interagency interoperability oversight group
DESCRIPTION
Interagency Interoperability Oversight Group . April 13, 2011 Interior Operations Center 3400 West Corridor Main Interior Building Washington, DC 8:00 – 12:30. Jim Douglas IIOG Chair Kolleen Shelley IIOG Program Manager . Agenda. Strategic Objectives/Priorities - PowerPoint PPT PresentationTRANSCRIPT
IIOGProgram / PortfolioManagement Slide 1
Interagency Interoperability Oversight Group
Jim DouglasIIOG Chair
Kolleen ShelleyIIOG Program Manager
April 13, 2011
Interior Operations Center3400 West Corridor
Main Interior BuildingWashington, DC
8:00 – 12:30
IIOGProgram / PortfolioManagement Slide 2
Agenda1. Strategic Objectives/Priorities2. High Priority Project Activities3. Role and Function of the IIOG4. Next Meeting
IIOGProgram / PortfolioManagement Slide 3
A Brief Recap• 2005-2006: Executive Telecommunications Inter-agency
Management Council– Proposed partnership of USDA, DOI, DHS, and States, lead by USDA/DOI CIOs– Several preliminary meetings– Final draft charter– Membership of:
• USDA: 12 agencies• DOI: 9 agencies• DHS: 3 agencies• States: 50
• August 2007: Boise Sojourn– CIOs and staff at NIFC and visit to large fire incident base– Greater understand of user needs/requirements (especially fire)– Realization of lack of governance structure to link users and providers
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• 2008: follow up meetings and discussions– September: Interagency Communications Summit
• January 2009: IIOG charter signed– Decision to self charter– Program manager– Agenda of high priority projects and activities
• August 2009: Field Trip to Central Oregon – law enforcement and fire business
• August 2010: Field Trip to MN/WI – law enforcement and state partnership issues
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Goals, Role & Function of the IIOG• Goals
– Integrated, seamless network services and access for all accredited users
– Integrated, seamless reliable land mobile radio services and coverage that allow communication to meet program business requirements
– Cooperative, combined well maintained radio facilities jointly operated and maintained by benefitting agencies
– Use of proven technologies that allow communication among the land managing agencies and with federal and non-federal partners
– Integrated maintenance and management of network and land mobile radio networks and equipment
– Best practices for planning, investment, budgeting, and management of network and land mobile radio capabilities
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• Membership: DOI/USDA CIOs, agency CIOs, USDA/DOI “mission” executives (fire/LE) = 11
• Roles:– sponsors projects that promote its vision, using the resources of
its members. Projects are designed to demonstrate feasibility; implementation of enterprise or program solutions based on the results of projects is the responsibility of agencies and programs
– provides a forum for the resolution of policy and program differences that impede its vision and goals, and to coordinate the development and implementation of policies and programs that enable the vision and goals.
IIOGProgram / PortfolioManagement Slide 7
What’s Worked with the IIOG• Forum for identifying user requirements• Forum for communication between Departments• Positive message to users that leadership cares• Completed projects: thin client demonstration for fire;
aviation radio toning, credentials MOU• Initiated projects: access/authentication, Central Oregon
demonstration• Program Manager
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What Hasn’t Worked• Uneven participation by principals• Lack of follow through on commitments –
funding, staffing• Overly ambitious agenda• Failure to use the structure – independent and
uncoordinated agency activities
IIOGProgram / PortfolioManagement Slide 9
Changing Environment• DOI IT Transformation – changes roles and
functions of CIOs• DOI Radio Transformation – enterprise approach
with opportunities for USDA and other partnerships
• HSPD-12 requirements and opportunities• Universal broadband availability and other
technologies
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Strategic Priorities1. Interconnectivity of systems
• “one computer” on desks• Recognition of credentials
2. Sharing of radio/wireless infrastructure & services
3. Leveraging new technologies
IIOGProgram / PortfolioManagement Slide 11
High Priority Project Activities• Interconnectivity
– Access Authentication & Accepting Federal Credentials– Credentials MOU Implementation– Logical Access for Non-Federal Personnel
• Radio/Wireless Communication– Combined service/infrastructure/program management– Digital Migration strategy– ROIP– Use of Broadband
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• Dispatch Improvement– Communications– Consolidation of facilities– Business applications– Staffing
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Interconnectivity• Requires integrated, multi-agency effort• Leverage Access/Authentication work
• ACTION: create integrated work group to coordinate and standardize efforts
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Radio/Wireless Communication• DOI Radio Transformation project as vehicle• Partner with USDA/FS on strategy and implementation• Seek additional partners (DHS, others)
• ACTIONS: – Project governance and implementation shared between DOI &
USDA– Central Oregon alternative selection and implementation
IIOGProgram / PortfolioManagement Slide 15
Dispatch Improvement• Charter signed by heads of USFS, BLM, NPS, FWS, BIA• Two pilot optimization projects underway: SW and
California – leading to “toolbox” for broader use• Draft strategic plan• Application investments: fire reporting (in progress);
computer-aided dispatch (concept)• Interim program coordinator
• ACTION: (1) monitor pilots; (2) develop integrated governance structure to guide future
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Discussion• Are these the major issues?• What’s missing?• What’s needed to accomplish?
• NOTE: IIOG organization/function discussion to follow…..
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How Do We Proceed?• Issues:
– Purpose, functions, roles– Membership and structure– Matching demand and supply (desires and
resources)– Equitable contributions
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Options• Status Quo• Status Quo Streamlined• Formal Charter and Structure• Disband
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Status Quo• Pros
– Current charter, commitments, members• Cons
– Uncertain commitments, resource problems, unwieldy
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Status Quo - Streamlined• Summary
– Membership limited to Dept. CIOs, mission exec’s = 5 (DOI mission = 1; FS mission =2); chaired by one of the 5
– PM and approach remain same• Pros
– Smaller, more focused group• Cons
• Uncertain commitments, resource problems
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Formal Charter & Structure• Summary
– Secretarial Charter– Executive Steering Committee of 5 (see “Streamlined)– Senior Working Group of managers representing the
ESC members– Program Manager– Formal agency resource commitments
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• Pros– Greater status/recognition– Smaller, more focused leadership group– Reliance on senior managers to ensure project
success– Resource commitments
• Cons• Signature requirements• Resource commitments
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Disband• Summary
– Use informal and ad hoc coordination mechanisms within Departments and between Departments
• Pros– Agency-specific and informal governance is sufficient
• Cons– Lack of ability to coordinate effectively; slows
progress– Signal to field/users of lack of commitment
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Discussion/Resolution
IIOGProgram / PortfolioManagement Slide 25
Next Steps• Follow-up from this meeting
• Next meetings
• 2011 Field Visit?