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Tuesday, May 21, 2013
NRCS has initiated the Conservation Delivery Streamlining Initiative (CDSI) with the purpose of implementing a more effective, efficient, and sustainable business model for delivering conservation assistance across the Nation. This initiative has thrNRCS has initiated the Conservation Delivery Streamlining Initiative (CDSI) with the purpose of implementing a more effective, efficient, and sustainable business model for delivering conservation assistance across the Nation. This initiative has three objectives: 1) Simplify Conservation Delivery for customers and employees; 2) Streamline Business Processes to increase efficiency and integration across business lines; and 3) Ensure Science-based Assistance to reinforce the delivery of technically sound products and services. To achieve these objectives, CDSI will be developing a more integrated conservation delivery system that includes the Client Gateway, Conservation Desktop, and Mobile Planning Tool.The Client Gateway is a portal that will allow NRCS clients to perform a variety of tasks including: request technical and financial assistance, view conservation plan, contract and payment information, request contract modifications, practice certification and payments, and digitally sign documents 24/7/365. This will benefit clients and NRCS staff by reducing duplicate data entry and travel time, eliminating unnecessary steps, and providing improved access to USDA programs.The Conservation Desktop is a web application where NRCS employees can have access to all the data and applications necessary to effectively and efficiently deliver conservation technical and financial assistance. This will benefit NRCS staff by enabling automated workflows, pre-planning analysis activities and performance measurement. It will also provide standardized electronic document storage and reduction in: duplicate data entry, the amount of time to produce conservation plans, the amount of time spent switching between non-integrated applications, and the amount of time spent on pre-planning activities through automation.The Mobile Planning Tool will provide the NRCS staff the ability to perform field-based conservation planning activities. This will benefit NRCS staff by reducing duplicate data entry; reducing travel per plan/contract; reducing travel time for unscheduled site visits; simplifying resource inventory and decision support business processes resulting in enhanced customer service; making conservation planning more science-based; eliminating the time required to re-enter field notes back in office; reducing time spent entering and exiting separate non-integrated applications; and reducing the amount of time spent capturing data during field planning. More..
FY2013 (CY) Spending
Time frame of Investment
2011 - 2021
No change in status
Thomas J. Vilsack
Natural Resources Conservation Service
Since the OMB TechStat that was held on November 15, 2011,the Department is working with the agency to gain additional insight into their IT investmenSince the OMB TechStat that was held on November 15, 2011,the Department is working with the agency to gain additional insight into their IT investment management processes in order to provide the appropriate guidance and assistance necessary to help improve the health of this investment. More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|Conservation Desktop||$55.45 M|
|Mobile Planner||$30.28 M|
|Client Gateway||$3.83 M|
|Metric Description||Frequency||Unit of Measure||FY2013 Target||Most Recent Actual||Met/Not Met||Updated Date of Most Recent Actual|
|Percentage of conservation plans with environmentaPercentage of conservation plans with environmental effects information provided to client. More..||Semi-Annual||Percentage.Percentage.||0||0||Met||--|
|Percent of plans and contracts supported by identiPercent of plans and contracts supported by identified resource concerns. More..||Semi-Annual||Percentage.Percentage.||40||40||Met||--|
|Percent of time staff spend working with clients oPercent of time staff spend working with clients on core mission activities. More..||Semi-Annual||Percentage.Percentage.||35||35||Met||--|
|Percent of identified NRCS services available to cPercent of identified NRCS services available to clients on-line. More..||Semi-Annual||Percentage.Percentage.||5||5||Met||--|
|Percent of identified administrative tasks completPercent of identified administrative tasks completed by clients using on-line web services. More..||Semi-Annual||Percentage.Percentage.||0||0||Met||--|
|Percent of time field staff spend performing identPercent of time field staff spend performing identified administrative/clerical tasks. More..||Semi-Annual||Percentage.Percentage.||100||100||Met||--|
|Percent of identified financial assistance businesPercent of identified financial assistance business processes and roles standardized. More..||Semi-Annual||Percentage.Percentage.||45||35||Not Met||--|
|Percentage of identified financial and technical tPercentage of identified financial and technical tools that have been integrated and implemented. More..||Semi-Annual||Percentage.Percentage.||30||5||Not Met||--|
|Percentage system availability.Percentage system availability.||Monthly||Percentage.Percentage.||0||0||Met||--|
|General InformationGeneral Information||http://www.nrcs.usda.gov/wps/portal/nrcs/main/nati ...|
|Related to Broader Program/BusinessRelated to Broader Program/Business||http://www.nrcs.usda.gov/wps/portal/nrcs/main/nati ...|
The () symbol indicates the link is broken or not publicly available.
|Does the investment have any activities with a planned duration greater than a year?:||Yes|
|Planned duration of the longest activity (days):||454|
|Average planned duration of in-progress and future activities (days):||221|
|Planned cost of one activity is greater than 25% of total planned cost of all activities?:||No|
|Number of contracts applying modular development principles:||0|
All activity calculations assess only activities with no related child activities.
Note: All descriptions, dates, and costs are as reported by agencies.
This section includes details about the organizations and leadership responsible for the performance of this investment. Many of the details included in the IT Dashboard are based on the agency’s Exhibit 300 (also known as a Business Case), submitted to the Office of Management and Budget. Access this document by clicking View Exhibit 300. Performance Metrics established by the agency can also be viewed here.
The agency CIO evaluates every investment and assigns a score from 1-5. Visit the FAQs for details on the factors CIOs use to rate an investment.
Cost variance is calculated as the variance between the actual costs of an investment’s activities and their planned costs to date in dollars as a percentage of the activities’ total costs. Visit the FAQs for details on how the IT Dashboard calculates Cost variance.
Schedule variance is calculated as the variance between the investment’s planned and actual progress so far, in days as a percentage of the scheduled work so far. Visit the FAQs for details on how the IT Dashboard calculates Schedule variance.
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