United States EPA/220/B-92/012
Environmental Protection November 1990
Agency
vvEPA IRM
Strategic
Plan
1991-1995
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TABLE OF CONTENTS
Executive Summary i
I Mission Statement „ 1
n Externalities Analysis 5
in Strategic Issues 15
IV Goals & Objectives 18
U.S. Environrner.us; Fi election Agency
Region 5, Library tp[_-12J)
77 West Jackson Boulevard, 12th Flnnr
Chicago, IL 60604-3590
?Xu Printed an Recycled Paper
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Executive
Summary
External
Factors
Agency
Mission
IBM
Strategy
IBM
Capacity
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Executive Summary
This Strategic Information Resources Management (IRM) Plan defines the mission of the
Environmental Protection Agency's IRM program and establishes the accomplishments, re-
source needs and responsibilities generally required to achieve the vision anticipated by the IRM
mission statement. The Strategic IRM Plan represents the results of more than a year of assessment
by the Office of Information Resources Management (OIRM) and the National Data Processing
Division (NDPD), Our assignment was to envision a proactive IRM program that enhances EPA's
effectiveness through the 1990s.
This strategic IRM plan serves both as a component of the Office of Administration and
Resources Management's strategic plan and as a response to Federal requirements for annually
updated mission-based information resource management plans linked to the budget process. This
plan indicates investments essential to a productive IRM environment and should inform EPA's
budget decisions in die future.
OIRM and NDPD have primary roles in delivering IRM expertise and services to the Agency.
Recognizing our leadership role, OIRM and NDPD prepared this IRM plan which has been refined
through extensive review by others in the Agency responsible for IRM as well as by our clients. The
plan will be updated annually reflecting IRM's commitment to strategic planning as a continuous
process.
The Strategic IRM Plan is organized into four sections in addition to this Summary.
The Mission Statement defines IRM as providing leadership in managing and delivering
information resources and services to further the Agency's mission. A strategic vision of the
Agency's IRM program is briefly described. This mission emphasizes IRM's role as EPA's
information broker where success is measured by the extent that data and information products are
available for productive use by EPA staff, the States and local governments, other national
governments and international organizations, the scientific community and the American public.
The Externalities Analysis evaluates external factors and trends in six key areas —
environmental protection; State partnership trends: research and development; work environ-
ment; information technology; and oversight and legislation — with significant impact on EPA's
IRM program. The major conclusion is that EPA managers face fundamental changes in their
agenda. This significant broadening of EPA's environmental scope and leadership role only
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enhances the value of information and information technology as a shared, Agency-wide asset and
reinforces EPA's critical information partnership with the States.
Strategic Issues related to balancing leadership and service; comprehensive Agencywide
data administration; access to information; and modernization of EPA's information systems are
highlighted. The key question is how does the Agency continue to move forward and apply the
capabilities of EPA's information utility to promote and enhance the usefulness of information
for environmental decisionmaJdng?
Goals and Objectives, responding to the vision anticipated by the IRM mission statement
and the issues articulated in the previous section, are defined in eight major strategic areas:
• Establish data integration tools and activities.
• Create and manage information systems supporting the environmental commu-
nity.
• Establish a program to promote information sharing.
• Renew EPA's technology base to provide increased functionality and/or to reduce
costs.
• Manage a data administration program to ensure the Agency's ability to use its data
fully.
• Enhance productivity through the educated use of technology.
• Improve planning and communications to ensure effective deployment of informa-
tion and technology.
• Provide quality service with proactive leadership as custodians of EPA information
and systems.
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OIRM and NDPD will consult extensively with EPA managers and their IRM staff, the States
and other key providers and users of environmental data as this strategic IRM plan leads to more
detailed, operational plans and resource commitments for improving the Agency's IRM program
over the next five years.
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MISSION STATEMENT
It is the mission of the Environmental Protection Agency's Information Resources Manage-
ment (IRM) program to pro vide leadership in managing and delivering information resources and
services to further the Agency's mission. Accomplishing this mission would result in significant
improvements in the Agency's effectiveness through the following achievements:
• EPA leverages its information for environmental results.
• EPA has integrated environmental information.
• EPA is a leader and reliable partner in sharing environmental information.
• The public has access to en vironmental information.
• EPA employees make productive use of information and technology.
• EPA is committed to information plans and programs.
• The Agency views IRM as understanding its business and providing value-added
services.
• Technology is transparent to users.
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This strategic vision of the Agency's IRM program is briefly described below.
• EPA leverages its information for environmental results.
Information is collected, analyzed, stored and retrieved to promote environmental assess-
ments and decisions which anticipate and prevent environmental problems. EPA has access to
comprehensive sets of environmental, health, economic, legislative and social demographic infor-
mation to evaluate remedies for a broad domestic and international environmental agenda.
• EPA has integrated environmental information.
There is recognition and understanding of information that is common or shared throughout
EPA and the environmental community. As a shared resource, this information is managed as a
corporate resource readily accessible in usable form. Vigilant management ensures that data
definitions, data formats and data quality are effectively designed into automated systems and
document collections.
• EPA is a leader and reliable partner in sharing environmental information.
Information is collected, managed and stored with the intent of ensuring its availability in
useful form to the environmental community. Our partnerships in data sharing extend to all members
of the Agency, the States and local governments, other Federal agencies, scientific communities, the
American public and other national governments and international organizations.
• The public has access to environmental information.
EPA information resources are known to the public and can be supplied to enhance their
understanding of the Agency's environmental decisions and for their own use.
• EPA employees make productive use of information and technology.
EPA employees have ready access to information and technology. This access maximizes
the effective use of their time and encourages high standards of performance for their own work.
• EPA is committed to information plans and programs.
High user awareness and executive understanding result in a management commitment to
long-range information and technology investments. EPA's commitment, in turn, persuades
oversight agencies, such as the Office of Management and Budget (OMB) and the General Services
Administration (GSA), to also commit to EPA's decisions.
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• The Agency views IRM as understanding its business and providing value-added
services.
The Office of Information Resources Management (OIRM) and the National Data Process-
ing Division (NDPD) consistently demonstrate leadership initiative and reliable expertise which
result in a high demand for our services.
• Technology is transparent to users.
EPA information resources and services are designed and managed so that users devote
minimal time to learning their technical aspects.
This mission recognizes IRM's role as information broker for the Agency. The best data and
information products are those that prove helpful and add value to the work of those accessing and
using them. It is the responsibility of EPA programs and laboratories to define the Agency's
information needs and to oversee the collection and analysis of data. It is IRM's responsibility to
ensure the Agency receives the full return on this investment in data acquisition. IRM promotes
access to information and ensures that standards, technology and management processes are
performing to deliver responsive and meaningful data and information products.
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II
Externalities
Analysis
•illlllllll
Oversight & Legislation
A
Environmental
Tr<
State Partnerships
Research &
Development
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II
EXTERNALITIES ANALYSIS
This section provides a visionary look into the 1990s through a discussion of external forces
or megatrends which have a direct impact on Information Resources Management (IRM) at EPA.
• Environmental trends
• State partnership trends
• Research and development trends
• Work environment trends
• Information technology trends
• Oversight and legislation trends.
The implications of each of these areas for the Agency's IRM program are discussed in separate
sections which follow.
1. ENVIRONMENTAL TRENDS
Trends in environmental management have a direct impact on the future of EPA. Several
trends will change the scope and complexity of environmental management. These trends will have
a major impact on the demands for IRM to support the management structure in an effective and
efficient manner.
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• Private/public partnerships and increased technology transfer among the environ-
mental community, industry and academia.
Industry, academia, State and local governments and other external parties are becoming
increasingly involved in environmental issues. External parties conduct environmental analysis,
research and development. The enhanced relationship between EPA and its private partners requires
extensive data sharing and integration efforts to ensure improvements in data analysis and to realize
environmental results.
• Greater international cooperation for addressing global problems.
There is a thrust towards international cooperation to solve environmental problems.
Worldwide forums have been established and will continue to expand their influence to address
global environmental issues. An important element of international cooperation will be progress in
the area of data sharing. This will present a considerable challenge for the future given the diversity
of information systems around the world.
• Greater community outreach by the government and increased public involvement.
The public' s concern for and involvement in environmental issues will continue to grow. The
public will demand more environmental information in fulfilling its increasingly proactive role in not
only solving environmental issues but also anticipating and preventing them. The government will
continue to expand community outreach programs to facilitate the sharing of information.
• More timely and aggressive enforcement actions by environmental oversight
agencies.
Increased emphasis on enforcement actions will demand improvements in information
system capabilities. Environmental monitoring systems will be required to indicate effectively an
environmental problem when it occurs and target the responsible party. This will help enforcement
agencies to take action against the responsible parties to facilitate clean-up and cost recovery efforts.
• Greater emphasis on the prevention of potential environmental threats.
The government has been primarily reactive in addressing environmental problems, concen-
trating its efforts on clean-up and enforcement. Today, greater emphasis is placed on preventive
measures. These include such activities as recycling and conservation of resources. This change in
emphasis creates a demand for new types of data and analytical capabilities.
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• Advancements in measuring techniques and modeling to improve environmental
research and refine remedies.
More advanced information collection and measurement techniques will- improve the
accuracy and completeness of data. Enhancements of environmental models will allow more
accurate research and analysis. These advancements will result in more precise solutions to
environmental problems, improving environmental results.
• Growing acceptance that maintaining environmental quality and protecting natu-
ral resources is needed to sustain long-term economic growth globally.
Internationally, it is recognized that poor natural resource management threatens economic
development. The economic benefits of controlling pollution, and the fact that it is cheaper to prevent
pollution than to clean it up, have prompted environmental regulations, monitoring and enforcement
on a global scale.
These environmental trends indicate that EPA media programs are facing fundamental
changes in their mission and activities. Media program strategic plans emphasize increased demands
for more complex data analysis, greater use of models, and access to economic, public health and
social demographic data as well as environmental data.
2. STATE PARTNERSHIP TRENDS
EPA is committed to State/Federal partnership in environmental decisionmaking and to
delegation of Federal environmental programs. This commitment underscores the critical role of the
State/EPA Data Management Program in achieving a broad environmental agenda.
• Greater demand for State environmental data.
States are the primary collectors of environmental data, enforcers of environmental legisla-
tion and decisionmakers weighing environmental, economic and social priorities. EPA will continue
to emphasize building State capacity and providing information exchanges which promote proactive
public policy. The environmental community and the general public will demand information on
local and regional environmental issues.
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Greater demand for access and data security.
EPA national databases must be designed with flexibility to accommodate State's needs. As
demand for access to national databases continues to grow, EPA and the States will be required to
provide responsible access to appropriate State data stored in EPA databases. While the environ-
mental community and the general public will look to EPA as accountable for national environmental
data management, the States will be responsible for defining responsible access which safeguards
State private data.
• Greater State participation in IRM decisionmaking.
The States will become more active partners in decisions about the collection of information
and information systems for national databases. As primary providers and users of data, the States
will become active partners in defining requirements, selecting feasible alternatives and implement-
ing solutions that address both Federal and State information needs.
• State advances in environmental analysis.
As economic pressures mount, the States will exercise creativity in environmental decision-
making to achieve sustainable development. The States will pioneer the development of environ-
mental assessment technologies and data integration tools which promote pollution prevention and
environmental protection goals in State and Regional initiatives.
3. RESEARCH AND DEVELOPMENT TRENDS
The Agency's strategic emphasis on better EPA science and data management as the basis
for more intelligent, proactive public policy has direct consequences for the IRM program. If EPA
is to regain its place as a leader in environmental research, the tools must be available to support EPA
laboratories and scientists.
• Environmental models will dramatically facilitate analysis and understanding
with graphic rather than numerical results.
The Agency will depend heavily on mathematical models to assess and compare the merits
of alternative abatement scenarios. The use of Geographic Information Systems (GIS) by EPA, the
States, other Federal agencies and the broader international environmental research community will
continue to explode. Standards and protocols are needed to ensure these data and models can be
exchanged. Environmental assessments will require the ability to join previously unrelated data
collections, many collected and maintained outside EPA by other Federal agencies, universities and
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research organizations. The power of this new generation of environmental models is reflected in
their outputs, which will be visual, not numerical. Producing these assessments, however, will
demand increased data base capability, graphics and telecommunications requirements.
• Large environmental assessment models will require high performance computing
capabilities.
High performance computing is required to process large volumes of atmospheric, global
climate and detailed ecological data which are analyzed in sequences of mathematical models. High
performance computing coupled with graphic outputs will bring a need for sophisticated support and
training. Applied mathematics and specialized programming skills are particularly essential for full
utilization of scientific computing capabilities.
4. WORK ENVIRONMENT TRENDS
Another important area to understand in assessing the future IRM environment in EPA
involves changes in the work environment of the future. Several factors will affect the work
environment in general and, more specifically, the work environment of EPA and other Federal
agencies.
• The Federal government mil perform a greater role as a gatherer and broker of
information.
With the increased delegation of authority to State and local governments, the Federal
government will increase its role as manager of information resources. Government agencies will
become brokers of information by collecting, processing and disseminating information. While
responsibility for program implementation will shift to State and local authorities, accountability for
data management will remain with EPA. Accountability will require EPA to improve management
of information as our role in brokering information increases.
• Proliferation of computers will allow greater access to information.
Computers have become an integral part of the office environment. In the future, the ratio
of computers to employees will increase. EPA is rapidly approaching one personal computer for each
employee. This change, coupled with improved communications technology, will allow increased
access to and presentation of information at each worker's desk In the future, virtually every
employee will have the capability for immediate access to information.
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• Minimum basic computer skills will be necessary for the majority of positions.
As offices become more automated, computer skills become more critical for all levels of
employment. Technology advance-
ments will provide more automation
of information management The
need for computer skills will be par-
ticularly critical in an information- Education: Most jobs
require post high school
with good speaking,
math, writing, and
computer skills
New Workers: 50%
women, 10% minorities
intensive environment such as EPA.
• Entry-level workers
will lack basic skills.
While the need for minimum
computer skills increases, more en-
trants to the workforce will lack not
only these skills but basic mathe-
matical and verbal skills necessary to
utilize information technology. The
public sector is particularly vulner-
able as it competes with the private
sectorforhighly trained, skilled work-
ers in technology-based jobs in the
future.
SkiU Mix: Jobs will
require multiple skills
Age: Average age will
increase as baby
boomers get older
Stress: Advances in
technology mean more
frequent training and job
changes
Pay: Most new jobs will
pay better than average
Skills Gap: Too few
skilled workers for
available jobs and many
with skills too low.
• Demand for Federal services during nontraditional work times will increase.
The public will demand information from the Federal government at night and on weekends.
In order to meet these demands without increasing the Federal work force, technical solutions for
information management and dissemination will be evaluated.
• Smart buildings will promote productive use of technology.
Facilities will be designed to optimize use of technology in a productive work environment.
Managers will invest in ergonomic furniture, lighting and other improvements which complement
their investment in information technology by addressing health and stress problems.
• . Increasing numbers of people will work at home.
The proliferation of computers and increased communications capabilities will make it more
feasible for employees to work at home. This will create an increased demand on communications
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and other IRM resources to facilitate access to information from a greater number of locations.
These changes in the work environment will place additional demands upon EPA's
information resources management community. Major enhancements in communications capabili -
ties and improvements in computer skills through advanced training programs will be in great
demand.
5. INFORMATION TECHNOLOGY TRENDS
Information technology is a vital element of any IRM organization because it provides the
power to drive the data management operations. EPA is committed to and relies on an advanced
computing and telecommunications environment. This environment facilitates the collection and
sharing of information with EPA's national field operations at Regional offices and laboratories, with
the States and with external parties. Guidance on electronic collection and dissemination of
information is being reviewed for potential revisions to OMB Circular A-130. These revisions are
expected to encourage increased use of information technology as a means of data collection, access
and sharing.
Continuing assessment of the adequacy of existing resources and emerging future needs is
important to keep EPA management abreast of new products and capabilities to improve our
technology investments. Following an era of dramatic technical breakthroughs, the computing
industry is anticipating a period of more stability and consolidation which should result in compatible
technologies meeting national and international standards. The emergence of a more predictable
computing environment in the marketplace will enhance EPA's ability to plan and implement
enhancements which directly increase performance and productivity. EPA is currently experiment-
ing through prototypes and pilot projects with several emerging technologies to determine their
applicability in the Agency.
• High performance computers will provide new insights into research and develop'
ment through advanced modeling capabilities.
High performance computers are expected to have an increase in power equal to 1000 times
existing capabilities. This will provide the necessary power to run the many iterations of data
required by advanced environmental models briefly discussed above under the Research and
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Development Trends section. This technology will play a significant role in EPA's ability to predict
environmental impacts and to plan remedies for environmental problems.
• Workstations and personal computers mil become more powerful and networking
will provide increased access to information.
Workers will have access to greater power, more information sources and larger communi-
cation networks. Enhanced processing and communicating capabilities will improve worker
productivity and effectiveness of government decision-making and services.
• Telecommunications networks will have the capabilities to handle voice, data,
image and video transmissions at high rates of speed with high reliability.
Increases in satellite and terrestrial technologies will increase the speed, reliability and
capability of telecommunications networks. As the Federal government moves toward the implem-
entation of the new FTS-2000 network, many of these capabilities will become available. This will
provide many opportunities for improvements in data sharing among distributed locations.
Advancements in information technology will provide the ability to meet the increased
demands levied by the current environment and future trends. The key to achieving the promise of
technology is understanding EPA's needs and where new technologies can be applied successfully.
6. OVERSIGHT AND LEGISLATION TRENDS
The enactment of new legislation, Congressional hearings and regulations of oversight
agencies, such as the Office of Management and Budget and the General Services Administration
are major influences on EPA's information resources management program. The impact of the
following trends can permeate the planning, acquisition and operation of the IRM programs.
• Public access requirements will necessitate the development of a coordinated
dissemination system
Both the House and Senate versions of the bills to give EPA cabinet-level status, as well as
proposals to revise the Paperwork Reduction Act mandate affirmative dissemination of environ-
mental information in ways that support analysis and understanding. There are provisions for the
establishment of a Center for Environmental Statistics, which would provide integrated assessments
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of environmental conditions and trends. These mandates will require the Agency to seek more
efficient information dissemination strategies, including electronic distribution.
• More interdepartmental management of information and data.
Pending legislation to revise the Paperwork Reduction Act seeks greater efficiencies across
the government in collecting and management of data, and mandates sharing of common data across
program and Agency lines. In order to accomplish this, much planning and cooperation in the area
of data administration needs to occur among the Agencies who share data. With the large volumes
of data, which can be accommodated in some of the scientific computerized modeling applications,
it is much more cost effective to utilize appropriate data, which resides in another Agency.
• Greater oversight scrutiny on IRM planning and acquisitions
GS A has been revamping its process for reviewing IRM acquisition plans in an attempt to
better target reviews and to improve response time overall. While smaller purchases will be
processed very quickly, Agencies can expect larger procurements to receive a more scrutiny. Under
the revised Paperwork Reduction Act, OMB's Office of Information and Regulatory Affairs, will
assume a greater leadership role and review IRM budgets for consistency with long range plans.
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Ill
Strategic
Issues
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Ill
Strategic Issues
Understanding the needs and opportunities generated by the analyses presented in previous
sections establishes the framework to develop IRM strategic issues. The strategic vision for IRM
emphasizes the role of the information broker. The success of IRM in promoting the Agency's
mission depends upon raising the quality of data for more valid and reliable environmental
assessments. Data quality increases as data are put to productive use. The Agency's IRM
investments have build an integrated hardware, software and telecommunications "utility." Strate-
gic IRM issues center on the data themselves. How does the Agency continue to move forward and
apply the capabilities of EPA's information utility to promote and enhance the usefulness of the data?
How does the Agency continue to facilitate the exchange of data with the States to further a broad
environmental agenda?
• IRM must provide proactive leadership while maintaining high quality service.
IRM must actively propose and implement initiatives to achieve the Agency' s mission. IRM
must articulate and implement a vision of how technology will improve the personal productivity of
EPA employees and promote the Agency's broad environmental policy agenda. A proactive
leadership role increases the need for improved communications and planning. IRM staff must
continue professional development to deliver reliable expertise. In particular, skills in implementing
and managing advanced technologies and systems need to be developed. Consultation and teamwork
with Agency managers, as well as with State, international and environmental leaders are needed on
collaborative and multidisciplinary initiatives.
• IRM must establish a comprehensive Agencywide data administration program.
EPA increasingly needs data which are managed as a shared Agency resource. Such a shared
or "corporate" database concept is essential to data integration and sharing. At the same time,
technological breakthroughs and reduced equipment costs are spawning rapid expansion in EPA
systems and in the number of EPA staff directly managing databases and equipment. A comprehen-
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sive data administration program establishes the basic principles, standards and mechanisms for
coordinated access and analysis of data from these many different environmental programs and
operating systems. In addition, EPA must establish basic expectations for data quality and data
transfer to participate in meaningful information exchanges with a growing, diverse and demanding
community outside the Agency.
• IRM must provide information to a diverse user community.
EPA's computing utility and information services have been designed and managed for
EPA' s internal use in carrying out specific legislative and regulatory mandates. While EPA staff will
also benefit from improved information sharing, the Agency must design, fund and implement
changes in existing resources and capabilities to open access in an appropriate and responsible
manner. Key users include the States and local communities; international organizations and
national governments; other Federal agencies; the scientific and research community; the environ-
mental community and the American public. The United States Government has a fundamental
obligation to collect and disseminate information no other social institution is empowered to provide.
Innovation and dedication are essential for addressing the complexity of the technical, managerial
and cost issues associated with information sharing.
IRM must modernize information systems.
Agency managers face fundamental changes in their agendas and ways of doing business.
State-of-the-art technology offers potential benefits for working smarter and more effectively. IRM
must inform and advise Agency managers of opportunities for modernization. In addition, IRM must
assume responsibility for creative technical and financing plans to introduce and manage systems
which better serve the Agency' s needs. Most of the Agency' s current portfolio of systems have been
operational for some time and were built to meet specific, often narrow, regulatory and enforcement
objectives. Extensive enhancements are required if these systems are to meet the Agency's new
environmental priorities and broader policy and information exchange agendas. Programs cannot
manage and finance these changes single-handedly. IRM must lead the modernization initiative with
a strategic view of what Agency systems ought to accomplish and how they should look and feel as
well as a comprehensive plan for revitalizing the Agency's mission-critical information systems.
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IV
Goals
&
Objectives
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IV
GOALS AND OBJECTIVES
The major strategic goals for IRM respond to the vision anticipated by the IRM mission
statement as well as the implications of analyzing IRM strengths and weaknesses and external
opportunities and threats. There are eight major strategic IRM goals:
• Establish data integration tools and activities.
• Create and manage information systems supporting the environmental commu-
nity.
• Establish a program to promote information sharing.
• Renew EPA's technology base to provide increased functionality and/or to reduce
costs.
• Manage a data administration program to ensure the Agency's ability to use its data
fully.
• Enhance productivity through the educated use of technology.
• Improve planning and communications to ensure effective deployment of informa-
tion and technology.
• Provide quality service with proactive leadership as custodians of EPA information
and systems.
Each goal is discussed in a separate section below.
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1. Establish data integration tools and activities.
Background
EPA needs to integrate comprehensive sets of environmental, health, economic, legislative
and social demographic information to evaluate remedies for a broad domestic and international
environmental agenda. Information that is shared with the larger environmental community is
recognized and managed as a corporate resource. Advanced environmental models and analytical
techniques promote more intelligent, proactive public policy.
Objectives
IRM will develop the management processes, technical capabilities and expertise for data
integration through the following:
• Provide connectivity for seamless access to data through EPA' s hardware, software
and telecommunications capabilities.
• Define formats and protocols that facilitate the exchange and the meaning of
environmental and laboratory data.
• Design, develop and implement common user information access techniques for
major EPA program databases.
• Design, develop and implement electronic reporting capabilities for major EPA
program databases.
• Incorporate data integration tools and activities into EPA Regional offices and a
majority of the States' Information Resources Management programs.
Consequences of Failure to Respond
Data integration is pivotal to achieving the Agency's overall mission and goals. The current
priority assigned to a broad environmental agenda presents the best opportunity since EPA was
established to restructure our data and capabilities outside the narrow and restrictive confines of
single regulatory or media approaches.
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2. Create andmanage information systems supporting the environmental
community.
Background
Information systems are cost-effectively developed to respond to the Agency's information
needs and to promote best practices in software engineering and maintenance. EPA develops
systems which add value and productivity to Agency's work. The Agency's expertise in systems
development provides analytical results and outputs which support broad domestic and policy
analysis.
Objectives
EPA has initiated the Systems Development Center and the Systems Modernization Fund as
corporate investments to improve the performance of information systems. Objectives to meet the
IRM strategic vision include:
• Develop and implement a software engineering development program.
Develop an application tool kit.
• Provide systems with flexibility to promote State/EPA information partnership.
• Provide systems to ensure the accuracy, consistency and efficiency of Agency
laboratory networks.
• Develop improved national administrative control and program systems.
Consequences of Failure to Respond
The thrust of systems improvements comes from basic retooling and modernization of
existing systems at the end of their useful and productive life and from building into all EPA systems
the capabilities needed to share and integrate data from many sources. No one EPA office can make
these investments constructively so that all EPA user expectations for common capabilities and
levels of performance can be achieved.
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3. Establish a program to promote information sharing.
Background
EPA's initiatives in sharing data with the States provide a foundation for the Agency's new
mandates to share information with the public and the larger international community.
Objectives
New programs, capabilities and services must be established in consultation with a large and
diverse community through the following objectives:
Provide tools and capabilities to facilitate information sharing within EPA
and between EPA and other environmental organizations.
• Manage and deliver information and technology transfer for improved access and use
of data needed by EPA staff to perform effectively.
• Manage and deliver information and technology transfer for public access.
• Manage and deliver information and technology transfer for international environ-
mental programs and organizations.
• Manage and deliver information and technology transfer for the States.
Consequences of Failure to Respond
These are new activities for the Agency. EPA's computing capability and information
services have been developed, managed and funded to serve our internal needs. Fundamental
restructuring and additions are required to meet this mandate. This is a highly visible initiative and
failure to respond would erode confidence in the Agency's commitments to a broader environmental
agenda.
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4. Renew EPA rs technology base to provide increased functionality and/
or to reduce costs.
Background
Technology offers many opportunities for improving EPA' s immediate work environments,
employee productivity and overall effectiveness. The benefits of advancements in technology must
be carefully weighed against the cost of new investments and the disruption of change.
Objectives
IRM provides a comprehensive service to ensure that EPA's technology base is responsive,
affordable and manageable through the following objectives:
• Assess the Agency's business needs, the direction of technology and specific
technologies and capabilities.
• Procure selected technologies and capabilities to meet Agency wide needs.
• Implement technology in an orderly manner and evaluate results.
Consequences of Failure to Respond
EPA enjoys a powerful and responsive computing environment today. Fundamental changes
in the Agency's mission create needs for enhanced computing and telecommunications capabilities.
The Agency will not be positioned to deliver better science and analyses to support EPA's risk
reduction, enforcement, policy, globalization and State partnership objectives without a strategic
commitment to technology renewal.
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5. Manage a data administration program to ensure the Agency's ability
to use its data fully.
Background
Data integration and sharing objectives demand a focused and sustained data management
program. IRM must establish a data administration program to meet expectations and provide stan-
dards for sharing corporate information resources and to provide a forum for resolving data issues.
Objectives
As a new activity, objectives
broadly define the functions that
must be established to meet this
goal:
• Define EPA's information
architectures to evaluate corpo-
rate or shared data needs and provide models for management of program, adminis-
trative and scientific data.
Establish data standards for corporate or shared data.
Establish and manage a process for an effective Agencywide data administration
program.
Provide tools and capabilities which promote common data management approaches
for program, administrative and scientific data.
Consequences of Failure to Respond
A successful, comprehensive Data Administration Program is essential for the Agency to
meet its planned commitment to share meaningful information with other organizations. A proactive
Data Administration Program will set and enforce the standards which make shared data meaningful.
A failure to create and manage an Agencywide Data Administration Program would require that data
issues somehow be resolved in the context of competing priorities focused on hardware, software,
telecommunications, and individual application systems. Without a program strictly focused on data
advocacy, integration and effective use of the Agency's data will be difficult, if not impossible.
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6. Enhance productivity through the educated use of technology.
Background
The Federal emphasis on integrated administrative systems coupled with technology
advances and relocations of EPA to improved office environments offer an opportunity to implement
IRM's vision of the office of the future.
Objectives
The achievement of this goal enhances individual workerproductivity through common tools
and capabilities implemented throughout the Agency. Individual office systems that prove
innovative and successful can be transferred to other EPA offices.
• Establish and manage training programs for IRM professional development.
• Establish and implement training programs for client communities, including States,
program offices and the scientific community, which promote teamwork and infor-
mation sharing.
• Provide tools and capabilities to improve personal productivity of EPA staff.
• Provide tools and capabilities to improve organizational productivity and effective-
ness.
Consequences of Failure to Respond
EPA managers need all the resources at their disposal to meet the challenges of EPA's broad
environmental agenda. Information and information technology can increase individual productiv-
ity and promote organizational effectiveness. Like all domestic agencies, EPA faces resource
constraints which increase reliance on productivity gains not achieved by more staffer dollars but
by working smarter through information tools and capabilities.
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7. Improve planning and communications to ensure effective deployment
of information and technology.
Background
Proactive leadership and high quality service demand improvements in IRM planning,
outreach and communication. IRM plans and priorities must be known and understood by the
Agency as the basis for other management decisions and initiatives. Feedback from the Agency and
other users of IRM is essential for continuous improvement.
Objectives
• Develop and implement a cooperative process for IRM strategic planning on an
annual basis.
• Develop Agencywide information architecture for program, administrative and
scientific systems and hardware/telecommunication which includes Information
Strategy Plans (ISPs), major acquisitions and maintenance.
• Engage in active outreach to the Agency and the environmental community including
newsletters, annual IRM reports, orientation tools, expanded participation in internal
and external work groups and other routine communication opportunities.
• Evaluate and reorganize IRM management and communications networks.
Consequences of Failure to Respond
Education is more effective than enforcement. The success of the Agency's IRM program
depends upon how well EPA executives and staff understand their own needs for information and
how technology can improve their performance. The risk is management investment decisions
which are costly and do not deliver the services and capabilities needed to accomplish the Agency's
mission.
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8. Provide quality service with proactive leadership as custodians of EPA
information and systems.
Background
IRM is the responsible custodian of Agency information, such as the library, and of mission-
critical information systems, including EPA's administrative systems and water program systems.
Objectives
• Ensure security of Agency information, systems and ADP equipment.
Operate and maintain national systems, including hardware/telecommunication
infrastructure ensuring a high level of system performance through continuing
evaluation and quality improvement.
• Maintain and expand the library network to include an on-line catalogue, interagency
CD-ROM, local area networks and improved collections and reference databases to
improve access to information.
Consequences of Failure to Respond
Corporate information resources the Agency depends upon will be incomplete and out-of-
date, therefore, unresponsive to EPA managment and staff needs.
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For further information on this Strategic Plan or other IRM issues, you may contact
the following IRM managers:
Alvin M. Pesachowitz, Director
Office of Information Resources Management
(202) 382-4465
Daiva A. Balkus, Director
Information Management & Services Division
(202) 382-5914
Paul A. Wohlleben, Director
Administrative Services Division
(202) 382-5220
Abby J. Pimie, Director
Program Systems Division
(703) 883-8862
In Research Triangle Park, NC, contact:
Willis E. Greenstreet, Director
Office of Administration & Resources
Management, RTP
FTS 629-2258
Donald W. Fulford, Director
National Data Processing Division
FTS 629-3970
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•&V.S. GOVERNMENT PRINTING OFFICE: 1992 - 650-223
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