Data Center Consolidation
Initiative to increase mission effectiveness and efficiency.
services.
platforms on which performance

and customer use behavior is measured so as to iteratively
improve services.
Management Program) authority to
operate as a government Cloud-Service Provider (CSP).
Objective 2.2: Improve wired and wireless capability to support
the evolving mission.
(GXXA), (HXXA)
Key Performance Indicator: Assessment of improvements
in network capacity and performance.
Strategy Elements
evolving technology-based collaboration capabilities.

mile” segments.
-service other
agencies and rural
communities where applicable.
Objective 2.3: Leverage mobile computing to improve service
delivery in the field and to
public stakeholders. (BXXB)
Key Performance Indicator: Assessment of improvements in the
ability to deliver
services in the field.
8

FY 2014-2018
Strategy Elements
Functionality.
-wide Mobile Application Management.
-facing
services for mobile use.
roductivity services (e.g., email, office
productivity and collaboration
suite, wireless Local Area Network (LAN)).
-coded to support
map visualization and
spatial analysis.
Objective 2.4: Modernize existing data, Web systems, and
services to leverage Web

Application Programming Interfaces (APIs) and optimize for
mobile use. (BXXB)
Key Performance Indicator: Assessment of data, system and
service utilization, and
access by mobile and other devices.
Mission Spotlight: Federal Data Center Consolidation Initiative
(BXXB), (HXXA), (HXXC)
The USDA Data Center Consolidation Initiative has achieved a
number of significant successes
including:
irst policy,
USDA developed a private cloud
shared services offering consisting of Infrastructure as a Service
(IaaS) and Platform as a
Service (PaaS) that serve as the virtual platform for the vast

majority of applications at USDA.
Figure 3 shows the amazing growth USDA’s data center
consolidation effort has achieved
between January 2011 and January 2013. It also illustrates
USDA’s use of cloud services to
provide the most cost effective approach to managing the
environment. These environments
operate at average utilization rates of 55-65% versus the 10-
20% average utilization rates
typically found across the Department's legacy server
environments. Additionally, substantial
gains in uptime, security, recoverability, and reduced
capital/operating costs have been
realized due to 34 agency data center closings.
of scale that have driven an

average 22% rate decrease for its Private Government Cloud
IaaS and PaaS in FY 2013. For
current customers, this equates to a $19.4M savings in FY 2013,
as compared to FY 2012 rates
and volumes. This outstanding result is primarily due to data
center consolidation within
USDA as well as growth of non-USDA customers (e.g., General
Services Administration (GSA),
Federal Acquisition Institute (FAI), Heath and Human Services
(HHS), Office of the Inspector
General (OIG)).
Management Program (CMP)
to ensure organizational resilience and to optimize product and
service availability. The CMP

includes a comprehensive set of plans that address business
continuity, incident response, and
management, Continuity of Operations (COOP), and technology
recovery. The St. Louis Data
EDC is the designated Disaster Recovery Center. The DRC is
utilized to provide prompt
9
FY 2014-2018
restoration of system functions following an event that disrupts
normal operations. Systems
recovered at the St. Louis EDC include the USDA Shared
Mainframe, and both the IaaS and
PaaS operating environments. Systems recovered at the St.
Louis EDC utilize one of several

standard recovery methods including: commercial recovery
tools, recovery from replicated
application and data files, recovery from virtual or physical
tape, and/or active failover. Near
100% replication of the primary production facility allows for
seamless recovery in the event of
true disaster.
ssistance to customers
with their Disaster Recovery
planning, coordination, and incident response based on the
customer’s Business Impact
Analysis, Recover Point Objectives, Recovery Time Objectives,
and overall recovery priority.
In the last 25 months, the National Information Technology
Center has effectively managed a total growth of 935%

with a 1295% growth in virtualization of its data center.
Figure 3: USDA Enterprise Data Center Virtualization
10
FY 2014-2018
Goal #3: Optimize the Use and Value of Information
Technology (BXXA),
(BXXC), (CXXG), (HXXA), (HXXB), (HXXC), (IXXB),
(IXXC)
Objective 3.1: Promote shared service solutions. (BXXC),
(CXXG), (HXXA), (HXXB), (HXXC)

Key Performance Indicator: Assessment of the usage of shared
service/strategic
sourcing solutions and associated cost savings/avoidance.
Strategy Elements
opportunities for strategic sourcing and
to consolidate duplicative systems.
course for technology across
the enterprise leveraging Enterprise Architecture Standards.
Sourcing Plan and other strategic
sourcing solutions for common products and services.
products and services.
services to identify opportunities
for consolidated enterprise solutions.

common across multiple
entities in the enterprise.
associated re-investments.
Objective 3.2: Streamline the Department’s IT operations.
(BXXA), (BXXC), (HXXA), (HXXC)
Key Performance Indicator: Assessment of service performance
and customer
satisfaction for enterprise services.
Strategy Elements
of enterprise services.
operability, scalability, and

flexibility.
-user support environments to maximize
resources and eliminate
duplication of effort.
-engineer business processes and procedures to improve
performance and mitigate
risks through appropriate internal controls.
use industry standard
technologies to mitigate gaps and overlaps within the enterprise.
Objective 3.3: Assemble a standard set of performance metrics
and rate structures for
common services. (BXXA), (BXXC), (HXXC)
Key Performance Indicator: For targeted common services,
comparison of performance
measures and costs to identify high performing services.

11
FY 2014-2018
Strategy Elements
for shared services,
functional integration, and the resource optimization of systems
and services.
shared services to ensure
solutions deliver cost savings and value.
improvements through enterprise

Web analytics program performance measures.
Objective 3.4: Enhance broadband communication in rural
America.
Key Performance Indicator: Assessment of the increase in
broadband coverage in rural
America enabled by commercial broadband carrier access to
USDA facilities and rights-
of-way for broadband infrastructure deployment.
Strategy Elements
and other assets that would
be suitable to site commercial wireless towers and other
technologies that would
provide access to broadband in unserved and underserved rural
areas.
market based fees for rights-

of-way and wireless antenna and transmitter sitings on USDA
facilities and tower sites.
contact and contract
administrator to inform and engage commercial wireless
broadband carriers on USDA
wireless broadband equipment and antenna siting opportunities.
Objective 3.5: Optimize USDA IT resources through policy and
strategic planning.
Key Performance Indicator: Assessment of policy relevance
and correlation with laws,
regulations, initiatives, compliance risk assessments, and
corrective actions.
Strategy Elements
from significant components
within OCIO to the Policy and Strategic Planning program and

enhance access to other
OCIO policy SME resources (e.g., detail assignments,
Integrated Project Team
memberships).
management) utilized to manage
the centralized Departmental Policy System and approval
process.
O and IT Policy
System control and approval
process, including supporting electronic tools.
guidance practices for all OCIO and
IT policy development.
g activities to ensure
the integration,
coordination, and deployment of Departmental IRM
(Information Resources
Management) strategic plans.

12
FY 2014-2018
Objective 3.6: Mature USDA’s compliance with Section 508 of
the Rehabilitation Act of 1973,
as amended. (IXXB), (IXXC)
Key Performance Indicator: Assessment of applicable Section
508 technical provisions
and standards included in statements of work, task orders,
contracts, and USDA Web
sites.
Strategy Elements
in testing for Section 508

compliance.
conditions” for compliance.
nt
access to employees and
members of the public with disabilities.
Mission Spotlight: Tier 1 Service Desk Consolidation (HXXA),
(HXXC)
With the ongoing effort to streamline government while
producing cost savings and improving service,
International Technology Services (ITS) and Enterprise
Applications Services (EAS) moved all of their Tier 1
Service Desk functions under an existing Forest Service
contract for FY 2013. The contract, structured on a cost-

per-call basis, is designed to decrease the costs of each
incident ticket as the volume of tickets increases. The
additional volume of ITS and EAS incidents, combined
with the call volume of the Forest Service, is estimated to
produce cost savings of over $1 Million compared to the
operational costs of the previous help desk services.
But the move was more than a cost-savings initiative. By
leveraging the contracted services, ITS and
EAS now enjoy Tier 1 Help Desk Services 24 hours a day, 7
days a week, 365 days a year. The contract
also provides Knowledge Management services (Frequently
Asked Questions (FAQs), Tips and Tricks,
Additional References) and produces comprehensive call
volume statistics, trends in incident requests,

and the opportunity to adjust service models to better meet the
needs of the end user.
13
FY 2014-2018
Goal #4: Protect and defend the enterprise information
infrastructure,
critical assets, and capabilities. (EXXB), (GXXA)
Objective 4.1: Produce timely and actionable
intelligence on the state of the enterprise.
(EXXB)
Key Performance Indicator: Assessment of
the extent to which security risks have
been mitigated across the enterprise

security.
Strategy Elements:
re capabilities of the
Agricultural Security Operations Center
(ASOC) to strengthen a proactive security
posture across the enterprise.
National Institute of Standards and
Technology (NIST) standards as well as
current and emerging threat patterns.
monitoring capabilities.
and resources to develop a common
operating picture across the enterprise.
Objective 4.2: Develop a Cyber Security threat
dashboard. (EXXB)

Key Performance Indicator: Federal
Information Security Management Act
(FISMA) Scorecard rating.
Strategy Elements
indicators as specified by
Department of Homeland Security guidance.
models and best practices.
Objective 4.3: Build a cadre of Cyber Security professionals
ready to engage and implement a
synchronized response across the enterprise.
Key Performance Indicator: Assessment of readiness and
response of the enterprise
during tabletop exercises.

Figure 4: USDA Security Operations Center
14
FY 2014-2018
Strategy Elements
Use tabletop exercises and debriefs to provide “real-time”
training and learning events.
development and training.
security response efforts
Department-wide.

Mission Spotlight: Agriculture Security Operations Center
(ASOC)
The USDA Security Sensor Array serves as the core security
platform within the ASOC for 24x7
monitoring, intrusion detection, threat analysis, and incident
response. It also supports an ongoing
program of continuous assessments in order to help USDA
agencies maintain security levels that
comply with policy. Component capabilities of the USDA
Security Sensor Array include:
• Security Information and Event Management
• Intrusion Detection System
• Data Loss Prevention
• Network Behavior Analysis

• Transport Layer Security Decryption
• Malware Detection System/Malware Protection System
• Packet Analysis
• Net Flow
• Network Mapping and Modeling
• Enterprise Access Management and Health Check
Through the USDA Security Sensor Array, the ASOC now has
comprehensive visibility into the traffic
and endpoints on USDA networks enterprise security.
15

FY 2014-2018
Goal #5: Enable
information as a
strategic asset for
decision makers and
citizens at any level.
(BXXA), (GXXA),
(GXXB), (HXXA)
Objective 5.1: Enable
mobile workforce with
information that is device
independent. (GXXA),
(GXXB)
Key Performance Indicator: Access to mobile solutions to
ensure that the information is
readily available and accurate.
Strategy Elements

of applications and
services by ensuring the data is open and machine-readable by
default.
for those members of the
public with disabilities used within the USDA environment.
and systems for
mobile use.
credentials, for internal
mobile device users
Objective 5.2: Unify disparate but complementary data to
achieve higher degrees of business
intelligence. (HXXA)
Key Performance Indicator: Assessment of the degree to which

common data
and geospatial services are unified and leveraged across
programs to improve
decision making.
Strategy Elements
mote
sensing, and geographic
information systems (GIS) to support complex policy and
administration decision
making.
content as enterprise assets
with specific placed-based reference points.
of waste, fraud, and abuse
patterns.

16
FY 2014-2018
lable in open,
structured and machine-readable
formats.
Objective 5.3: Develop, implement, and institutionalize a
OneUSDA Digital Strategy. (BXXA),
(GXXA), (HXXA)
Key Performance Indicator: Assessment of the improvement of
digital services and
systems that are information- and customer-centric.

Strategy Elements
to coordinate Digital
Strategy activities across agency and functional lines, including
IT, Web, and
communication SMEs.
alignment with the Digital
Government Strategy.
structured, and machine-readable,
and digital services are optimized for mobile use.
support the procurement
and management of digital technologies.

data, digital signatures,
performance and customer satisfaction measurement, and mobile
optimization.
Objective 5.4: Mature USDA’s Records Management Program
to comply with the Presidential
Directive on Managing Government Records to achieve desired
results. (GXXA), (GXXB)
Key Performance Indicator: Assessment of the Department’s
progress in managing
email records in electronic format, and in managing permanent
electronic records.
Strategy Elements
electronic records by 2019.
ate appropriate technologies to support digital
signature.

-based strategy for electronic records.
http://www.ocio.usda.gov/sites/default/files/docs/2012/DR1496-
001.htm
17
FY 2014-2018
Objective 5.5: Implement a Controlled Unclassified
Information (CUI) Program. (GXXA),
(GXXB)
progress in establishing an
open and uniform CUI program to control, safeguard, mark, and
disseminate the
Department’s critical but unclassified information.

Strategy Elements
CUI framework including
policy elements, self-inspection requirements, milestones, and
deadlines.
IT systems based on NIST
guidelines.
with federal goals.
-based training for USDA employees.
Physical) to identify and mitigate
logical and physical accessibility weakness to Personally
Identifiable Information (PII)
and Sensitive Security Information.

Objective 5.6: Refine and expand the use of enterprise data
taxonomy to standardize
commonly used data for business intelligence purposes.
(GXXA), (GXXB)
progress to manage
information as an asset and ensure content and data are
accurate, available, structured,
and secure.
Strategy Elements
enterprise-wide information exchange
standards and processes that will enable
information sharing across agencies.
addresses the framework for sharing

critical information at key decision
points throughout the entirety of the
enterprise.
currently available to the
public.
USDA.gov/data, populated by digital
agency data inventories.
promote data quality with
metadata best practices, templates, conventions, and other
USDA branding standards.

18
FY 2014-2018
APIs, to structure un-
structured content or information, and to incorporate customer
feedback for product
improvements.
protected.
with federal
government wide goals.
Mission Spotlight: Geospatial Centers of Excellence

The GeoCOE is an enterprise-level function that is structured to
coordinate geospatial expertise to
accelerate the quality design, development, and delivery of GIS
map products. The GeoCOE employs a
cloud platform model to create equitable access to new GIS
technologies, and generate place-based
public service innovations. This tactical capability meets
increasing demand for enterprise class
geospatial processes, products, services, and spatial problem
solving, and addresses a growing
recognition and appreciation of GIS tools to produce simplified
map views of complex data for
improved, traceable decision-making.
The deployment of enterprise and agency geospatial technology
solutions will produce beneficial
changes in USDA’s portfolio. These changes include
incremental improvement transitions and/or full
scale transformations in geospatial business capabilities,
capacity, and core competencies. Most
significantly, the changes may result in public service
innovation in the following ways:
• Product Innovation: realizing rapid adaptation to customer
application interface and functional

needs for geographic visualization with commercial off-the-
shelf, Web map applications, Web map
and feature services and application programming interfaces
(APIs).
• Data Management Innovation: increasing spatial data and
imagery integrity, quality, access,
management, security, and optimization to extend and expand
the life-cycle value of enterprise
assets.
• Distribution Innovation: using browser-based geospatial
technologies to facilitate thin-client,
cloud-based delivery of geospatial products and services,
channel management, GPS push/pull, and
customer/partner relationship management.
• Spatial Analytics Innovation: provisioning place-based
decision making tools for modeling, mash-
ups, kriging, spatial auto-correlation, spatial descriptive
statistics (mean, maximum, and minimum of
an attribute over space), hypothesis testing, data mining, and
forensics.
• Collaboration Innovation: incentivizing joint problem

definition and solutions through common
workflows, social media enhanced participation, an Integrated
Development Environment,
volunteered geographic information, citizen science, and
community mapping.
19
FY 2014-2018
Goal # 6: Develop a high-performing workforce to support the
USDA
mission today and tomorrow. (FXXA), (IXXA)
Objective 6.1: Improve Leadership Skills of IT Workforce.
(FXXA)

Key Performance Indicator: Assessment of leadership
competencies of the IT
Workforce.
Strategy Elements
andatory Supervisory Curriculum that not only
provides guidance for new
supervisors, but serves to retool seasoned supervisors.
-learning, traditional) to
provide the appropriate level of
engagement and improved quality of interaction with
participants.
training curriculum to meet
the needs of today and tomorrow.
establishing a network of
management resources, and promoting peer-to-peer coaching.

sharing between seasoned and
emerging leaders.
Objective 6.2: Promote a customer-centric, agile, and diverse
workforce. (FXXA), (IXXA)
Key Performance Indicator: Identification and increase of the
number and type of
mission relevant professional certifications in the workforce.
Strategy Elements
or future business needs (Cyber
Security, GeoSpatial,
Technical Program Managers, and Contracting Officers).
-performing workforce by investing in and
engaging employees to
improve service delivery.

broaden the base of
organizational skill sets and
competencies.
acknowledging employees for career
development and closing critical competency gaps.
ruitment
efforts.
-performing workforce.
recruit talent and new ideas.
20

FY 2014-2018
Objective 6.3: Develop a professional Program Manager
workforce. (FXXA)
Key Performance Indicator: Increase in percentage of
projects/investments with
certified program/project managers.
Strategy Elements
nsive IT Program Management
Certification Training Program.
and develop specific plans to
close them.

Mission Spotlight: IT Program Management Training and
Certification (FXXA)
Program Managers (PMs) who manage Major IT Investments are
required to maintain their Project
Management Professional (PMP) certification. USDA
recognized that the PMP certification was not
enough to ensure PMs possessed the skills necessary to manage
Major IT Investments so USDA
designed an IT Program Management Training and Certification
program based on the 25-Point
Implementation Plan to Reform Federal Information Technology
Management.
In 2011 USDA piloted an IT PM Training and Certification
program that laid the foundation for a full-
scale program. The IT PM Training and Certification program
will prepare current and future
managers in the following:
government and industry best practices

The PM Training and Certification program will enable the
Department to identify, recruit, hire, and
retain top IT PM talent. As part of the program, USDA is
partnering with the Federal Acquisition
Institute (FAI) Function Advisory Board in providing technical
input to the Supplemental Competencies
that will train current and future program management
candidates.
Participants in the pilot program will be certified at three
different levels (Level I, Level II, and Level III)
that will be based on experience, training, and development.
The three certification levels are:
– The foundational and basic level for certification is
most closely consistent with the PMP
Certification.
– The secondary or mid-level certification.
– The most advanced and senior level certification.
Level III is the final attainable level in
the certification process.

OCIO has also taken a Department-wide inventory of PM
resources and begun to identify program
management talent gaps. For FY 2014, OCIO will use this
analysis to strategically recruit and hire
additional highly-qualified PM resources to manage its major IT
programs.
21
FY 2014-2018
Methodology (AXXB)
All USDA organizations, their partners, and their customers
have a stake in the future direction

this plan conveys. This plan was developed with contributions
from individuals who serve in
key IT roles throughout the Department. These include the:
USDA Chief Information Officer
(CIO), USDA Office of the Chief Information Officer (OCIO)
Chief of Staff, component agency
CIOs, USDA OCIO Associate CIOs, and members of the USDA
OCIO administrative and technical
staff.
A strategic plan outline was developed using guidance from the
most recent Office of
Management and Budget, Circular A-11, Part 6 [Circular A-11,
Part 6] on Strategic Planning.
Team meetings were conducted to develop vision and mission
statements, and goals. As
objectives and strategies were created, the team significantly
shortened and broadened the
goals to a total of six that reflect high-level principles. Many
talented individuals contributed to
this plan and are acknowledged on page 24. Documents were
gathered, posted, and reviewed
by team members. Appendix B lists the categories and names of
documents reviewed;
document sources range from the White House to USDA agency

strategic plans.
In addition, USDA’s top 24 IT investments were mapped to
illustrate their alignment with
USDA’s strategic goals as shown in Appendix A. The mapping
of the investments demonstrates
how multiple investment programs and projects across 30 plus
component organizations
contribute directly to USDA’s missions. This plan tries to
distinguish between Agency/Program
IT Investments and shared services. Shared services are defined
as those IT functions which are
common across multiple programs and agencies that have the
potential to be shared across
agencies/programs and are resourced based on need or
requirements. Examples of IT shared
services include but are not limited to: network infrastructure,
e-mail systems, data center
hosting, help desk, project management, and application
development and support. Figure 6
illustrates how shared services support the programs to varying
degrees as well as how the
USDA IT Strategic Goals contain and relate to both program-
related IT investments and shared
service goals.

The objectives and strategies outlined in this plan will be
incorporated into tactical and
operational plans. Discrete performance measures will be
established and reported on
regularly to gauge forward progress.
Figure 5: Photo of Norman Borlaug Nobel Prize
Winner for the invention of dwarf wheat.
http://www.whitehouse.gov/sites/default/files/omb/assets/a11_c
urrent_year/s200.pdf
22
FY 2014-2018
Figure 6: USDA IT Investments Advance USDA Strategic

Goals
USDA
Strategic Goal
#1
Assist Rural
Communities
USDA
Strategic Goal
#2
Preserve
Resources
USDA
Strategic Goal
#3
Promote

Agriculture,
Production,
and Biotech
Exports
USDA
Strategic Goal
#4
Ensure Safe,
Nutritious Food
for Children
Agency and Mission Area Programs
Goal #2
Enable
innovative
business driven
solutions

USDA Shared Information Technology (IT) Service Initiatives
(e.g., Cloud 1
st
, Enterprise Data, Tier 1 Helpdesk, Strategic Sourcing,
Geospatial)
Goal #3
Optimize the
use and value
of IT
Goal #1
Align IT
investments
with mission
and business
priorities
Goal #4
Secure USDA
IT systems and
data

Goal #5
Enable
information as
a strategic
asset
Goal #6
Develop a high-
performing
workforce
IT
I
n
v
e
s
tm
e
n

ts
IT
I
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e
s
tm
e
n
ts
IT
I
n
v
e

s
tm
e
n
ts
IT
I
n
v
e
s
tm
e
n
ts

USDA
Strategic Goal
#5
Create a USDA
for the 21
st
Century that is
High-
Performing,
Efficient, and
Adaptable
IT
I
n

v
e
s
tm
e
n
ts
23
FY 2014-2018
CONCLUSION (AXXB)

The Strategic Mission, Vision, Goals, and Objectives outlined
in this IT Strategic Plan provide a
valuable framework for USDA to continue enabling the mission
and maintain the Department
as a leader in the Federal IT space. This IT strategic Plan
outlines IT initiatives across six IT goals:
(1) Align IT investments with mission business; (2) Enable
innovative business driven solutions
by simplifying and unifying information technology with robust,
reliable, rapidly scalable,
interoperable and secure capabilities; (3) Optimize the use and
value of information
technology; (4) Protect and defend information infrastructure,
critical assets, and capabilities in
a synchronized manner across the enterprise; (5) Enable
information as a strategic asset so that
timely secure and trusted data is available to appropriate
decision makers at any level; (6)
Develop a world-class workforce of the future with the
experience, ingenuity and innovation to
support the USDA mission today and tomorrow. As the
supporting IT initiatives are
implemented, OCIO will continue to evolve into a word-class
support organization, capable of
supporting the Department’s mission, goals, objectives, and

strategies. Doing so will no doubt
pose some remarkable and difficult challenges in the upcoming
years as the Department
continues to develop and evolve the way we do business and
serve our customers. However,
with USDA's talented, diverse, and motivated team of
professionals serving as the foundation
for this plan, there is no doubt that the Department will
succeed.
Achieving these ambitious strategic objectives will provide
USDA customers (farmers, growers,
ranchers, and producers) and partners with additional tools and
streamlined processes they
need to easily access USDA products and services. USDA
employees will have more tools that
enable them to best serve USDA customers and partners. In
addition, internal collaboration
will enable USDA to share data and information across the
enterprise, providing strategic
information to enhance products and services and to increase
accuracy in measuring
performance. Collaboration between the business priorities and
OCIO will continue to grow,
ensuring the ongoing alignment between business and IT that

will allow OCIO to adapt to and
address changes in USDA’s strategic direction.
Many steps are necessary to arrive at that desired future state.
This document represents part
of a continual process that requires collaboration and
communication across the Department,
and serves as the updated baseline for guiding IT decisions in
support of the Department.
Together, USDA will take these words and translate them into
tangible strategies that each
employee can implement every day in every way. Since USDA
was established by President
Lincoln 150 years ago, the Department has been tirelessly
working to serve both rural and
urban customer needs. This IT Strategic Plan continues that
legacy and maintains USDA as a
pre-eminent organization, whether it is in a field in south
Montana or a field on the South
Lawn.

24
FY 2014-2018
ACKNOWLEDGEMENTS
Cheryl L. Cook
Chief Information Officer, USDA
Joyce Hunter
Deputy Chief Information Officer for
Policy and Planning
Charles McClam
Deputy Chief Information Officer for
Operations and Management
Sue Bussells
Chief of Staff
Richard Coffee – Executive Sponsor

Associate Chief Information Officer, Policy
& Directives
Agency CIOs
Doug Bailey – CIO, Agricultural Marketing
Service (AMS)
Judith Dudley – Deputy CIO, Agricultural
Marketing Service (AMS)
Doug Nash – CIO, Forest Service (FS)
Francisco Salguero, CIO, Rural Development
(RD)
Project Leads
Susan Gabriel-Smith – OCIO
Norbert H. Snobeck – OCIO
Writers
Richard Coffee – OCIO, ACIO Policy &
Directives
Susan Gabriel-Smith – OCIO

Bobby Jones – OCIO
Ted Kaouk – OCIO
Stephen Lowe – OCIO, Director Enterprise
Geospatial Management Office
(EGMO)
Robert Sile – OCIO
Norbert H. Snobeck – OCIO
Chris Wren – OCIO, Senior Advisor
Other Subject Matter Contributors
Jeff Cordy – OCIO
Peter Cox – OCIO
Dan Crosson – OCIO
Jerome Davin – OCIO
Amanda Eamich Nguyen – Office of
Communications (OC)
Janine Gillis – OCIO
Frank Hoeppel – OCIO
Yvonne T. Jackson – OCIO, ACIO
Governance & Strategic Investments

Chris Lowe – OCIO, ACIO Agriculture
Security Operations Center
Doug Parry – OCIO
Tom Radermacher – OCIO
Phil Rendina – OCIO
Steve Sanders – OCIO
Tamika Spencer – OCIO
Figure 7: Photo of George Washington Carver, American
scientist, botanist, inventor, and educator.
25
FY 2014-2018
Appendix A – Mapping of 24 Major IT Investments to USDA

Strategic Goals (AXXA)
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c
e
s
s
t
o
s
a
fe

,
n
u
tr
iti
o
u
s
,
a
n
d
b
a
la
n
c
e
d
m

e
a
ls
O
b
je
c
ti
v
e
4
.1
-
I
m
p
ro
v

e
a
c
c
e
s
s
t
o
n
u
tr
iti
o
u
s
f
o
o
d
O

b
je
c
ti
v
e
4
.2
-
P
ro
m
o
te
h
e
a
lth

y
d
ie
t
a
n
d
p
h
y
s
ic
a
l a
c
tiv
ity
b

e
h
a
v
io
rs
O
b
je
c
ti
v
e
4
.3
-
P
ro

te
c
t
p
u
b
lic
h
e
a
lth
b
y
e
n
s
u
ri
n
g
f
o

o
d
is
s
a
fe
O
b
je
c
ti
v
e
4
.4
-
P
ro

te
c
t
a
g
ri
c
u
ltu
ra
l h
e
a
lth
b
y
m
in
im

iz
in
g
m
a
jo
r
d
is
e
a
s
e
s
a
n
d
p

e
s
ts
t
o
e
n
s
u
re
a
c
c
e
s
s
t
o
s
a
fe

,
p
le
n
tif
u
l,
a
n
d
n
u
tr
iti
o
u
s
f

o
o
d
G
O
A
L
5
-
C
re
a
te
a
U
S
D

A
f
o
r
th
e
2
1
s
t
C
e
n
tu
ry
t
h
a
t
is

h
ig
h
-
p
e
rf
o
rm
in
g
,
e
ff
ic
ie
n
t,
a

n
d
a
d
a
p
ta
b
le
O
b
je
c
ti
v
e
5
.1
-

D
e
v
e
lo
p
a
c
u
s
to
m
e
r-
c
e
n
tr
ic

,
in
c
lu
s
iv
e
,
a
n
d
h
ig
h
-p
e
rf

o
rm
in
g
w
o
rk
fo
rc
e
b
y
in
v
e
s
tin
g

in
a
n
d
e
n
g
a
g
in
g
e
m
p
lo
y
e
e

s
t
o
im
p
ro
v
e
s
e
rv
ic
e
d
e
liv
e
ry

O
b
je
c
ti
v
e
5
.2
-
B
u
ild
a
s
a
fe
,

s
e
c
u
re
,
a
n
d
e
ff
ic
ie
n
t
w
o
rk
p
la

c
e
b
y
le
v
e
ra
g
in
g
t
e
c
h
n
o
lo
g

y
a
n
d
s
h
a
re
d
s
o
lu
tio
n
s
a
c
ro

s
s
o
rg
a
n
iz
a
tio
n
a
l b
o
u
n
d
a
ri
e
s

O
b
je
c
ti
v
e
5
.3
-
M
a
x
im
iz
e
t
h
e

r
e
tu
rn
o
n
t
a
x
p
a
y
e
r
in
v
e
s
tm
e

n
t
in
U
S
D
A
t
h
ro
u
g
h
e
n
h
a
n
c
e

d
s
te
w
a
rd
s
h
ip
a
c
tiv
iti
e
s
a
n
d

f
o
c
u
s
e
d
p
ro
g
ra
m
e
v
a
lu
a
tio
n
s

USDA Major IT Investm ents Agency Category
1
Web Based Supply Chain Management
(WBSCM)
AMS HPMI • • • • • • • •
2
Animal Disease Traceability Inf ormation
System (ADTIS)
APHIS HPMI • • • • • • •
3 APHIS Enterprise Inf rastructure (AEI) APHIS • • • • • •
4 Integrated Acquisition System (IAS) DM/OPPM • •
5 Optimized Computing Environment (OCE) DM/OCIO • • • • •
•
6
USDA Identity & Access Management (IAM)

(HSPD-12)
DM/OCIO HPMI • • • • • • •
7 USDA Security Operations Center (ASOC) DM/OCIO • • • • •
•
8
USDA Enterprise Data Center & Hosting
Shared Services
DM/OCIO • • • • • •
9
USDA Enterprise End User Shared Services
(EUSS)
DM/OCIO • • • • • •
10
USDA Enterprise Messaging Systems-Cloud
Services (EMS-CS)
DM/OCIO • • • • • •
11

USDA Enterprise Telecommunications Shared
Services
DM/OCIO • • • • • •
12
Consolidated Farm Loan Program Inf ormation
& Delivery Systems #103
FSA • • • • • • •
USDA Strategic Plan FY 2014 - 2018
26
FY 2014-2018
INITIATIVES O

J
B
E
C
T
IV
E
S
G
O
A
L
1
-
A
s
s
is

t
ru
ra
l c
o
m
m
u
n
iti
e
s
t
o
c
re
a
te

p
ro
s
p
e
ri
ty
s
o
th
e
y
a
re
s
e
lf-
s

u
s
ta
in
in
g
,
re
p
o
p
u
la
tin
g
,
a
n
d
e

c
o
n
o
m
ic
a
lly
th
ri
v
in
g
O
b
je
c
ti

v
e
1
.1
-
E
n
h
a
n
c
e
r
u
ra
l p
ro
s
p
e

ri
ty
,
in
c
lu
d
in
g
le
v
e
ra
g
in
g
c

a
p
ita
l m
a
rk
e
ts
t
o
in
c
re
a
s
e
G
o

v
e
rn
m
e
n
t's
in
v
e
s
tm
e
n
t
in
R
u
ra

l A
m
e
ri
c
a
O
b
je
c
ti
v
e
1
.2
-
I
n
c

re
a
s
e
a
g
ri
c
u
ltu
ra
l o
p
p
o
rt
u
n
iti

e
s
b
y
e
n
s
u
ri
n
g
a
r
o
b
u
s
t
s
a
fe

ty
n
e
t,
c
re
a
tin
g
n
e
w
m
a
rk
e
ts

,
a
n
d
s
u
p
p
o
rt
in
g
a
c
o
m
p
e
tit

iv
e
a
g
ri
c
u
ltu
ra
l s
y
s
te
m
O
b
je
c
ti

v
e
1
.3
-
C
o
n
tr
ib
u
te
t
o
t
h
e
e
x

p
a
n
s
io
n
o
f
th
e
B
io
e
c
o
n
o
m

y
b
y
s
u
p
p
o
rt
in
g
d
e
v
e
lo
p
m
e

n
t,
p
ro
d
u
c
tio
n
,
a
n
d
c
o
n
s
u
m
p

tio
n
o
f
re
n
e
w
a
b
le
e
n
e
rg
y
a
n

d
b
io
b
a
s
e
d
p
ro
d
u
c
ts
G
O
A
L
2
-

E
n
s
u
re
o
u
r
N
a
tio
n
a
l F
o
re
s
ts

a
n
d
p
ri
v
a
te
w
o
rk
in
g
la
n
d
s
a
re

c
o
n
s
e
rv
e
d
,
re
s
to
re
d
,
a
n
d
m
a

d
e
m
o
re
r
e
s
ili
e
n
t
to
c
lim
a
te
c
h

a
n
g
e
,
w
h
ile
e
n
h
a
n
c
in
g
o
u
r
w

a
te
r
re
s
o
u
rc
e
s
O
b
je
c
ti
v
e
2

.1
-
I
m
p
ro
v
e
t
h
e
h
e
a
lth
o
f
th
e

N
a
tio
n
's
f
o
re
s
ts
,
g
ra
s
s
la
n

d
s
,
a
n
d
w
o
rk
in
g
la
n
d
s
b
y
m
a
n

a
g
in
g
o
u
r
n
a
tu
ra
l
re
s
o
u
rc
e
s

O
b
je
c
ti
v
e
2
.2
-
L
e
a
d
e
ff
o
rt

s
t
o
m
iti
g
a
te
a
n
d
a
d
a
p
t
to
c
lim

a
te
c
h
a
n
g
e
,
d
ro
u
g
h
t,
a
n
d
e
x
tr

e
m
e
w
e
a
th
e
r
in
a
g
ri
c
u
ltu
re

a
n
d
f
o
re
s
tr
y
O
b
je
c
ti
v
e
2
.3

-
C
o
n
tr
ib
u
te
t
o
c
le
a
n
a
n
d
a
b

u
n
d
a
n
t
w
a
te
r
b
y
p
ro
te
c
tin
g
a

n
d
e
n
h
a
n
c
in
g
w
a
te
r
re
s
o
u
rc

e
s
o
n
N
a
tio
n
a
l
F
o
re
s
ts
a
n
d

w
o
rk
in
g
la
n
d
s
O
b
je
c
ti
v
e
2
.4

-
R
e
d
u
c
e
r
is
k
o
f
c
a
ta
s
tr
o
p
h

ic
w
ild
fir
e
G
O
A
L
3
-
H
e
lp
A
m
e

ri
c
a
p
ro
m
o
te
a
g
ri
c
u
ltu
ra
l p
ro
d
u
c

tio
n
a
n
d
b
io
te
c
h
n
o
lo
g
y
e
x
p

o
rt
s
a
s
A
m
e
ri
c
a
w
o
rk
s
t
o
in
c

re
a
s
e
fo
o
d
s
e
c
u
ri
ty
O
b
je
c
ti

v
e
3
.1
-
E
n
s
u
re
U
.S
.
a
g
ri
c
u
ltu
ra

l r
e
s
o
u
rc
e
s
c
o
n
tr
ib
u
te
t
o
e

n
h
a
n
c
e
d
g
lo
b
a
l f
o
o
d
s
e
c
u
ri
ty

O
b
je
c
ti
v
e
3
.2
-
E
n
h
a
n
c
e
A
m
e

ri
c
a
's
a
b
ili
ty
t
o
d
e
v
e
lo
p
a
n
d

tr
a
d
e
a
g
ri
c
u
ltu
ra
l p
ro
d
u
c
ts
d
e
ri

v
e
d
f
ro
m
n
e
w
a
n
d
e
m
e
rg
in
g

te
c
h
n
o
lo
g
ie
s
G
O
A
L
4
-
E
n
s
u

re
t
h
a
t
a
ll
o
f
A
m
e
ri
c
a
's
c
h
ild
re

n
h
a
v
e
a
c
c
e
s
s
t
o
s
a
fe
,
n
u
tr

iti
o
u
s
,
a
n
d
b
a
la
n
c
e
d
m
e
a
ls
O

b
je
c
ti
v
e
4
.1
-
I
m
p
ro
v
e
a
c
c

e
s
s
t
o
n
u
tr
iti
o
u
s
f
o
o
d
O
b
je
c
ti

v
e
4
.2
-
P
ro
m
o
te
h
e
a
lth
y
d
ie
t

a
n
d
p
h
y
s
ic
a
l a
c
tiv
ity
b
e
h
a
v
io

rs
O
b
je
c
ti
v
e
4
.3
-
P
ro
te
c
t
p
u

b
lic
h
e
a
lth
b
y
e
n
s
u
ri
n
g
f
o
o
d
is

s
a
fe
O
b
je
c
ti
v
e
4
.4
-
P
ro
te
c
t
a

g
ri
c
u
ltu
ra
l h
e
a
lth
b
y
m
in
im
iz
in
g

m
a
jo
r
d
is
e
a
s
e
s
a
n
d
p
e
s
ts
t

o
e
n
s
u
re
a
c
c
e
s
s
t
o
s
a
fe
,
p
le

n
tif
u
l,
a
n
d
n
u
tr
iti
o
u
s
f
o
o
d
G

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