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DRAFT
5-29-90
IRM
Strategic
Plan
1991-1995
May 1990
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Office of Information Resources Management
National Data Processing Division
United States
Environmental Protection Agency
HEADQUARTERS LIBRARY
BMRONMEWTAl PROTECTION AGBCV
WASHINGTON, 0£ 20460
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TABLE OF CONTENTS
Executive Summary
I Mission Statement
II Externalities Analysis
III Strengths, Weaknesses, Opportunities & Threats
IV Strategic Issues
V Goals & Objectives
VI Strategic Directions for the Next Five Years
Appendix
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Executive
Summary
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Executive Summary
This draft Strategic Information Resrouces Management (IBM) Plan defines the mission of the
Environmental Protection Agency's IRM program and establishes the accomplishments, investment
areas, resource 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.
OIRM and NDPD have primary roles in delivering IRM expertise and services to the Agency.
Recognizing our leadership role, OIRM and NDPD prepared this draft IRM plan which will now be refined
through extensive review by others in the Agency responsible for IRM as well as by our clients. Targeted
release date for the Agency's Strategic IRM Plan is Fall 1990. The plan will be updated annually. Together
with more detailed operational and tactical IRM plans from OIRM, NDPD and other EPA organizations, this
Strategic IRM Plan will establish a clear baseline of the Agency's requirements for evaluation with the Agency's
environmental priorities and investment decisions.
The Strategic IRM Plan is organized into six sections and an Appendix in addition to this Summary.
The Mission Statement defines IRM as providing leadership in managing and delivering informa-
tion 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 megatrends in five key areas—environ-
mental protection; research and development; work environment; information technology; and over-
sight 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 enhances the value of information and information technology as a shared,
Agencywide asset.
Executive Summary - 1
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The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis compares the future
opportunities and threats posed by external trends to the present strengths and weaknesses of the IRM
program.
Strategic Issues focus on maximizing the Agency's investments in an integrated hardware, software
and telecommunications "utility" by focusing on the data themselves. Issues related to balancing leadership
and service; comprehensive Agencywide data administration; access to information; and moderniza-
tion 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 the Agency's data?
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 community.
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 information
and technology.
• Provide quality service with proactive leadership as custodians of EPA information and
systems.
Strategic Directions for the Next Five Years indicate the activites and commitments for implementing EPA's
IRM program. This section details actions and accomplishments; assumptions and external commit-
Executive Summary - 2
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ments; and an overview of broader strategic direction for each strategic IRM goal and objective. This more
detailed discussion reflects the dominant theme of the Agency's strategic planning process—constructively
implementing fundamental changes which expand EPA's leadership in environmental protection.
An appendix to the draft Strategic IRM Plan summarizes the goals, objectives and activities into a table for ease
of reference.
Executive Summary - 3
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I
Mission
Statement
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MISSION STATEMENT
It is the mission of the Environmental Protection Agency's Information Resources Management (IRM)
program to provide 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 environmental 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.
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 assessments and
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decisions which anticipate and prevent environmental problems. EPA has access to comprehensive sets of
environmental, health, economic, legislative and social demographic information 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.
The Agency views IRM as understanding its business and providing value-added
services.
The Office of Information Resources Management (OIRM) and the National Data Processing Division
(NDPD) consistently demonstrate leadership initiative and reliable expertise which result in a high demand for
our services.
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Technology is transparent to users.
EPA information resources and services are designed and managed so that users devote minimal time
to (earning their technical aspects.
This mission recognizes IBM'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. IBM 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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Externalities
Analysis
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II
EXTERNALITIES ANALYSIS
This section provides a visionary look into the 1990's through a discussion of external forces or
megatrends which have a direct impact on information Resources Management (IBM) at EPA.
Environmental 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.
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.
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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 environ-
mental 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, concentrating 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.
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 natural
resources is needed to sustain long-term economic growth globally.
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Internationally, it is recognized that poor natural resource management threatens economic develop-
ment. 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 mediaprograms 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.
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.
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 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 scientific computing capabilities.
Scientific computing capabilities or supercomputers are required to process large volumes of
atmospheric, global climate and detailed ecological data which are analyzed in sequences of mathematical
models. Supercomputer use 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.
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3. WORK ENVIRONMENT TRENDS
Another important area to understand in assessing the future IBM 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 will 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. This is particularly the case for EPA's emphasis on
building State capacity and providing information which informs more intelligent, proactive public policy.
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, accounta-
bility for data management will remain with EPA. Accountability wilt 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 computer to
employee ratio will increase. EPA is rapidly approaching one personal computer for each employee. This
change, coupled with improved communications technology, will allow increased access to information. In the
future, virtually every employee will have the capability for immediate access to information.
Minimum basic computer skills will be necessary for the majority of positions.
As offices become more automated, computer skills become more critical for a!! levels of employment.
Technology advancements will provide more automation of information management. The need for computer
skills will be particularly critical in an information-intensive environment such as EPA.
Demand for Federal services during non—traditional 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.
Increasing numbers of people will work at home.
The proliferation of computers, increased communications capabilities and the requirement for dual
income households will increase an employee's ability to work at home. This wilt create an increased demand
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on communications and other IBM 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 capabilities and improvements
in computer skills through advanced training programs will be in great demand.
4.
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 telecommu-
nications environment. This environment facilitates the collection and sharing of information with EPA's national
field operations of 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 will enhance EPA's ability to plan and
implement enhancements which directly increase our performance and productivity. EPA is currently
experimenting through prototypes and pilot projects with several emerging technologies to determine their
applicability in the Agency.
Supercomputers will provide new insights into research and development through
advanced modeling capabilities.
Supercomputers 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 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 will become more powerful and networking will
provide increased access to information.
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The end user will have access to greater power and information to perform analysis for improved
decision making. This will allow a greater amount of information to be downloaded and processed at the end-
user level, minimizing the increase in processing demands on mainframe systems.
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 implementation of the new FTS-
2000 network, many of these capabilities will become available. This will provide many opportunities for
improvements in data sharing with distributed locations.
Computing power will increase through advancements in semiconductor technology.
Computer chips are anticipated to increase from 3 million to 1 billion units of Dynamic Random Access
Memory (DRAM). Advancements in semiconductors will result in the increased computing power and speed
of information technologies.
Advancements in image scanning technology will enhance its application for informa-
tion management.
Improved scanning capabilities will increase the opportunity for text entry through image scanning. This
will allow single entry of information into systems requiring management of both text and image.
Advancements in CD-ROM will enhance Its application for information sharing.
Compact Disk-Read Only Memory (CD-ROM) technology permits wide dissemination of information
in useful form at more reasonable costs than alternative methods. The Government Printing Office plans to
distribute Federal reference documents such as the Congressional Record and the Code of Federal
Regulations on CD-ROM. The Toxic Release Inventory (TRl) database is distributed nationally on CD-ROM
based on an assessment of the growing use of CD-ROM technology in university and public libraries throughout
the country. The growth of CD-ROM enhances EPA's ability to disseminate information proactively.
Software enhancements and intelligent systems will provide the capability to enhance
productive use of technology in EPA offices.
Software enhancements emulate human processes with systems that have "built-in smarts" for ease
of use through such features as natural language which means commands in simple English. In addition, these
advances will provide the end-user with more sophisticated tools for data analysis and direct access to a wide
variety of data sets. Expert systems will be built to automate the decision making process.
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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.
5. 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 dissemi-
nation 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 environmental 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 of environmental conditions and trends.
These mandates will require the Agency to seek more efficient information dissemination strategies, which
might include electronic file transfers, CD-ROM, and image processing systems.
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
GSA has been revamping their process for reviewing IRM acquisition plans in an attempt to better target
their 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, to assume a greater leadership role in making important
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policy changes in the Executive branch. It also calls on OMB to review IRM budgets for consistency with long
range plans.
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Strengths,
Weaknesses,
Opportunities
& Threats
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Strengths, Weaknesses,
Opportunities & Threats
A major objective of strategic planning is to prepare the Environmental Protection Agency to
respond effectively to the external trends noted in the previous chapter before a crisis emerges. An analy-
sis, which compares the future opportunities and threats posed by external trends to the present strengths
and weaknesses of the organization, highlights areas crucial to achieving congruence. This process is
known as a Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.) analysis.
Once the analysis is completed, effective strategies will take advantage of strengths and opportuni-
ties and minimize weaknesses and threats. The chart below illustrates the results of IRM's S.W.O.T.
analysis.
S
T
R
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N
G
T
H
S
W
E
A
K
N
E
S
S
E
S
• Information sharing
• Emergence of powerful
analytical capabilities
• Emergence of compatible
technologies and
standards
Increased access to
personal computers and
information
Physical relocation to new
facilities
International "green
movements" spurring
exchange of environmental
information
Fundamental change in
EPA's environmental
programs
Skills in managing
systems and advanced
technology productively
Overambitious legislative
mandates and timetables
Proliferation of systems
and technologies
Government procurement
processes
OPPORTUNITIES
THREATS
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IV
Strategic
Issues
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IV
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 IBM 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." Strategic 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?
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 comprehensive 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
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growing, diverse and demanding community outside the Agency.
IRM must provide access to information that is meaningful 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 benefitfrom 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 environmental 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 betterserve 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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V
Goals
&
Objectives
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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 informaticn systems supporting the environmental community.
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 information
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 comm unity 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 systems.
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 goats. 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.
2. Create and manage 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
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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 IBM strategic vision
include:
Develop and implement a software engineering development program.
Develop an application tool kit.
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 retool ing 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.
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
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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 environmental
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 meetthis mandate. This is a highly visible initiative and failure to respond would erode confidence
in the Agency's commitments to a broader environmental agenda.
4. Renew EPA's 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 Agencywide needs.
• Implement technology in an orderly manner and evaluate results.
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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.
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 standards 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 corporate or shared data needs and
provide models for management of program, administrative 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
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systems. Without a program strictly focused on data advocacy, integration and effective use of the Agency's
data will be difficult, if not impossible.
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 worker productivity 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 information sharing.
Provide tools and capabilities to improve personal productivity of EPA staff.
Provide tools and capabilities to improve organizational productivity and effectiveness.
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 productivity and
promote organizational effectiveness. Like all domestic agencies, EPA faces resource constraints which
increase reliance on productivity gains not achieved by more staff or dollars but by working smarter through
information tools and capabilities.
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
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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.
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
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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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VI
Strategic
Directions
for the Next
Five Years
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VI
Strategic Directions
for the Next Five Years
This section highlights the activities and commitments for implementing EPA's IRM program toward a
mission of leadership in managing and delivering information resources and services to further the
Agency's mission. The strategic IRM issues reviewed in Section IV reflect the dominant theme of the
Agency's strategic planning process—constructively implementing fundamental changes which expand EPA's
leadership in environmental protection. The test of any plan is in its implementation. This is particularly true
for IRM where the costs of information and technology have no value until tied to the Agency's needs. The
directions highlighted below reflect an approach in which:
IRM delivers services and products which are shared as corporate resources and/or cannot
be provided by individual offices without proactive leadership
• Improvements are selectively introduced to clearly result in visible benefits worthy of their
investment
Change is managed as a cooperative venture with the affected parties
Direct assistance is provided throughout the transition process to both ensure the achievement
of strategic IRM objectives and minimize the disruption that accompanies change.
Breakthroughs in information technology and hindsight on the lessons learned over the past 20 years of various
approaches to information and technology management in EPA suggest areas for concentrated action in the
IRM program over the next few years. Success in many cases depends upon factors external to the EPA's IRM
program and in all cases upon cooperation and support with other components of the Office of Administration
and Resources Management as well as media programs and Regional offices.
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1. Establish data integration tools and activities.
1.1 Provide connectivity for seamless access to data through EPA's hardware,
software and telecommunications capabilities
Activities and Accomplishments
Activities will focus on ensuring the necessary mechanisms are in place to provide connectiv-
ity. These will include:
• • Develop a vision for a common user interface for all Agency applications regardless of
application platform.
Develop a vision of seamless connectivity and the shared processing required to accomplish
it and identify the products which will satisfy these requirements.
Determine the effect a common user interface, seamless connectivity and shared processing
will have on users, applications developers and EPA's communication network.
Develop a strategy to implement this vision.
Assumptions and External Commitments
Establishment of acommon vision of seamless connectivity will require that the Agency IRM community
invest in understanding the technical issues and in resolving the various perspectives of what this vision should
contain. Also, the vendor community must respond to the requirements established. The Agency must make
the necessary decisions through the budget process to provide funding for the procurement of the tools and
products to accomplish this objective.
Overview of Broader Strategic Direction
The community requiring environmental information which must be served by the Agency is growing.
For information to be accessible to the community, the agency must provide transparent, seamless connectivity
and access to any information stored and analyzed on its computing utility. Increasingly, the information
requested will be multi-media. Consistent techniques of access, once learned by the Agency's client
community, must be applicable to all information systems.
1J2 Define formats and protocols that facilitate the exchange and the meaning of
environmental and laboratory data.
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Activities and Accomplishments
Standards for communicating the results of laboratory and field measurements and for ensuring the
integrity of data in automated laboratory systems enable the data integration process. Efforts to develop and
implement standards include:
• Good automated laboratory practices responding to the trend toward a paper-less laboratory.
They provide guidance for documenting data quality and integrity in the automated laboratory
as well as a tool for laboratory audits.
Standard for transmission of laboratory measurement results which ensures that the neces-
sary information to evaluate measurements is included whenever results are transmitted from
laboratories to data bases. Users of such data can readily determine the utility of the data for
their own purposes.
• The definition of data quality indicators which will be useful for linking data across media lines.
They will allow the determ ination of a confidence level for analysis of previously unrelated data
sets.
Assumptions and External Commitments
Full funding for the implementation of these standards is assumed. It is also assumed that OIRM and
PCMD will cooperate in enforcing the application of these standards in Agency contracts. The cooperation of
ORD in defining data quality indicators is essential.
Overview of Broader Strategic Direction
The implementation of standards for the transmission, storage and maintenance of environmental
measurement results will engender confidence in the data and make the data useful across programmatic and
media boundaries.
1.3 Design, develop and implement common user information access techniques
for major EPA program systems.
Activities and Accomplishments
Common user information access techniques will be our primary mechanism for enabling access to
EPA's diverse set of databases. Our efforts to establish these techniques will include implementation of:
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* The Gateway interface to national environmental data systems. The Gateway will provide a
single starting point for any user to access these systems instead of one starting point per
system and a simple user interface that is consistent in both appearance and function for each
system.
The facility and location data standards. These standards are important to ensuring the key
data describing facility identification and geographic location are in place and are consistent.
Geographic Information Systems (GIS) decision support systems. GIS is one of several
analytical toolsforintegratingdata.GISenablesviewing of environmental datainageograohic
context that provides a new look that helps to reveal complex interrelationships that have gone
undetected using more traditional methods.
Assumptions and External Commitments
Success here assumes full funding for the implementation of the Gateway interfaces and the
modernization of the Facility Identification System (FINDS). All EPA programs are important partners in
accomplishing this work.
Overview of Broader Strategic Direction
As a result of these efforts, barriers to data access will be substantially lessened because the data will
be accessible through acommon environment, containing standard elements for logical linking and an accurate
and up-to-date index system will be in place.
1.4 Incorporate data integration tools and activities into EPA Regional office and a
majority of the States' Information Resources Management (IRM) Programs.
Activities and Accomplishments
Analytical tools, especially GIS, are helping us to visualize data in such a way as to enable us to make
full use of our mountains of information, perceive trends and make sense out of a complex suite of information
sources. Our efforts to continue develop of integration capabilities will include:
Ensuring regional GIS Centers have the right technology to move analyses onto the desk of
the agency's scientists as a mainstream tool.
Providing sufficient staff to the GIS Centers to foster collaboration on regional, State and local
efforts and maintain expertise in GIS and related visualization technologies.
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Developing an EPA Global Positioning System network that would deliver to Regions and
states access to information visualization tools.
Ensuring funding for innovative programs and tools which link environmental data sets among
the States, the Regions and Federal data bases.
Assumptions and External Commitments
The Regional GIS Centers will continue to exert technical excellence and leadership, with continued
resource support from the national program manager. Grant funds are available to foster creative pilots and
to invest in building linkages among various information sets.
Overview of Broader Strategic Direction
Accomplishment of this objective will put in place a solid infrastructure for environmental information
investigation, analysis and integration. It will enable us to step out quickly on the issue of access to and
comm unication of environmental information and demonstrate that EPA is a responsive and reliable partner with
our States, universities and local governments in developing and sharing environmental information.
2. Create and manage information systems supporting the environmental community.
2.1 Develop and implement a software engineering development program.
Activities and Accomplishments
To ensure EPA databases and systems are compatible and development efforts are consistent with
the Agency's lifecycle policy, we are evaluating our use of a structured methodology to provide a consistent,
but flexible, approach to systems development. This includes:
Developing expertise in the use of a structured methodology for EPA applications.
Identifying development projects where this methodology is most likely to be appropriate.
• Developing an implementation approach based on lessons learned to tailor the methodology
to the EPA environment.
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Assumptions and External Commitments
External technical expertise is required throughout all phases of this development program. With
experience, a decision will be needed on whether to acquire these highly specialized skills through EPA direct
hires or through contracts with experts.
Overview of Broader Strategic Direction
This is a major departure from the Agency's traditional approach to systems. Its strategic benefit will
only be realized with proactive leadership and vision. This work will allow the Agency to create information
systems with known documentation and compatible software. As a result, it is more feasible to share these
systemsamong the environmental com munity and to q uickly implement modifications and additions responding
to a changing environmental agenda.
22 Develop an application tool kit.
Activities and Accomplishments
The direction is to develop a standard set of tools that will help managers and system developers
implement EPA's systems development methodology throughout all phases of the lifecycle. This will include:
Establishing a Technical Center Staff to review and assess applications developing tools to
support implementation of the methodology.
Ensuring that we have identified and prioritized opportunities for automating all possible
portions of the system over its lifecycle.
"Road-testing* and introducing selected tools for widespread use throughout the Agency.
Assumptions and External Commitments
Procurement and funding vehicles must be in place to permit acquisition, evaluation and support of
tools that are selected for Agencywide use.
Overview of Broader Strategic Direction
Having this tool box will improve the productivity and efficiency of application developers in the
environmental community.
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2.3 Provide systems to ensure the accuracy, consistency and efficiently of Agency
laboratory networks.
Activities and Accomplishments
Agency laboratories require systems to automate the acquisition and analysis of measurement data,
as well as systems for tracking workloads and resources. Approaches to fulfill these requirements include:
Laboratory information management systems (LIMS) f or overall laboratory data management.
The automation of laboratory processes such as data acquisition and quality assurance.
The development of expertise at each laboratory for continuing the automation process.
Technology transfer to and from State laboratories.
Assumptions and External Commitments
Full funding of major system updates to ensure Agency connectivity and user-based local development
efforts is required. Regional cooperation in standardization is assumed.
Overview of Broader Strategic Direction
Agency laboratories are where environmental data begin. This work ensure that data of known quality
are made available at the earliest possible time for decision making. Productivity is increased through a
reduction of errors and the increased availability of data.
2.4 Develop improved national administrative control and program systems.
Activities and Accomplishments
The highest level of performance is demanded of mission-critical systems which coordinate the
Agency's national operations for administrative management and for selected program management and
analysis. New demands on the Agency are refected in new demands for system enhancements, including:
• Implementing all modules of the Integrated Contracts Management System.
* Implementing all phases of the Superfund Cost Recovery Image Processing System (SCRI PS,
formerly STARS).
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Defining the requirements for modernization of the water and other selected mission-critical
! systems.
• Implementing a national Freedom of Information Act (FOIA) and correspondence tracking
system.
• Implementing an Integrated Administrative System (IAS).
Implementing automated personnel action and training requests systems.
Assumptions and External Commitments:
Full funding of systems selected for modernization and enhancement is assumed. Full partnership and
cooperation with client offices is also assumed.
Overview of Broader Strategic Direction
IBM provides new capabilities and services which enhance productivity. These capabilities reflect
innovative management approaches for connecting users to information and providing them with technical
capabilities to perform more quickly and effectively. Leadership and vision are needed to coordinate and
implement new approaches across EPA headquarters offices and among EPA's national field network.
! 3. Establish a program to promote information sharing.
3.1 Provide tools and capabilities to facilitate information sharing within EPA and
between EPA and other organizations.
Activities and Accomplishments
IRM must develop basic services and products both to help EPA staff work smarter with information
and technology and to share this information in useful form with the larger environmental community. Its
success is predicated on building a new supporting structure to know who wants access to what kind of
information in what form and then to know how to link information providers to information seekers. Among the
activities to build this new structure are:
Develop, maintain and disseminate information resources management policies to facilitate
development of integrated information programs and support sharing of information among
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EPA's clients and partners.
Develop and manage networks for effective access and sharing, including the Agency's
networks for the library, records centers, dockets, State/EPA Data Management program,
information contract managers, clearinghouses and hotlines.
Develop and maintain products that improve access to information and promote resource-
sharing efforts, e.g., Information Resources Directors (IRD), Information Systems Inventory
(ISI), Guide to EPA Libraries and Information Services.
Develop and maintain systems that facilitate cross-media access to information, e.g., Online
Library System, FINDS.
Develop, maintain and disseminate automated tools to promote cross-media and individual
program access to information, e.g., E-Z Ref.
Develop and manage administrative tools such as contracts, grants and interagency agree-
ments to facilitate information sharing programs.
Assumptions and External Commitments
This is a new capability and base resources provide skeletal resources for organizing an effective
response. Pending legislation on public access, community-right-to-know, international agreements and other
information sharing topics will shape expectations for this program and its capabilities. These expectations must
be managed if EPA can realistically meet them.
Overview of Broader Strategic Implications
This is a new and challenging program. It calls for EPA to get ahead of the problems of information
overload. The efforts of individual EPA programs will be greatly enhanced by proactive leadership in building
the corporate structure for information sharing. The provision of corporate tools and support enables
information sharing and linkages in an effective manner, especially for use outside EPA as well as among EPA
users.
3.2 Manage and deliver information and technology transfer for improved access
and use of data needed by EPA staff to perform effectively.
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Activities and Accomplishments
Over the next five years, IRM must target services on priority information needs, promote awareness
of data and information services through marketing and outreach services and fully utilize library and other
networks to improve access to information. Major actions include:
Identify program and client needs and develop products to meet those needs.
• Evaluate the Agency's need for a central location for i nformation services, including informa-
tion centers, libraries, dockets, records centers and clearing houses.
• Provide analytical information services to meet needs of top managers, e.g., legislative
tracking services.
Function as an information broker and technical transfer focal point for EPA programs.
Develop and implement an outreach program aimed at all levels of EPA staff.
Assumptions and External Commitments
Information services are funded and managed today to respond to narrow program and regulatory
requirements. If coordinated leadership is provided, it is assumed that funding and commitment to these
services will continue rather than assumed that Agencywide services will be provided and funded by IRM.
Broader Strategic Implications
EPA users would know where and how to locate information they need to perform their jobs well.
3.3 Manage and deliver information and technology transfer for public access.
Activities and Accomplishments
Successful implementation of this program includes the development and communication of products
and mechanisms to share EPA information with the general public. Activities include:
Conduct research to define the clients potentially served by the public access program and to
specify the kinds of data, information and analyses they need.
Monitor legislative and other mandates for public access and communicate issues, status and
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needs to EPA programs.
• Initiate public access models and case studies, analyze their results and develop model
programs for review and adoption by EPA programs., i.e, use of CD-ROM.
Develop coordinated EPA publications identification and dissemination mechanisms.
Broker cooperative arrangem ents with operations in the public and private sectors for use by
EPA programs.
• Maintain and enhance the Public Information Center as a model public access service
operation.
Assumptions and External Commitments
The cooperation of all Agency programs and existing information services is essential to success.
Broader Strategic Implications
Improvements in sharing data and information with the general public should enhance environmental
decision making by encouraging analyses and creative approaches throughout society. As access is improved
for the general public, EPA staff should benefit from greater knowledge of information sources, greater access
to appropriate information and more analytical capability. If the Agency does not get ahead of this issue with
an aggressive and responsive posture, EPA could face unrealistic legislative mandates and timetables.
3.4 Manage and deliver information and technology transfer for international
environmental programs and organizations.
Activities and Accomplishments
EPA's International Data Sharing Program intends to establish the U.S. as a reliable partner in
information exchange relationships, make significant.information available in a form that is useful to interna-
tional partners, and assist developing regions to establish effective local environmental information manage-
ment capabilities.
To accomplish this, the following actions are planned.
Maintain inventory of bilateral and multilateral agreements.
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Analyze information components and requirements.
Develop consulting and support relationships with EPA programs as needed. Example:
IRPTC national correspondent and partner roles.
Determine types of information components in agreements.
Develop model language for appropriate types.
With OIA, disseminate model to EPA programs for use. Examples: Brief Programs on our
service; Network with Programs for ongoing communication.
Develop mechanisms for tracking new agreements.
Identify international partners and their clients and profile information needs.
Assess existing access to information and as appropriate, develop new delivery mechanisms
to meet client needs. Example: IRPTC mainframe connect.
Review existing tools such as the Information Systems Inventory for important EPA data sets
and select sets for analysis of current delivery mechanisms.
With Programs, facilitate development of delivery mechanisms appropriate for international
needs.
Develop core International Collection.
Develop special international information services such as Senior Information Service for EPA
staff involved in global activities.
Developand disseminate bibliographies and pathfinders. Example: Pathfinder to International
Databases.
Develop outreach services to inform international community of access.
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Develop bulletins for ongoing communication.
Utilize existing guides to resources for improved access and develop new guides as
appropriate.
Participate in outreach mechanisms of partners.
Work with international partners to determine needs and strengthen relationships.
Develop model companion program to improve information sharing capabilities of developing
regions..
Monitor program success to learn from model. Example: UNEPINFOTERRA program.
Assumptions and External Commitments
To be successful, these programs require from OARM continually updated understanding of user
needs, significant investment in communication and outreach, and application of information management
expertise to develop programs that meet sometimes conflicting needs of users. In addition, the International
Data Sharing Program needs cooperation and committment from the Office of International Affairs, other
Federal Agencies and International organizations.
In all information sharing programs, we have placed great emphasis on interagency cooperation and
development, both through active participation on interagency committees, and through identifying and
collaborating with individual agencies that have especially relevant or model programs.
Broader Strategic Implications
This goal integrally supports the Mission Statement 'EPA is a leader and reliable partner in sharing
environmental information." The International Data Sharing Program is driven by client needs. OIRM's role is
to provide leadership in facilitating high expectations from the international environmental community by
delivering quality service and promoting innovative solutions.
4. Renew EPA's technology base to provide increased lunctionality and/or to reduce
costs.
4.1 Assess the Agency's business needs, the direction of technology and specific
technologies and capabilities.
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Activities and Accomplishments
Over the next five years the following must be accomplished:
Establish an infrastructure of information resources management within the Agency which
recognizes the need to identify the Agency's business needs, understand the strategic IBM
objectives of the Agency, and are able to incorporate this understanding into their program
goals and objectives.
• Develop partnerships between OIRM and each operation program for cooperative involve-
ment in develop program visions and objectives consistent with the Agency's IRM strategy.
Continue to assess and understand the direction of IRM technology in the public and private
sector. Continue a program of annual technology assessments recommended by the
Agency's information resources managers. Hold annual consultations with these senior
officials providing interaction with Agency executives responsible for determining technologi-
cal approaches within their enterprises.
Assumptions and External Commitments
This approach requires a commitment and cooperation with all senior officials within the Agency to
develop a coordinated approach to identifying Agency IRM needs.
Overview of Broader Strategic Direction
The current IRM fragmentation within the Agency must be focused in a jointly prepared and recognized
IRM strategy based upon documented Agency business needs and the direction of technology.
4.2 Procure selected technologies and capabilities to meet Agencywide needs.
Activities and Accomplishments
Within the next five years the following must be accomplished:
A consensus on Agencywide needs must be developed.
Specific requirements must be documented.
• Fully open and competitive contracts awarded which satisfy the technology needs of the
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Agency.
* Priority procurements include: Supercomputing,visualization, LAN-basedcommunications
and applications, high-density storage of data and images, and videoteleconferencing for
office-based and remote interactions (on-site management).
Assumptions and External Commitments
The Agency's senior management must be committed to establishing a single IRM technology vision
for the Agency. The Agency, through its budget process, must make the necessary financial commitment to
procure the required technology.
Overview of Broader Strategic Direction
The information intensive nature of the Agency's business will continue, the amount of information will
continue to grow, the management resources of the Agency will continue to be taxed and the only solution is
to acquire efficient, cost-effective and manageable information resources which are shared throughout the
environmental community.
4.3 Implement technology in an orderly manner and evaluate results.
Activities and Accomplishments
Within the next five years the following must be accomplished:
1 , s Agency's managem ent structure must recognize the importance of information resources
technology within the Agency and commit to providing an annual assessment of their
implementation of the technology.
• There must be an Agency-wide recognition of the importance of training and support structures
to support the knowledge workers utilizing the information resources of the Agency. An
Agencywide support structure must be implemented and evaluated annually by the Agency's
senior management.
Assumptions and External Commitments
The Agency'sseniormanagementmust recognize the importance of instituting within their organization
effective support structures for the use of information technology.
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Overview of Broader Strategic Direction
The Agency's investment in information management resources is over one-quarter of a billion dollars
annually. The extent to which we are able to capitalize on that investment through gains in productivity and
improved decision making is a function of the responsible implementation of technology. If the infrastructure
does not support the worker in his/her use of the technology, the investment is wasted and the Agency's human
resources are handicapped and ill-equipped to deal with EPA's increasing role in global environmental
challenges.
5. Manage a data administration program to ensure the Agency's ability to use its data
My.
5.1 Define EPA's information architecture, evaluate corporate or shared data
needs and provide models for management of program, administrative and
scientific data.
Activities and Accomplishments
Information architectures have been mapped for many individual programs and functional areas within
the Agency. Needs for shared data have been established, and have led to the development of Agencywide
data standards for select, cross-cutting data elements. Models for management of Agency data are implicit in
the Agency's system lifecyde development and data quality objectives processes, and are made explicit for
scientific data in the guidelines for good laboratory practices.
Assumptions and External Commitments
Substantial success in defining EPA's overall information architecture would require significant
resource commitments — otherwise, piecemeal information architectures will continue to be developed for
restricted domains, with no overall coordination.
Overview of Broader Strategic Direction
A map of the Agency's information architecture is essential to define needs for shared subject area data
bases and create a climate for comprehensive data administration. The Agency's data architecture must be
defined in order to define the Agency's information architecture. Both are essential to future success in sharing
and disseminating data and information in support of the Agency's mission.
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data:
5.2 Establish data standards for corporate or shared data.
Activities and Accomplishments
Agencywide data standards have been set for five key dimensions along which the Agency integrates
The Chemical Abstract Service (CAS) Registry Number Standard—requires EPA represen-
tatives to use CAS registry numbers for definable substances. The use of other data elements
from the CAS chemical registry system is optional (e.g., CA Index names and synonyms and
molecular formulas).
The Minimum Set of Data Elements for Ground-Water—establishes the minimum set of data
elements needed to support the collection of ground-water data. Twenty-two specific data
elements are described and standardized. These data elements must be collected whenever
ground-water sampling occurs.
The Locational Data Policy (although formally a policy rather than a standard) requires the use
of latitude and longitude, in an international format, to represent the location of entities
regulated by EPA. It also requires that the lat/long coordinates be documented with three
additional pieces of information: the method used to obtain the coordinates, a brief description
of the entity represented by the coordinates, and an estimate of the accuracy of the
coordinates.
The Facility Identification Data Standard—states that all facilities regulated by EPA shall be
identified using one ID system across all EPA collections of information. A number of attempts
have been made over the years to standardize the way the Agency identifies regulated parties,
and it is hoped that this new standard will involve all program offices in an invigorated,
cooperative venture with clear shared benefit.
The Data Standard for the Electronic Transmission of Laboratory Measurement Data —
specifies a format for moving automated measurement results from labs to program offices.
This is a slightly different type of standard from the others since it deals mostly with data
transmission rather than standardization of data elements within computer systems.
In addition, a Task Force on Locational Accuracy has been created, and is being supported, to resolve
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the issue of an Agencywide minimum accuracy for EPA's locationai data (latitudes and longitudes).
Assumptions and External Commitments
The remaining Agencywide standard of paramount importance will deal with biological taxonomy (i.e.,
how all parts of the Agency identify animals, plants, and other organisms). It is assumed that this will be the
next Agencywide standard developed, because it appears essential to success of the Agency's EMAP program,
the proposed Center for Environm ental Statistics, effective linkages between biological monitoring data and lab
data, and an increased focus on ecological protection.
Overview of Broader Strategic Direction
The broad strategic direction of the Data Administration Program is to move beyond setting standards
for selected, individual data elem ents and begin to develop standards for other levels of data, such as data sets
and data transfer mechanisms. This broadened approach will provide a wide variety of users of the Agency's
data a guide to the data, and methods to obtain it.
5.3 Establish and manage a process for an effective Agencywide data administra-
tion program.
Activities and Accomplishments
The Data Administration Program is still developing, but many accomplishments have already been
achieved. Chapter 5 of the IBM Policy Manual sets the Agency's Data Standards Policy and formalizes
processes and authorities for creating Agencywide data standards. A network of application data base
administrators has been created and is facilitated by regular meetings of a central data base users group.
PREDICT and other data management tools are available on the NCC IBM mainframe to support the excellent
program- and system-specific data administration efforts currently undertaken throughout Agency.
Data standards have already been established for the essential dimensions along which the Agency
needs to integrate data. This creates an opportunity for the rest of the Data Administration Program to be fully
defined and implemented, with the most essential data standards already in place.
The Data Administration Program undertakes activities to ensure effective implementation of Agen-
cywide data standards. This has included briefing the IRM Steering Committee, obtaining support for data
standards from the Agency's Deputy Administrator, and participating in selected Agency work groups and
committees focused on data issues.
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Assumptions and External Commitments
It is assumed that the Data Administration Program should continue mostly as an overhead function,
and should serve to coordinate a network of program office data administration activities. The major external
commitments are to create and maintain sufficient descriptions of the Agency's data (these descriptions are
called "metadata", or data about data) to satisfy oversight agencies and guide users to relevant Agency data
sets.
Overview of Broader Strategic Direction
Data administration is essential to set the standards which make shared data meaningful. Data shared
outside a framework of standards cannot be easily made into information. Thus, data administration is central
to the Agency's broader strategy to increase data and information sharing. The Data Administration Program
must be institutionalized to ensure an appropriate focus on data and supplement EPA's efforts related to
hardware, software, and telecommunications.
5.4 Provide tools and capabilities which promote common data management
approaches for program, administrative, and scientific data.
Activities and Accomplishments
The Agency currently uses PREDICT, Data Catalogue, PanValet, Librarian, computer-assisted
software engineering (CASE) and other tools dedicated to management of data and metadata. The Agency's
system lifecycle development process mandates a common and thorough data management approach. In
addition, the Agency's data quality objectives program creates an essential framework for quality of all the
Agency's data.
Assumptions and External Commitments
It is assumed that the Agency will test some prototype of an information resource dictionary system
(IRDS), which is an advanced type of tool for data and metadata management. Substantial progress in data
indexing and in creating shared, subject area data bases is also assumed.
Overview of Broader Strategic Direction
The Data Administration Program is the foundation for effective use of geographic information systems
(GIS) tools atthe Agency. Without high quality latitude/longitude data conforming to the Locational Data Policy,
CIS analyses must be restricted in scope to cases where data happen to be available or are relatively
inexpensive to acquire. New data management tools and capabilities will increase the potential for the data
sharing made possible by prior advances in standardizing hardware, software, and telecommunications.
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6. Enhance productivity through the educated use of technology.
6.1 Establish and manage training programs for IBM professional development.
There is fierce competition for IRM professionals in the private as well as the public sector. EPA must attract
and retain highly skilled IRM experts to manage the Agency's increasing investments in advanced technology.
Activities and Accomplishments
Within the next five years, the following activities must be accomplished to meet this objective:
Pursue excellence in software engineering, data analysis, program analysis through a training
program for staff members.
Prepare individual development/training plans for staff members.
Arrange for technical training of staff members, which i ncludes training on PCs, LANs, System
Development Methodology, Records Management, Supervisory/Management Methods,
systems standards, common user interfaces, etc.
Assumptions and External Commitments
The Office of Human Resources Management (OHRM) can facilitate establishing ongoing training
programs and career ladders which promote continuing professional development in IRM. In particular, OHRM
leadership is important in assisting the Office of Personnel Management in developing a Federal program
promoting excellence in the IRM field in order to attract and retain talented and committed staff.
Overview of Broader Strategic Direction
There is fierce competition for IRM professionals in the private as well as the public sector. EPA must
attract and retain highly skilled IRM experts to manage the Agency's increasing investments in advanced
technology.
6.2 Establish and implement training programs for client communities, including
States, program and administrative offices, and the scientific community,
which promotes teamwork and information sharing.
Activities and Accomplishments
In order to increase end user knowledge, the kinds of training needed to achieve this objective includes:
VI-20
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Develop and publish a set of tips and easy to use automated tools (macros) for use with
WordPerfect Office environment.
Work with Human Resources Training to add technology training courses for executives to
their curriculum.
Determine a training model for each of the different categories of IRM platforms and functions.
Perform a market survey to present the various methods of education of education for different
categories.
Brief Senior Management on training model and education methods for the different categories
of IBM platforms and functions.
Analyze what instructions could be available user groups.
Determine what reference information should loaded on each user's PC.
Publish results of analysis of computerized training methods and reference information.
Determine and publish guidelines for incorporating "autotraining" into Agency applications
software development methodology.
Train users on AdminLAN electronic forms components including travel, procurement re-
quests, personnel requests, and performance evaluations.
Train users on AdminLAN Office/Work group Productivity Tools, including correspondence
tracking, office calendaring, meeting scheduler, budget tracking, etc.
Train users on AdminLAN Personal Productivity Tools.
Provide training for scientists to enhance scientific activities.
Train scientists on the potential effects of POSIX, GOSIP, SQL, and Windowing Standards.
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* Provide training to user community on records management, impact of image processing, etc.
Assumptions and External Commitments
These activities assume cooperation by the Office of Human Resources Management and full funding
of AdminLAN.
Overview of Broader Strategic Direction
Knowledgeable users demand high levels of performance and are essential for management of
advanced technology resources increasingly distributed throughout the Agency.
6.3 Provide tools and capabilities to improve personal productivity of EPA staff.
Activities and Accomplishments
The activities planned during the next five years include:
Develop and implement the Administrative Forms component of AdminLAN, which includes
travel authorizations and vouchers, procurement requests, personnel request (SF-52), and
performance evaluation forms.
* Develop and implement an Office/Work group Productivity component in AdminLAN which
includes correspondence tracking, office calendaring, meeting schedules, and budget track-
ing.
Establish and maintain AdminLAN IRM Hotline for end user support.
Coordinate future interfaces of AdminLAN with National System Managers.
Prepare and Publish Adm inLAN Standards.
Produce, distribute, and maintain versions of the AdminLAN software.
install LANs for all OARM and Office of Administrator clients by end of FY93.
Implement AdminLAN ready reference component.
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Assumptions and External Commitments
Full funding of AdminLAN and total connectivity initiatives is assumed.
Overview of Broader Strategic Direction
Tools and capabilities will be built into Agency software and systems. EPA employees will spend little
time acquiring systems skill and invest that time savings into more effective on-the-job performance.
6.4 Provide tools and capabilities to improve organizational productivity and
effectiveness.
Activities and Accomplishments
Employees with access to the tools and information will make better use of their time. The organization
will benefit as well from the implementation of the following activities:
• Implement a clearinghouse and publish a set of stand-alone and LAN PC applications.
Develop and publish a PC Configuration Guideline document giving a layman's description of
PC hardware, software and LANs.
Conduct and publish the results from a biennial PC Survey.
Expand videconferencing capability throughout the Agency.
Assumptions and External Commitments
Full funding of the total connectivity initiative is assumed.
Overview of Broader Strategic Direction
Users of EPA technology and information will understand what information is available and how to
access it.
7. Improve planning and communications to ensure effective deployment of information
and technology.
7.1 Develop and implement a cooperative process for IRM strategic planning on an
annual basis.
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Activities and Accomplishments
The objective of the strategic planning process is to produce an integrated IRM plan which serves as
a road map for accomplishing the Agency's mission through the strategic use of information and technology.
Over the next five years, the annual strategic IRM planning process should produce an Agencywide IRM plan
endorsed by the Agency. More detailed operational and tactical plans for IRM will be developed by 01RM, NDPD
and other EPA offices and programs within the context of the broader strategic IRM plan. Specific actions
include:
Issue EPA's 1990 Strategic IRM Plan after extensive Agencywide review to establish overall
directions and commitments through the mid-1990s.
Produce annual operational plans for OIRM and NDPD for informing the Agency in a timely
manner of IRM assessments, priorities and specific initiatives to promote feedback, participa-
tion and coordinated IRM programs.
* Establish a cooperative IRM strategic planning process with Agency program offices, Regional
offices and laboratories as active partners
Establish an architectural planning process for shared decision-making and understanding of
major acquisitions and Agencywide IRM initiatives.
Establish an ADP Hardware capacity planning program in consultation with key IRM officials
throughout the Agency.
Provide an automated system for ADP short-term planning activities for Agencywide applica-
tion along with a full range of user support.
Assumptions and External Commitments
The success of strategic IRM planning is dependent upon a shared understanding of the the Agency's
overall needs and specific client program needs. The full participation of Agency managers is for successful
implementation of strategies IRM plans and is also essential for more operational and tactical planning.
Overview of Broader Strategic Direction
Most of the strategic IRM issues revolve around the themes of change and balanced decision-making.
Agencywide participation in planning for information and technology resources is an effective approach for
ensuring the right balance between technological innovation and stability as the Agency moves into its
VI-24
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challenging agenda of the 1990s.
11 Develop Agencywide information architecture for program, administrative and
scientific systems and hardware/telecommunications which includes Informa-
tion Strategy Plans, major acquisitions and maintenance.
Activites and Accomplishments
This objective directly supports objective 4.1 "Assess the Agency's business needs, the direction of
technology and specific technologies and capacities." IBM managers simply must know their clients'
businesses and operating environments. OIRM will develop Agencywide information architectures for program
systems, administrative systems and scientific systems in consultation with the appropriate offices.
Overview of Broader Strategic Directions
These analyses shape conclusions about opportunities for Agencywide leadership and promote
coordination among systems development and maintenance activities central to the Agency's data sharing and
data integration goals.
7.3 Reevaluate the IBM Organization
Activites and Accomplishments
The current communication and management accountability structure of IRM needs to be Devaluated
to ensure support for the IRM mission and vision. OIRM will assess the need for shared executive decionmaking
and commitment to IRM through such structures as the IRM Steering Committee. The rapid expansion of
technology and information sources has established a diverse set of information managers including the Senior
Information Resources Management Official, the Major Systems Managers, the PC Site coordinators, the LAN
administrators, the ADP coordinators and the Information Center managers. Roles and responsibilities among
the large numbers of EPA staff with essential functions for a responsive IRM program need to be clarified.
Overview of Broader Strategic Directions
A clear line of communication and accountability is needed to implement this plan and to promote
coordinated planning and budgeting within EPA.
8: Provide Quality Service with Proactive Leadership as Custodians of EPA Information
and Systems
VI-25
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One component of the OIRM/NOPD vision is to support the Agency's mission by efficiently and
effectively operating information systems and information resources and by assisting Agency and external
clients with access to and use of those systems and resources.
8.1 Ensure security of Agency information, systems and ADP equipment.
Activities and Accomplishments
This objective recognizes the importance of the investment in information resources and the need to
protect these resources against various threats.
Specific activities include:
Conduct reviews of Agency information resources to assess exposure to threats, and take
corrective actions where necessary.
Promulgate standards and guidance, as needed, to define appropriate security measures to
protect Agency information resources.
• Appoint an EPA employee to the role of security officer for each major Agency information
system.
Assumptions and External Commitments
The support and committment of oversight agencies, which promulgate the policy and guidance in this
area will be important. The cooperation of media office is essential as well.
Overview of Broader Strategic Direction
As information access and data sharing programs grow in size and serve more diverse cients groups,
security will become increasingly important to assure the integrity of data for all users.
8.2 Operate national systems to support client requirements.
Activities and Accomplishments
This objective recognizes the key OIRM role of overseeing the operation of national information
systems to ensure they are sequenced to meet client needs, provide consistent and reliable results, and are
cost effective. Systems include all national administrative systems, water program systems, and data
VI-26
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integration support systems, such as FINDS, Gateway, etc. Significant activities include:
Establish service agreements to define support levels and expectations.
Operate national information systems consistent with service agreements.
* Monitor timeshare usage to ensure cost efficient use of systems.
Assumptions and External Commitments
Since many of the support services that OIRM provides are carried out by contractors, support of PCMD
is important in having access to the contractural vehicles to provide the types of services needed to support our
service agreements.. The responsiveness of the contractor staff and their commitment to quality is crucial to
OIRM's ability to honor the service agreements
Overview of Broader Strategic Direction
OIRM believes in individualized service tailored to meet each client's needs, which differ for major
national information systems. The willingness and abiliity to honor these agreements enhances OIRM's
integrity in the eyes of the client groups. Ensuring the most cost efficient services via good management of
timeshare is an important value-added service.
8.3 Operate the Agency's hardware and telecommunications utilities to provide
high quality service on a cost effective basis.
Activities and Accomplishments
This objective recognizes the critical nature of the hardware/telecommunications infrastructure to the
Agency's mission and business. This objective is focused on maximizing the utility and benefit derived from
that infrastructure through operational effectiveness and efficiency. Specific activities include:
Closely manage the production control of applications software processing within the comput-
ing environment.
• Maximize the utilization of corporate computing resources, including both data centers and
networks.
Provide a full-range of information media, including voice, data, image, and video, appropriate
to the need.
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Assumptions and External Commitments
Continued funding for maintaince and enhancements to the hardware/telecommunications infrastruc-
ture is assumed.
Overview of Broader Strategic Direction
The Agency's data integration and information sharing objectives cannot be met without effective
mechanisms for transmitting data, documents and images within the Agency and to selected partners in
environmental protection.
8.4 Operate repositories of environmental information for easy access.
Activities and Accomplishments
This objective recognizes the important role that OIRM plays in creating and adding to sources of
environmental information housed in EPA libraries and reference databases. Specific activities include:
Operate the library facilities to ensure access to appropriate environmental information.
Create and operate national reference information databases via the library network (Library-
LAN).
Improve access to information sources via technology introduction, such as CD-ROM,
improved library systems, etc.
Assumptions and External Commitments
New technologies such as LANs, image processing and CD-ROM are assumed to become more stable
and less expensive. The Agency must design and fund new services and capabilities to expand EPA's ability
to deliver environmental information for useful access.
Overview of Broader Strategic Direction
IRM cannot make progress toward the strategic vision of serving as the Agency's information broker
without investments which build reliable sources of environmental information and the means to access them
in meaningful ways.
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8.5 Ensure the effective and appropriate handling of Agency records.
Activities and Accomplishments
This objective recognizes OIRM's leadership role as the Agency's records manager. Specific activities
include:
Promulgate standards and guidelines to establish records management requirements and
procedures.
* Review and improve Agency records management practices.
Ensure automated records management solutions are both cost effective and meet handling
and access requirements.
Assumptions and External Commitments
OARM and all Agency offices must recognize the importance of EPA's official records and assign
responsibilities and resources to manage them effectively.
Overview of Broader Strategic Direction
EPA is the custodian of one-of-a-kind documents and unique databases which need to be preserved
as invaluable historical records. In addition, too many Agency staff devote substantial time to minimally
productive tasks in order to find and store information they need to do their jobs. Several timeconsuming and
labor-intensive processes in the Agency, such as requests under the Freedom of Information Act and
Congressional inquiries, would benefit measurably from improvements in the Agency's records management
programs. As an enforcement agency, the Agency's success in legal processings often depends upon the
quality of documentation. Investments in records management for litigation support, such as in the Superfund
Cost Recovery Program, offer high returns on investment.
8.6 Provide technical assistance and client support to facilitate efficient use of IRM
resources.
Activities and Accomplishments
This objective recognizes the critical OIRM/NDPD role of sharing our expertise and experience with the
broader universe of IRM users to ensure the benefit realized is maximized. Specific activities include:
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Educate IBM users regarding effective use of information resources.
Provide expert review and consultive services regarding system design, development, and
operation matters.
Provide readily accessible operations support for information systems and infrastructure use.
Assumptions and External Commitments
Success in this arena depends upon continued professional development among IRM staff.
Overview of Broader Strategic Direction
As use of information and information technology becomes critical to the Agency's overall performance
and productivity, IRM must assume responsibility for building and delivering expertise upon the Agency can rely.
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Appendix
-------
-------
IRM Strategies
Goals
1. Establish data
integration tools
and activities.
Objectives
1.1 Provide connectivity for
seamless access to
data through EPA's
hardware, software and
telecommunications
capabilities
1.2 Define formats and
protocols that facilitate
the exchange and the
meaning of
environmental and
laboratory data.
1.3 Design, develop and
implement common
user information
access techniques for
major EPA program
systems.
Planned Accomplishments
• Develop a vision for a common user interface for all
Agency applications regardless of application platform.
• Develop a vision of seamless connectivity and the
shared processing required to accomplish it and identify
the products which will satisfy these requirements.
• Determine the effect a common user interface, seamless
connectivity and shared processing will have on users,
applications developers and EPA's communication
network.
• Develop a strategy to implement this vision.*
Good automated laboratory practices responding to the
trend toward a paper-less laboratory. They provide
guidance for documenting data quality and integrity in the
automated laboratory as well as a tool for laboratory
audits.
• Standard for transmission of laboratory measurement
results which ensures that the necessary information to
evaluate measurements is included whenever results are
transmitted from laboratories to data bases. Users of such
data can readily determine the utility of the data for their
own purposes.
• The definition of data quality indicators which will be
useful for linking data across media lines. They will allow
the determination of a confidence level for analysis of
previously unrelated data sets.
• The Gateway interface to national environmental data
systems. The Gateway will provide a single starting point
for any user to access these systems instead of one
starting point per system and a simple user interface that is
consistent in both appearance and function for each
system.
• The facility and location data standards. These
standards are important to ensuring the key data
describing facility identification and geographic location are
in place and are consistent.
• Geographic Information Systems (GIS) decision support
systems. GIS is one of several analytical tools for
integrating data. GIS enables viewing of environmental
data in a geographic context that provides a new look that
helps to reveal complex interrelationships that have gone
undetected using more traditional methods.
Appendix - 1
-------
IRM Strategies
Goals
1. (continued)
2. Create and
manage
information
systems
supporting the
environmental
community.
Objectives
1.4 Incorporate data
integration tools and
activities into EPA
Regional office and a
majority of the States'
Information Resources
Management (IRM)
Programs.
2.1 Develop and
implement a software
engineering
development program.
2.2 Develop an
application tool kit.
2.3 Provide systems to
ensure the accuracy,
consistency and
efficiently of Agency
laboratory networks.
Planned Accomplishments
Ensuring regional GIS Centers have the right
technology to move analyses onto the desk of the
agency's scientists as a mainstream tool.
Providing sufficient staff to the GIS Centers to
foster collaboration on regional, State and local efforts
and maintain expertise in GIS and related visualization
technologies.
Developing an EPA Global Positioning System
network that would deliver to Regions and states access
to information visualization tools.
Ensuring funding for innovative programs and tools
which link environmental data sets among the States, the
Regions and Federal data bases.
• Developing expertise in the use of a structured
methodology for EPA applications.
Identifying development projects where this
methodology is most likely to be appropriate.
Developing an implementation approach based on
lessons learned to tailor the methodology to the EPA
environment.
Establishing a Technical Center Staff to review and
assess applications developing tools to support
implementation of the methodology.
• Ensuring that we have identified and prioritized
opportunities for automating all possible portions of the
system over its lifecycie.
• "Road-testing" and introducing selected tools for
widespread use throughout the Agency.
Laboratory information management systems
(LIMS) for overall laboratory data management.
The automation of laboratory processes such as
data acquisition and quality assurance.
• The development of expertise at each laboratory for
continuing the automation process.
• Technology transfer to and from State laboratories.
Appendix - 2
-------
IRM Strategies
Goals
2. (continued)
3. Establish a
program to
promote
information
sharing.
Objectives
2.4 Develop improved
national administrative
control and program
systems.
3.1 Provide tools and
capabilities to facilitate
information sharing
within EPA and
between EPA and
other organizations.
Planned Accomplishments
Implementing all modules of the Integrated Contracts
Management System.
Implementing all phases of the Superfund Cost
Recovery Image Processing System (SCRIPS, formerly
STARS).
Defining the requirements for modernization of the
water and other selected mission-critical systems.
Implementing a national Freedom of Information Act
(FOIA) and correspondence tracking system.
Implementing an Integrated Administrative System
(IAS).
Implementing automated personnel action and training
requests systems.
• Develop, maintain and disseminate information
resources management policies to facilitate development
of integrated information programs and support sharing of
information among EPA's clients and partners.
Develop and manage networks for effective access
and sharing, including the Agency's networks for the
library, records centers, dockets, State/EPA Data
Management program, information contract managers,
clearinghouses and hotlines.
Develop and maintain products that improve access to
information and promote resource-sharing efforts, e.g.,
Information Resources Directors (IRD), Information
Systems Inventory (ISI), Guide to EPA Libraries and
Information Services.
Develop and maintain systems that facilitate
cross-media access to information, e.g., Online Library
System, FINDS.
Develop, maintain and disseminate automated tools to
promote cross-media and individual program access to
information, e.g., E-Z Ref.
Develop and manage administrative tools such as
contracts, grants and interagency agreements to facilitate
information sharing programs.
Appendix - 3
-------
IRM Strategies
Goals
3. (continued)
Objectives
3.2 Manage and deliver
information and
technology transfer for
improved access and
use of data needed by
EPA staff to perform
effectively.
3.3 Manage and deliver
information and
technology transfer for
public access.
3.4 Manage and deliver
information and
technology transfer for
international
environmental
programs and
organizations.
Planned Accomplishments
• Identify program and client needs and develop
products to meet those needs.
Evaluate the Agency's need for a central location for
information services, including information centers,
libraries, dockets, records centers and clearing houses.
• Provide analytical information services to meet needs
of top managers, e.g., legislative tracking services.
Function as an information broker and technical
transfer focal point for EPA programs.
Develop and implement an outreach program aimed
at all levels of EPA staff.
Conduct research to define the clients potentially
served by the public access program and to specify the
kinds of data, information and analyses they need.
Monitor legislative and other mandates for public
access and communicate issues, status and needs to
EPA programs.
• Initiate public access models and case studies,
analyze their results and develop model programs for
review and adoption by EPA programs., i.e. use of
CD-ROM.
Develop coordinated EPA publications identification
and dissemination mechanisms.
• Broker cooperative arrangements with operations in
the public and private sectors for use by EPA programs.
Maintain and enhance the Public Information Center
as a model public access service operation.
• Maintain inventory of bilateral and multilateral
agreements.
Analyze information components and requirements.
Develop consulting and support relationships with
EPA programs as needed. Example: IRPTC national
correspondent and partner roles.
Determine types of information components in
agreements.
Develop model language for appropriate types.
Appendix - 4
-------
IRM Strategies
Goals
3. (continued)
4. Renew EPA's
technology base
to provide
increased
functionality
and/or to reduce
costs.
Objectives
3.4 (continued)
4.1 Assess the Agency's
business needs, the
direction of technology
and specific
technologies and
capabilities.
Planned Accomplishments
• With OIA, disseminate model to EPA programs for use.
Examples: Brief Programs on our service; Network with
Programs for ongoing communication.
• Develop mechanisms for tracking new agreements.
• Identify international partners and their clients and
profile information needs.
• Assess existing access to information and as
appropriate, develop new delivery mechanisms to meet
client needs. Example: IRPTC mainframe connect.
• Review existing tools such as the Information Systems
Inventory for important EPA data sets and select sets for
analysis of current delivery mechanisms.
• With Programs, facilitate development of delivery
mechanisms appropriate for international needs.
• Develop core International Collection.
• Develop special international information services such
as Senior Information Service for EPA staff involved in
global activities.
Develop and disseminate bibliographies and
pathfinders. Example: Pathfinder to International
Databases.
Develop outreach services to inform international
community of access.
• Develop bulletins for ongoing communication.
• Utilize existing guides to resources for improved
access and develop new guides as appropriate.
• Participate in outreach mechanisms of partners.
• Work with international partners to determine needs
and strengthen relationships.
Develop model companion program to improve
information sharing capabilities of developing regions..
• Monitor program success to learn from model.
Example: UNEPINFOTERRA program.
• Establish an infrastructure of information resources
management within the Agency which recognizes the
need to identify the Agency's business needs, understand
the strategic IRM objectives of the Agency, and are able
to incorporate this understanding into their program goals
and objectives.
Appendix - 5
-------
IRM Strategies
Goals
4. (continued)
5. Manage a data
administration
program to
ensure the
Agency's ability to
use its date fully.
Objectives
4.1 (continued)
4.2 Procure selected
technologies and
capabilities to meet
Agencywide needs.
4.3 Implement technology
in an orderly manner
and evaluate results.
5.1 Define EPA's
information
architecture, evaluate
corporate or shared
data needs and provide
models for
management of
program, administrative
and scientific data.
Planned Accomplishments
• Develop partnerships between OIRM and each
operation program for cooperative involvement in develop
program visions and objectives consistent with the
Agency's IRM strategy.
• Continue to assess and understand the direction of
IRM technology in the public and private sector. Continue
a program of annual technology assessments
recommended by the Agency's information resources
managers. Hold annual consultations with these senior
officials providing interaction with Agency executives
responsible for determining technological approaches
within their enterprises.
• A consensus on Agencywide needs must be
developed.
• Specific requirements must be documented.
• Fully open and competitive contracts awarded which
satisfy the technology needs of the Agency.
• Priority procurements include:
Supercomputing, visualization, LAN-based
communications and applications, high-density storage of
data and images, and videoteleconferencing for
office-based and remote interactions (on-site
management).
• The Agency's management structure must recognize
the importance of information resources technology within
the Agency and commit to providing an annual
assessment of their implementation of the technology.
• There must be an Agency-wide recognition of the
importance of training and support structures to support
the knowledge workers utilizing the information resources
of the Agency. An Agencywide support structure must be
implemented and evaluated annually by the Agency's
senior management.
Develop models for management of Agency's data.
Appendix - 6
-------
[RM Strategies
Goals
5. (continued)
6. Enhance
productivity
through the
educated use of
technology.
Objectives
5.2 Establish data
standards for corporate
or shared data.
5.3 Establish and manage
a process for an
effective Agencywide
data administration
program.
5.4 Provide tools and
capabilities which
promote common data
management
approaches for
program,
administrative, and
scientific data.
6.1 Establish and manage
training programs for
IRM professional
development.
Planned Accomplishments
• Finalize Agencywide data standards for five key
dimensions along which the Agency integrates data:
• The Chemical Abstract Service (CAS) Registry
Number Standard -- requires EPA representatives to use
CAS registry numbers for definable substances.
• The Minimum Set of Data Elements for Ground-Water
- establishes the minimum set of data elements needed
to support the collection of ground-water data.
• The Locational Data Policy (although formally a policy
rather than a standard) requires the use of latitude and
longitude, in an international format, to represent the
location of entities regulated by EPA.
• The Facility Identification Data Standard - states that
all facilities regulated by EPA shall be identified using one
ID system across all EPA collections of information.
• The Data Standard for the Electronic Transmission of
Laboratory Measurement Data -- specifies a format for
moving automated measurement results from labs to
program offices.
Deveop mission statements and related documentation
to fully define the Data Administration Program.
* Complete the implementation of a formalized Data
Administration Program.
* Ensure effective implementation of Agencywide data
standards.
• Promote and support the use of PREDICT, Data
Catalogue, Pan Valet, Librarian, computer-assisted
software engineering (CASE) and other tools dedicated to
management of data and metadata to ensure a common
and thorough data management approach.
• Pursue excellence in software engineering, data
analysis, program analysis through a training program for
staff members.
• Prepare individual development/training plans for staff
members.
Appendix - 7
-------
IRM Strategies
Goals
6, (continued)
Objectives
6.1 (continued)
6.2 Establish and
implement training
programs for client
communities, including
States, program and
administrative offices,
and the scientific
community, which
promotes teamwork
and information
sharing.
Planned Accomplishments
• Arrange for technical training of staff members, which
includes training on PCs, LANs, System Development
Methodology, Records Management,
Supervisory/Management Methods, systems standards,
common user interfaces, etc.
• Develop and publish a set of tips and easy to use
automated tools (macros) for use with WordPerfect Office
environment.
• Work with Human Resources Training to add
technology training courses for executives to their
curriculum.
Determine a training model for each of the different
categories of IRM platforms and functions.
• Perform a market survey to present the various
methods of education of education for different categories.
• Brief Senior Management on training model and
education methods for the different categories of IRM
platforms and functions.
• Analyze what instructions could be available user
groups.
* Determine what reference information should loaded
on each user's PC.
• Publish results of analysis of computerized training
methods and reference information.
• Determine and publish guidelines for incorporating
"autotraining" into Agency applications software
development methodology.
• Train users on AdminLAN electronic forms
components including travel, procurement requests,
personnel requests, and performance evaluations.
• Train users on AdminLAN Office/Work group
Productivity Tools, including correspondence tracking,
office calendaring, meeting scheduler, budget tracking,
etc.
• Train users on AdminLAN Personal Productivity Tools.
• Provide training for scientists to enhance scientific
activities.
• Train scientists on the potential effects of POSIX,
GOSIP, SQL, and Windowing Standards.
• Provide training to user community on records
management, impact of image processing, etc.
Appendix - 8
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IRM Strategies
Goals
6. (continued)
7. Improve planning
and
communications
to ensure
effective
deployment of
information and
technology.
Objectives
6.3 Provide tools and
capabilities to improve
personal productivity of
EPA staff.
6.4 Provide tools and
capabilities to improve
organizational
productivity and
effectiveness.
7.1 Develop and implement
a cooperative process
for IRM strategic
planning on an annual
basis.
Planned Accomplishments
Develop and implement the Administrative Forms
component of AdminLAN, which includes travel
authorizations and vouchers, procurement requests,
personnel request (SF-52), and performance evaluation
forms.
• Develop and implement an Office/Work group
Productivity component in AdminLAN which includes
correspondence tracking, office calendaring, meeting
schedules, and budget tracking.
• Establish and maintain AdminLAN IRM Hotline for end
user support.
• Coordinate future interfaces of AdminLAN with
National System Managers.
• Prepare and Publish AdminLAN Standards.
• Produce, distribute, and maintain versions of the
AdminLAN software.
• Install LANs for all OARM and Office of Administrator
clients by end of FY93.
Implement AdminLAN ready reference component.
• Implement a clearinghouse and publish a set of
stand-alone and LAN PC applications.
• Develop and publish a PC Configuration Guideline
document giving a layman's description of PC hardware,
software and LANs.
• Conduct and publish the results from a biennial PC
Survey.
• Expand videconferencing capability throughout the
Agency.
• Issue EPA's 1990 Strategic IRM Plan after extensive
Agencywide review to establish overall directions and
commitments through the mid-1990s.
• Produce annual operational plans for OIRM and NDPD
for informing the Agency in a timely manner of IRM
assessments, priorities and specific initiatives to promote
feedback, participation and coordinated IRM programs.
* Establish a cooperative IRM strategic planning process
with Agency program offices, Regional offices and
laboratories as active partners
Appendix - 9
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IRM Strategies
Goals
7. (continued)
8: Provide Quality
Service with
Proactive
Leadership as
Custodians of
EPA Information
and Systems
Objectives
7.1 (continued)
7.2 Develop Agencywide
information architecture
for program,
administrative and
scientific systems and
hardware/telecommuni
cations which includes
Information Strategy
Plans, major
acquisitions and
maintenance.
8.1 Ensure security of
Agency information,
systems and ADP
equipment.
8.2 Operate national
systems to support
client requirements.
8.3 Operate the Agency's
hardware and
telecommunications
utilities to provide high
quality service on a
cost effective basis.
Planned Accomplishments
• Establish an architectural planning process for shared
decision-making and understanding of major acquisitions
and Agencywide IRM initiatives.
• Establish an ADP Hardware capacity planning program.
in consultation with key IRM officials throughout the
Agency.
• Provide an automated system for ADP short-term
planning activities for Agencywide application along with a
full range of user support.
- -OIRM will develop Agencywide information
architectures for program systems, administrative
systems and scientific systems in consultation with the
appropriate offices.
r
- Conduct reviews of Agency information resources to
assess exposure to threats, and take corrective actions
where necessary.
• Promulgate standards and guidance, as needed, to
define appropriate security measures to protect Agency
information resources.
• Appoint an EPA employee to the role of security officer
for each major Agency information system.
Establish service agreements to define support levels
and expectations.
• Operate national information systems consistent with
service agreements.
• Monitor timeshare usage to ensure cost efficient use of
systems.
• Closely manage the production control of applications
software processing within the computing environment.
- Maximize the utilization of corporate computing
resources, including both data centers and networks.
P
Appendix - 10
-------
1RM Strategies
Goals
8. (continued)
Objectives
8.3 (continued)
8.4 Operate repositories of
environmental
information for easy
access.
8.5 Ensure the effective
and appropriate
handling of Agency
records.
8.6 Provide technical
assistance and client
support to facilitate
efficient use of IRM
resources.
Planned Accomplishments
• Provide a full-range of information media, including
voice, data, image, and video, appropriate to the need.
• Operate the library facilities to ensure access to
appropriate environmental information.
* Create and operate national reference information
databases via the library network (LibraryLAN).
• Improve access to information sources via technology
introduction, such as CD-ROM, improved library systems,
etc.
• Promulgate standards and guidelines to establish
records management requirements and procedures.
• Review and improve Agency records management
practices.
Ensure automated records management solutions are
both cost effective and meet handling and access
requirements.
Educate IRM users regarding effective use of
information resources.
Provide expert review and consultive services
regarding system design, development, and operation
matters.
• Provide readily accessible operations support for
information systems and infrastructure use.
Appendix - 11
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