r
United States
Environmental Protection
Agency
Solid Waste And
Emergency Response
(OS-110)
500R-92-002
December 1991
PA Strategic Information
Resources Management
(IRM) Plan
OSWERIM
-------
-------
-------
-------
TABLE OF CONTENTS
EXECUTIVE SUMMARY i
SECTION 1 -INTRODUCTION 1
1.0 INTRODUCTION 1
SECTION 2 - CRITICAL ISSUES ANALYSIS 3
2.0 OSWER GOALS AND CHALLENGES 3
2.1 ANALYSIS OF IRM STRENGTHS AND WEAKNESSES 7
2.2 IRM FUTURE DIRECTIONS 11
SECTION 3 - OSWER STRATEGY OVERVIEW 17
3.0 OSWER IRM STRATEGIES AND OBJECTIVES 17
APPENDIX A - SCOPE AND APPROACH 41
APPENDIX B - OSWER ORGANIZATION 49
APPENDIX C - OSWER SYSTEMS .55
FIGURES
FIGURE 2-1 OSWER'S PROGRAMMATIC GOALS AND CHALLENGES 13
FIGURE 3-1 OSWER'S IRM STRATEGIES AND OBJECTIVES 18
FIGURE B-l OSWER IRM ORGANIZATION 52
HEADQUARTERS LIBRARY
ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, D.C. 20460
-------
-------
Executive Summary
This document is intended to serve three purposes. The first is to ensure that IRM
support is sufficient and available to meet the goals and challenges outlined in the
OSWER Strategic Plan for FY 1993-96. The second is to provide a mechanism for
examining the strengths and weaknesses of the current support as a basis to more
clearly identify the most effective and efficient future directions of the IRM
program. The third is to provide OSWER managers with a common vision and
understanding of the future of IRM and its importance to the success of hazardous
waste and emergency response program.
Over the next several years, OSWER's IRM program staff will begin to reexamine
current ways of providing IRM services and will move OSWER toward a more
integrated approach for management of its IRM activities. This integrated approach
will allow OSWER to position itself to plan for its information needs effectively, to
collect information in a way that is not duplicative and yet ensures ready
availability, and to promote sharing of that information. This approach will require
working closely with program managers to plan for information requirements early
in the program planning phases. Over the next several years, OSWER IRM
activities will focus on five primary IRM strategies:
G OSWER will provide increased IRM support to implement new and
anticipated legislative mandates. Hence, early in the program planning
phases, OSWER will begin to identify and analyze the impact that the new
and anticipated legislation will have on OSWER's current data collection and
management system and activities.
Q OSWER will improve the quality of and access to its environmental and
administrative information through the continued enhancement of its
current systems and data, and by improving access by the program areas and
the public to OSWER information.
Q OSWER will continue its efforts to promote an increased awareness and
understanding of new IRM technology concepts and techniques among
program areas to assist them in meeting their mission.
Q OSWER will work to improve the integration of OSWER's data to support an
integrated cleanup program. OSWER will maximize the benefits from its
investment in information through an improved information management
function that will allow OSWER information to be more readily shared and
available both within OSWER programs and other media offices.
Q OSWER will identify and implement the appropriate IRM organizational
structure for initiating an improved data management program and
activities, such as data standards, to promote access to timely, accurate, and
-------
complete environmental and administrative information. In addition,
OSWER will continue its support for vital IRM areas such as records
management, strategic planning, and office automation.
This plan documents OSWER's current strategy for applying its IRM resources in
support of OSWER's programmatic direction. Section 1 is a brief introduction.
Section 2 examines OSWER's current IRM environment, identifies strengths,
weaknesses, opportunities and threats, and future impacts on OSWER programs
such as new or revised legislation and the development of new regulations. Based
on an analysis of these factors, Section 3 identifies five long range IRM strategies,
and twenty-six objectives that will enable OSWER to meet the goals and challenges
identified in OSWER's Programmatic Strategic Plan.
11
-------
Section 1 - Introduction
1.0 Introduction
The Office of Solid Waste and Emergency Response's (OSWER) Strategic
Information Resources Management (IRM) Plan is the first comprehensive office-
wide IRM plan developed by OSWER since 1986. IRM is that aspect of management
that deals with the utilization of information and other information resources such
as automated data processing technologies, telecommunications, office automation,
and records and paperwork management. Although OSWER has planned for its
IRM resources in past years, the OSWER programmatic strategic planning effort
begun in FY1990 provided the opportunity for the IRM program to closely examine
and assess its current IRM direction, and ensure that its future priorities support
OSWER's programmatic goals and challenges outlined in the OSWER Strategic Plan
1993-1996. Further, this IRM planning effort coincides with many anticipated
legislative mandates and expanded programmatic information collection activities.
It allows OSWER to identify and analyze its information needs early in the program
planning life cycle to ensure that effective and efficient information strategies are
identified to support OSWER's programmatic direction.
This plan documents OSWER's current strategy for applying IRM resources in
support of programmatic direction. The plan examines OSWER's current IRM
environment, identifies potential problems, constraints, and future impacts on
OSWER programs such as new or revised legislation or the development of new
regulations. Based on an analysis of these factors, the plan identifies long range IRM
strategies and objectives that will enable OSWER to meet the goals and challenges
identified in OSWER's Programmatic Strategic Plan.
Through this process, the OSWER Strategic IRM plan ties IRM needs to the mission,
goals, and future programmatic directions of OSWER, and to further refine these
needs into measurable IRM objectives/activities that can be planned, managed,
tracked, and funded during the planning years. As the OSWER IRM planning
process becomes more formalized, the process will provide the opportunity fox
improved communication across OSWER offices as well as with other EPA offices
and senior EPA management.
The remainder of this plan includes:
Q Section 2 - OSWER Critical Issues Analysis, contains a description of the key
challenges facing OSWER during the planning years, the impact of those
challenges on IRM, and an analysis of the IRM strengths, weaknesses,
opportunities and threats.
-------
Q Section 3 - OSWER IRM Strategies, details OSWER's IRM strategies for
meeting the future programmatic goals and challenges facing OSWER during
the planning years.
Q Appendix A - Scope and Approach, contains a description of the methodology
used to develop the strategic plan, the Interview Guide used to guide the
discussion with interviewees, and the list of interviewees.
Q Appendix B - OSWER Organization, details OSWER's current IRM
organization, including a description of the responsibilities of the
Information Management staff, Information Management Coordinators,
Regional Waste Management Divisions, and the Information Management
Steering Committee.
Q Appendix C - OSWER Systems, contains a list of the OSWER systems
contained in OSWER's Data Resource Directory, broken down by branch
within the OSWER organization.
-------
Section 2 - Critical Issues Analysis
2.0 OSWER Goals and Challenges
OSWER's mission is to protect human health and the environment from
unacceptable risks posed by solid and hazardous wastes as well as the release of oil
and chemicals into the environment. Specifically, the goals of the hazardous waste
and emergency response program are to:
• Minimize the quantity and toxicity of waste created by commercial, domestic,
and governmental activities;
• Ensure environmentally sound management of solid and hazardous wastes;
• Prevent harmful releases of oil and hazardous substances into the
"environment; and
• Prepare for and respond in a timely and effective manner to releases of
hazardous materials into the environment.
Most of OSWER's future program direction requires increased collection, analysis,
use, or transfer of information or changes in the way the program's information
resources are currently used. Changing the way OSWER manages its programs has a
tremendous impact on the way OSWER manages its information and information
resources in those programs. These changes can be extremely costly if planning for
information resources is not an integral part of OSWER's program management
planning. The challenge for the IRM program is to find new and cost effective ways
to provide the necessary quality information that meets both current and future
program needs.
In meeting these goals, a number of programmatic challenges have been identified
from the OSWER Strategic Plan for FY1993-1996, interviews with program
managers, and EPA's Administrator's guidance. Each of these challenges represents
areas where IRM support will be needed to ultimately accomplish OSWER's
programmatic goals. To a degree, they represent hurdles that must be met to
accomplish many of OSWER's current activities - but they also represent a change in
focus and direction for the future. These include the following:
Q New and Anticipated Legislative Mandates. New and anticipated legislative
initiatives require new information collection and analysis activities in
support of regulation development and guidance. Currently, information is
collected by program offices to support individual program initiatives and
specific Federal mandates. This information is not collected in a standard
format, and thus is difficult to share. The costs of collecting information on
an office-by-office basis can be substantial. These costs will continue to grow if
OSWER does not plan from an organization-wide perspective for the future
-------
support that will be required by new and anticipated legislative mandates.
Some of these include the following:
* RCRA Reauthorization. The RCRA Reauthorization proposal will
require that new information in areas such as municipal waste, mining
waste, oil and gas waste, and municipal incinerators be collected and
automated to support new legislative mandates. This universe of
information is vast, and is not currently collected anywhere in
OSWER.
Oil Pollution Act of 1990. The Oil Pollution Act of 1990 established
new Federal authority to direct responses to spills, improve
preparedness and response capabilities, ensure that shippers and oil
companies are responsible for damages from spills, and develop an
expanded oil pollution research and development program. As a
result of this legislation, over 500,000 facilities will be regulated. This
program is funded through a Trust Fund and information
management activities will need to support the general management
of this program, new regulation development, and cost recovery and
documentation issues.
• Clean Air Act Amendments. The Clean Air Act (CAA) provisions
build on the SARA Title m requirements for disclosure of chemical
hazard information and the use of the information to protect the
public. New information requirements need to be identified and
addressed in order to support CAA implementation. In addition, the
appropriate means to disseminate this information to all parties
concerned will need to be considered and planned for.
• CERCLA Reauthorization. In 1995, major changes to Superfund
legislation are expected. Impacts of the new legislation may change the
role and responsibilities of states, and increase the number of sites on
the National Priorities List (NPL).
Environmental Policy Initiatives. There are a number of environmental
policy initiatives that will result in new ways of managing OSWER programs.
These initiatives will impact the way that OSWER manages its IRM support
to these areas. For example, risk based priorities, development of
environmental indicators, and continued emphasis on public access to
information will further highlight the need for improved and enhanced IRM
activities. Examples of these initiatives include the following:
• Integrated Cleanup Program. OSWER's strategic plan envisions that by
1996 the agency will have made substantial progress toward full
integration of the Superfund, petroleum spill, and various RCRA
cleanup programs. This integration will ultimately encompass a fully
consistent regulatory framework and an integrated priority scheme to
-------
Q
identify the worst sites at every stage of the pipeline where choices
must be made. OSWER's current systems are not integrated.
Therefore, the ability to share information across cleanup programs
necessary for the management of an integrated cleanup initiative is not
readily available.
• Environmental Indicators. OSWER's continued drive toward
measuring the effectiveness of its programs in reducing risk to human
health and the environment through environmental indicators
requires the identification and collection of the technical data necessary
to depict this environmental progress. Each program area is in the
process of identifying, collecting, and modifying its systems to store the
technical data necessary to do this. However, since there is not an
integrated approach to identifying these indicators, the opportunity
exists for redundant collection efforts and storage of technical data
between the program areas.
* Geographical Initiatives. Emerging environmental issues such as
deforestation, watershed management, global climate change, and acid
rain are creating increasing demands for information that EPA is not
capable of providing. The Agency has been implementing geographic
initiatives, such as multi-media monitoring programs designed to
assess the health of the environment in specific locations. The Great
Lakes National Program Office (GLNPO), the Chesapeake Bay Program
(CBP) and the Gulf of Mexico Program are examples of these geographic
initiatives. These programs will need to rely on the existing base of
information contained in the separate program office's databases.
However, it is very difficult to share data between these databases
because the data has not been designed in such a way to facilitate
sharing. This includes the lack of standard data element definitions as
well as the lack of standard program definitions.
• Risk Based Environmental Planning. OSWER will increasingly set
priorities for addressing hazardous waste issues on the basis of their
relative risk, not only to human health but to ecological processes as
well. The appropriate technical data needs to be available to support
risk-based decision making.
Administrator's Program Priorities. The Administrator of EPA has identified
a number of initiatives that will continue to be program priorities during the
planning years.
• Public Access to Information. A strong industry and public outreach
and technical assistance program is necessary to reduce the generation
of waste and help all sectors understand the benefits of source
reduction. Additionally, OSWER shares information with other
Federal agencies to support enforcement and other joint Federal
-------
monitoring programs. The continued emphasis on public access to
environmental information requires OSWER to find new and effective
ways to communicate that information.
Training and Outreach Program. The On-Scene Coordinator/Remedial
Project Manager (OSC/RPM) Support Program has been very successful
in ensuring that new Superfund field personnel receive appropriate
training in a timely manner. This program will be expanded to ensure
that information on remedy selection and innovative technology is
effectively communicated to personnel. The Municipal Solid Waste
(MSW), Underground Storage Tank (UST) and Emergency Planning
and Community Right-to-Know (EPCRA) programs will continue their
outreach programs ensuring that regions, state and local governments,
and Indian Tribes receive training and technical assistance. OSWER
has used many "voluntary" approaches to support training. Examples
include the Consumer Handbook, environmental labeling, and the
Agenda for Action. All of these efforts rely heavily on the
dissemination of information, and OSWER must continue
investigating creative methods for communicating knowledge.
Expanded Use of Innovative Technologies. The Technology
Innovation Office (TIO) was created to address technology concerns
outlined in the Superfund 90 day study. TIO plans to increase the
application of innovative treatment technology to contaminated soils
and groundwater. TIO is exploring institutional barriers to innovative
technology, and identifying opportunities in existing statutes and
regulations for additional flexibility in policies, permit actions, grants
and contracting procedures. OSWER is developing a policy directive
and implementation plan for increasing the application of innovative
treatment technologies which includes mechanisms and incentives for
implementing innovative treatment in OSWER programs. These
efforts requires a significant amount of effort to disseminate and track
information about the application of innovative technologies. In
addition, OSWER is working with other Federal Agencies to promote
the use of innovative treatment technologies and is developing an
information exchange network for those technologies. A database
identifying vendors of treatment technologies is also under
development.
Continued Research and Development. The Office of Research and
Development (ORD) provides technical information and evaluations
for regulatory development, technology evaluation and development
for cleanup activities, implementation tools such as monitoring
methods and risk assessment protocols, and direct "hands-on"
technical assistance to regions in cleanup and permitting technical
decision-making. Examples of initiatives include: the development of
-------
improved site specific risk assessment protocols and the demonstration
of bioremediation as a cost effective remedial technology; a focused
effort on understanding and improving the many limitations of pump
and treatment technology for cleanup; and the development of
innovative treatment technologies for use in cleanup actions under
the Superfund Innovative Technology (SITE) program. There will
need to be mechanisms available for communicating new treatment
technologies to those areas that need to share this information.
• Improved Program Management. OSWER's internal program
evaluations have identified the need to work towards continuous
improvement in fiscal and information management programs,
accountability processes, and planning and priority-setting methods.
OSWER is implementing a number of recommendations which were
developed as a result of the Superfund Management Review and the
RCRA Implementation Study. These include the use of the integrated
timeline'for establishing performance expectations in Superfund, the
integrated prevention/corrective action priority scheme in RCRA, and
the evaluation of program performance and development of
continued improvement programs in UST. Other areas that are being
evaluated and improved include contract and financial management,
cross program sharing of facility information, and integrated
geographic data. In the effort to improve program management,
information technology can be viewed as an enabler. IRM technologies
and concepts are evolving very rapidly, offering new opportunities to
support and improve all facets of OSWER's programs. New IRM
technologies may enable more effective ways for OSWER to "do its
business" and reduce resource needs for some of the most demanding
functions.
2.1 Analysis of IRM Strengths and Weaknesses
An important principle of the IRM program is that IRM is not an end in itself, but
provides value to OSWER by delivering information and related support services to
the waste management programs. To ensure that these services will be available
and sufficient to meet OSWER's future needs, a key part of the strategic IRM
planning process is to identify and evaluate factors both internal and external to
OSWER that may affect its future ability to provide IRM services. This analysis
allows OSWER to develop an understanding of its IRM organization, the
environment in which it must function, and the issues that affect its performance -
all crucial factors for planning information needs for the future. The following is an
analysis of the strengths, weaknesses, opportunities, and threats (SWOT) of the
current IRM environment.
-------
IRM Strengths
Funding for ongoing IRM systems and activities is available. Financial
resources are also available to investigate a number of new technologies to
support ways of providing program support through such technologies as
Geographical Information Systems, improved records management
technologies, models, etc.
OSWER has a number of large, operational systems that provide critical
program support. These include CERCUS, RCRIS, and CAMEO. The current
administration of OSWER programs would not be possible without the
support of these systems. They provide the fundamental information needs
of program management by collecting and storing program management
tracking information. In addition, a few of the systems provide
environmental data which supports the analysis of future program
management trends.
A number of IRM program management improvements have been made to
improve the way systems are developed in OSWER. These include the
system development life cycle guidance, practice papers on data management
and data modeling, and the investigation of the use and availability of
administrative and technical data in OSWER.
OSWER is often the leader in the innovative use of IRM technology in EPA
by undertaking the initial stages of many highly visible projects such as
records management, expert systems, and local area networks (LANs).
IRM Weaknesses
OSWER's national information systems were developed to support
individual program office legislative needs. As a result, these systems are not
designed to share data. Because of the legislative requirement underlying the
information collected, OSWER does not always have the flexibility to design
systems and information architectures that facilitate the elimination of data
redundancy, allow data to be shared, and provide the framework to develop
integrated systems. This situation is not unique to OSWER; it is a pervasive
weakness throughout EPA. Keeping pace with changing legislative
requirements, increasing demand for information, rapidly changing
technology, growing involvement of end users, etc. has made the task of
managing OSWER's information a major undertaking.
Data is not defined in a standard format that would allow sharing of data
collected separately to support regulation development or meet legislative
mandates. This problem has also led to concerns about OSWER's data
quality.
8
-------
• There is no centralized organization or mechanism for defining and
managing the data collected and used in OSWER.
• OSWER program managers do not have a full understanding of IRM and
how it can support their program activities. There needs to be some
consideration of the costs and resources involved in using IRM in their
planning efforts.
• Much of the data that is collected by OSWER is program management or
administrative data used to manage the programs from a Headquarters
perspective and to meet oversight report requirements. However, changes in
management structure, such as the move toward risk-based environmental
decision making and the use of environmental indicators to measure
program success, require the collection of technical data from the field.
• OSWER staff need more office automation and overall technology training to
help them use the tools that they currently have more effectively and to
identify the areas where IRM can support them in the future.
• There is no centralized mechanism for communicating information on IRM
activities of OSWER program offices within OSWER and with outside
organizations, such as OIRM, NDPD, other program offices, and Regions.
• OSWER IRM acquisition and budget requests are not tied to IRM plans.
Much of the funding for IRM within OSWER is not directly tied to IRM plans
(i.e., 43A and 43B forms as part of the budget). OSWER has been able to fund
many IRM activities through program activities, thus making it difficult to
track the precise amount expended on IRM efforts.
IRM Opportunities
• PSWER's strategic planning effort provides the opportunity for the IRM
program to closely examine and assess its current IRM direction and ensure
its future emphasis supports programmatic goals and challenges. The setting
of priorities, development of measures of success, and the tracking of yearly
accomplishments will be a critical part of ensuring that OSWER's IRM efforts
are effectively meeting program needs.
* OSWER is moving away from developing stand-alone systems to designing
applications which will contain and/or access data that other systems utilize.
For example, Biennial Reporting and Toxic Release Inventory systems are
investigating methods for sharing their common data. The development and
use of an information architecture will provide the blueprint to move toward
an environment in which program specific applications could access and
share potentially all of OSWER's information.
9
-------
This move towards an information management rather than a systems
management perspective has been supported by the initial development of a
data administration (DA) program in OSWER. An inventory of OSWER
systems has been developed, data management and data modeling practice
papers have been written and distributed, many of the major systems in
OSWER have identified high level data models, and an OSWER-wide data
model has been designed. These efforts have given OSWER the foundation
which OSWER can build upon to develop an environment in which data can
be shared across program areas.
IRM Threats
OSWER is an information intensive organization. Information is the
lifeblood of this organization, and is vital for the successful management of
the hazardous waste program. The need to collect quality information is
increasing in response to growing management, legislative, and public
demands for more environmental information. If no effort is made to
change the current management approach toward system development and
the management and collection of data, then the costs will continue to
increase without an improvement in the systems and data available to
support future environmental management efforts.
Oversight agencies and Congress are increasingly expressing concerns over
the quality and accuracy of environmental data. Their concerns could result
in significant curtailment of program resources or the specificity of what
information to collect.
The continual movement toward increased program delegation to regions
and states, coupled with the increased number of programs resulting from
legislation (e.g., solid waste, oil pollution, etc.), will result in a more complex
and dependent information sharing arrangement between regions, states and
Headquarters.
OSWER relies on the National Data Processing Division (NDPD) to provide
its national telecommunications support. This support is critical to the
continued implementation of RCRIS and CERCLJS as well as other program
efforts. OSWER's requirements for telecommunications is continuing to
expand and may soon surpass the level of support that is currently available.
Availability of highly skilled technical personnel in the Federal marketplace
is already limited and will become more limited in the future. This is due to
the increased demand within government and industry for highly skilled
technical personnel, with the supply not growing.
10
-------
2.2 IRM Future Directions
The primary goal of OSWER's IRM program is to support the hazardous waste
management and emergency response programs by providing access to high quality
information. Based on the SWOT analysis of OSWER's current IRM environment,
it is clear that there are certain areas where OSWER must focus its IRM resources to
support future programmatic goals and challenges described in OSWER's strategic
plan. OSWER's IRM program staff will begin to reexamine current ways of
providing IRM services to move OSWER toward a more integrated approach for
management of its IRM activities. This integrated approach will allow OSWER to
position itself to plan for its information needs effectively, to collect information in
such a way that is not duplicative and yet ensures ready availability, and to promote
sharing of that information. This approach will require working closely with
program managers to plan for information requirements early in the program
planning phases. Over the next several years, OSWER IRM activities will focus on
five primary IRM strategies.
First, OSWER will provide increased IRM support to implement new and
anticipated legislative mandates. This will mean that early in the program planning
phases, OSWER will identify and analyze the impact that the new and anticipated
legislation will have on OSWER's current data collection and management systems
and activities.
r
Second, OSWER will improve the quality of and access to its environmental and
administrative information through the continued enhancement of its current
systems and data, and by improving the access both by the program areas and the
public to OSWER information.
Third, OSWER will continue its efforts to promote an increased awareness and
understanding of new IRM technology concepts and techniques among program
areas to assist them in meeting their mission. With new technologies being
developed, and the increasing demand to perform more with less resources, the
IRM program needs to ensure that information about technology is thoroughly
disseminated to OSWER program and administrative management. New
technologies, if applied properly, will aid the programs in carrying out their
responsibilities more effectively and efficiently.
Fourth, OSWER will work to improve the integration of OSWER's data to support
an integrated cleanup program and maximize the benefits from its investment in
information through an improved information management function. This will
allow OSWER information to be more readily shared and available both within
OSWER programs and other media offices. Improving the effectiveness of OSWER
information management is fundamental to meet the increasing requirement for
data sharing among program offices, media offices, and public access to EPA's
information. OSWER will begin to examine its use of technical data and analyze
how its information and systems are interrelated as a first step towards integration.
11
-------
And finally, OSWER IRM program staff will emphasize those areas that will
strengthen the IRM management infrastructure within OSWER program offices.
OSWER will identify and implement the appropriate IRM organizational structure
for initiating an improved data management program and activities, such as data
standards, that promote access to good, quality environmental and administrative
information. In addition, OSWER will continue its support for vital IRM areas
such as records management, strategic planning and budgeting, and office
automation.
The next section describes, in more detail, these five IRM strategies that will drive
the OSWER IRM program over the next several years. Figure 2-1 shows the
relationship between the IRM strategies and the OSWER goals and challenges.
12
-------
Figure 2-1 OSWER's Programmatic Goals and Challenges
S
S
S
S
1*
•B HO
• Information on hazardous,
municipal, & industrial soli
needs to be collected, mana
distributed
§
(0
N
£
£
2
u
8
2
11:
^S :
• Clearinghouses for technolc
information need to be mai
S1VOO
S
S
S
r3
33 .
c S
• More and better environ me
to support decisions based
c
$
>s
S _
I 1
c t>
'> ^
w>
S
S
S
S
C S :
| 5 ;
oo o ;
• Make information on mana
of chemical risks available 1
S
S
m
^
I
X
OMl
c
t-
S
S
S
S
S
o a
c "3
• Need to analyze and coordi
data collection needs to dev
environmental indicators
•u
2 2
{A [ft
GU oj
Dt y
S 5
o|
CJ Rt
k. N
r=?
C- Si
•g
0
• Need to manage Title III inl
make it available \o stales
lATW^rYW-l %T3AACr\
y\ v £L tJr v/ Cla n^ljViDiJ
13
-------
Figure 2-1 OSWER's Programmatic Goals and Challenges (cent.)
S
ion requirements in
municipal, mining, oil,
s
| s I
ion needed to manage
activities and
/elopment
s
s
t and disseminate
) the states
s
>e way information is
?cted and managed in
• New informatiol
areas such as mi
and gas wastes
c
.S ':
a !
'C i
o
•£
s
re
c£
<£
tt
U
• New informatioi
new program ac
regulationdevel
o
S
*5
u
C
O
3
•5
c«
5
• Need to collect a
information to tl
tj
• ^
- <
; c
: B
i U
• May impact the
currently collecti
CERCLIS
|
»
S
Dt
<
; u
i U
SALLVlSIOai aaiVJIDLLNV ONV M1N
14
-------
Figure 2-1 OSWER's Programmatic Goals and Challenges (cont.)
a.
(B
S3ALLVLLINI ADI1OJ1VXN3WNOHIAN3
15
-------
Figure 2-1 OSWER's Programmatic Goals and Challenges (cont.)
s s s s
SHUIXOnid WVHOOHd S.HOlVULSINIPtaV
16
-------
Section 3 - OSWER Strategy Overview
3.0 OSWER IRM Strategies and Objectives
The following IRM strategies describe the long range course of action or approaches
that OSWER will undertake to accomplish OSWER's programmatic goals and
challenges. Since these strategies describe broad approaches, each strategy is
supported by one or more IRM objectives. The IRM objectives are specific
measurable accomplishments to be achieved at a given time in support of OSWER's
IRM strategies. In some cases, the IRM objective is an ongoing project or activity. In
other cases, it is a project that will be planned and initiated during the planning
years. For example, if OSWER's IRM strategy is to "provide timely IRM support for
new legislative initiatives," then one implementing objective of this strategy is to
"provide IRM support for the Oil Pollution Act/' one of the newer legislative
programs that OSWER must implement. At the end of each strategy discussion,
there is a list of success factors that provides the baseline for measuring success in
accomplishing the strategies and objectives.
As OSWER planning efforts become more refined over the years, additional
objectives and more detailed success factors will be added to ensure that all of
OSWER's IRM ongoing and future activities are included and can be monitored
against future performance. These objectives will contain more detailed cost and
scheduling information, and will form the basis for OSWER's tactical planning
efforts. Figure 3-1 lists the strategies and objectives discussed in this section.
17
-------
Figure 3-1 OSWER's IRM Strategies and Objectives
Strategy fl Provide effective IRM support to implement OSWER's new and anticipated
legislative mandates
Objective 1.1 Identify and analyze the information requirements for implementing RCRA
Reauthorization
Objective 1.2 Provide IRM support for the implementation of the Oil Pollution Act
Objective 1.3 Provide IRM support for the Clean Air Act
Objective 1.4 Provide IRM support for the CERCLA Reauthorization
Strategy #2 Improve the quality of and access to OSWER's environmental and administrative data
Objective 2.1 Develop an approach to improve the quality of OSWER's data
Objective 2.2 Continue the enhancement of CERCLIS
Objective 2.3 Continue the implementation of RCRIS
Objective 2.4 Continue the development of the Biennial Reporting System
Objective 2.5 Investigate methods for disseminating information to the public
Objective 2.6 Continued enhancement and distribution of CAMEO
Objective 2.7 Improve access to EPA administrative systems
Strategy #3 Promote the awareness and understanding of innovative IRM technologies to support
OSWER's program activities
Objective 3.1 Continue training OSWER personnel in IRM concepts and systems technologies
Objective 3.2 Develop emergency communication support to the field
Objective 3.3 Develop environmental models to support hazardous waste/Superfund decision
making
Objective 3.4 Identify new and upcoming technologies for potential application in OSWER
Objective 3.5 Develop electronic data interchange (EDI) and electronic signature initiatives
Strategy #4 Improve me integration of OSWER's data to support an integrated cleanup program
Objective 4.1 Develop a future target information and application architecture
Objective 4.2 Analyze and identify the impacts of an integrated cleanup program on OSWER's
current and future systems and information collection activities
Objective 4.3 Identify and develop an organization-wide plan for addressing the impact of
collecting environmental indicator information
Objective 4.4 Identify alternatives for collecting, analyzing, and disseminating technical data
Strategy #5 Strengthen me management of the IRM program in OSWER
Objective 5.1 Expand OSWER Records Management Initiatives
Objective 5.2 Implement an OSWER-wide Strategic IRM Planning Process
Objective 5.3 Formalize the Data Administration organization in OSWER
Objective 5.4 Develop and promulgate OSWER Data Administration standards and policies
Objective 5.5 Investigate ways to convey new requirements to OARM
Objective 5.6 Expand the Office Automation capability throughout OSWER
18
-------
Strategy #1 - Provide effective IRM support to implement OSWIR's new and
anticipated legislative mandates
Obtaining accurate, complete and timely technical and management data on a
national basis to administer OSWER ongoing program activities and new
legislative initiatives is an important and at times overwhelming
responsibility of the IRM program. New legislative initiatives require
information analysis plans that describe how data will be collected,
maintained, and made accessible after the effort is complete, and how the data
quality will be ensured.
There are four important legislative and program initiatives that require
planning and identifying new information management requirements to
support their implementation. These include the RCRA Reauthorization,
the Clean Air Act, the Oil Pollution Act of 1990, and the CERCLA
Reauthorization. Early planning for information management support will
result in more cost-effective and efficient information management
approaches.
The following four objectives describe each one of these legislative and
programmatic initiatives and their impact on future information
requirements planning and analysis.
Objective 1.1 - Identify and analyze the information requirements for
implementing RCRA Reauthorization. RCRA is currently being
reauthorized to provide a hierarchy of pollution prevention, recycling, and
waste treatment. RCRA is considering costs as well as the degree of human
health and environmental risk mitigation in any new rules, and is fostering
market-based approaches to encourage responsible management of solid
waste. The role of states in managing solid waste will be preserved and EPA
will focus efforts on technical issues related to environmental protection
while reserving political issues for the Congress or courts. Specific activities
include:
• Conduct research into the impact of these programmatic directions to
identify any additional information requirements that will be needed
to support the RCRA Reauthorization implementation.
• Develop an information plan that addresses the impact of the RCRA
Reauthorization on current information systems and identifies the
resources required to collect and automate new information needs
required by the new law.
Objective 1.2 - Provide IRM support for the implementation of the Oil
Pollution Act. The Oil Pollution Act of 1990 is a comprehensive statute
designed to expand oil spill prevention activities, Federal authority in
19
-------
response actions, and an oil pollution research and development program.
EPA's oil spill program will emphasize rapid response with the appropriate
equipment and personnel, and research and development of new prevention
and mitigation technologies. The program will continue to build on
foundations of the current program by incorporating the recommendations of
studies, the concerns of Congress, and lessons drawn from EPA's own
implementation experience. Specific activities include:
• Investigate and analyze the information requirements of this Act.
• Develop an information plan to obtain the IRM resources necessary to
support the implementation of this legislative program.
Objective 13 - Provide IRM support for the Clean Air Act. The Clean Air Act
(CAA) provisions build on the SARA Title in requirements for disclosure of
chemical hazard information and the use of the information to protect the
public. OSWER initiated a project to study the implications of the CAA on
OSWER. Specific activities include:
• Identify any new information requirements to support CAA
implementation.
• Determine the appropriate means to disseminate this information to
all parties concerned.
Objective 1.4 - Provide IRM support for the CERCLA Reauthorization. In
1995, major changes to Superfund legislation are expected. Impacts of the
new legislation may change the role and responsibilities of states, and
increase the number of sites on the National Priorities List (NPL). OSWER.
will continue to analyze and assess the impact of the reauthorization on.
OERR's systems and data collection activities. The key activity for this;
objective is to:
• Identify and analyze the potential impact of CERCLA reauthorizatkm
on CERCUS.
Success Measures for Strategy #1
• Identification of the resources needed to collect and manage the
information required under new and pending legislation early in the
program planning life cycle.
• Identification of the most cost effective approach to providing program
management with the information necessary to support the
implementation of new and pending legislation.
20
-------
Reduced costs associated with the collection and management of the
new information.
21
-------
Strategy #2 - Improve the quality of and access to OSWER's environmental
and administrative data
As the public becomes more involved in environmental issues and concerns,
there has been an increasing demand by the public for access to
environmental information. There is a need for OSWER to disseminate
information to a variety of users including states, regions, other EPA media
offices and even the international community. For example, a major
emphasis of the Emergency Planning and Community-Right-To-Know Act is
the need to provide technical assistance, guidance, training and computer
applications geared toward building state and local capabilities, and preparing
local groups to receive planning related information generated as a result of
the recently enacted Clean Air Act Amendments, the Oil Pollution Act, and
Hazardous Materials Transportation Uniform Safety Act (HMTUSA). In
addition, OSWER is continuing to share information on prevention,
preparedness and response, by working with multi-national organizations
such as United Nations Environment Program (UNEP) and Organization for
Economic Cooperation and Development (OECD), as well as between nations
on a bilateral basis. Further, OSWER shares information with other Federal
agencies to support enforcement and other joint Federal monitoring
programs. An important part of this strategy is not only to ensure that the
necessary information is identified, collected, and made readily available to
those outside parties, but that this information is of high quality as well.
One way that information is already accessible is through OSWER's
operational systems. These systems provide key strategic administrative and
management support to the hazardous waste program. The continued
support and enhancement of these systems is of critical strategic importance
to OSWER's success and effectiveness. The following objectives support the
increased access to and improved quality of OSWER's data.
Objective 2.1 - Develop an approach to improve the quality of OSWER's data.
OSWER will investigate approaches and/or models for the improvement of
data quality in OSWER information systems. The need for quality
information has been a key focus for OSWER's systems and collection efforts
including RCRIS, BRS, and CERCLIS information. A data quality
improvement model represents a unique synthesis of three disciplines:
quality control, system life cycle management, and data administration. The
following activities under this objective are:
• Investigate approaches and/or models for the improvement of data
quality in OSWER information systems.
• Develop a model that will consist of a set of activities utilizing specific
tools and techniques to address the programmatic, organization, and
system technology factors that determine data quality for OSWER.
22
-------
Objective 2.2 - Continue the enhancement of CERCLIS. The Comprehensive
Environmental Response, Compensation and Liability Information System
(CERCLIS) supports EPA Headquarters and regions in the management and
oversight of the Superfund program. It has two purposes: maintain an
automated inventory of abandoned, inactive, or uncontrolled hazardous
waste sites and act as a vehicle for regions to report Headquarters status of
major stages of site clean-up. The system provides a decentralized national
system where each region controls and enters its respective data on a regional
system called WASTELAN. CERCLIS version 3.0 is currently in the
requirements phase of the life cycle.
The next generation of CERCLIS will emphasize data sharing, integration and
technical information exchange within the hazardous waste program at all
organizational levels. The future impact of the CERCLA reauthorization
legislation will continue to be studied so that future information impact to
CERCLIS will be identified early in the planning cycle for the ongoing
operation and maintenance of CERCLIS. Plans for CERCLIS include the
following:
• Migrate CERCLIS operating environment to a simplified interactive
data retrieval type environment.
• Select appropriate LAN support to ensure that access to CERCLIS is easy
and available for all users.
• Modify CERCLIS to accommodate future environmental indicator
information based on a recent study on the types of information
needed to measure environmental effectiveness.
Objective 2.3 - Continue the implementation of RCRIS. The Resource
Conservation and Recovery Information System (RCRIS) will replace the
existing HWDMS system as the major system supporting the RCRA program.
RCRIS accommodates new data as required by the 1984 Hazardous and Solid
Waste Amendments (HSWA). RCRIS is used interactively on a day-to-day
basis at the state and regional level, and is updated via batch uploads and
merges on a monthly basis to the National oversight database. The system's
users include EPA headquarters, regions, and states. The states, as hands-on
management partners, have particular data needs unique to their operations.
EPA regions and headquarters, as overseers and quality control partners, have
their own information requirements. Often, the same data elements serve
both purposes. The focus of RCRIS development to date has been to foster
and strengthen the state/EPA partnership. Plans for RCRIS include:
• Complete national implementation of RCRIS and strengthen full two-
domain implementation in states and regions to ensure state/EPA data
sharing by FY 1993.
23
-------
• Ensure RCRIS system management and support infrastructure at EPA
Headquarters, regional, and state levels for a successful national
system/process.
• Ensure RCRIS data quality to help management access information to
manage RCRA program.
• Coordinate with Permitting, Compliance, and Corrective Action
personnel to identify potential systems enhancements and to expand
and strengthen information support.
Objective 2.4 - Continue the development of the Biennial Reporting System.
The Biennial Reporting system (BRS) is being developed to track information
the RCRA regulated community submits in Biennial Reports on hazardous
wastes generated, managed, or minimized, etc. This data has been submitted
biennially since 1985. The 1989 data is currently being submitted by the states
to the regions for quality assurance and quality control, after which it will be
loaded into a National database. Major activities for BRS include:
• Compare information requirements and current information in both
Toxic Release Inventory (TRI) and BRS to identify whether the two
systems can be integrated or share information in the future.
• Currently, regulations for the FY93 cycle are being finalized. Once this
is completed, modify the BRS to support the data collection
requirements for SARA capacity.
• Develop a linkage of BRS and RCRIS data to address data quality and
management reporting.
• Integrate RCRIS and BRS data to support data quality and management
reporting needs.
Objective 2.5 - Investigate methods for disseminating information to the
public. OSWER will evaluate various technology solutions for disseminating
information to the public. This includes consideration of public
dissemination alternatives in the development of new OSWER information
systems and automated data collections. Some areas that are underway
include providing access to OSWER information through hotlines, dockets,
video teleconferencing, and NDPD's Gateway Prototype.
An expanded telephone system has been purchased to support the improved
efficiencies of OSWER hotlines. The hotlines provide answers to factual
questions on CERCLA, RCRA, and UST regulations. Specific features of the
new telephone system are being implemented. These features include
24
-------
additional trunk lines to allow more users to call in at one time, and phone
trees to direct callers more quickly to their area of interest.
Dockets are in the process of being converted to microfiche to allow more
efficient access to RCRA docket information. In addition, an OSWER
directives work group has been initiated to study potential improvements in
the dissemination of OSWER's directives.
Another approach for disseminating information is the use of video
conferencing. OSWER has participated in the implementation of the NDPD
video conferencing pilot in 20 locations nationwide. Video conferencing
provides visual and voice communications between geographically dispersed
locations. This connectivity facilitates cooperation and joint efforts among
various OSWER regions, labs, and Headquarters offices.
In addition to these initiatives, OSWER will coordinate with and support
OIRM in the planning and implementation of the Gateway Prototype. The
primary goal of Gateway is to enhance the availability and utilization of
environmental information to support decision-making related to individual
program areas and single media legislation as well as cross-media, geographic
initiatives and broad environmental issues. The key components of the
Gateway strategy are: 1) enhanced access - provide value to program offices by
giving them faster, easier access to their own existing data and making that
data available to a broader range of users; 2) cross-media data - provide cross-
media data to decision makers by linking related program system data; 3)
management tools - enhance program-specific and cross-media management
by offering analysts and decision makers tools for intelligent data retrieval
from single or multiple systems and spatial display and analysis of program
and base geographic data; and 4) additional data - augment currently available
data with additional programmatic and base geographic data as needed to
support environmental decision-making. Gateway is still in the pilot phase.
The Gateway team is currently in the process of coordinating an identification
of Agency needs for geographic and demographic data sets, prioritizing these
needs and formulating memoranda of understanding with other agencies to
acquire and exchange data to support improved environmental decision-
making.
Activities under this objective are:
* Consider technology solutions that promote the dissemination of
information to the general public and other agencies
• Implement the expanded telephone system to increase support for
dissemination of regulation information to public.
• Study the potential improvements in the dissemination of OSWER
directives.
25
-------
* Support the continued expansion of the video conferencing in selected
regions and labs, states, and other agencies.
• Support the continued development and implementation of the
Gateway prototype.
Objective 2.6 - Continued enhancement and distribution of CAMEO. CAMEO
was developed by NOAA to support emergency planners and first responders
both to plan for and safely handle chemical accidents. It contains response
information and recommendations for 2,629 commonly transported
chemicals, and air dispersion models to assist in evaluating release scenarios
and evacuation options. The system also contains several easily adaptable
databases and computational programs that address the emergency planning
provisions of Title III, the Emergency Planning and Community Right-to-
Know Act of 1986 (EPCRA).
CAMEO is a very important tool in support of EPCRA Title m. The role of
the Preparedness Staff in OSWER is to help communities prepare for
emergencies involving hazardous substances. CAMEO has opened the door
for improved communications with state and local governments. Plans for
CAMEO include the following activities:
• Continued support and upgrade of the PC version during FY92.
• Increased sharing of CAMEO with the international community
including France, Sweden and Latin America.
Objective 2.7 - Improve access to EPA administrative systems. OSWER
administrative staff has had difficulty in accessing and obtaining information
needed to perform their function from the EPA-wide administrative systems.
Activities to improve access to administrative systems are:
• Investigate methods and procedures to improve the capabilities of
exchanging administrative information between OSWER and EPA-
wide administrative staffs.
• Train OSWER personnel on the potential interfaces with the agency-
wide systems.
Success Measures for Strategy #2
• Quality assurance checks of OSWER's data will show marked
improvement in the quality of the information for CERCLIS, RCRIS,
and BRS, as well as new collection efforts.
• RCRIS will be installed in every region and state by the end of FY 1993.
26
-------
BRS will be completed and integrated with RCRIS by FY 1993.
CERCLIS will be modified to include future environmental
information by FY 1993.
Increased public understanding and support of OSWER and Agency
actions as a result of greater access to information in areas such as
environmental risk.
OSWER management can directly access the financial and
administrative information.
27
-------
Q Strategy #3 - Promote the awareness and understanding of innovative IRM
technologies to support OSWER's program activities
Information technology is advancing at a rapid pace. It is essential that
OSWER IRM managers keep abreast of new technological developments that
could have potential application in OSWER. OSWER will explore new ways
of providing IRM services to support program areas in the future. Some of
the areas that will be investigated include geographical information systems
to assist engineers, scientists and managers in identifying and assessing
environmental risks and trends; expert systems and environmental models
to assist in decision making; and electronic signatures and Electronic
Document Interchange (EDI) to promote the dissemination of OSWER
documents between OSWER headquarters and regions.
The following IRM objectives describe some of the ways that OSWER is using
new technology to support OSWER program activities.
Objective 3.1 - Continue training OSWER personnel in IRM concepts and
systems technologies. OSWER will initiate an informal training program
designed to provide OSWER managers with a broader understanding of
information technology and its application. This program will establish the
organizational responsibility for technical support and provide the means for
communicating among OSWER offices and regions on the latest trends in
technical issues and their application to OSWER. Training activities are:
• Expand OSWER IRM training program to include training for
managers in new technologies such as GIS and expert systems.
• Develop a newsletter to share new technology activities and ongoing
system development efforts.
Objective 3.2 - Develop emergency communication support to the field.
OSWER Information Management staff is initiating a project to research and
evaluate alternatives for providing emergency communications capability to
the field in the case of a national disaster. There are three levels of support
that have been identified: catastrophic accidents such as EXXON Valdez, site
cleanup work, and emergency spills. For catastrophic support, OSWER is
investigating the development of formal agreements among the U.S. Coast
Guard, Department of Transportation, and Nuclear Regulatory Commission
for system-to-system and person-to-person connectivity in instances where a
catastrophic emergency has occurred. Activities included in this objective are:
• Support the development of portable satellite unit teams which will be
dispatched to locations of catastrophic emergencies to ensure
communication during these incidents.
28
-------
• Continue working with NDPD to develop portable desks for on-site
coordinators (OSCs) for the site cleanup work and emergency spill
levels. Portable desks will include a cellular phone, a portable PC,
snapshot video camera and FAX machine. In addition, mobile vans
will be utilized and include the same equipment as the portable desks
as well as continuous video capabilities.
Objective 3.3 - Develop environmental models to support hazardous
waste/Superfund decision making. OSWER has a project underway to
analyze the use of scientific models in aiding programmatic decision making.
In FY 92, OSWER will continue its multi-year program to improve the use of
computerized environmental models. An OSWER pilot project focusing on
appropriate applications for a few selected ground water models is now in
progress. This objective includes the following activities:
• Provide regional office staff with descriptive information about the
models, a few case studies describing appropriate applications, and a
framework for assessing modeling efforts.
• Expand the products resulting from the OSWER pilot project and
provide coordination and support for an Agency-wide Task Force on
Environmental Modeling to develop standards for model
development, verification, validation, and peer review.
Objective 3.4 - Identify new and upcoming technologies for potential
application in OSWER. There are a number of new technologies that will be
investigated during the planning years with potential application to
OSWER's requirements. These include expert systems to support OSWER
decision-making in the field, and the development of CIS applications.
One project underway is the development of an expert system to assist
regions in the preparation of the SARA Section 104E information letters.
These letters are information requests to the PRP's which are the first step in
the enforcement process. The letters are currently manually developed. The
new expert system will contain the necessary knowledge rules to develop the
104E letters, and then allow the automatically developed letter to be
transferred into a word processing package for further customization as
required. Because the number of these letters is increasing, the expert system
will provide a tremendous benefit to the enforcement effort once
implemented. The information requirements for this system will be
documented over the next fiscal year.
OSWER is using GIS applications in a number of ways. The Office of Solid
Waste is developing a Location Rule GIS that will allow states and EPA to site
hazardous and municipal waste facilities that are permitted on fault zones,
wetlands, etc. The system will instruct users on how to go about siting these
29
-------
new facilities. This system was developed and implemented in Las Vegas.
Future plans call for expanding the system to other OSWER regional and state
locations. Additionally, Superfund is implementing a GIS system that will
determine the demographics surrounding Superfund sites. This system will
include Superfund site maps and local population information from the
Census Bureau to determine the impact on populations located near
Superfund sites. This system will be implemented in Headquarters this year.
* Investigate the potential for designing expert systems such as one with
linguistics capability to read legislative materials and to identify
conditional statements, such as "if, then" statements to support
regulation development.
• Continued support for the GIS work group to discuss GIS and spatial
issues and to promote the use of GIS in OSWER.
Objective 3.5 - Develop electronic data interchange (EDI) and electronic
signature initiatives. OSWER is investigating the potential application of
EDI and electronic signatures to support improved communications among
OSWER Headquarters and regions. EDI would allow OSWER offices to
transmit complete documents over telecommunication lines. Electronic
signatures will ensure that official documents can be transmitted without
original signatures. The implementation of electronic signatures requires the
development of procedures for the use of electronic authorization and
electronic signature in document creation and processing. These procedures
must provide adequate safeguards for signature application, transmission,
verification, and security, as well as meet existing Federal standards. Some
areas where this technology will apply include RCRA permitting, contractor
oversight, vendor approvals, etc. Under this objective, OSWER will:
• Coordinate OSWER-wide efforts in this area with the EDI and
electronic signature initiatives sponsored by OARM.
Success Factors for Strategy #3
• More IRM technologies, such as GIS and expert systems, move from
"innovative" to "available."
• Increased use of new IRM technologies in support of OSWER's
programs.
• All OSWER personnel are trained on a cyclical basis in new OA
concepts, new IRM technologies and concepts.
30
-------
Strategy #4 - Improve the integration of OSWER's data to support an
integrated cleanup program
OSWER is an information intensive organization. The collection, use, and
management of information is the major thrust of its IRM program.
Information is currently managed by program offices who operate specialized
applications to collect, process, and store program information. In many
cases, the information in these systems is similar and in some cases
redundant. OSWER's national information systems were developed to
support individual program office legislative needs. As a result, these
systems are not designed to share data. Due to the legislative requirement
underlying the information collected, OSWER does not always have the
flexibility to design systems and information architectures that facilitate the
elimination of data redundancy, allow data to be shared, and provide the
framework to develop integrated systems. Keeping pace with changing
legislative requirements, increasing demand for information, rapidly
changing technology, growing involvement of end users, etc., has made the
task of managing OSWER's information a major undertaking.
The need to share data between OSWER program areas and between media
groups is becoming more important as programmatic initiatives are being
integrated from an Agency-wide perspective (such as geographical initiatives
and an integrated cleanup program). OARM is supporting various projects
(Gateway and Idea) to support the integration/sharing of data between media
office systems. The complexities of integrating data across media groups,
rather than just in a specific program area, is a formidable task. Further,
OSWER's current base of systems cannot easily or cost effectively be replaced
or redesigned. Only by gradually migrating the current systems and designing
new systems within an integrated structure, will EPA, as well as OSWER, be
able to share data to more effectively support programmatic missions.
OSWER will move away from developing stand-alone systems to designing
an information architecture that will allow all program specific applications
to access potentially all of OSWER's information stored in a single location.
This move towards an information management rather than a systems
management perspective has been supported by the initial development of a
data administration program in OSWER. A repository of OSWER systems
has been developed, data management and data modeling practice papers
have been written and distributed, many of the major systems in OSWER
have identified high level data models, and an OSWER-wide data model has
been designed. These efforts have given OSWER a sound foundation for an
expanded data administration program.
The following OSWER IRM objectives identify planned and ongoing
activities for improving the integration of OSWER's information.
31
-------
Objective 4.1 - Develop a future target information and application
architecture. OSWER has conducted a number of information management
activities over the past year to develop the baseline information for the
development of a future target OSWER Systems Architecture. These
activities included the development of the OSWER Data Resource Directory
(DRD). The DRD contains information about OSWER systems, databases,
models, data entities, and relationships. In the future, it will contain
additional information on OSWER organizations. A Computer-aided
Software Engineering tool, called Information Engineering Workbench (IEW)
by KnowledgeWare, is also being used in conjunction with the DRD. In
addition to assisting with the analysis of the current systems' data models,
IEW supports the documentation of key components of the data in OSWER.
Specifically, IEW contains for each system, an entity relationship diagram
(ERD), a set of data entities with textual definitions, relationships between the
data entities, and relationships between the systems and the data entities.
Data models for a number of OSWER mission critical systems representing a
cross-section of OSWER systems have been developed to provide a baseline
model for OSWER's current data architecture. In addition, the sharing of
information between the systems has been documented through the
development of system dependency diagrams. Activities under this initiative
include:
• Develop a future system architecture vision which involves
developing common databases that are accessible through multiple
applications across program areas.
• Analyze the disparities between the future systems architecture and the
current systems architecture to provide a road map for future systems
development. This architecture will indicate which databases should
be maintained and which applications will use them (and share some
or all of them). In addition, the architecture will establish common
meaning for data, so that data can be shared, and shared consistently
across OSWER.
• Develop a strategy for migrating the current and future systems
development efforts to an information management approach.
• Coordinate OSWER integration efforts with OIRM's initiatives for
Agency-wide data integration.
Objective 4.2 - Analyze and identify the impacts of an integrated cleanup
program on OSWER's current and future systems and information collection
activities. OSWER's Strategic Plan FY 1993-1996 envisions that by 1996, the
agency will have made substantial progress toward full integration of the
Superfund, petroleum spill, and various RCRA cleanup programs. This
integration will encompass a fully consistent regulatory framework, and an
32
-------
integrated priority scheme to identify the worst sites first at every stage of the
pipeline where choices must be made. OSWER currently operates two large
systems, RCRIS and CERCLIS, to support its separate RCRA and Superfund
cleanup activities. To support an integrated cleanup program, significant
changes will be made in the current systems environment as well as in other
areas where information is collected, processed and analyzed to support
cleanup efforts. These system changes can be extremely costly and long term
in nature, particularly if planning efforts do not focus on the IRM impacts of
these changes early enough in the program planning cycle. Plans for this
objective are to:
• Identify the impacts of an integrated cleanup program on current
system support, including areas where information needs to be
standardized such as common facilities identifiers.
• Define alternative strategies for future IRM support.
• Recommend an approach that includes the potential costs and benefits
for implementing the identified strategies.
Objective 43 - Identify and develop an organization-wide plan for addressing
the impact of collecting environmental indicator information. OSWER's
continued drive toward measuring the effectiveness of its programs in
reducing risk to human health and the environment through
environmental indicators requires the identification and collection of the
technical data necessary to depict this environmental progress. Each program
area is in the process of identifying, collecting, and modifying its systems to
store the technical data necessary to do this. However, since there is not an
integrated approach to identifying these indicators, the opportunity exists for
redundant collection efforts and storage of technical data between the
program areas. Information management activities will address this
integration of environmental data from each program area to develop
accurate measures of environmental progress across program areas. OSWER
will:
• Develop a plan that will address the systems and data collection efforts
that will be affected by the evaluation of new technical information.
• Identify alternative OSWER-wide approaches for collecting
environmental indicator information, and their potential costs and
benefits.
• Recommend strategies for collecting information and making it
available to the program areas.
33
-------
Objective 4.4 - Identify alternatives for collecting, analyzing, and
disseminating technical data. There has been much emphasis on the
collection of technical data from both inside and outside of OSWER. As a
result, OSWER is conducting a study to characterize the use of technical and
scientific databases within the hazardous waste community and to identify
any problem areas. This study will focus on describing the completeness of
the data; identifying what quality assurance procedures are in place; identify
levels of training needed to use the databases efficiently; identify the levels of
technical support required to support the databases; and, assess how these
systems fit within the current and future OSWER information architectures.
The study's activities include:
• Identify the uses of technical data and scientific databases and their
programmatic context throughout OSWER.
• Develop recommendations for improving the management of
technical and scientific data throughout the hazardous waste
community.
Success Measures for Strategy #4
• By the beginning of 1993, OSWER will have developed a strategy for
migrating systems, databases, and data collections to the future targeted
information and application architecture.
* Sufficient technical data exists to identify environmental indicator
information to measure the success of the hazardous waste program.
• By the beginning of 1993, all new system development and data
collection activities will incorporate OSWER and Agency data
standards.
34
-------
Strategy #5 - Strengthen the management of the IRM program in OSWER
OSWER resources and program management support must be directed
toward managing information as a resource if real changes and
improvements in the way OSWER manages information are to be realized in
the future. The IRM program is responsible for promoting and
implementing the management principles governing the planning for and
management of information as a resource. These include developing IRM
policies on data administration; implementing a centralized IRM planning
process that will tie to the IRM budget process and ensure centralized
coordination, control, and decision-making over OSWER-wide acquisitions
and system development efforts; and promoting IRM concepts such as
improved records management initiatives.
The following IRM objectives have been identified to implement this
strategy.
Objective 5.1 - Expand OSWER Records Management Initiatives. Superfund
is one of EPA's largest, most complex, and most visible programs. For several
years, EPA has recognized that Superfund's success depends in part on the
Agency's ability to capture and make effective use of key documents and
records. Effective management of Superfund records is vital to the Agency's
ability to make sound decisions, recover, costs from responsible parties, and
operate efficiently and perform basic program functions, such as compiling
Administrative Records and supporting enforcement actions. A key goal of
the IRM program is to ensure that OSWER's records are complete, well
organized, readily accessible to program staff, protected from unauthorized
disclosure, and safeguarded and reserved for future uses over a very long
timeframe.
As part of the effort to improve management of Superfund records, OSWER's
Information Management staff initiated the Superfund Document
Management System (SDMS) project in 1989. The overall goal of the project
is to identify, select, and implement an integrated solution to the Agency's
requirements for managing Superfund site files.
The purpose of the SDMS project is to provide an integrated solution to
OSWER's requirements for managing Superfund site files. The SDMS project
identified and evaluated a range of alternative solutions to meet the Agency's
requirement for managing Superfund site files. OSWER is in the process of
validating the selected approach that combines automated document-level
indexing with limited digital imaging. Plans for this project are to:
• Begin the design and development of the baseline SDMS system in FY
92.
35
-------
• Implement SDMS as a pilot in a selected region and then roll out to the
remaining regions on a phased basis.
• Conduct a review of SDMS by RCRA program areas to evaluate its
potential application to the RCRA records management program.
Objective 5.2 - Implement an OSWER-wide Strategic IRM Planning Process.
The purpose of an OSWER strategic IRM planning process is to ensure that
IRM resources adequately address both existing and future OSWER
programmatic needs. The OSWER strategic IRM planning process will
support the OSWER programmatic planning cycle to ensure that IRM plans
reflect the programmatic priorities and new requirements. OSWER's strategic
IRM plan will be updated regularly to reflect OSWER changing priorities and
resource considerations. Future iterations of the plan will contain more
details on project initiatives and will more closely tie to the IRM budgeting
process. It will highlight and summarize the OSWER offices' tactical plans,
and form the basis for a routine review of the OSWER IRM program and
associated resources.
The Strategic IRM plan will serve as a means of communicating OSWER's
ongoing and future ERM initiatives and priorities and provide senior OSWER
management and Agency ERM management with an understanding of the
OSWER ERM program and associated resources, and how OSWER program
and IRM goals are linked to OSWER ERM strategies and objectives. The IRM
planning process will be designed to support and dovetail with the OSWER
strategic programmatic planning activities to ensure that long range ERM
initiatives are supporting OSWER strategic directions. In addition, the
planning process will result in ERM plans that will provide information on
OSWER's requirements to OARM, and information on related IRM activities
to other EPA media offices. OSWER will:
• Develop and implement an annual planning process that will fully
integrate the OSWER offices' IRM plans and support the annual update
of the OSWER Strategic Plan.
• Design the process to include detailed descriptions, schedules and
resources for all of OSWER's IRM objectives/activities to serve as a
monitoring tool and communication source for all of OSWER
activities.
Objective 5.3 - Formalize the Data Administration organization in OSWER.
A data administration program is the management function responsible for
the definition, organization, protection and efficiency of databases in OSWER.
The goal of data administration is the cost effective collection, storage, and
access of data of sufficient quality to support OSWER mission. Its purpose is
to maximize the value, quality, and use of data resources in OSWER. The
36
-------
data administration functions focus on the conceptual planning and
organization of the data resource. This includes data modeling, developing
policies and data standards, training users and program management in data
management concepts, and coordinating other data activities throughout
OSWER with system designers and users.
OSWER at this point has not yet completely formalized its data
administration program. However, many data administration activities have
been conducted in OSWER. For example, OSWER has developed a
centralized inventory of its data and systems, performed data modeling for
many of its larger information systems, and created a data dictionary for
OSWER which serves as a central repository of information about OSWER
data. These activities have provided OSWER with a baseline understanding
of what data is under our control, where it resides, and where it is duplicated.
It also provides an understanding of what data is available already in OSWER
and where it is located.
V
To date, the only data administration role formally identified is the OSWER
Data Administrator, a member of the IM staff. To formalize the data
administration program in OSWER, other roles and responsibilities will be
defined in the OSWER program offices. An organizational structure will
assure senior management guidance, office-wide participation and sufficient
staff resources to write, implement, and maintain OSWER-wide data
administration policies, guidances and standards. This structure is an
important organizational entity since the members are ultimately responsible
for implementing and applying the data policies and standards to the
operation of their organizations. They are also closest to the work being
performed in the organization and are thus in the best position to propose
new standards, revise current standards, and most importantly provide the
analysis on the potential impact of a proposed OSWER-wide data standard in
their program area. OSWER will:
• Establish a formal office-wide data administration organization to
support the development and sharing of office-wide program data
throughout OSWER. This organization will provide the leadership
and coordination point for OSWER's data administration activities,
and provide accountability for data administration activities in
OSWER's offices.
Objective 5.4 - Develop and promulgate OSWER Data Administration
standards and policies. OSWER has developed data management and data
modeling practice papers as part of the life cycle management guidance.
Additional standards and policies will be developed to fully support a data
administration program. For example, data definition standards in such areas
as facility identifiers, and procedures and policies on data standard
37
-------
development will be developed to support and implement the program. As
part of this objective, OSWER will:
• Develop a data standards program to develop and publish OSWER data
standards to govern the collection and automation of OSWER's
information.
• Develop an IRM policy that formally charters the organizational
responsibilities of the data administration function in OSWER.
• Create a centralized review of new system development efforts and
requirements to ensure compliance with the new data administration
policies and standards.
Objective 5.5 - Investigate ways to convey new requirements to OARM.
OARM provides OSWER with IRM operational services including
mainframe computing, telecommunications and office automation support.
OSWER is one of the largest customers of these OARM services. For
example, several of OSWER's large collection efforts and system
development efforts, such as the implementation of RCRIS, are dependent
upon a national telecommunications infrastructure. An infrastructure is the
communications backbone that provides national communications support
to regions and states. OARM is responsible for providing the Agency with
this very important IRM service. It is essential that OSWER work closely
with OARM in identifying its IRM requirements so that OARM can
adequately provide these services in the future. OSWER will:
• Investigate ways to better convey future DRM needs to OARM through
regular user group sessions and the EPA IRM Steering Committee.
Objective 5.6 - Expand the Office Automation (OA) capability throughout:
OSWER. OSWER's IRM environment is changing from large, mainframe-
based systems to a more OA-user oriented environment. Future IRM support
will need to be directed toward providing users in headquarters and th<»
regions with the communications, training, and hardware and software to
effectively access and process OSWER information in support of daily
programmatic activities. This support will provide improved
communications through the use of LAN technology, and an improved
capability to share and access information throughout the Agency. OA
technology has the potential to bring powerful graphic, shared scheduling and
executive information tools to all OSWER personnel. OA activities include
the following:
• Install LAN technology in all OSWER offices and regions by FY94.
• Install scheduling packages that will allow OSWER staff to access each
other's calendars.
38
-------
* Investigate and evaluate graphic user interfaces to introduce graphic
capability to OA users.
• Investigate the potential of executive information systems that will
allow OSWER's managers access to OSWER databases and key program
management information.
Success Measures for Strategy #5
• All OSWER ERM staffs will have adopted an integrated approach to the
development of new OSWER systems and data collection activities as
defined in the targeted information architecture.
• An office-wide data administration organization will be in place and
will be recognized as the lead organization and central coordination
point for all OSWER's data administration activities.
• In FY93, all OSWER offices will have developed detailed tactical plans
describing their ongoing and future IRM activities.
* By the end of FY92, the implementation of SDMS pilot phase will be
completed.
* All OSWER personnel will have access to and training in the latest OA
tools and software to support their operations.
• By FY94, all OSWER regions and Headquarters offices will be able to
communicate with each other.
39
-------
40
-------
Appendix A
Scope and Approach
41
-------
42
-------
Scope and Approach
The development of OSWER's Strategic IRM Plan was initiated by the Resource
Management and Information Staff in the Office of the Assistant Administrator. A
planning project team was formed that included members of the IM staff and the
Information Management Coordinators (IMCs) from each OSWER office. The team
attended the kickoff meeting and reviewed initial planning materials, identified
appropriate interviewees from the program areas, and provided access to program-
specific planning materials, studies, and reports.
The planning team reviewed all the budget and planning materials provided by the
program areas, and interviewed over 40 personnel in support of the planning
project. The interviewees included many of the chairs of the OSWER program
planning committees, Deputy Office Directors, senior program staff, and IRM
support staff. Based on an analysis of the planning materials and the information
provided by the interviewees, the planning team developed a draft strategic IRM
plan. The draft plan was distributed to all IMCs and selected program personnel for
their review and comments.
Methodology
The OSWER Strategic IRM Flan was developed using a standard planning
methodology based on the Office of Policy, Planning, and Evaluation's "Overview of
Strategic Planning at the Environmental Protection Agency." The methodology was
adjusted to adapt to OSWER's requirements and incorporated the key elements of a
strategic planning process. These elements and the OSWER Strategic IRM planning
process include the following:
Q Identifying OSWER's programmatic mission and objectives as defined in
OSWER's Strategic Plan FY 1993-1996;
Q Evaluating the current IRM environment (a realistic view of the strengths
and weaknesses in terms of OSWER's current IRM support and assessing the
impact of internal and external factors on OSWER's current operating
capabilities and identifying where changes may need to occur);
Q Selecting and evaluating the most promising IRM strategies that will enable
OSWER to meet and support the information challenges during the planning
years, based on these analyses; and
Q Identifying the major IRM objectives to implement the strategies during the
planning years.
43
-------
Interview Guide
1. Programmatic Direction
• What is the strategic direction and/or key initiatives your organization
plans to undertake during the next five years?
• Do you anticipate any strategic changes to your organization's mission,
goals, or major areas of emphasis, including upcoming legislation?
• Will these changes result in new information being collected, shared
across OSWER or EPA, or current information being collected in a new
way?
2. Importance of IRM
• How important is IRM (records and information management
activities, information systems, hardware, PCs, telecommunications,
etc.) to the success of your program?
• How does your program currently benefit from IRM?
• How does IRM support your major functions and objectives?
• Are there areas where IRM support will be needed in the future to
support your office functions?
* Are there areas where current IRM support is not sufficient?
* What tangible benefits could be realized if IRM support was improved?
• Are there other opportunities for new IRM support that you can
envision?
3. Information Management
• To what extent will it be necessary for your program to obtain or
provide information across OSWER program/organizational lines and
across EPA program/organizational lines?
• Will there be changes in your program mission that will change the
way you need to collect information?
• Will these changes affect the way that your systems are developed or
will it affect your current systems' structure?
4. Information Systems
• Who is responsible for the development, enhancement, and
maintenance of your systems?
• Who are the primary users of the systems?
• Are there expected changes in your program area that will impact the
systems that you currently use?
• Are there opportunities for improvement in current/future
system/software development support?
44
-------
Planned IRM Activities
* Who in your organization is responsible for planning future IRM
support?
• Who in your organization is responsible for identifying IRM
requirements?
• What are the expected IRM activities for your program over the next 1-
5 years?
• Does your program need new/improved systems or other types of IRM
support (Data Management, Office Automation, Telecommunications
support, CIS, etc.) that are not included in current IRM plans?
• What are the anticipated benefits from these activities i.e., improved
productivity, reduced maintenance costs, etc.?
IRM Program Delivery
• What is your process for obtaining IRM support?
* Who is responsible for budgeting and implementing IRM support in
your organization?
* How are you affected by current IRM policies (either informal or
formal), i.e., such as policies on information management?
• Do you envision increased or decreased IRM programming support in
the future? Contractor support?
* Are there any program obstacles or constraints which may impede your
organization from acquiring or using needed IRM services?
Funding/FTE limitations
Lack of ADP training/staff within your own organization?
Uncertain future legislative requirements?
Strategic IRM Flan
• How may this IRM plan be effective in serving your organization's
mission needs?
45
-------
Interviewee List
Office of Assistant Administrator
Dorothy Cantor, Special Science Advisor to
Assistant Administrator
Special Assistant
Bill Hanson
Jim Berlow
Resource Management and Information Staff
Judith Kertcher, Director
Susan Absher
Jack Frost, Director of IMS
Peg Hall
Mary Lou Melley
Chuck Carpenter
DeBorah Allen **
Chemical Emergency Preparedness &
Prevention
Jim Makris, CEPO, Director
Elaine Davies*, CEPO, Director
Tony Jover, IMC, Director
Technology Innovation Office
Meg Kelly, Deputy Director
Policy Analysis & Regulatory Management
Staff
Margaret Schneider, Director
Organizational Management & Integrity Staff
Laurie May, Director
OERR
Timothy Fields, Deputy Director
Mike Cullen, IMC, Director MSDS
Office of Program Management
Clem Rastatter*, Director
Hazardous Site Evaluation Division
Larry Zaragoza, Acting Director
Hazardous Site Control Division
Walter Johnson
Emergency Response Division
Stephen Luftig, Director
osw
Sylvia Lowrance*, Director of OSW
Myra Galbreath, IMC, Branch Chief
Jeff Denit
Communications, Analysis and Budget
Division
Lorerta Marzetti, Director
Jim O'Leary, Deputy Director
Permits and State Programs Division
Dev Barnes, Director
Waste Management Division
Russ Wyer, Director
Characterization and Assessment Divisionl
Elizabeth LaPointe
46
-------
OUST
David Ziegele*, Director
Wilna Ray, IMC
Implementation Division
William Foskett
Outside of OSWER
OIRM
Daiva Balkus
OPPE
Margaret Saxton
OWPE
Norm Niedergang, Acting Director
Joe Acton, IMC
RCRA Enforcement Division
Susan Bromm, Director
Steve Heare*, Chief of Policy and Program
Operations
CERCLA Enforcement Division
Arthur Weissman, Acting Director
Program Management & Support Office
David Chamberlin, Acting Chief
** Strategic (IRM) Plan Project Manager
* Strategic Plan (Program) Work Group Chairs and Members
47
-------
48
-------
Appendix B
OSWER Organization
49
-------
50
-------
OSWER IRM Overview
OSWER's information environment is characterized by a mixture of centralized and
decentralized management of IRM services that support a diverse set of
organizations: OSWER program offices, EPA regional offices, and state, county and
local government organizations. OSWER's organizational approach to IRM is
unique within the Agency. OSWER assigns most of the IRM responsibility to the
individual program offices and the Regional Waste Management Divisions.
OSWER-wide IRM policy development, oversight and guidance functions are
centralized in the Information Management staff (IM) within the Resource
Management and Information Staff which reports directly to the AA of OSWER.
EPA-wide IRM policy development, oversight and guidance functions are
centralized in the Office of Information Resources Management (OIRM) within the
Office* of Administration and Resources Management (OARM) which is in the
Office of the Administrator of EPA. OIRM also provides systems development
support to all EPA customers through the Systems Development Center (SDC). The
National Data Processing Division (NDPD) of OARM provides centralized
operational services. NDPD operates the mainframes and telecommunications
networks of EPA and offers support in office automation and other technological
areas. OSWER is one of the largest customers of OARM. OSWER uses the
mainframes for their large centralized applications such as CERCLIS and is
dependent upon the telecommunications network for linkages to the regions and
states. OARM also provides OSWER with office automation support and assistance
in implementing new technologies such as CIS. A percentage of OSWER's IRM
budget is appropriated to OARM for these services.
OSWER IRM Organizations
OSWER's IRM organizational framework consists of the Information Management
staff (IM), the program office Information Management Coordinators (IMCs), and
the Regional Waste Management Divisions. OSWER also has an Information
Management Steering Committee to provide policy and direction for IRM resources
in OSWER (see Figure B-l). These organizations are briefly described below.
51
-------
Figure B-l OSWERIRM Organization
OSWERAA
Information Management
Steering Committee*
RMIS
SIRMO,
Information Management
OWPE
IMC
•••
^M -Mi
tmm m^m
Regional Waste Management Divisions 1
* IM Steering Committee Chair:
Director of Information Management
Members:
Deputy Directors of OERR, OSW, and OWPE
Director of OUST
1 Regional Director, Waste Management Division - Lead for RCRA
1 Regional Director, Waste Management Division - Lead for Superfund
1 Assistant Regional Administrator
Advisory:
Director of OIRM
52
-------
Senior IRM Official (SIRMO),
Infonnation Management staff (IM),
Resource Management and Information Staff (RMIS)
The Information Management staff in the Resource Management and Information
Staff provides overall leadership of OSWER's IRM program. The Director of the IM
staff serves as OSWER's Senior IRM Official (SIRMO), with overall responsibility for
the planning and management of OSWER's IRM program.
The IM staff drafts all OSWER-wide IRM policy, standards and procedures; leads the
IRM planning process; coordinates and consolidates program office IRM plans and
IRM inventories prepared by the program offices; leads OSWER's records
management program; leads OSWER's data administration program; leads the
research of new information management technologies and tools for potential
application to OSWER programs; leads the development of initiatives for IRM
staffing and training, organization, coordination, and communication; and provides
staff support to the Information Management Steering Committee. In an oversight
role, the Information Management staff reviews individual projects, and reviews
and approves all OSWER ADP procurements.
Information Management Coordinators
The individual program offices plan and manage their respective IRM programs
and, together with the regional offices, account" for most of the IRM activities and
resources within OSWER. The program offices determine program-specific IRM
needs, manage the life cycle of individual systems, conduct records management
activities, manage the acquisition and use of information processing technologies
such as minicomputers, microcomputers, and local area networks, and provide
training to their respective staffs in the use of available systems and technologies.
The program offices also work with the Regional Waste Management Divisions to
identify regional IRM needs and to determine the best approaches and headquarters'
role in meeting these needs. Program office IRM activities are planned and
managed under the supervision of an Information Management Coordinator (IMC).
liach IMC serves as the single point of contact for coordination with the Information
Management staff. The specific organizational placement of the IMC within each
office, and the appropriate level of staff support, is determined by each Office
Director.
Regional Waste Management Divisions
The Regional Waste Management Divisions plan and manage IRM activities
specific to each region, and work jointly with program offices at headquarters to
develop and support national program information systems. Within each regional
office, an IRM unit within the Waste Management Division provides IRM support
services to the Division (and to other regional staff), including system development
and maintenance support, computer operations, and maintenance of personal
computers and local area networks.
53
-------
Information Management Steering Committee
The Information Management Steering Committee provides OSWER-wide
guidance on IRM policy, planning, and prioritization of major initiatives, and
direction on the development and implementation of OSWER's information
systems and the technologies to meet OSWER's IRM requirements. In addition, the
Committee:
Q Reviews and approves long range and operating year IRM plans and budgets,
and all IRM policies.
Q Reviews and approves individual projects which fail within the 'Threshold
Criteria" outlined in OSWER's System Life Cycle Guidance, monitors project
progress, determines whether additional resources may be allocated, decides
whether to continue or terminate projects based on reviews at the end of
major project milestones, and conducts other reviews at given points in the
development process, as determined by the Committee Chairman. The
Committee also resolves conflicts that may occur when systems projects
impact multiple organizations.
54
-------
Appendix C
OSWER Systems
55
-------
56
-------
OSWER Systems
The following is a list of the OSWER systems contained in the DRD. The systems
are further broken down by branch within the OSWER organization.
Assistant Administrator (AA)
SYSTEM BRANCH
Accident Release Information Program (ARIP) GEFPO
Computer-Aided Management of Emergency Operations (CAMEO) CEPPO
Data Resource Directory • RMIS
Five Year Information Resources Management System (FIRMIS) RMIS
Hazardous Waste Collection Data Base RMIS
OSWER Directives System . RMIS
Supeifund Document Management System RMIS
Workstation Inventory System (WIS) RMIS
Cleanup Information Electronic Bulletin Board TIO
NPL Site Data Base TIO
Office of Emergency and Remedial Response (OERR)
SYSTEM BRANCH
Emergency Response Notification System (ERNS) ERD
Oil and Hazardous Materials Technical Assistance Data Base System ERD
(OHMTADS)
Reportable Quantities Data Base ERD
CLP Analytical Results and Quality Assurance Data Base (CARD) HSED
CLP Statistical Data Base HSED
IvIPL Characterization System HSED
I'JPL Information System HSED
IsIPL Technical Data Base (NPL) HSED
Preliminary Assessment (PA) Score HSED
Prescore HSED
Sample Tracking and Invoice Payment System (TIP) HSED
Scheduling and Allocation Monitoring System (SAM) HSED
Superfund Chemical Data Matrix HSED
CERCLIS Version 2.0 OPM
CERCUS Version 3.0 OPM
OERR Office Automation System OPM
Records of Decision System (RODS) OPM
WasteLan OPM
57
-------
Office of Solid Waste (OSW)
SYSTEM BRANCH
Biennial Reports CABD
Corrective Action Reporting System (CARS) CABD
Hazardous Waste Data Management System (HWDMS) CABD
Hazardous Waste Generators Survey Data Base CABD
Hazardous Waste TSDR Facilities Screening Survey CABD
Hazardous Waste TSDR Facilities Survey (TSDR Survey) CABD
Resource Conservation and Recovery Information System (RCRIS) CABD
Automatic Laboratory Evaluation System (ALES) CAD
Delisting Petition Data Management System (DPDMS) CAD
Industry Studies Data Base (ISDB) CAD
Medical Waste Tracking System CAD
Aerial Photo Data Base PSPD
Authorized Tracking Data System PSPD
Case Study Data System (CSDB) PSPD
Corrective Action Bibliographic Data Base PSPD
Federal Facilities Inventory System (ASIDES) PSPD
FIRM Facility Financial Data Base (F3DB) PSPD
Hazardous Waste Data Management System - SAS PSPD
Capacity Assurance Plan Data Base WMD
Office of Underground Storage Tanks (OUST)
SYSTEM
Corrective Action Advisor 1/Texas
Integrated Financial Management System (INFEMIS)
Reg-in-a-Box
State Programs Data Base
File Transfer System
Office Forms Facilitator
Operation Information System (OIS)
Regional Operation Information System
Underground Storage Tanks - Data Management (UST-DMS)
BRANCH
ID
ID
ID
ID
ID
58
-------
Office of Waste Programs Enforcement (OWPE)
SYSTEM
Enforcement Case Support Expert Resources System
OWPE Controlled Correspondence System
Technical Enforcement Support Work Assignment
OWPE Personnel Tracking System
Site Enforcement Tracking System (SETS)
RCRA Administrative Action Tracking System (RAATS)
BRANCH
CED
CED
CED
PMSO
PMSO
RED
59
-------
------- |