The document outlines the organizational structure and functions of the Rural Utilities Service Telecommunications Program. It describes the responsibilities of the loan and grant origination, portfolio management and risk assessment, and policy and outreach divisions. It provides statistics on funding and progress of the Broadband Initiative Program and previews plans to launch an electronic loan application system.
Grant Audit Readiness in a Pandemic Environmentnado-web
The massive amounts of federal assistance made available under the Coronavirus Assistance Relief and Economic Stability (CARES) Act and the American Rescue Plan Act (ARPA) have ratcheted up federal government concerns about grant accountability. Congress reflected that when it significantly increased the budgets of the federal inspectors general whose jobs are to prevent and detect fraud, waste, and abuse in federal programs. But the first lines of defense that those federal auditors rely upon are the single audits that most federal grant recipients and subrecipients must arrange. The independent auditors who conduct those audits get their instructions from the Compliance Supplement, a hefty audit guide issued annually by the U.S. Office of Management and Budget. The Supplement identifies the grant requirements that must be tested and suggests ways for the auditors to determine compliance. So, those features clearly demonstrate to recipients and subrecipients, like RDOs, what to expect when single audits begin. This session will drill down on the sections of the Supplement that affect federal programs that most RDOs administer and will demonstrate how to be audit ready in this highly charged grant audit environment.
-Bob Lloyd, Principal, Robert M. Lloyd Consulting Services, Greenville, SC
-Moderator: Cindy Hultz, Executive Director, Mark Twain Regional Council of Governments, Perry, MO
The American Rescue Plan Act: What are the RDO Roles?nado-web
The American Rescue Plan Act (APRA) includes the $350 billion State and Local Fiscal Relief Fund which distributes federal assistance to all states, tribal governments, and general purpose local governments nationwide. While RDOs do not receive a direct allocation themselves, their member governments do and there are a number of ways that RDOs may become involved with Fiscal Relief Funds: being a subrecipient of funds transferred from a direct recipient; being a paid contractor providing services to a direct recipient; or being a provider of technical assistance helping direct recipients to administer their allocation. Performing any of these roles requires a basic knowledge of ARPA requirements and of the resources available to manage these relationships. This session will help you gain that up-to-date knowledge.
-Bob Lloyd, Principal, Robert M. Lloyd Consulting Services, Greenville, SC
Grant Management Standardization: What's to Come From the Federal GovernmentStreamLinkSoftware
(CRD 2014 Annual Conference) Substantial changes to grant management are on the horizon. Many of these changes will be dependent on legislation being passed down from the federal government. There are ways you can prepare... and even stay ahead of the curve!
Review legislation and what it could mean for your campus. We'll share how grant management practices will need to change in order to comply with the new laws. Feeling overwhelmed? You'll also learn steps that you can take to help mitigate the impact on your daily work.
Presented by Adam Roth, founder and CEO, StreamLink Software, OH; Daniel Cronath, Florida State College, FL
This presentation was made by Ratanak Hav, Cambodia, at the 14th OECD-Asian Senior Budget Officials Meeting held in Bangkok, Thailand, on 13-14 December 2018
Sharpening Your Indirect Cost Recovery Skillsnado-web
During the 2019 NADO Annual Training Conference (October 19 - 22 in Reno, NV), Bob Lloyd shared information on federal policies and how to sharpen the required documentary tools needed to support an indirect cost allocation plan and rate proposal.
Grant Audit Readiness in a Pandemic Environmentnado-web
The massive amounts of federal assistance made available under the Coronavirus Assistance Relief and Economic Stability (CARES) Act and the American Rescue Plan Act (ARPA) have ratcheted up federal government concerns about grant accountability. Congress reflected that when it significantly increased the budgets of the federal inspectors general whose jobs are to prevent and detect fraud, waste, and abuse in federal programs. But the first lines of defense that those federal auditors rely upon are the single audits that most federal grant recipients and subrecipients must arrange. The independent auditors who conduct those audits get their instructions from the Compliance Supplement, a hefty audit guide issued annually by the U.S. Office of Management and Budget. The Supplement identifies the grant requirements that must be tested and suggests ways for the auditors to determine compliance. So, those features clearly demonstrate to recipients and subrecipients, like RDOs, what to expect when single audits begin. This session will drill down on the sections of the Supplement that affect federal programs that most RDOs administer and will demonstrate how to be audit ready in this highly charged grant audit environment.
-Bob Lloyd, Principal, Robert M. Lloyd Consulting Services, Greenville, SC
-Moderator: Cindy Hultz, Executive Director, Mark Twain Regional Council of Governments, Perry, MO
The American Rescue Plan Act: What are the RDO Roles?nado-web
The American Rescue Plan Act (APRA) includes the $350 billion State and Local Fiscal Relief Fund which distributes federal assistance to all states, tribal governments, and general purpose local governments nationwide. While RDOs do not receive a direct allocation themselves, their member governments do and there are a number of ways that RDOs may become involved with Fiscal Relief Funds: being a subrecipient of funds transferred from a direct recipient; being a paid contractor providing services to a direct recipient; or being a provider of technical assistance helping direct recipients to administer their allocation. Performing any of these roles requires a basic knowledge of ARPA requirements and of the resources available to manage these relationships. This session will help you gain that up-to-date knowledge.
-Bob Lloyd, Principal, Robert M. Lloyd Consulting Services, Greenville, SC
Grant Management Standardization: What's to Come From the Federal GovernmentStreamLinkSoftware
(CRD 2014 Annual Conference) Substantial changes to grant management are on the horizon. Many of these changes will be dependent on legislation being passed down from the federal government. There are ways you can prepare... and even stay ahead of the curve!
Review legislation and what it could mean for your campus. We'll share how grant management practices will need to change in order to comply with the new laws. Feeling overwhelmed? You'll also learn steps that you can take to help mitigate the impact on your daily work.
Presented by Adam Roth, founder and CEO, StreamLink Software, OH; Daniel Cronath, Florida State College, FL
This presentation was made by Ratanak Hav, Cambodia, at the 14th OECD-Asian Senior Budget Officials Meeting held in Bangkok, Thailand, on 13-14 December 2018
Sharpening Your Indirect Cost Recovery Skillsnado-web
During the 2019 NADO Annual Training Conference (October 19 - 22 in Reno, NV), Bob Lloyd shared information on federal policies and how to sharpen the required documentary tools needed to support an indirect cost allocation plan and rate proposal.
Learn about
* why traditional banks are under pressure
* the complexity of IT landscape of financial institutions
* the attackers of the financial industry
* the role of technology
* an outlook
A slide deck from GBRW covering the key principles of problem loan management, based on GBRW's extensive experience with Non-Performing Loan (NPL) management, restructuring and work-out assignments.
Information for Cuyahoga County applicants to the State Infrastructure Programs
This presentation was shown at workshops on July 23 and 24, 2018.
http://www.countyplanning.us/services/grant-programs/infrastructure-programs/
3
Worksheet: The Project Charter
Project Name:Burlington District 301 – Powering Forward End Users
Project Tracking Number: 00562431 - 15
Date:7/3/2015
Project Justification:
In District 301, the schools lack network infrastructure or sufficient end user devices to support 21thcentury learninginitiative, which include common core standards and digital curriculum.The “Powering Forward End Users” project will deliver the district with a network infrastructure and end user devices to address the ongoing concerns.
Overview of Deliverables
Key Project Deliverables
Name
Description
Framework
The whole roadmap outlining the key components of recognition activities
Project charter
Design, develop and implement the employee recognition framework
Logic Model
Outcomes and measures, Outlines key activities
Project backgrounder
A complement to the project charter outlining results and
Research summary
Its contains general, corporate, and jurisdictional research
Guidelines
Its contains common program guidelines and financial guidelines
Tools and resources
Its contains templates, guides, sample surveys, quotes, tips, etc
Communication/ Implementation plan
Tools resources to stakeholder groups, Communication of framework, and communication plan
Specific Project Objectives and Success Criteria
· For including the regular feedback and recognition, create an overall workspace culture.
· For assisting departmental recognition activates it’s generated various tools, guidelines.
Project cost:
Based on the existing current network infrastructure and existing end user devices, the initial projected financial numbers for this project will be approximately $35,500,000. Below is an estimated expected cost broken down for project “Powering Forward End Users.”
Network infrastructure equipment: $ 16,500,000
Wiring core infrastructure cabling: $9,500,000
End user devices and equipment: $9,500,000
Primary Stakeholders and Roles
Project Manager
Responsibilities:
She develops & maintains the project plan i.e.implementation,resourcing, work plans, etc.and he also monitor project progress, &make surethat the projects are finished on time &within budget.
Stakeholders
Role: Directors and Managers
Responsibilities:
The Stakeholders will work together with the Product Manager Invoiceapprehension or issues affecting the success of the projects.
Business Analyst
Responsibilities:
The Business Analysts interpret, analyze, interpret, &business document rules and complete all the requirements for technical systems. as well as, they support in integration, support the development of training material & user acceptance testing, contributed in the improvement of systems, and gives post-implementation support.
Key Assumptions:
· Attention &Support will be provided by the Project manager and Project Steering Committee
· Make sure that Charter Resources will be completely available to the adequately staff the project
· Resources will be completely available for supporting .
Assignment 8.1 4
Worksheet: The Project Charter
Project Name:Burlington District 301 – Powering Forward End Users
Project Manager:
Project Tracking Number: 00562431 - 15
Date:7/3/2015
Project Justification:
In District 301, the schools lack network infrastructure or sufficient end user devices to support 21thcentury learninginitiative, which include common core standards and digital curriculum.The “Powering Forward End Users” project will deliver the district with a network infrastructure and end user devices to address the ongoing concerns.
Overview of Deliverables
Key Project Deliverables
Name
Description
Framework
The whole roadmap outlining the key components of recognition activities
Project charter
Design, develop and implement the employee recognition framework
Logic Model
Outcomes and measures, Outlines key activities
Project backgrounder
A complement to the project charter outlining results and
Research summary
Its contains general, corporate, and jurisdictional research
Guidelines
Its contains common program guidelines and financial guidelines
Tools and resources
Its contains templates, guides, sample surveys, quotes, tips, etc
Communication/ Implementation plan
Tools resources to stakeholder groups, Communication of framework, and communication plan
Specific Project Objectives and Success Criteria
· For including the regular feedback and recognition, create an overall workspace culture.
· For assisting departmental recognition activatesit’s generated various tools,guidelines.
Project cost:
Based on the existing current network infrastructure and existing end user devices, the initial projectedfinancial numbers for this project will be approximately $35,500,000. Below is an estimated expected cost broken down for project “Powering Forward End Users.”
Network infrastructure equipment: $ 16,500,000
Wiring core infrastructure cabling: $9,500,000
End user devices and equipment: $9,500,000
Primary Stakeholders and Roles
Project Manager
Responsibilities:
She develops & maintains the project plan i.e.implementation,resourcing, work plans, etc.and he also monitor project progress, &make surethat the projects are finished on time &within budget.
Stakeholders
Role: Directors and Managers
Responsibilities:
The Stakeholders will work together with the Product Manager Invoiceapprehension or issues affecting the success of the projects.
Business Analyst
Responsibilities:
The Business Analystsinterpret,analyze, interpret, &business document rules and complete all the requirements for technical systems. as well as, they support in integration, support the development of training material&user acceptance testing, contributed in the improvement of systems, andgives post-implementation support.
Key Assumptions:
· Attention &Support will be provided by the Project manager and Project Steering Committee
· Make sure that Charter Resources will be completelyavailable to the adequately ...
Jim Proce - 2018 Capital Improvement Planning Process CPM ClassJim Proce
Jim Proce, adjunct instructor, for the Certified Public Manager Program at Texas State University (NCTCOG-Arlington TX) brings this real-life module to the classroom workshop setting. With a little help from Jim Nichols, PE, ICMA-CM, the content covers CIP back-hoes to budgets and everything in between. This has been presented in several venues, agencies, and professional associations and serves as a primer and checklist for all things CIP. For more information contact jimproce@gmail.com
The District Department of Transportation (DDOT) and the DC Office of Contracting and Procurement (OCP) are excited to announce DDOT Buys. DDOT Buys is an opportunity to connect architecture, engineering, construction firms and other potential business partners with program managers from DDOT and other agencies involved in the District's contracting process. DDOT Buys, which is the kickoff for OCP in the Wards 2017, will provide businesses with valuable information about how to compete for federally and locally funded contracts with DDOT.
Highlights from DDOT Buys include:
Compliance in Contracting - Representatives from some of DDOT's partner agencies will discuss the District's contract compliance requirements with DDOT's Office of Civil Rights, tax compliance with the DC Office of Tax and Revenue (OTR), and others.
Doing Business with DDOT - DDOT's representatives will demonstrate how businesses can register to receive solicitations for contracting opportunities through the District
Transportation Access Portal (DTAP) and FedSelect for federally funded projects. DDOT contracting officers will also take questions and provde an overview of the procurement process.
DDOT Buys will also feature an exhibit hall where attendees can connect with program managers from DDOT, DOEE, DSLBD, and other District agencies.
About the DC Office of Contracting & Procurement (OCP)
The DC Office of Contracting and Procurement (OCP), under the direction of the Chief Procurement Officer, was established by DC law in 1997 and provides contracting services for selected agencies and offices in the District. The mission of OCP is to partner with vendors and District agencies to purchase quality goods and services in a timely manner and at a reasonable cost while ensuring that all purchasing actions are conducted fairly and impartially.
OCP manages the purchase of $4.4 billion in goods, services and construction annually, on behalf of over 76 District agencies.
ROUTES: USDOT’s New Rural Transportation Initiativenado-web
During the 2019 NADO Annual Training Conference (October 19 - 22 in Reno, NV), Jannine Miller shared information USDOT’s New Rural Transportation Initiative.
Learn about
* why traditional banks are under pressure
* the complexity of IT landscape of financial institutions
* the attackers of the financial industry
* the role of technology
* an outlook
A slide deck from GBRW covering the key principles of problem loan management, based on GBRW's extensive experience with Non-Performing Loan (NPL) management, restructuring and work-out assignments.
Information for Cuyahoga County applicants to the State Infrastructure Programs
This presentation was shown at workshops on July 23 and 24, 2018.
http://www.countyplanning.us/services/grant-programs/infrastructure-programs/
3
Worksheet: The Project Charter
Project Name:Burlington District 301 – Powering Forward End Users
Project Tracking Number: 00562431 - 15
Date:7/3/2015
Project Justification:
In District 301, the schools lack network infrastructure or sufficient end user devices to support 21thcentury learninginitiative, which include common core standards and digital curriculum.The “Powering Forward End Users” project will deliver the district with a network infrastructure and end user devices to address the ongoing concerns.
Overview of Deliverables
Key Project Deliverables
Name
Description
Framework
The whole roadmap outlining the key components of recognition activities
Project charter
Design, develop and implement the employee recognition framework
Logic Model
Outcomes and measures, Outlines key activities
Project backgrounder
A complement to the project charter outlining results and
Research summary
Its contains general, corporate, and jurisdictional research
Guidelines
Its contains common program guidelines and financial guidelines
Tools and resources
Its contains templates, guides, sample surveys, quotes, tips, etc
Communication/ Implementation plan
Tools resources to stakeholder groups, Communication of framework, and communication plan
Specific Project Objectives and Success Criteria
· For including the regular feedback and recognition, create an overall workspace culture.
· For assisting departmental recognition activates it’s generated various tools, guidelines.
Project cost:
Based on the existing current network infrastructure and existing end user devices, the initial projected financial numbers for this project will be approximately $35,500,000. Below is an estimated expected cost broken down for project “Powering Forward End Users.”
Network infrastructure equipment: $ 16,500,000
Wiring core infrastructure cabling: $9,500,000
End user devices and equipment: $9,500,000
Primary Stakeholders and Roles
Project Manager
Responsibilities:
She develops & maintains the project plan i.e.implementation,resourcing, work plans, etc.and he also monitor project progress, &make surethat the projects are finished on time &within budget.
Stakeholders
Role: Directors and Managers
Responsibilities:
The Stakeholders will work together with the Product Manager Invoiceapprehension or issues affecting the success of the projects.
Business Analyst
Responsibilities:
The Business Analysts interpret, analyze, interpret, &business document rules and complete all the requirements for technical systems. as well as, they support in integration, support the development of training material & user acceptance testing, contributed in the improvement of systems, and gives post-implementation support.
Key Assumptions:
· Attention &Support will be provided by the Project manager and Project Steering Committee
· Make sure that Charter Resources will be completely available to the adequately staff the project
· Resources will be completely available for supporting .
Assignment 8.1 4
Worksheet: The Project Charter
Project Name:Burlington District 301 – Powering Forward End Users
Project Manager:
Project Tracking Number: 00562431 - 15
Date:7/3/2015
Project Justification:
In District 301, the schools lack network infrastructure or sufficient end user devices to support 21thcentury learninginitiative, which include common core standards and digital curriculum.The “Powering Forward End Users” project will deliver the district with a network infrastructure and end user devices to address the ongoing concerns.
Overview of Deliverables
Key Project Deliverables
Name
Description
Framework
The whole roadmap outlining the key components of recognition activities
Project charter
Design, develop and implement the employee recognition framework
Logic Model
Outcomes and measures, Outlines key activities
Project backgrounder
A complement to the project charter outlining results and
Research summary
Its contains general, corporate, and jurisdictional research
Guidelines
Its contains common program guidelines and financial guidelines
Tools and resources
Its contains templates, guides, sample surveys, quotes, tips, etc
Communication/ Implementation plan
Tools resources to stakeholder groups, Communication of framework, and communication plan
Specific Project Objectives and Success Criteria
· For including the regular feedback and recognition, create an overall workspace culture.
· For assisting departmental recognition activatesit’s generated various tools,guidelines.
Project cost:
Based on the existing current network infrastructure and existing end user devices, the initial projectedfinancial numbers for this project will be approximately $35,500,000. Below is an estimated expected cost broken down for project “Powering Forward End Users.”
Network infrastructure equipment: $ 16,500,000
Wiring core infrastructure cabling: $9,500,000
End user devices and equipment: $9,500,000
Primary Stakeholders and Roles
Project Manager
Responsibilities:
She develops & maintains the project plan i.e.implementation,resourcing, work plans, etc.and he also monitor project progress, &make surethat the projects are finished on time &within budget.
Stakeholders
Role: Directors and Managers
Responsibilities:
The Stakeholders will work together with the Product Manager Invoiceapprehension or issues affecting the success of the projects.
Business Analyst
Responsibilities:
The Business Analystsinterpret,analyze, interpret, &business document rules and complete all the requirements for technical systems. as well as, they support in integration, support the development of training material&user acceptance testing, contributed in the improvement of systems, andgives post-implementation support.
Key Assumptions:
· Attention &Support will be provided by the Project manager and Project Steering Committee
· Make sure that Charter Resources will be completelyavailable to the adequately ...
Jim Proce - 2018 Capital Improvement Planning Process CPM ClassJim Proce
Jim Proce, adjunct instructor, for the Certified Public Manager Program at Texas State University (NCTCOG-Arlington TX) brings this real-life module to the classroom workshop setting. With a little help from Jim Nichols, PE, ICMA-CM, the content covers CIP back-hoes to budgets and everything in between. This has been presented in several venues, agencies, and professional associations and serves as a primer and checklist for all things CIP. For more information contact jimproce@gmail.com
The District Department of Transportation (DDOT) and the DC Office of Contracting and Procurement (OCP) are excited to announce DDOT Buys. DDOT Buys is an opportunity to connect architecture, engineering, construction firms and other potential business partners with program managers from DDOT and other agencies involved in the District's contracting process. DDOT Buys, which is the kickoff for OCP in the Wards 2017, will provide businesses with valuable information about how to compete for federally and locally funded contracts with DDOT.
Highlights from DDOT Buys include:
Compliance in Contracting - Representatives from some of DDOT's partner agencies will discuss the District's contract compliance requirements with DDOT's Office of Civil Rights, tax compliance with the DC Office of Tax and Revenue (OTR), and others.
Doing Business with DDOT - DDOT's representatives will demonstrate how businesses can register to receive solicitations for contracting opportunities through the District
Transportation Access Portal (DTAP) and FedSelect for federally funded projects. DDOT contracting officers will also take questions and provde an overview of the procurement process.
DDOT Buys will also feature an exhibit hall where attendees can connect with program managers from DDOT, DOEE, DSLBD, and other District agencies.
About the DC Office of Contracting & Procurement (OCP)
The DC Office of Contracting and Procurement (OCP), under the direction of the Chief Procurement Officer, was established by DC law in 1997 and provides contracting services for selected agencies and offices in the District. The mission of OCP is to partner with vendors and District agencies to purchase quality goods and services in a timely manner and at a reasonable cost while ensuring that all purchasing actions are conducted fairly and impartially.
OCP manages the purchase of $4.4 billion in goods, services and construction annually, on behalf of over 76 District agencies.
ROUTES: USDOT’s New Rural Transportation Initiativenado-web
During the 2019 NADO Annual Training Conference (October 19 - 22 in Reno, NV), Jannine Miller shared information USDOT’s New Rural Transportation Initiative.
LSCTIG 2015 Session Materials - managing your grant effectively
The TIG staff will review reporting requirements, grant assurances and discuss best practices for managing technology grants. There will also be a preview of the upcoming 2015 TIG Cycle.
Overview presenttaion on $7.2 billion Broadband Stimulus program and consulting services available from Grant Consulting, Inc. to assess stimulus opportunity, create viable economic model, and assist service providers and other entities successfully apply for and win government broadband program dollars
on August 11th, 2015, Dave Carey and Matthew Brown from Harcourt Brown & Carey presented to representatives from New York's largest IOU's on on bill repayment and on bill finance
3. Assistant Administrator
Deputy Assistant
Administrator, Director
of Operations
Deputy Assistant
Administrator,
Loan/Grant Origination
GFR Branch
GFR Branch
Financial Operations
Branch
Engineering Branch
Deputy Assistant
Administrator, Portfolio
Management and Risk
Assessment
Post-Loan Servicing
Division Financial
Operations Branch
Portfolio Management
Financial Operations
Branch
Post-Loan Servicing
Engineering Branch 1
Post-Loan Servicing
Engineering Branch 2
Deputy Assistant
Administrator, Policy
and Outreach
Policy and Outreach
Branch
Engineering Branch
RUS
Telecom
Program
4. Loan and Grant Origination:
Process all Loan & Grant Applications (Infrastructure,
Broadband, Community Connect, DLT, PTV, Weather
Radio)
Conduct grant competitions for Community Connect
& DLT
Prepare Loan and Grant Agreements
5. Portfolio Management &
Risk Analysis
Close Loan and Grant Awards
Process all Loan and Grant
requests for funds
Process all construction
documents
Process design/budget revisions
Perform Risk Assessments of Loan
and Grant Portfolio
Complete Loan Modifications
Process mergers and acquisitions
Process lien accommodations,
distribution requests and other
loan security issues and requests
Close loan and grant awards
Monitor financial and compliance
reports (DCS/BCAS)
Perform Unliquidated Obligation
reviews
Identify and manage trouble
borrowers before monetary
default
Follow-up on environmental
requirements
Review loan Fund Accounting
Audits
6. Policy and Outreach
Prepare NOFAs for loan and
grant programs
Prepare new and revised
regulations
Prepare Agency Reports
Maintain contact with Trade
Organizations and other
Stakeholders
Plan Outreach events to
support Agency goals
Prepare staff instruction
Manage IT projects
Manage GAO/OIG audits
Handle borrowers in monetary
default
Website Management
Manage Business Process
Improvement
Manage FOIA requests
Develop construction
standards, regulations and
contracts
Manage OMB requests
Analyze industry technology
trends
7. Our FY 2015 Vision and Purpose…..
In the next 6 months we will connect as
many rural Americans as possible to
enhanced broadband services through
our loan and grant programs with a
special focus on advancing all
Broadband Initiative Program (BIP)
funds by September 30, 2015.
8. BIP Status
Active Infrastructure awards: 255
Infrastructure Awards Closed Out: 49
Total funds advanced: $2.53B
Total funds remaining to be advanced: $536M
10. FY 2015 Budget
Community Connect: $10 million
DLT: $19 million
Infrastructure Program :$690 million
Broadband Program: $24 million new and
$31 million carryover
11. Improving Loan Processing Times
Fiscal year # of loans Total
amount
Shortest
time
Longest
time
Overall
average
2013 13 $196 million 2.3 months 22.8 months 11.7 months
2014 13 $214 million 2 months 18 months 6.8 months
2015
(through
3/20)
12 app’d
5 in DC
~20-25 in
the field
$191 million
$54 million
~250
million
3.3 months 7.4 months Goal-5.5
months
Actual: 5
months
2016 Goal-4
months
12. Coming soon! – Electronic Loan Application
System
Security
Presentation
Integration &
Business
Process
Orchestration
Business
Assets and
Services
Data and
Information
Security
Presentation
Portal
Common Presentation Framework
Forms Web
Web Server
Portlet Mobile Thick Client
Common Interface
Integration
Business
Process
Orchestration
Business
Service
Internal
Workflow
Add a
Doc.
Account
Services
Enterprise Information Integration
Data Service Data Service Data Service Data Service
Business Assets & Services
Business Rules
Common Application Legacy Business Service Imaging
Environmental Req Account Services GIS Internal Workflow
Software Infrastructure
Services
Logging
Configuration
Auditing
Security
Authorization
CLP Enterprise Application Reference Architecture – 3D Layers Representation
Error
Handling
Enterprise Data Management
MDM Legacy Operational BIReference DW
LayerSecurity
External
Services
(to CLP)
Cloud
Data Service(s)
Cloud Business
Service(s)
Credit Report
CAIVRS
SAVE
Social Security
Census Data
Engineering
Report
[…]
External USDA
Service
External RD
Service
Address
Verification
[…]
Document Assembly
13. Electronic Loan Application System
Web Based – Service All RUS Programs
Traditional and Broadband Loans
Currently under testing by staff
Webinars: March 19 and March 27
Roll out: TBD
14. Questions
Shawn B. Arner
Deputy Assistant Administrator
Loan Origination and Approval Division
Telecommunications Program
Rural Utilities Service
Email: shawn.arner@wdc.usda.gov
Phone: 202.720.0800
Editor's Notes
This lower level reference architecture representation demonstrates the interactions of the processes defined to perform specific tasks within the Intake System. We intend to integrate external services such as cloud data and business services as well is interfacing some of our existing assets such as GIS and increasing security by limiting access to only those who have level 2 eAuth IDs.