National Credit Union
Administration
Strategic Plan 2006-2011
JoAnn Johnson
Chairman
Message from the NCUA Board
Message to be added later.
...
TABLE OF CONTENTS
Strategic Goals.............................................................................3
...
entirely funded by federally insured credit unions; it receives no
federal tax dollars in the execution of its chartering,...
wide direction and support the mission, vision and values of the
agency. NCUA Strategic Plan 2006-2011 will serve as the b...
Strategic Goal #2: Access to financial services for all people throughout the
United States....
Strategic Goal #3: A prudent, flexible and efficient regulatory environment for
all federally insured...
Means and Strategies
Means
NCUA will effectively and efficiently use people, processes,
financial resources and tools as ...
internal and external parties, resulting in the advancement
of mutual goals.
o Managing the Central Liquidity Facili...
needs; 2) to minimize costs; and 3) to assist in the managing of
competition. If used properly, IT can increase efficiency...
H.R. 1375 -Financial Services Regulatory Relief Act of 2003
and CURIA - Credit Union Regulatory Improvement Act are
curren...
to increasing income, ownership and employment
opportunities.
• Revise current annual performance measures, linking ...
Network Penetration - Annually, NCUA contracts with an
outside company of security experts to perform network
penetration ...
APPENDICES
Appendix A - Continuity of Operations Plan
Introd...
NCUA accomplishes this by identifying those functions and processes that are critical to its
operations and develops plans...
Strategic Goal #2: Enhance capability to continue critical operations in
contingency situations....
Means and Strategies
Means
NCUA effectively and efficiently utilizes the following means to support contingency goals:
Not...
Appendix B - Human Capital Management Plan
Introduction
The Human Capital Manage...
Strategic Goal #2: Recruit, develop and retain employees with strategic
competencies.
...
Strategic Goal #4: Develop and maintain a high-performance organizational
culture.
...
Means and Strategies
Means
NCUA effectively and efficiently utilizes people, processes, organizational structure,
operati...
Appendix C - Enterprise Architecture Blueprint
Introduction
NCUA’s Enterprise Arc...
Outcomes of 3 Strategic Goals:
o Targeting personnel skills (NCUA & Contract).
o Targeting skills traini...
o Information Sharing – Promote and participate in information sharing between regions
and the central office and the St...
software technology.
Communications:
Improve performance and availability of the network through enhanced Internet connect...
GLOSSARY OF TERMS
Environmental Scan – a forward-looking perspective or scan of social, technological,
economic, ecologic...
National Credit Union Administration
of 27

National Credit Union Administration

Published on: Mar 3, 2016
Published in: Economy & Finance      Business      
Source: www.slideshare.net


Transcripts - National Credit Union Administration

  • 1. National Credit Union Administration Strategic Plan 2006-2011
  • 2. JoAnn Johnson Chairman Message from the NCUA Board Message to be added later. JoAnn Johnson Chairman
  • 3. TABLE OF CONTENTS Strategic Goals.............................................................................3 INTRODUCTION NCUA is the independent federal agency that charters and supervises federal credit unions, and, through the National Credit Union Share Insurance Fund (NCUSIF), insures a significant majority of member deposits held in the nation’s credit unions. NCUA, as the insurer of approximately 90 percent of the state chartered credit unions, also works in cooperation with the state supervisory authorities to maintain the safety and soundness of those credit unions insured by the NCUSIF, but primarily subject to the regulatory authority of the states. NCUA’s regulatory and oversight responsibilities are 2
  • 4. entirely funded by federally insured credit unions; it receives no federal tax dollars in the execution of its chartering, supervision and enforcement mission. NCUA operations are driven by the mission and vision of the organization, which serve as underlying principles of NCUA’s existence. The success of NCUA is directly tied to its core values. These high standards remain constant, even as NCUA’s specific goals and business objectives change to keep pace with the dynamic environment. NCUA’s Mission, Vision and Core Values Mission Facilitate the availability of cooperative financial services through a regulatory environment that fosters a safe and sound credit union industry. Vision A dynamic, self-sustaining, cooperative financial system that extends credit union services to all, particularly those of modest means. Core Values Integrity – The underlying principle guiding NCUA and its employees. Forward-Looking – The practice of identifying and planning how to address emerging issues. Responsiveness – The practice of constantly striving to facilitate timely, effective regulatory policies and procedures while balancing the needs of the credit union industry. Teamwork – The underlying principle that motivates, inspires and guides NCUA and its employees to work together to effectively and efficiently accomplish its mission. Strategic Goals NCUA’s planning and performance budgeting process focuses on ensuring a dynamic, safe, and sound credit union industry, with financial services available to all; through a regulatory environment that encourages innovation and flexibility. NCUA’s establishes its strategic goals to provide long-term, agency- 3
  • 5. wide direction and support the mission, vision and values of the agency. NCUA Strategic Plan 2006-2011 will serve as the basis for development of the agency’s annual plans and budgets throughout this period. Plan execution begins with the annual performance goals, which collectively, over a six year period, contribute to the accomplishment of NCUA’s strategic goals. The three appendices to this plan provide additional long-term direction and support goal accomplishment in the following areas: (1) continuity of operations management; (2) human capital management; and, (3) information technology management. * Strategic Goal #1: A safe, sound and healthy credit union industry. Outcomes: o Expanded financial service alternatives o Risk identification and mitigation o Effective NCUSIF management o Effective consumer information protection o Industry stability and liquidity Measure of Success: Development of those policies, programs and procedures that will contribute to healthy credit union capital levels. Supporting Annual Performance Goals: o Identification, measuring, monitoring and controlling of risks, resulting in a safe and sound system where consumer privacy and information are protected. o Forward-looking examinations, tracking and training programs that appropriately align resources to areas of risk. o Financially stable and adequately liquid system that minimizes fund losses and allows immediate and longer-term liquidity demands to be met through the Central Liquidity Facility and the corporate credit union system. * - The appendices are developed in support of The President’s Management Agenda, Office of Management and Budget directives and other federal government requirements. They are combined under the authority of the Reports Consolidation Act of 2000. 4
  • 6. Strategic Goal #2: Access to financial services for all people throughout the United States. Outcomes: o Increased total credit union membership o Increased array of financial services o Increased access to financial services o Increased membership and service particularly to those of modest means Measure of Success: Development of those policies, programs and procedures that will contribute to enhanced credit union membership, assets, shares and loans. Supporting Annual Performance Goals: o Availability of credit union financial products and services to people from all walks of life, especially those of modest means. o Development and implementation of initiatives designed to promote credit union growth, outreach and accessibility. o Development and implementation of initiatives designed to improve the survivability of all credit unions and to preserve and enhance credit union services in underserved areas. 5
  • 7. Strategic Goal #3: A prudent, flexible and efficient regulatory environment for all federally insured credit unions. Outcomes: o Industry competitiveness, innovation and flexibility o Optimal regulation and oversight o Collaborative approach to regulatory compliance of federally insured credit unions Measure of Success: Development of those policies, programs and procedures that will contribute to enhanced credit union market share and services. Supporting Annual Performance Goals: o Creation of a regulatory environment that allows credit unions to meet the changing financial needs of their members and safely adapt to a rapidly changing financial marketplace. o Development of an optimal environment that balances safety and soundness with an environment that promotes innovation and competition. 6
  • 8. Means and Strategies Means NCUA will effectively and efficiently use people, processes, financial resources and tools as the means necessary to achieve its strategic goals. This includes providing tools, information technology and training for personnel supervised by the State Supervisory Authorities (SSAs) and coordination and use of their results. o Human capital – Personnel resources necessary to provide oversight and supervision of credit unions in a safe and sound environment. o Operating capital - Funds received from operating fees paid by federally chartered credit unions and insurance-related supervision costs assessed on all federally insured credit unions. o Information technology - Framework for communication, data management, program support and security processes. o Organizational structure - Optimal structure which changes as the industry and technology change. o Flexible examination and supervision programs - Alignment of resources and expertise with identified risks. Strategies Strategy is defined as the utilization of the means to obtain a specific goal or objective. Employing the means discussed above, NCUA will execute various strategies to attain its strategic goals. Key strategies and their intended results include the following: o Monitoring and adjusting examination and oversight procedures – Align resources, processes and tools with identified risks and enhance planning for future risks. Note: This includes working cooperatively with the State Supervisory Authorities (SSAs) to the optimal extent feasible. o Identifying emerging risks and future risk areas – Minimize any potential impact upon credit union industry safety and soundness. o Providing flexible regulatory philosophy - A regulatory environment that allows credit unions to thrive and expand financial service offerings without compromising industry’s safety and soundness. o Sharing Information – Communicate new and changed regulations, examination procedures and risk areas to both 7
  • 9. internal and external parties, resulting in the advancement of mutual goals. o Managing the Central Liquidity Facility (CLF) Fund - Meet unforeseen liquidity needs, promoting the financial stability of the credit union industry and the NCUSIF. o Providing financial and technical assistance – Allow credit unions designated as “low income” to grow and expand membership opportunities through the use of the Community Development Revolving Loan Fund (CDRLF) and other initiatives. o Monitoring and adjusting all aspects of operations - Increase organizational efficiency and effectiveness. o Overseeing member protection – Ensure the safety and security of member information and compliance with consumer protection regulations. Planning Factors In its development of Strategic Plan 2006-2011, NCUA identified and carefully assessed a comprehensive array of factors. Past and current performance, major trends in credit union industry, as well as economic, technological, social/demographic and political/legislative environments under which credit unions are expected to function during the life of the plan were considered. Economic Outlook The economic environment at the national and regional levels affects the overall performance of the financial services industry and drives its business strategies. Prevailing business conditions and macroeconomic policies are key determinants of the inflation rate, domestic interest rates, the exchange value of the dollar and equity market valuations, which in turn influence the lending, funding and off-balance sheet activities of insured depository institutions. The economic assumptions of the President’s Budget served as a foundation for the forecast of economic conditions in the years 2006-2011. Accordingly, the main economic drivers for the credit union industry were assessed to be the business cycle and the shape of the yield curve. Technological Outlook For most financial institutions, information technology (IT) has moved from being simply a business enabler to being a business driver. IT is being used to facilitate three functions for the institutions: 1) to meet members’ service expectations and 8
  • 10. needs; 2) to minimize costs; and 3) to assist in the managing of competition. If used properly, IT can increase efficiency and reduce costs. It can also enhance communication between the credit union and its members and thereby better meet their service expectations and needs. A fast evolution of IT, which spurs competition, expands financial product lines and promotes changes to members’ activity, also presents considerable challenges to credit unions. Credit unions, as well as other financial institutions, are facing an increasingly sophisticated member who requires state-of-the art service delivered in the most convenient manner. To continue to compete in today’s and tomorrow’s dynamic financial markets, credit unions will have to balance costs and expectations of current and future members while making their technology decisions. As IT continues to play an ever- increasing role, its impact on privacy rights, security and protection of member information and data will need to be carefully considered. Social and Demographic Outlook Significant demographic changes that are already affecting the composition of credit union members and potential members, as well as demand for services, will continue to impact the credit union industry during the course of this plan and beyond. By 2011, minorities will also comprise a greater portion of the U.S. population and the age demographic of the population will also change. Credit unions will have to balance their efforts to recruit new members with efforts to retain their traditional membership, while providing alternative products and services to meet different member needs. Succession planning is another critical factor facing credit unions and the entire country in the foreseeable future. There is a potential for a shortage of skilled workers and managers due to retirements among the baby-boom generation. Increases in productivity and immigration can help alleviate the manpower shortage, but may prove insufficient to offset the problem if the working age population for skilled jobs diminishes. Political and Legislative Outlook The political/legislative environment for credit unions is rich with opportunities as well as challenges. Demographic, technological, and economic changes all drive the political environment. While we cannot predict exactly what legislation will transpire over the next six years, we can look at recently approved and proposed legislation as reasonable indicators. 9
  • 11. H.R. 1375 -Financial Services Regulatory Relief Act of 2003 and CURIA - Credit Union Regulatory Improvement Act are currently being addressed by Congress. Both address regulatory relief for credit unions and if passed, will impact credit union operations well into the future. NCUA Long-term View The environmental factors above paint a picture of both promise and uncertainty. The strategic goals presented in NCUA’s Strategic Plan 2006-2011 are designed to permit us to leverage the opportunities while also preparing the agency for the ensuing challenges that lie ahead. All are geared toward the achievement of NCUA’s mission and fulfillment of its vision. NCUA will address challenges from a risk management perspective and focus its examinations and supervisory efforts accordingly. These risks are generally categorized into in seven areas: interest rate, liquidity, strategic, reputation, transaction, compliance and credit risk. All risk types may potentially be present as we go forward to the year 2011. Program Evaluations NCUA uses program evaluations as an integral part of its effort to continuously improve and enhance its mission performance. These evaluations take many forms and are performed by organizations both within and outside the agency. Principal among the evaluations are the following: General General Accounting Office (GAO) Evaluations - As necessary, GAO conducts program and program support related evaluations of NCUA programs. OMB PART Evaluations - The Office of Management and Budget (OMB) completed a Program Assessment Rating Tool Evaluation (PART) of the Community Development Revolving Loan Fund in the year 2004. The objectives of the CDRLF are reflected in Strategic Goal 2. The issued report included the following recommendations which are being addressed: • Monitor the status of credit unions designated as “low income” to ensure their membership still qualifies as “low- income”. • Develop long-term performance measures to evaluate how credit unions serving low-income customers are contributing 10
  • 12. to increasing income, ownership and employment opportunities. • Revise current annual performance measures, linking the performance of credit unions that serve low-income customers to the performance of all credit unions. OMB has notified NCUA that it will conduct additional PART evaluations during the years 2005-2007. OIG Evaluations - The Office of the Inspector General (OIG) conducts annual, independent evaluations of NCUA program and program support operations. Each year, agency areas are evaluated in accordance with OIG procedures, following an evaluation schedule developed for the execution year. Recommendations are evaluated and implemented as appropriate. Regulatory and Supervision Evaluation Credit Union Survey - Annually, NCUA surveys a number of regulated and/or supervised credit unions for feedback relating to program operations. Recommendations are evaluated for cost-benefit and/or value-added to ongoing operations. Examiners’ Survey - Each natural person credit union examined is given a survey to rate the regulatory examination/supervision. The surveys are mailed directly to the Central Office by the credit union. Corporate Examination Review Task Force (CERTF) - Annual, internal evaluation of the agency’s corporate program. The task force is made up of rotating members from various regional and central offices. Recommendations are evaluated for adoption. Financial Management Financial Audits - Annually, NCUA Operations Fund, National Credit Union Share Insurance Fund, Central Liquidity Fund and the Community Development Revolving Loan Fund are audited by an outside audit firm contracted by the OIG. Information Technology Federal Information Management Act (FISMA) – Annual review and evaluation of NCUA’s information technology systems for FISMA compliance. This includes evaluating IT controls for financial management systems. 11
  • 13. Network Penetration - Annually, NCUA contracts with an outside company of security experts to perform network penetration testing of NCUA’s information technology systems. Customer Satisfaction Survey - Annually, NCUA contracts with an information technology consulting company to conduct a survey of all end-users to obtain their opinions on the quality of NCUA’s products and services. This allows NCUA to understand user needs and improve service. Human Capital Management Human Capital Management Survey - Annually, NCUA’s Office of Human Resources (OHR) conducts the Office of Personnel Management’s Human Capital Management Survey. Recommendations are evaluated for implementation and integrated into NCUA Human Capital Management Plan as appropriate. Competency Management System - This newly developed system will provide competency level information based on feedback from examiners. Human Resources Internal Review Program - Through this program, OHR identifies human capital issues and assesses progress toward meeting strategic human capital goals. 12
  • 14. APPENDICES Appendix A - Continuity of Operations Plan Introduction The federal government is committed to ensuring the financial services system is able to continue to operate under contingency situations. The Continuity of Operations Planning Appendix looks at how NCUA assesses and mitigates event risk and evaluates its programs for mission impact. This appendix also addresses the requirements of The President’s Management Agenda, the Federal Information Security Management Act; and recent guidance from the Office of Management and Budget, the Department of Homeland Security (DHS), the Financial Banking Information Infrastructure Committee (FBIIC) and the Financial Services Sector Committee (FSSC). These concepts, ideas and elements address NCUA’s operations and do not address individual credit union continuity of operation efforts. NCUA annually updates its Continuity of Operations Plan (COOP) to integrate the latest guidance from the DHS, FBIIC and FSSC. COOP is provided to help officials prepare for specific contingency situations. The COOP provides general information for the COOP program and delineates specific responsibilities and procedures. The COOP is supported by Central and Regional Office COOPs, each containing the office’s mission, essential functions, order of succession, and delegations of authority. The central and regional office COOPs also list supporting staff, information systems and services, vital information and special equipment required to perform essential functions during a COOP operation. NCUA’s approach to Continuity of Operations Planning is based on the concept that the most effective management of a contingency situation occurs when it is detected and dealt with quickly. To that end, NCUA annually conducts a series of practice exercises designed to test procedures and identify areas for potential improvement and enhancement. Mission Educate and train staff at all levels to ensure their health and safety and the continuity of agency operations. Vision Minimize the impact of any potential contingency situations upon the agency priority mission essential functions. 13
  • 15. NCUA accomplishes this by identifying those functions and processes that are critical to its operations and develops plans to deal with the potential failure of one or more of them. NCUA Strategic Continuity of Operations Planning Goals follow in the table below and are an outgrowth of the governmental guidance, exercise lessons learned, and planning efforts described above. COOP Strategic Goals Strategic Goal #1: Enhance ability to assess, direct and manage the potential impact on operations during contingency situations. Outcomes: o Situation Management. o Minimizing the impact of any potential contingency situation. Supporting Annual Performance Goals: Contingency goals will ensure NCUA’s ability to: o Identify and prioritize potential contingency scenarios. o Assess, manage and minimize the impact of the contingency. o Prioritize overall agency operations and allocate resources appropriately. o Identify, train and maintain an effective contingency management team. o Review, update and enhance contingency response plans. 14
  • 16. Strategic Goal #2: Enhance capability to continue critical operations in contingency situations. . Outcomes: o Creating and maintaining an effective operational structure during contingency situations. o Continuity of critical functions during contingencies. Supporting Annual Performance Goals: Contingency goals will ensure NCUA’s ability to: o Identify, maintain and operate those critical program and operational systems as well as those critical facilities and equipment, human capital and information technology assets needed to sustain operations. o Assess potential contingency situations for their impact on program operations. o Assess critical systems for their potential impact on the continuity of operations and prioritize based on impact (e.g., allowable down time). o Protect the operational integrity of the control structure during a contingency situation. o Develop continuity of operations / contingency response plans for critical systems. o Identify and maintain critical network and systems (facilities, equipment, and/or personnel) to provide effective communications to staff, other federal and state agencies, the credit union community and the general public. o Develop and maintain an effective public affairs and media communications plan for use. 15
  • 17. Means and Strategies Means NCUA effectively and efficiently utilizes the following means to support contingency goals: Note: This includes providing tools, information technology and training for personnel supervised by the State Supervisory Authorities (SSAs) and coordination and use of their results. o Human capital – Provides the necessary oversight and execution during contingencies. o Operating capital - Provides the funds needed during contingencies. o Information technology - Provides the framework for communication, data management, privacy and security processes during contingencies. o Organizational structure - Provides for the optimal use of all resources during contingencies. o Flexible examination and supervision programs - Allow the efficient and effective realignment of resources and expertise as needed during contingencies. Strategies Utilizing the means discussed above, NCUA will execute the following strategies to ensure continuity of operations during contingency situations: o Monitoring and adjusting examination and oversight procedures – Better align resources, processes and tools with national critical functions and contingency requirements. Note: This includes working cooperatively with the State Supervisory Authorities (SSAs) to the optimal extent feasible. o Identifying emerging risks and future risk areas – Minimize any potential impact upon credit union industry safety and soundness during contingency situations. o Providing flexible regulatory philosophy - Establish a regulatory environment that permits NCUA to meet immediate contingency requirements without compromising long-term safety and soundness of the industry. o Sharing Information - Communicate potential contingency situations and their associated risks with both internal and external parties to promote the continuity of operations. o Managing the Central Liquidity Facility (CLF) Fund - Meet unforeseen liquidity needs during contingency situations. o Providing financial and technical assistance - Allow the credit union industry to continue to meet its members’ needs during contingency situations. o Monitoring and adjusting all aspects of continuity of operations - Increase organizational efficiency and effectiveness during contingency situations. o Expending the necessary expertise and resources – o Train, exercise and test NCUA personnel, and provide them with the necessary tools to be able to respond to all potential contingency situations. o Ensure safe and secure physical, human capital and information technology assets. o Ensure an effective, secure and sustainable communications network during a contingency situation. 16
  • 18. Appendix B - Human Capital Management Plan Introduction The Human Capital Management Plan is required by The President’s Management Agenda and the directives of the Office of Personnel Management. NCUA’s Human Capital Management Plan is updated each year and issued as an appendix to NCUA’s Annual Performance Budget. The following serves as a strategic level overview of NCUA’s Human Capital Plan. Mission Recruit, develop and retain highly skilled, high-performance leaders and employees who work together to achieve NCUA’s mission critical goals. Vision NCUA – A model employer for the 21st century where human capital objectives are innate to our daily operations. Human Capital Management Strategic Goals Strategic Goal #1: Align human capital policies with strategic goals. Outcomes: o Alignment of NCUA’s human capital policies to support accomplishment of its mission, vision, goals and strategies. Supporting Annual Performance Goals: Human Capital Management Goals will: o Maintain explicit and well communicated links between human resource strategies and the agency’s strategic objectives, an optimal human capital structure to support NCUA’s mission, and employee understanding and involvement in the strategic planning process. 17
  • 19. Strategic Goal #2: Recruit, develop and retain employees with strategic competencies. Outcomes: o Recruitment, development and retention of NCUA employees with the strategic competencies required for mission critical occupations. Supporting Annual Performance Goals: Human Capital Management Goals will: o Ensure NCUA recruits high-quality new hires, achieves required competency levels in mission critical occupations and meets projected recruitment and retention rates for employees with strategic competencies. Strategic Goal #3: Inspire and guide achievement of strategic goals in a high-quality work environment. Outcomes: o A high-quality work environment, with NCUA leadership inspiring, motivating and guiding others toward goals; adapting leadership style to various situations; coaching, mentoring and challenging staff; establishing a clear vision for change; modeling high standards of honesty, integrity, trust, openness and respect for all. Supporting Annual Performance Goals: Human Capital Management Goals will: o Ensure NCUA recruits, develops and retains high-performing leaders, who motivate and inspire commitment in the workforce and promote high standards of honesty and integrity by serving as models to the entire workforce. 18
  • 20. Strategic Goal #4: Develop and maintain a high-performance organizational culture. Outcomes: o A high-performance culture within NCUA that values and rewards employee contributions to the mission of the organization and promotes shared values, while ensuring fairness in the workplace. Supporting Annual Performance Goals: Human Capital Management Goals will: o Ensure NCUA develops, rewards and retains high performers while dealing effectively and efficiently with poor performers, engaging and focusing employees on the high standards and optimum results expected, and fostering a climate that values diversity. Strategic Goal #5: Create and promote a culture of continuous learning. Outcomes: o A knowledge-sharing culture within NCUA, in a climate of fairness, openness and continuous learning and improvement. Supporting Annual Performance Goals: Human Capital Management Goals will: o Ensure the development and use of knowledge management systems and/or strategies, strategic investments in training and development opportunities for all employees, and learning and growth throughout the agency. 19
  • 21. Means and Strategies Means NCUA effectively and efficiently utilizes people, processes, organizational structure, operating capital, information technology and a working relationship with employee representatives under a contractual agreement, to achieve our human capital management goals. o Organizational environment – Organizational culture conducive to effective hiring, professional growth and development, and retention of NCUA’s employees. o Operating capital – Resources and techniques necessary to recruit, develop and retain a high-performing and diverse work force. o Information technology – Information Technology tools necessary to ensure optimal performance of NCUA staff. o Collective bargaining system – Mechanism to enhance communication between management and employees, contributing to a more cooperative and productive work environment. Strategies Using the means above, NCUA will execute the following strategies to ensure the accomplishment of its human capital management plan goals: o Program Development and Delivery – Assist agency in accomplishment of its mission through the development and execution of human capital programs. o Progress Assessment – Continuously asses the progress toward each human capital goal. o Program and Policy Evaluation – Analyze human capital programs and policies to identify the adjustments needed to better meet goals while assuring compliance with governing laws, regulations and policies. o Information Sharing – Promote and participate in information sharing with both internal and external parties. o Effective Communication – Effectively and efficiently disseminate information (both horizontally and vertically) and conduct meetings and conferences with a widely dispersed workforce. 20
  • 22. Appendix C - Enterprise Architecture Blueprint Introduction NCUA’s Enterprise Architecture Blueprint (or Information Technology Management Plan) focuses on the means and strategies by which information technology is used to support and enhance mission accomplishment, the requirements of The President’s Management Agenda and directives of the Office of Management and Budget. These concepts, ideas, and elements address the use of information technology by NCUA and do not address credit unions’ use of information technology. The following serves as a strategic level overview of NCUA’s Information Technology Management Resource Plan. Mission Provide agency staff and external customers with quality information technology products and services that foster efficient operations and support the mission of NCUA. Vision To be a leader in government and serve as a model to the credit union industry in the delivery of timely, accurate and complete information technology resources, products and services. Information Technology Management Strategic Goals Strategic Goal #1: Maintain a reliable, scalable and secure infrastructure and architecture. Strategic Goal #2: Develop cost effective and efficient information technology systems to achieve program support and program business objective. Strategic Goal #3: Provide technologies to enhance current and future business processes. 21
  • 23. Outcomes of 3 Strategic Goals: o Targeting personnel skills (NCUA & Contract). o Targeting skills training. o Obtaining and maintaining optimal hardware and software systems. o Obtaining and maintaining optimal hardware and software applications. o Maintaining effective, efficient and secure Intranet and Internet operations. Means and Strategies Means NCUA effectively and efficiently utilizes the following means to support our Information Technology goals: o Human capital – o Provide personnel (NCUA and contractor) resources necessary for effective hardware and software systems and applications operation. o Ensure necessary levels of competency are developed at all levels. o Ensure highly skilled, high performing leaders and employees are hired and retained. o Operating capital - Funds received from operating fees paid by federally chartered credit unions and insurance-related supervision costs assessed on all federally insured credit unions.. o Information technology – Necessary hardware and software systems and hardware and software applications to provide an integrated, reliable, scalable, and secure voice, data and video infrastructure and architecture. o Organizational structure – Optimal mix of human capital resources (NCUA and contractor) over time. Strategies Utilizing the means discussed above, NCUA will execute the following strategies to ensure effective and efficient Information Technology Management: o Progress Assessment – Continuously asses progress toward each information technology goal. o Program and Policy Evaluation – o Identify needed adjustments to IT human capital programs and policies to better meet goals. o Identify and address any competency gaps and succession planning needs. o Program Development and Sustainment – o Develop IT based methods, tools and/or products to support overall agency mission accomplishment. o Continuously evaluate and enhance network and architecture for reliability, redundancy, effectiveness and security. 22
  • 24. o Information Sharing – Promote and participate in information sharing between regions and the central office and the State Supervisory Authorities. o Effective Communication – Effectively and efficiently disseminate information (both horizontally and vertically and to the State Supervisory Authorities where appropriate). Enterprise Architecture Analysis As required by the Clinger-Cohen Act, NCUA’s Information Technology Resource Management Plan defines the current and future information technology environment or “Enterprise Architecture.” The difference between the current and the future (target) environment is used as the basis for the agency’s information technology strategic and annual performance goals. Current Environment Work Processes and Information Sets Used: Core programs such as Financial and management data, personnel resource execution data examinations, liquidations and regional and national trend information. and loan funds Financial management Accounting, budgeting, travel, expense and other financial data. program Human capital management Personnel management and life cycle information. program Custom Applications, Software and Web-based Environments: The core custom applications maintain chartering, examination and financial data stored in the central office database. Software included on all client computers: Microsoft Windows 2000, Microsoft Office XP, Microsoft Outlook, and Microsoft Internet Explorer. Agency servers are configured with either Microsoft Windows NT Server or Microsoft Windows 2000 Server operating system. An enterprise resource planning software package is used to manage the agency’s core financial processes. NCUA serves various customers with the following Web-based environments: • Intranet – NCUA employees and state regulators • Extranet – credit unions with Verisign Certificates • Internet (www.ncua.gov) – all interest parties Hardware: A single end-user computing platform for all users: the Compaq Evo N800c notebook computer. Servers are all Compaq Proliants which are periodically upgraded or replaced. Communications: Five Local Area Networks, all connected through the agency Wide Area Network. Connections to communication systems outside NCUA are protected through a Firewall. Future/Targeted Environment Work Processes and Information Sets Used: Focus will be on providing tools to increase efficiency and effectiveness in the collection processes through a migration toward more Web-based collection means and information distribution. Custom Applications, Software and Web-based Environments: Develop a Risk Modeling System to enhance the examiner’s capability to assess credit union risk profiles. Develop off-site monitoring tools for enhanced data management and supervision. Hardware: Replace end-user computers every three years to stay current with changes in hardware and 23
  • 25. software technology. Communications: Improve performance and availability of the network through enhanced Internet connectivity and establishing direct communication connections to a remote disaster recovery site. 24
  • 26. GLOSSARY OF TERMS Environmental Scan – a forward-looking perspective or scan of social, technological, economic, ecologic, political/legislative, international, or other conditions that are relevant to the major functions and operations of the agency over the time period covered by the plan. Information Technology Enterprise Architecture - the framework an organization uses to articulate its information technology priorities, to manage for results, and to tie information technology architecture to mission objectives. This framework is a comprehensive plan that includes the delimitation of information technology objectives and a description of how resources will be deployed to accomplish them. Outcome Goal – a description of an intended result, effect, or consequence that will occur from carrying out a program or activity. Mission Statement – the articulation of why an organization exists, the “business” it engages in to achieve its purpose, and the values that guide the accomplishment of the mission. Performance Goal – a target level of performance expressed as a tangible, measurable objective, against which actual achievement can be compared, including a goal expressed as a quantitative standard, value, or rate. Performance Measure – the results of a program activity compared to its intended purpose expressed as an outcome (assessment) or an output (quantitative or qualitative). Strategic Goal – a broad definition of what an agency wants to achieve both organizationally and/or programmatically over a period of time. It should allow for a future assessment to be made of whether the goal was or is being achieved. Strategic Plan – the framework an organization uses to articulate priorities, to manage for results, and to tie results to the customer/member/beneficiary. The strategic plan is a comprehensive plan that includes the delimitation of strategic objectives and a description of how resources will be deployed to accomplish them. Value Statement – the articulation of those defining characteristics or values that guide an organization’s members as they pursue the mission. Vision Statement – the articulation of the mental image that represents the successful accomplishment of the mission.

Related Documents