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Based on the completed requirements analysis, in Fiscal Year 2002 we will begin systems

analysis, design and development work. A multiple-award contract will be developed to

rebuild and integrate our information systems to meet our new requirements. We plan to have this contract awarded by July 2002.

In Fiscal Year 2002, we will use the reprogrammed IT funds ($620,000) for IT contract management and CORDS user support to provide hands-on technical advisory assistance to

our current CORDS users.

I very much appreciate your consideration of this modified request for next fiscal year. This shift in funding strategy is critical to our being able to fully meet our statutory obligations and fully serve the American people in the future.

2. Business Process Reengineering: Initial Implementation

The second initiative involves our initial steps to carry out our Business Processing Reengineering Implementation Plan. The plan will be implemented in phases beginning in fiscal 2002. The Copyright Office No-Year account will fund the three-year implementation, except for furniture and furnishings.

In fiscal 2000, the Copyright Office began the BPR project by awarding a contract to Price WaterhouseCoopers, LLP to conduct a study of its business processes. At the same time, the Office appointed a senior Project Manager, who is an expert in Copyright Office procedures, to oversee the contract and lead the Office BPR team. The project focuses on six major business processes: registration of claims, recordation of documents, requests for information, acquisition of deposits, maintenance of our public

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The policy and regulatory functions of the Office- activities benefitting the nation as a whole instead

of providing a specific service to an individual or organization are funded by net appropriations. These

activities include support to the Congress and Executive branch agencies, legal and regulatory work under the Copyright Act, and public education efforts.

Major Copyright Office Initiatives

The Copyright Office has two very important, closely-aligned, initiatives now underway. Both initiatives information technology planning and business process reengineering - will shape the Copyright Office's future and its service to the American people. Just as the copyright law has had to adjust to technological changes, our daily business operations and processes are challenged in similar ways. 1. Information Technology

We have begun a major reassessment and planning effort regarding our information technology (IT) systems. The Copyright Office relies on the collection, processing, storage and presentation of information to fulfill its duties under the U.S. Copyright Act. Information processing and products are critical in the registration of claims to copyright, the recordation of documents pertaining to copyrighted works, statutory licenses, and the Office's responsibilities as an agency of public record. Access to information is also the basis for the substantive policy and regulatory work the Office performs for the U.S. Congress and the

executive branch.

Currently, the Copyright Office has more than 20 separate information systems. For the most part, they have been developed separately and are not supportive of full information sharing and integration. Some

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Two principal factors will shape Copyright Office IT planning in the next few years. First, in order to fully serve our customers, the Office needs to have its current public services available online to the greatest extent possible. Second, last month we made a decision on the business process reengineering (BPR) option we will pursue and will complete a BPR implementation plan this summer. This effort will result in significant changes to our current processes, organization, and facilities. In addition, the changes will rely heavily on the use of new technology, all of which will result in more effective and timely service to our

customers.

Our original direction on reengineering was to work within the confines of our existing IT structure. The results of our reengineering work have shown us that we need to accelerate the Office's use of new technology, not only for the processes impacted by reengineering, but for the entire Office. We need to undertake a fundamental transformation in our public services: from paper and hard-copy based processing to primarily electronic processing. Our processes must change from traditional manual capabilities to IT

enabled functions.

This year, through our Copyright Office Electronic Registration, Recordation and Deposit System (CORDS), we will electronically receive about 30,000 digital works for registration. This is about 5 percent of our total registrations. Now we need to broaden our IT approach so that electronic receipt and processing becomes the primary way we register works. We will encourage that works submitted for registration be submitted online. Once they are submitted, we will use technology to a much greater extent than we have, to process them quickly and ensure a timely public record.

This not only helps the Copyright Office provide better public services, but is also is a key component

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collections through copyright registration and through the mandatory deposit provisions of section 407 of the

copyright law.

Our newly-formed Copyright Office Information Systems Working Group has just begun its work. So that this critical initial planning can be completed and specific resource requirements identified, I am requesting a modification in our Fiscal Year 2002 request.

Until we revise our overal IT strategy to respond to our new business processes, I believe we should not proceed with funding for the CORDS Full Large-Scale Production System, as requested in our original submission. We do need to maintain the CORDS system so that we can continue to provide an electronic registration option for those now using it and others who wish to. I expect that usage of the current CORDS system will increase in terms of the number of users and quantity and types of works registered. Yet, we do not want to accelerate further development of CCRDS until we establish an overall electronic delivery of

services strategy.

As discussed in the Librarian's recent reprogramming letter for the Copyright Office, I request the Office proceed as follows:

that

Permanently reprogram $620,000 savings from Marking and Tagging in Fiscal Year 2001 to Information Technology Planning and Development. In the current fiscal year, these funds would be used to conduct a requirements analysis which will provide us with an IT strategy that: supports reengineering, redevelops our aging systems and expands the electronic delivery of our public services. (Our Marking and Tagging requirements will continue to be met and

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Based on the completed requirements analysis, in Fiscal Year 2002 we will begin systems

analysis, design and development work. A multiple-award contract will be developed to

rebuild and integrate our information systems to meet our new requirements. We plan to have this contract awarded by July 2002.

In Fiscal Year 2002, we will use the reprogrammed IT funds ($620,000) for IT contract

management and CORDS user support to provide hands-on technical advisory assistance to

our current CORDS users.

I very much appreciate your consideration of this modified request for next fiscal year. This shift in funding strategy is critical to our being able to fully meet our statutory obligations and fully serve the American people in the future.

2. Business Process Reengineering: Initial Implementation

The second initiative involves our initial steps to carry out our Business Processing Reengineering Implementation Plan. The plan will be implemented in phases beginning in fiscal 2002. The Copyright Office No-Year account will fund the three-year implementation, except for furniture and furnishings.

In fiscal 2000, the Copyright Office began the BPR project by awarding a contract to Price WaterhouseCoopers, LLP to conduct a study of its business processes. At the same time, the Office appointed a senior Project Manager, who is an expert in Copyright Office procedures, to oversee the contract and lead the Office BPR team. The project focuses on six major business processes: registration of claims, recordation of documents, requests for information, acquisition of deposits, maintenance of our public

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