c/EPA
United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-211D)
EPA220-R-92-003
August 1992
Strategic Plan For Information
Resources Management
1993-1997
Information Resources,
The "Common Currency"
Of EPA's Approach To
Environmental Management
Printed on Recycled Paper
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\
UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, D.C. 20460
DEC
1992
OFFICE OF
ADMINISTRATION
AND RESOURCES
MANAGEMENT
MEMORANDUM
SUBJECT:
FROM:
TO:
Office of Information
IRM Steering Committee Members
Senior IRM Officials
Management
The IRM Strategic Plan update for 1993-1997 has been
completed. We appreciate the review and comments provided by
many of the programs and regions. A number of improvements have
been made as a result of those comments.
The primary focus of the document is the IRM Strategic
Vision, which articulates eight long-term goals for the Agency
IRM effort. These goals are designed to guide our efforts to
support the Agency's mission and strategies for the future.
The plan also documents many of the issues, both external
and internal, which affect our ability to achieve the goals. As
discussed, information resources management faces many challenges
and opportunities. The plan also documents OARM's IRM goals and
objectives which support the IRM Strategic Vision.
To fulfill the IRM Strategic Vision, the IRM community's key
challenges are prioritization and funding of the many actions
recommended in various reports and plans. To meet these
challenges, we intend to develop a mission-based, five year IRM
business plan, with budgetary linkages. The plan will document
key Agencywide and Program Office initiatives which support the
Agency's IRM goals. Developing this plan will be challenging and
will require your active support and participation.
If you have any questions or comments, please feel free to
contact me at (202) 260-4465. I look forward to working with you
to improve Agency IRM planning.
Attachment
cc: Christian R. Holmes
Edward J. Hanley
Recycled/Recyclable
Printed on paper (hat contains
X bad 7S% racycted Obor
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IRM STRATEGIC PLAN
1993 - 1997
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
Executive Summary 2
AGENCY MISSION, GOALS, AND OBJECTIVES 7
Agency Mission Statement 8
Agency Goals and Objectives 9
Agency Strategies and Implementation 11
IRM MISSION AND STRATEGIC VISION 13
IRM Mission Statement 14
IRM Strategic Vision 14
ISSUES AND ANALYSIS 17
Externalities Analysis 18
Environmental Management Trends 18
Domestic and International Partnership Trends 21
Research and Development Trends 23
Work Environment Trends 24
Information Technology Trends 27
Oversight and Legislation Trends 30
Internal Issues 32
Integration Issues 32
Decision Support Issues 33
Personnel Issues 35
OARM MISSION AND GOALS 37
OARM Mission Statement 38
OARM Goals 38
OARM IRM Objectives 39
IRM GOALS AND OBJECTIVES 41
IRM Goals 42
APPENDIX A: Contributors 49
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MODULE I
EXECUTIVE SUMMARY
AGENCY STRATEGIC PLAN
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IRM STRATEGIC PLAN
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IRM Strategic Plan - July 31, 1992
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Executive Summary
EPA must take a strategic 'big picture' approach to collecting and using environmental data.
This plan attempts to provide that strategic vision for EPA The Agency has traditionally
focused on media-specific program efforts. IRM systems and decisions which supported the
Agency's efforts have followed this same tradition. Recently, EPA has begun the difficult
transition to a more integrated perspective in all of its activities - both programmatic and
administrative. The Agency IRM efforts must reflect this change in focus and perspective.
The Information Resources Management (IRM) Strategic Plan is a vehicle to define the new
mission focus for the EPA's IRM program and to describe the goals and objectives necessary
to support the mission. The key purposes of the IRM Strategic Plan are:
1) to integrate IRM's mission and strategies into a cohesive program of support for the
Agency's goals and strategies, and
2) to provide a framework within which program planning and budgeting decisions may
occur.
In addition to the business benefits to the Agency, the IRM plan also fulfills various Federal
and Agency planning requirements.
Support of Agency Mission:
If the Agency is to be Agency Goals and Objectives
successful in meeting its goals ^H
it must have a successful IRM
_ . ,, , , . . . , . , . .
program. Information is a key * PrOvldinS leadef»Pf *e Cation s environmental
asset in each of the Agency's science' research ^ assessment efforts
four goals. Therefore, the ~f , . . , , , . .
IRM Strategic Plan is * Making sound regulatory and program decisions
designed to directly support rcc . , . ^ . ,. .
.. A , j Effectively carrying out our programs and policies
the Agency s mission and J 3 6 * ** ^
* ' Improving the global environment
Data integration is a key issue ^^^^^^^^^^^^^^^^^^^H
in meeting Agency goals. For
example, providing leadership in the nation's environmental science, research and assessment
efforts depends upon EPA having access to reliable and integrated data. It also requires
sufficient computer processing and telecommunications capabilities to access and analyze the
integrated data. Finally, it requires efficient and effective systems to store, access and
IRM Strategic Plan - July 31, 1992
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retrieve the data. "Stovepipe" computer systems, with an exclusively single-media focus, are
no longer acceptable or effective in support of the Agency's mission, goals and strategies.
The IRM Strategic Plan speaks to these needs by defining various goals, objectives, and
measures which the IRM community will undertake to meet the data and systems integration
challenge.
IRM Strategic Vision
The IRM Strategic Vision
translates the goals and
strategies of the Agency into
the IRM arena. For example,
the need for reliable and
integrated data to support the
goals finds voice in the IRM
Vision statement that "EPA has __A . , , , ,. ,t , .
. . . . , . . EPA is a leader and reliable partner in sharing
integrated environmental data. . . . r F *
D environmental information.
EPA leverages its information for environmental
results.
EPA has integrated environmental information.
The public has access to environmental information.
EPA employees make productive use of information
and technology.
EPA is committed to quality strategic information
plans and efficient implementation of IRM programs,
EPA views IRM as understanding EPA's business and
providing value added services.
Technology is transparent to users.
The IRM Strategic Vision
defines the desired outcome of
Agency IRM program efforts,
not the technical steps needed
to achieve the outcome. The
focus is on the usefulness and
quality of information that IRM
can provide to the Agency in
pursuit of its environmental
mission, and on how IRM
efforts are viewed by the
Agency.
Specific IRM Goals and ^^^^^^^^M^^^MI^^^HMB^^^^H^^
Objectives are defined in the
plan. Just as the strategic themes of the Agency Strategic Plan define approaches to
achieving the Agency Goals, the IRM goals and objectives provide greater insight into the
efforts the IRM community will undertake to actualize the IRM Strategic Vision.
One of the Agency's key strategies is to improve its science and knowledge base. The IRM
Strategic Goals and Objectives support this strategy in a number of important ways. For
example, the plan commits to renewing the Agency's computing and telecommunications
base. This will provide the Agency with needed computing power and interoperability for
Geographic Information Systems (GIS) work to support the strategic theme of geographic
targeting. It also commits to developing data standards and a data administration program
which are critical to improving our knowledge base.
IRM Strategic Plan - July 31, 1992
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IRM initiatives such as data integration also support the Agency's multi-media enforcement
strategy and geographic targeting. In addition, the commitment to public access will
facilitate the Agency's environmental education strategy. The commitment to promote data
sharing with foreign governments is a significant support to EPA's role in improving the
global environment. In many ways the IRM program will contribute to and strengthen the
success of the Agency's Mission and Goals. As evidenced by this plan, the IRM community
of EPA is committed to providing value-added services to the Agency.
IRM Framework for Planning:
The IRM Strategic Plan documents the goals we seek to achieve and the basic choices
(strategies) selected to achieve our goals. The IRM Strategic Plan might be best thought
of in terms of a trip plan. Just as the key to planning any trip is to define the destination
and its purpose, the IRM Strategic Plan defines the nature and direction of our IRM efforts.
Thus, the IRM Strategic Plan provides the destination and purpose needed to do our IRM
planning, budgeting, and implementation.
In a decentralized IRM function, such as EPA's, a clear destination and purpose for our
IRM efforts is critical if we are to support the Agency in the most cost-effective and efficient
manner possible. This plan provides a clear statement of the results we want to achieve.
EPA is working to improve and formalize the linkages between this plan and the budget and
mission-based planning process of the program offices.
The IRM Strategic Plan contains the IRM component of the Office of Administration and
Resources Management's (OARM) strategic plan. It is also a response to Federal
requirements for annually updated mission-based IRM plans linked to the budget process.
The plan represents the results of roughly two years of assessment, analysis, formulation, and
revision of a prior plan by the Office of Information Resources Management (OIRM), the
National Data Processing Division (NDPD), and the EPA IRM community. It is an essential
foundation for developing a robust IRM program that will enhance the Agency's
effectiveness through the 1990s. Also, it indicates investments essential to a more productive
IRM environment and should affect the Agency's future budget decisions.
Ongoing Adjustment and Improvement:
The IRM Strategic Plan is not cast in stone. To return to the trip analogy, the goals and
objectives of a trip define such things as where you plan to be each day, the miles to be
traveled, and other such choices. Just as one must continually assess progress in a trip, and
make necessary adjustments to account for delays and detours, so we must also continually
IRM Strategic Plan - July 31, 1992
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assess our progress, external and internal changes, and the evolving Agency mission we
support. These changes will be reflected in an updated IRM Plan annually.
The information strategy planning process is dynamic and ongoing. Continued support and
participation from the IRM client community is critical to maintain its momentum. OIRM
and NDPD will continue to develop, and take steps to improve our partnership with
customers as we identify initiatives, develop priorities, and solicit funding to support the
initiatives. OIRM and NDPD are committed to their mission of delivering quality support
to meet the information demands of EPA.
IRM Strategic Plan - July 31, 1992
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MODULE II
AGENCY MISSION, GOALS,
AND OBJECTIVES1
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serve the
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ctivity
Source: "EPA's Strategies and Framework for the Future", 6/10/92, Draft
IRM Strategic Plan - July 31, 1992
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Agency Mission Statement
The people who work at the Environmental Protection Agency are dedicated to improving
and preserving the quality of the environment, both national and global. We work to protect
human health and the productivity of natural resources on which all human activity depends.
Highly skilled and culturally diverse, we are committed to using quality management
processes that encourage teamwork and promote innovative and effective solutions to
environmental problems. In particular, we are committed to ensuring that:
Federal environmental laws are implemented and enforced effectively.
U.S. policy, both foreign and domestic, fosters the integration of economic
development and environmental protection so that economic growth can be sustained
over the long term.
Public and private decisions affecting energy, transportation, agriculture, industry,
international trade, and natural resources fully integrate considerations of
environmental quality.
National efforts to reduce environmental risk are based on the best available
scientific information communicated clearly to the public.
Everyone in our society recognizes the value of preventing pollution before it is
created.
People have the information and incentives they need to make environmentally
responsible choices in their daily lives.
Schools and community institutions promote environmental stewardship as a national
ethic.
IRM Strategic Plan - July 31, 1992 8
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Agency Goals and Objectives
The Agency's mission is supported by four fundamental goals:
Providing leadership in the nation's environmental science, research, and
assessment efforts
Conduct and encourage research that improves our
understanding of health and ecological risks.
Provide objective, reliable, and understandable information that
helps build trust in EPA's judgement and actions, and informs
the choice of institutions and individuals throughout society.
Promote and support innovative technological solutions to
environmental problems and share our innovative technologies
and research with our various partners.
Making sound regulatory and program decisions
Implement current environmental laws effectively and help to
improve those laws as they are reauthorized in the future ~ maintain a vigorous and
credible enforcement program with emphasis on multi-media and criminal violations.
Evaluate health and ecological risks; target our resources and priorities at the
problems and the geographic areas posing the greatest risks, and devise innovative,
integrated solutions to environmental problems.
Promote public and private actions that prevent pollution at the source before it
becomes a problem.
Effectively carrying out our programs and policies
Meet Federal statutory obligations while retaining sufficient flexibility to address
priority risks in different parts of the country promote cross-media and interstate
initiatives, such as multi-media permitting and enforcement.
IRM Strategic Plan - July 31, 1992
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Improve the economic analyses that promote efficiency and cost-effectiveness in our
decisions, and apply market mechanisms and economic incentives when they are
appropriate and effective « work with other government agencies, to ensure they
consider the environmental implications of their actions.
Enable state and local governments, as partners, to implement and enforce
environmental programs, and convey clear, accurate and timely information to the
public - incorporate information from the public in EPA activities, and involve other
government agencies, public interest groups, the regulated community and the general
public in achieving national and global environmental goals.
Improving the global environment
Expand and strengthen U.S. leadership to protect and improve the global
environment.
Collaborate with other government agencies and nations, the private sector, and
public interest groups to identify and solve transboundary pollution problems.
Ensure that environmental concerns are integrated into U.S. foreign policy, including
trade and economic development.
Provide technical assistance, new technology, and scientific expertise to other nations.
IRM Strategic Plan - July 31, 1992 10
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Agency Strategies and Implementation
Using risk reduction as EPA's principal measure of success, EPA's strategic plan elaborates
11 strategies designed to achieve EPA's mission, goals and objectives and to address the
Agency's opportunities for risk reduction:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Strategic Implementation of Statutory Mandates
Improving Science and the Knowledge Base
Pollution Prevention: EPA's Preferred Choice
Geographic Targeting for Ecological Protection
Greater Reliance on Economic Incentives
Technological Innovation
Improving Multi-Media Enforcement
Building State/Local/Tribal Capacity
International Activities
Strengthening Environmental Education and Public Outreach
Better Management and Infrastructure
This IRM Strategic Plan is designed to support risk reduction through support of these key
strategies.
RISK REDUCTION
THROUGH BETTER INFORMATION
Risk
Tim©
IRM Strategic Plan - July 31, 1992
11
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IRM Strategic Plan - July 31, 1992 12
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MODULE III
IRM MISSION AND STRATEGIC
VISION
Excellence^
In
Information
Management
IRM Strategic Plan - July 31, 1992
13
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IRM Mission Statement
It is the mission of the Environmental Protection Agency's Information Resources
Management (IRM) program to provide leadership and effective management in delivering
reliable information services to support the Agency's mission.
The Agency's effectiveness would be significantly improved by accomplishing the IRM
Mission through the IRM Strategic Vision that follows.
IRM Strategic Vision
EPA leverages its information for environmental results.
Information is collected, analyzed, stored, and retrieved to promote environmental
assessments and decisions which anticipate and prevent environmental problems.
The Agency has access to comprehensive sets of environmental, health, economic,
legislative, and social demographic information to evaluate remedies for a broad
domestic and international environmental agenda.
EPA has integrated environmental information.
There is recognition and understanding of the commonality of information and the
need to share it throughout the Agency and the environmental community.
Information transcends organizational boundaries and is managed as a corporate
resource readily accessible in usable form. Vigilant management ensures that data
definitions, data formats, and data quality are effectively designed into and
maintained throughout the automated systems and document collections.
EPA is a leader and reliable partner in sharing environmental information.
Information is collected, managed and stored with the intent of ensuring its
availability and accessibility in useful form to the environmental community. Our
partnerships in data sharing extend to all members of EPA, State and local
governments, other Federal agencies, scientific communities, the American public and
other national governments and international organizations.
IRM Strategic Plan - July 31, 1992 14
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The public has access to environmental information.
EPA information resources are known and supplied to the public to enhance their
understanding of the Agency's environmental decisions and for their own
environmental stewardship.
EPA employees make productive use of information and technology.
EPA employees have ready access to information, technology, and any necessary
training. This access maximizes the effective use of their time and encourages high
standards of performance for their own work.
EPA is committed to quality strategic information plans and efficient implementation of
IRM programs.
Management is committed to long-range information and technology investments as
a result of higher user awareness and executive understanding. EPA's commitment,
in turn, persuades oversight agencies, such as the Office of Management and Budget
(OMB) and the General Services Administration (GSA), to support EPA's decisions.
EPA views IRM as understanding its business and providing value-added services.
The Office of Information Resources Management (OIRM) and National Data
Processing Division (NDPD) consistently demonstrate leadership initiative and
reliable expertise which result in a high demand for services.
Technology is transparent to users.
EPA information resources and services are designed and managed so that users can
devote minimal time to learning the technical aspects of the systems they use.
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MODULE IV
ISSUES AND ANALYSIS
IRM Strategic Plan - July 31, 1992 17
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Externalities Analysis
This section provides an extended look through the 1990s by discussing external forces or
megatrends which have a direct impact on Information Resources Management (IRM) at
EPA. These trends are depicted in the table below.
EXTERNAL TRENDS
Environmental management trends
Domestic and international partnership trends
Research and development trends
Work environment trends
Information technology trends
Oversight and legislation trends
The implications of each of these areas for EPA's IRM program are discussed in the
following sections.
Environmental Management Trends
Trends in environmental
management directly affect the
future of EPA Several of
these trends will change the
scope and complexity of
environmental management,
increasing the demands for
IRM to support the
management structure
effectively and efficiently. The
environmental management
trends most important to the
Agency are as follows:
Complexity and Integration of
Environmental Management
1960
1970 1980
Ttne
1990 2000
IRM Strategic Plan - July 31, 1992
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The emphasis on multi-media environmental management will grow among all
interested parties.
Congress and the public are increasingly interested in dealing with
environmental issues in the context of specific geographic areas. Also, there
is an increased understanding of the cross-media interrelationships of
environmental problems. Many industries are also interested in an integrated
approach to avoid the delays, cost, and confusion of multiple media-specific
efforts. New initiatives such as risk based decision making and pollution
prevention also will benefit from integrated multi-media data systems. New
technology, such as GIS, has also increased expectations about our ability to
address cross-media questions. EPA's strategic themes and external
expectations and demands all focus on a multi-media approach.
Greater international cooperation will develop, allowing global problems to be
addressed.
An emphasis on international cooperation to solve environmental problems
is emerging. Worldwide forums have been established and will use their
influence to address such environmental issues as global warming and
depletion of the ozone layer. An important element of international
cooperation will be to increase the sharing of data and public expertise among
countries. This will present a considerable challenge for the future given the
diversity of information systems around the world.
Increased public involvement will foster greater community outreach by the
government.
The public's concern for and involvement in environmental issues will continue
to grow. The public will demand more environmental information to fulfill its
increased role in anticipating, preventing and solving environmental problems.
The government will continue to expand community outreach programs to
facilitate the sharing of information. EPA can anticipate a growing need to
develop partnerships with external parties that are pursuing and taking legal
action against violators. These partnerships would focus on the mutual
sharing of information.
IRM Strategic Plan - July 31, 1992 19
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Environmental oversight agencies will undertake more timely and aggressive
enforcement actions.
Increased emphasis on enforcement actions
will demand improvements in information
system capabilities. Environmental systems
must provide the data to recognize and
pinpoint environmental problems and
support identification of the responsible
party. EPA systems must perform these
functions on an integrated basis. This will help enforcement agencies take
action against the responsible parties to facilitate clean-up and cost recovery
efforts.
The government will place greater emphasis on the prevention of potential
environmental threats.
The government has been primarily reactive in addressing environmental
problems, concentrating its efforts on clean-up and enforcement. Today,
greater emphasis is placed on preventive measures. These measures include
such activities as source reduction, recycling, conserving resources, and waste
minimization. This change in emphasis creates a demand for new types of
data and analytical capabilities, including reliable environmental, social and
economic models.
Advancements in measuring techniques and modeling will improve environmental
research and refine remedies.
Enhancements of environmental models will allow more accurate research and
analysis. More advanced information collection and measurement techniques
will improve the accuracy and completeness of data. Progress in
environmental modeling, information collection and measurement techniques
will result in more precise solutions to environmental problems.
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Automated systems will expand and enhance EPA's access to scientific and
regulated community data and measurements of the Agency's effectiveness.
Through data collection, analysis, and sharing, the Agency will increase its
access to, and use of, scientific data. The systems will also allow the Agency
to further model and examine various aspects of the regulated community.
The Agency's ability to analyze and assess the success of its activities will
promote a better understanding of the scientific data and the pollution
occurring.
These environmental management trends indicate that EPA media programs are
facing fundamental changes in their mission and activities. Strategic plans for
programs emphasize increased demands for high quality integrated data and greater
scientific understanding of the complex interrelationships of the environment, costs,
and human behavior. This will require: standardization of data, systems, technology
and information management processes; greater use of models; and access to
economic, public health, social demographic data, and environmental data.
Domestic and International Partnership Trends
EPA is committed to various domestic and international
partnerships. In particular, EPA is committed to a
State/Federal partnership in environmental decision-
making and to the delegation of Federal environmental
programs. This commitment underscores the critical role
of the State/EPA Data Management Program in achieving a broad environmental
agenda. The partnership trends are as follows:
Private/public partnerships and increased technology transfer will develop among
the environmental community, industry and academia.
Industry, academia, State, tribal, and local governments, and other parties
outside of the Federal government are becoming increasingly involved in
environmental issues. They conduct environmental analysis, research, and
development. The enhanced relationship between EPA and its partners
requires extensive data sharing and integration efforts to ensure improvements
in data analysis and to realize environmentally beneficial results.
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Public involvement will create a demand for more environmental data.
States and Tribes are the primary collectors of environmental data; enforcers
of environmental legislation; and decision-makers weighing environmental,
economic, and social priorities. EPA will continue to emphasize building State
and tribal capacity to increase and enable information exchanges. These
activities are necessary to meet the growing demands of the environmental
community and the general public for information on local and regional
environmental issues.
Greater demand for public access will heighten the dialogue addressing the nature
and limits of data security.
As demand for access to EPA's information grows, EPA will receive more
requests for access to its partners' data which is stored in the EPA databases.
The relative merit of allowing unrestricted access to data, or protecting the
interests of those who collect or provide data will continue to be debated. In
managing national environmental data, the States, tribes, local governments,
environmental community, and general public will depend on EPA to achieve
the proper balance in providing suitable access to information, while
safeguarding its partners' data deemed inappropriate for general distribution.
Hie States and tribes will expand their participation in IRM decision making.
The States and tribes will become more active partners in decisions about the
collection of information for national databases. As primary providers and
users of data, the States and tribes will demand to become more active
partners in defining requirements, selecting feasible alternatives, and
implementing solutions that address both Federal and State information needs.
The States and tribes will adopt advances in environmental analysis.
As economic pressures mount, the States and tribes will become more creative
when making decisions about the environment. The States will pioneer the
development of many environmental assessment technologies and data
integration tools that promote pollution prevention and environmental
protection goals in State and Regional initiatives.
IRM Strategic Plan - July 31, 1992 22
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Research and Development Trends
EPA's strategic emphasis on better science and data management as the basis for
more intelligent public policy has direct consequences for the IRM program. If EPA
is to retain its place as a leader in environmental research, the tools must be available
to support EPA laboratories and scientists. The research and development trends
that need to be followed are:
Environmental models will dramatically facilitate analysis and understanding with
graphic rather than numeric results.
EPA will depend heavily on mathematical models to assess and compare the
merits of alternative abatement scenarios. The use of Geographic Information
Systems (GIS) by the Agency, its partners, other Federal agencies, and the
broader international environmental research community will continue to
explode, thus raising the comprehension of environmental problems.
Standards and protocols will be needed to ensure these data and models can
be exchanged and understood. Environmental assessments will require the
ability to join previously unrelated data collections, many collected and
maintained outside EPA by other Federal agencies, universities, and research
organizations. The power of this new generation of environmental models is
reflected in their outputs, which will be visual, not numeric. Producing these
assessments, however, will demand increased database, graphics, and
telecommunications capabilities.
Increased ecological monitoring will provide the data required for the quantitative,
scientific assessment of the complex effects of pollutants on ecosystems. \
EPA is becoming more active in ecological monitoring because its regulatory
responsibilities require scientific assessment of risk and the ability to target
potential problem areas or violators. The Environmental Monitoring and
Assessment Program (EMAP) is intended to address these and other
requirements for depicting the condition of the environment. Remote sensing
(satellite imagery, aerial photography, etc.) will provide efficient data
collection for developing large scale environmental characterizations. EMAP,
and EPA's Center for Environmental Statistics, will provide the Agency,
Congress, and the public with statistical summaries, status, and trends on the
environment. EMAP requires active interagency coordination and draws upon
the expertise and activities of the EPA Regional offices, the States, tribes and
the international community.
IRM Strategic Plan - July 31, 1992 23
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Large environmental assessment models will require high performance computing
capabilities.
High performance computing is required to process large volumes of
atmospheric, global climate, and detailed ecological data, which are analyzed
in sequences of mathematical models. High performance computing coupled
with graphic outputs will bring a need for sophisticated support and training.
Applied mathematics and specialized programming skills are particularly
essential for full utilization of scientific computing capabilities.
National Research and Education Network (NREN) will facilitate the Agency's
efforts by linking research, government, and higher education data resources.
The National Research and Education Network (NREN) will dramatically
improve access to data, both internal and external. NREN has the potential
to permanently alter how we access, store, and use vast amounts of data.
NREN will improve our ability to work with the academic community and
other public and private organizations. It will increase the challenge of
organizing the vast array of data into useable information.
Work Environment Trends
Another important area affecting the future IRM environment in the Agency involves
changes in the work environment of the future. Several factors will affect the work
environment in general and, more specifically, the work environment of EPA and
other Federal agencies. These factors are as follows:
The Federal government will perform a greater role as a gatherer and broker of
information.
With the increased delegation of authority to State and local governments, the
Federal government will increase its role as manager of information resources.
Government agencies will become brokers of information by collecting,
processing and disseminating information. While responsibility for
implementing programs will shift to State and local authorities, accountability
for managing data will remain with the Agency. As the role of information
broker increases, this accountability will require EPA to improve its methods
for managing and disseminating information.
IRM Strategic Plan - July 31, 1992 24
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Proliferation of computers will allow greater access to information.
Personal computers have become an integral part of the office environment.
The ratio of computers to employees continues to increase; EPA is rapidly
approaching one personal computer for each employee. This change, coupled
with improved communications technology and the Agency's adoption of the
LAN platform, will allow increased access to and presentation of information
at each worker's desk. In the future, virtually every employee will have
immediate access to information. The personal computer will become the
"interpersonal" computer.
Minimum basic computer skills will be necessary for the majority of positions.
As technology advancements automate both managing and processing
information, computer skills become critical for all levels of employment. The
need for basic computer skills will be particularly critical in an information-
intensive environment such as EPA.
Entry-level workers will lack basic skills to use technology, thereby creating a need
for easy-to-use technologies.
While the need for minimum computer skills increases, more entrants to the
work force will lack not only these skills but basic mathematical and verbal
skills necessary to utilize information technology. The public sector will be
particularly vulnerable as it competes with the private sector for highly trained,
skilled workers in technology-based jobs. To overcome this handicap, the
public sector will adopt technologies that are easy to learn and operate, such
as Graphic User Interfaces (GUIs).
Demand for Federal services during nontraditional work times will increase.
The public will demand information from the Federal government at night and
on weekends. In order to meet these demands without increasing the Federal
work force, technical solutions for managing and disseminating information
will be required.
IRM Strategic Plan - July 31, 1992 25
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Smart buildings will promote productive use of technology.
Facilities will be designed to optimize the use of technology in a productive
work environment. Managers will invest in ergonomic furniture, lighting, and
other improvements that complement their investment in information
technology by addressing health and stress problems.
Increasing numbers of people will work at home.
The proliferation of computers and increased communications capabilities will
make it more feasible for employees to work at home. This will create an
increased demand on communications and other IRM resources to facilitate
access to information from a greater number of locations.
An increased mismatch between work loads and funding for FTEs will require a
more technically proficient staff.
As workloads increase disproportionately to staffing levels, employees will
need to be more proficient in the use of automation technologies. They will
need to receive more training on the use of ADP systems and technologies.
Skilled use of various application systems will maximize productivity and
efficiency, reducing the effects of understaffing.
These many changes in the work environment will place additional demands upon the
Agency's information resources management community. For example,
communications capabilities will need to be enhanced, and employees' computer skills
will need to be improved through comprehensive training programs.
IRM Strategic Plan - July 31, 1992 26
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i
High-performance Computing
Telecommunications
Advanced Analysis Concepts
Information Technology Trends
Information technology is a vital
element of any IRM organization
because it provides the power to drive
the data management operations.
EPA is committed to and relies on an
advanced computing and
telecommunications environment.
This environment facilitates the
collection and sharing of information
with EPA's national field operations
at Regional Offices and laboratories,
with the States and with external
parties. Methods for electronically
collecting and disseminating
information are being reviewed and
will result in revisions to OMB Circular A-130. These revisions are expected to
encourage increased use of information technology as a means of data collection,
access, and sharing.
Continuing assessment of the adequacy of existing resources and emerging needs is
important to keep EPA management abreast of new products and capabilities.
Following an era of dramatic technical breakthroughs, the computing industry is
anticipating a period of more stability and consolidation, which should result in
compatible technologies meeting national and international standards. The
emergence of a more predictable computing environment in the marketplace will
enhance the Agency's ability to plan and implement enhancements that directly
increase performance and productivity. EPA is experimenting through prototypes
and pilot projects with several emerging technologies (e.g., pen-based and notepad
computers, global positioning systems, etc.) to determine their applicability and
optimal usage in the Agency.
High performance computers will provide new insights into research and
development through advanced modeling capabilities.
High performance computers are expected to have an increase in power equal
to 1,000 times the existing capabilities. This will provide the necessary power
to run the many iterations of data required by advanced environmental
models. This technology will play a significant role in the Agency's ability to
predict environmental impacts and to plan remedies for environmental problems.
IRM Strategic Plan - July 31, 1992
27
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Workstations and personal computers will become more powerful and networking
will enhance communication and contribute to data integration and sharing.
Workers will have access to greater power, more information sources and
larger communication networks. Enhanced processing and communication
capabilities will improve the productivity of workers, and the effectiveness of
government decision-making and services. Graphical User Interfaces (GUIs)
and object-oriented systems will make these technologies easier to learn and
use.
Telecommunications networks will have the capabilities to handle high volume
data transmissions at high speed with high reliability.
Increases in satellite and terrestrial technologies will increase the speed,
reliability, and capacity of telecommunications networks. As the Federal
government implements the new FTS-2000 network, many of these
improvements will become available. Additionally, local area networks
(LANs) and wide area networks (WANs) can aid in the replacement of
central data hubs by providing opportunities for distributed environments.
These changes will provide many opportunities for improvements in data
sharing among distributed locations.
Voice, image, document management and video technologies will enhance the
presentation and comprehension of information.
Increased application of voice, image, and video technologies will provide
more complete and effective methods of presenting information, and improve
the efficiency and effectiveness of EPA decision-making and general
operation. Applications such as document imaging, electronic signature and
full text retrieval will improve productivity through improved and timely
workflow, and will reduce physical storage requirements. These technologies
will require significant electronic storage and telecommunication capacity.
Computer Aided Software Engineering (CASE) tools will provide a means to
satisfy system development, maintenance, and documentation problems.
CASE tools, such as the Information Engineering Facility (IEF) or
Information Engineering Workbench (IEW), will better support the five
IRM Strategic Plan - July 31, 1992 28
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general phases of the system development life cycle (SDLC)2. In the long
term, future prototype and systems development will occur in a CASE
environment. Enhancements and modifications made with the assistance of
CASE tools will decrease system down-time, reduce the possibility of
programming errors, and promote currency in technical documentation
through the use of a repository.
Re-engineering will assist in efficiently maintaining systems.
As stated above, CASE tools control system development and maintenance.
Reverse engineering techniques extract information from an existing system,
abstract the information into higher levels, and prepare the information for
entry into a CASE environment. Forward engineering techniques enable
enhancements to data models and specifications thus facilitating construction
and maintenance of existing software. Through use of reverse engineering and
forward engineering techniques, existing systems can be placed in a CASE
environment along with new systems where both can be efficiently maintained.
Increased attention to Change Control and Configuration Management will help
manage changes to a system's configuration.
Change Control and Configuration Management provide control over the
direction of system development, thus ensuring that the requirements are
reflected in the functioning of the operational system. In addition, control
over changes to a system's configuration elements during operations increases
system reliability.
LANs, as a platform, demand Configuration Management. Increased
management of EPA system configurations will enhance system performance
by ensuring that products of the various stages of the life of a system are
captured and controlled during subsequent stages of system development.
Advancements in information technology will provide the ability to meet the
increased demands for change control and configuration management levied
by the current environment and future trends. The key to achieving the
The five general phases are strategic planning, requirements
analysis, design, implementation, and maintenance.
IRM Strategic Plan - July 31, 1992 29
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promise of technology is understanding the Agency's needs and identifying the
areas where new technologies can be successfully applied.
Standards based categories will simplify data collection, access, and sharing.
The Agency's commitment to develop integrated systems to support cross-
program, multi-media efforts requires adoption of a set of standards for data
collection, transmission, and access. Graphical User Interface (GUI), Unix
Operating Systems, and Electronic Data Interchange (EDI) are standards that
can facilitate various aspects of the Agency's information management needs.
For example, for workstations the Agency has made a commitment to support
Unix based operating systems, beginning in fiscal year 1993, and is leaning
toward OSF/Motif, a type of GUI for Unix. The Agency expects EDI to be
widely used by fiscal year 1994. A standards based approach to IRM
technology is key to satisfying the Agency's requirement for integrated
information systems.
Oversight and Legislation Trends
The enactment of new legislation,
Congressional hearings, and oversight by
other agencies, such as the Office of
Management and Budget, General
Accounting Office, the General Services
Administration and EPA's Inspector General, are major influences on EPA's
information resources management program. The impacts of the oversight and
legislation trends permeate the planning, acquisition, and operation of the IRM
program. These trends are as follows:
The OIRM will increase its oversight activities to ensure agency compliance with
Federal and Agency requirements and policies.
OIRM will need to move towards greater oversight of EPA's IRM community
to ensure full compliance with applicable regulations. Programs to enable,
promote, and gain compliance will be set in place. These programs will
address such issues as the challenge of" contract management and
implementation of federal IRM policies and standards.
IRM Strategic Plan - July 31, 1992 30
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Public access requirements will necessitate development of a coordinated
dissemination system.
Both the House and Senate versions of the bills to give EPA cabinet-level
status, and proposals to revise the Paperwork Reduction Act, mandate
affirmative dissemination of environmental information in ways that support
analysis and understanding. In addition, there are provisions for establishing
an environmental statistical organization to produce and provide integrated
assessments of environmental conditions and trends. These mandates will
require EPA to seek more efficient strategies for disseminating information,
including electronic distribution.
More interdepartmental management of information and data will mandate
greater efficiency.
Developing and implementing automated mechanisms to manage information
supports the pending legislation to revise the Paperwork Reduction Act and
is a high priority throughout the Federal Agencies. Much planning and
cooperation in the area of data administration needs to occur among the
agencies who share data. With the large volumes of data required by some
of the scientific computerized modeling applications, using appropriate data,
regardless of where they reside, will be most cost effective. Agencies that
share data will increasingly share in planning for and administering data.
IRM planning and acquisitions will attract greater oversight scrutiny.
To better target reviews and improve overall response time, GSA has been
revamping its process for reviewing IRM acquisition plans. While small
purchases will be processed quickly, agencies can expect large procurements
to receive more scrutiny. Under the revised Paperwork Reduction Act,
OMB's Office of Information and Regulatory Affairs will likely assume a
greater leadership role and review IRM budgets for consistency with long
range plans.
IRM Strategic Plan - July 31, 1992 31
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Internal Issues
This section provides a contemporary view of the internal forces which impact Information
Resources Management at the EPA. These issues have been partitioned into the following
three categories:
INTERNAL ISSUES
Integration Issues
Decision Support Issues
Personnel Issues
The implications of each of these categories are discussed in the separate sections which
follow.
Integration Issues
The EPA is committed to an
integrated regulatory approach which
will have far reaching effects on IRM.
An integrated regulatory approach will
move the Agency toward a significant
realignment of structure and function.
Issues which may affect the success of
this initiative are listed below.
Risk-based analysis will be
more widely implemented.
The approach will break down
departmental barriers within
the Agency and facilitate the
integrated regulatory approach.
Data integration is a key topic. The Agency must define its integration
strategy; including selection of one of the two major approaches to data
integration, data warehousing and data repositories. Also integration of
IRM Strategic Plan - July 31, 1992
32
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disparate databases cannot be realized without universal Agency application
of data standards that arise from a comprehensive and coherent data
administration program.
Cross-program, multi-media efforts will require integrated systems;
compatibility will be demanded by senior management. Interoperability is a
key issue.
The foundation for realizing location data (i.e., the latitude and longitude of
regulated facilities) lies in policies that are currently established.
Implementing these policies is the next challenge.
A cross-program approach will create the need for greater technology transfer.
There will be a greater need for bulletin board systems, online regulatory
databases, and the sharing of models and applications.
Greater standardization of our platforms, data, and interfaces will enable our
move towards greater integration. Our telecommunication packages will need
to create a seamless communication ability.
The challenge of achieving data integration across programmatic boundaries
will require budgetary cooperation among participating parties.
Standards are a key foundation to integration. Technical and operational
differences between Programs and Regions increase the difficulty of
developing information systems standards. Resolution will require cooperation
among all parties and EPA partners.
Decision Support Issues
The EPA effort to adopt an integrated regulatory approach will create more complex
methods and information requirements. Limited resources will affect the EPA's
ability to support these developments.
IRM Strategic Plan - July 31, 1992 33
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To assist in the risk-based assessment
process, the Agency will use existing
automated tools such as the Integrated
Risk Information System (IRIS). The
introduction of additional integrated
decision support tools will promote
additional integrated approaches to
environmental management.
EPA functions in a socioeconomic role. In addition to its environmental
models, the EPA needs models of social and economic behavior, including
good econometric tools to enable assessment of regulatory effectiveness by
relating industrial behavior to regulatory actions.
To improve the effectiveness of the Agency's enforcement programs, EPA
needs to make better use of automated systems and integrate its data to
expand its knowledge of the regulated community.
The essential emphasis on automated systems for all types of applications
creates the need for rigorous procedures to systematically capture the
necessary data in standardized electronic form.
Decision support systems trequently involve secondary use of data. The
Agency must continue to emphasize and improve the quality of data and
metadata to support secondary use.
IRM Strategic Plan - July 31, 1992
34
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Personnel Issues
EPA relies on a limited
number of personnel to
carry out the tasks that
support its mission. An
effective workforce is vital.
Issues that may influence
the effectiveness of the
staff are listed below.
EPA cannot expect
that its personnel
will possess more
than minimal
computer-related
skills. A Common
User Interface (CUI) will be essential to successful use of automated systems.
The Agency must move forward with adoption of CUI standards and address
the issues involved in their introduction to existing systems. The Graphical
User Interface (GUI) type of CUI will provide significant benefits, but will
require significant effort to introduce in existing action oriented systems.
The need for greater use of automated systems and the minimal computer-
related skills of EPA personnel will require more training for users of
automated systems.
EPA will need to find, train, and retain technically skilled staff to serve as
Contract, Project, and Delivery Order Project Officers. The Agency will need
to commit to an effective skills maintenance training effort for its various
contract oversight staff to allow the staff to maintain technical skills in the
rapidly changing IRM field. This is a must if the Agency is to maintain full
independence of action and decision-making with regard to contractor
services.
IRM Strategic Plan - July 31, 1992 35
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IRM Strategic Plan - July 31, 1992 36
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MODULE V
OARM MISSION AND GOALS3
3Source: OARM Strategic Plan - 3/6/92
IRM Strategic Plan - July 31, 1992
37
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OARM Mission Statement
The Office of Administration and Resources Management (OARM) provides strong
leadership, excellent service and quality products to enable the Environmental Protection
Agency to meet its mandate of improving and protecting human health and the
environment. We safeguard the resources entrusted to the Agency and ensure that the
Agency has high quality capital equipment and facilities, and safe working conditions.
We enhance the Agency's capabilities by attracting, developing and retaining a quality
work force, and by providing effective management systems in finance, information
resources, contracting and communications. We serve our clients' needs from an
anticipatory posture and go beyond our clients' expectations to meet their needs. Our
client services are consistently of high quality and are designed to move the Agency
forward with ease in addressing its wide range of responsibilities.
OARM Goals
1. To implement statutory mandates in management and administrative programs
through innovated strategic initiatives.
2. To provide leadership and effective management in delivering reliable information
services to support the Agency's mission.
3. To provide the leadership and processes that will make EPA an "Employer of
Choice."
4. To provide for all its employees a quality working environment which: supports
scientific research; uses state of the art systems and equipment to encourage cross-
program activities; provides for the needs of the handicapped and stresses the
importance of a safe and healthy atmosphere in which to pursue environmental
goals and objectives.
5. To provide quality budget, fiscal and resource management programs that support
and enhance Agency environmental plans, goals and policies and meet the highest
standards of public resource stewardship.
IRM Strategic Plan - July 31, 1992 38
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OARMIRM Objectives
OARM's second goal pertains directly to Information Resource Management. That goal
states that OARM will " ...provide leadership and effective management in delivering
reliable information services to support the Agency's mission."
In support of this goal, OARM has defined eight IRM objectives:
1. Manage information systems, telecommunications, and computing facilities
to support EPA and the environmental community.
2. Renew EPA's computing and telecommunications base to increase
performance, reduce costs, and promote interoperability.
3. Provide EPA the capability to achieve integrated decision-making through
data standards, managed databases, and analytical tools.
4. Enhance productivity through training and the educated use of technology
and information.
5. Guide the development of new information systems to meet customer
needs using a consistent development process.
6. Reinforce, through continuing customer communication, EPA's IRM
policies to provide a framework for efficient information resources
management, consistent with Federal policies and guidelines.
7. Promote information exchange between EPA and Federal, State, local and
foreign governments, environmental organizations, academia, and the
public.
8. Clearly identify and communicate the standard EPA hardware, software,
telecommunications, and application development architecture.
IRM Strategic Plan - July 31, 1992 39
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IRM Strategic Plan - July 31, 1992 40
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MODULE VI
IRM GOALS AND OBJECTIVES
IRM Strategic Plan - July 31, 1992
41
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IRM Goals
The IRM goals and objectives are the means and method for fulfilling the IRM mission
statement. This IRM mission is to support the Agency and help the Agency achieve its goals
by providing and supporting the necessary information services for EPA employees, State
and local governments and others that rely on EPA information. The following are IRM's
defined goals and associated objectives and measures.
1. Manage information systems, telecommunications, and computing facilities to
support EPA and the environmental community.
A. Objectives:
1. Operate and maintain national systems, including
hardware/telecommunication infrastructure, ensuring a high level of
system performance through continuing evaluation and quality
improvement.
2. Provide systems to ensure the accuracy, consistency and efficiency of
EPA laboratory networks.
3. Implement technology in an orderly manner and evaluate results.
4. Evaluate and strengthen IRM management and telecommunication
networks.
5. Ensure security of EPA information, systems and ADP equipment.
B. Measures:
The Information Resources Management staff will measure this goal by
ensuring that:
1. The number of supported users increases, and performance remains
within published service level objectives.
2. The number of States, tribes, local governments, and international
agencies with telecommunications access to EPA increases.
IRM Strategic Plan - July 31, 1992 42
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2. Renew EPA's computing and telecommunications base to increase performance,
reduce costs, and promote interoperability.
A Objectives:
I. Assess EPA's business needs, the general direction of IRM technology
and the capabilities of specific technologies.
2. Procure selected technologies and capabilities to meet EPA-wide
needs.
3. Maintain and expand the library network to include an on-line
catalogue, interagency CD-ROM, local area networks and improved
collections and reference databases to improve access to information.
B. Measures:
The IRM staff will work to acquire the newest applicable technology and
support services to enhance the Agency's existing capabilities. To measure
this goal the staff will strive to ensure that:
1. Service levels for the Agency computing environment are improved
consistent with industry standards. This includes maintaining current
price/performance ratios or helping them decline.
2. Current ADP contracts are replaced with EPA-wide contracts that
provide standard hardware and software platforms for new
applications.
3. Provide EPA the capability to achieve integrated decision-making through data
standards, managed databases, and analytical tools.
A. Objectives:
\. Provide connectivity for seamless access to data through EPA's
hardware, software and telecommunications capabilities.
2. Define formats and protocols that facilitate the exchange and
document the meaning of environmental and laboratory data.
IRM Strategic Plan - July 31, 1992 43
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3. Design, develop, and implement common user information access
techniques for major EPA Program databases.
4. Incorporate data integration tools and activities into EPA Regional
offices and a majority of the States' Environmental and Information
Resources Management programs.
5. Provide tools and capabilities to facilitate information sharing within
EPA, and between EPA and other environmental organizations.
6. Establish and manage an effective EPA-wide data administration
program.
7. Provide tools and capabilities which promote common data
management approaches for program, administrative and scientific
data.
B. Measures:
EPA's ability to perform its congressionally mandated functions will
increasingly depend upon how well its employees and partners can access
information. But improving access will not integrate data or assist users
managing the data unless IRM provides the proper tools. In measuring this
goal, IRM staff will ensure that:
1. EPA data standards are communicated and disseminated throughout
the Agency and to its key partners.
2. EPA standards are employed in EMAP and other laboratory systems.
3. Compliance with standards and use of databases and tools are
quantifiable.
4. Enhance productivity through training and the educated use of technology and
information.
A. Objectives:
1. Manage and deliver information and technology transfer for improved
access and use of data needed by EPA staff to perform effectively.
IRM Strategic Plan - July 31, 1992 44
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2. Establish and manage training programs for IRM professional
development of Agency and key partner's staff.
3. Provide tools and capabilities to improve personal productivity of EPA
staff.
4. Provide tools and capabilities to improve EPA's organizational
productivity and effectiveness.
B. Measures:
As new technologies are introduced to EPA personnel, new training
opportunities must be provided. IRM staff will work to provide the types of
training employees want and need. To measure attainment of training goals
and objectives, IRM will:
1. Increase training opportunities, increase use of automated training, and
increase availability of productivity tools.
2. Increase opportunities for State and international representatives to
participate in technology transfer and training through EPA
5. Using a consistent development process, guide the development of new information
systems to meet customer needs.
A Objectives:
1. Update and codify EPA's consistent development process.
2. Develop and implement a software engineering development program.
3. Develop an application tool kit.
4. Develop improved national administrative and program systems.
B. Measures:
System development at EPA requires the coordination of numerous offices.
IRM staff will assist with the modernization efforts of old systems as well as
the creation of new. This assistance will be measured by the following criteria:
IRM Strategic Plan - July 31, 1992 45
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1. EPA system development life cycle guidance is followed closely during
system development, and customer contact during system development
increases.
2. User satisfaction improves significantly in delivered systems. Negative
audits and reviews by oversight officials decrease.
3. EPA's use of information systems increases. -
4. An initial EPA Information Strategic Plan (ISP) is conducted using
information engineering (IE) focusing on existing legal and
programmatic documentation.
6. Reinforce, through continuing customer communication, EPA's IRM policies to
provide a framework for efficient information resources management, consistent with
Federal policies and guidelines.
A. Objectives:
1. Estabb'sh, implement and enforce data standards, policies, procedures,
and guidance for corporate or shared data as required by Federal
policies and guidelines.
sr''
2. Develop and implement a cooperative process for IRM strategic
planning on an annual basis.
3. Engage in active outreach to EPA and the environmental community,
including newsletters, annual IRM reports, orientation tools, expanded
participation in internal and external work groups, and other routine
communication opportunities.
B. Measures:
As a Federal agency, EPA must follow Federal IRM policies and guidelines.
To do this, IRM staff must communicate IRM policies to users and key
partners and ensure that current guidelines are being followed in EPA. To
measure this goal, IRM staff will ensure that:
1. Awareness and knowledge of IRM policies by Agency staff and key
partners is improved and that EPA users are in compliance with IRM
policies.
IRM Strategic Plan - July 31, 1992 46
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2. Regularly scheduled meetings with members of the IRM network are
held covering topics of importance to EPA Program Offices, Regions
and OIRM. Agendas encourage Program Office participation as well
as stimulate discussion of critical EPA IRM issues.
7. Promote information exchange among EPA and Federal, State, tribal, local, and
foreign governments, international organizations, as well as environmental
organizations, academia, and the public.
A. Objectives:
1. Foster compliance with the standards for electronic reporting
capabilities for major EPA program databases.
2. Provide systems with the flexibility necessary to promote State/EPA
information partnership.
3. Manage and deliver information and technology transfer for public
access.
4. Manage and deliver information and technology transfer for
international environmental programs and organizations.
5. Manage and deliver information and technology transfer to the States
and tribes.
6. Establish and implement training programs for client communities,
including States, tribes, Program Offices and the scientific community,
which promote teamwork and information sharing.
B. Measures:
IRM's role as communicator of both Federal and EPA IRM policy and
guidelines surpasses the boundaries of the Agency. EPA's role as a leader in
the environmental arena requires it to disseminate information to many
organizations and individuals outside the Agency. IRM staff will work to
achieve this goal by:
1. Improving communication through formal channels and increasing the
volume of information exchanged.
2. Increasing capabilities of the State Revolving Funds' workstations.
IRM Strategic Plan - July 31, 1992 47
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3. Assuring coordination of base geographic data requirements,
development and acquisition through continued leadership and
participation in the Federal Geographic Data Committee.
4. Fostering the exchange of integration and geographic information
system capabilities between Federal agencies, States, foreign
governments, etc., through increased demonstrations, memoranda of
understanding, inter-agency agreements, and other mechanisms.
8. Clearly identify and communicate the standard EPA hardware, software,
telecommunications, and applications development architecture.
A. Objectives:
1. Develop EPA-wide information architecture for program,
administrative and scientific systems, and hardware/telecommunication
which includes Information Strategic Plans (ISPs), major acquisitions
and maintenance.
B. Measures:
EPA has spent considerable time and money developing the existing ADP
architecture. To optimize usage of existing capabilities, it is important that
this information be made available to EPA employees and those working with
EPA systems. IRM staff will measure this goal and ensure that:
1. There is an improved awareness of information technology architecture
by an increased audience of EPA users and improved compliance with
information technology architecture.
2. The Administrative Systems Information Strategy Plan is produced and
distributed biannually.
3. Application development architecture for use by the MOSES
contractor will be identified, documented, and communicated to EPA
systems managers and IRM chiefs.
IRM Strategic Plan - July 31, 1992 48
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APPENDIX A: Contributors
Senior IRM Officials, Regional IRM Chiefs, and National System Managers
IRM Strategic Plan - July 31, 1992 49
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EPA SENIOR IRM OFFICIALS
Patricia L. Meaney
EPA - Region 1
John F. Kennedy Federal
Building, Room 2203
Boston, MA 02203
Herbert Barrack
EPA - Region 2
26 Federal Plaza
New York, NY 10278
James Newsom
EPA - Region 3
841 Chestnut Street
Philadelphia, PA 19107
Donald J. Guinyard
EPA - Region 4
345 Courtland Street,
N.E.
Atlanta, GA 30365
Robert L. Springer
EPA - Region 5
230 S. Dearborn Street
Chicago, IL 60604
William Hathaway
EPA - Region 6
1445 Ross Avenue
12th Floor, Suite 1200
Dallas, TX 75270
Susan C. Gordon
EPA - Region 7
726 Minnesota Avenue
Kansas City, KS 66101
Kerrigan G. Clough
EPA - Region 8
One Denver Place
999 18th Street, Suite
1300
Denver, CO 80202-2413
Nora McGee
EPA - Region 9
215 Fremont Street
San Francisco, CA 94105
Barbara McAllister
EPA - Region 10
1200 Sixth Avenue
Seattle, WA 98101
Rick Garman
OARM
Room W1123
(PM-208)
Michelle Killer
OW
Room E1041A
(WH-556)
Mary Free
OPPE
Room W1019
(PM-219)
Jack Frost
OSWER
Room M2416
(OS-110)
Thomas Hooven
OPTS
Room E637F
(TS-788)
Kelly Spencer
OAR
Room W939C
(ANR-443)
Frank Rusincovitch
AO
Room W227K
(A-101)
Bruce Rothrock
OE
Room NE104
(LE-133)
Clifford Moore
ORD
Room NE304C
(RD-674)
John Jones
OIG
Room NE314
(A-109)
Gerald Yamada
OGC
Room W537
(LE-130)
Joan Fidler
OIA
Room WT 800
(A-106)
IRM Strategic Plan - July 31, 1992
50
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REGIONAL IRM CHIEFS
Michael McDougall, Chief
Information Management Branch
U.S. EPA Region 1
JFK Building Room 2211
Boston, MA 02203
Robert Messina, Chief
Information Systems Branch
U.S. EPA Region 2
26 Federal Plaza Room 404
New York, NY 10278
Joseph Hamilton, Chief
Information Resources Management
Branch
EPA Region 3
841 Chestnut Street
Philadelphia, PA 19107
Jack Sweeney, Chief
Information Management Branch
EPA Region 4
345 Courtland Street, N.E.
Atlanta, GA 30365
Elissa Speizman, Chief
Information Management Branch
EPA Region 5
230 S. Dearborn Street (5-MI)
Chicago, IL 60604
Stan Spivey, Chief
Information Resources Branch
EPA Region 6
1445 Ross Avenue
Dallas, TX 75202
Gordon Gregory, Chief
Information Management Branch
U.S. EPA Region 7
726 Minnesota Avenue
Kansas City, KS 66101
Robyn McKenry, Chief
Information & Computer Management
Branch
EPA Region 8
1 Denver Place, Suite 500
999 18th Street
Denver, CO 80202-2405
Mike Schultz, Chief
Information Management Branch
EPA Region 9
1235 Mission Street
San Francisco, CA 94103
Robin Gonzalez, Acting Chief
Information Management Branch
(MD103)
U.S. EPA Region 10
1200 6th Avenue
Seattle, WA 98101
Robert Laidlaw, Chief
Information Management Branch
Box 25227, Building 53
Denver, CO 80225
Steve Greenfield-OPI, Chief
Management Information Services
U.S. EPA
P.O. Box 93478
Las Vegas, NV 89193-3478
IRM Strategic Plan - July 31, 1992
51
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Robert Castor, Director
Computer Services System Division
U.S. EPA-OARM Cincinnati Room 28
26 W. Martin Luther King Drive
Cincinnati, OH 45268
IRM Strategic Plan - July 31, 1992 52
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EPA NATIONAL SYSTEM MANAGERS
Allan Abramson
OPP Data Management
CM11078
H-7502C
David Bittenbender
EPA Telecom Network
NDPD
RTF, N.C 27711
MD-34
Ruby Boyd
OTS DATA MGMT
NEC008
TS-793
Joe Acton
CERCLIS/ENF
SE269
OS-505
John Adams
IFMS
NEB014
PM-211
Joe Anderson
FINDS and FACTS
PM-218B
Mark Antell
CDS/CEMS
M3202
EN-341
DeBorah Allen
FIRMIS
M2416
OS-110
Harry Baker
GICS
8FLFC
PM-216F
Sylvia BeU
NEEDS
E1129A
WH-547
Wendy Blake-Coleman
OW
E1023
WH-556
Kay Bomar
PMSD/SB
CM-2 1015C
H7502C
George Bonina
OPTS
E108
TS-793
Will Boone
RMIS
W729
PM-225
John Bosch
E.P.A -OAQPS
AIRS
RTF, N.C. 27711
MD-14
Kate Bouve
OPP DATA MGMT
CM-2 1107
H-7502 C
Brenda Bray
OIG
A-109
Jim Combs
OTS-IMD
Elll
TS-793
Jeff Byron
Gateway
OIRM/PSD
PM-218B
Frank Caeser
OTS DATA MGMT
E113
TS-793
Jeff Camp
OGC
M3305
LE-130M
Chuck Carpenter
OSWER/IMS
M2416
os-iio
Mike Cullen
CERCLIS
SE-312
OS-240
IRM Strategic Plan - July 31, 1992
53
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Phil Cuny
RADS
NE108
ANR-461
Ken Dawsey
OHRM DATA
W1129
PM-224
Dan Dellapenta
PPAS
NEB015
PM-215
Melvin Denwiddie
PMS
609 FC
PM-226F
Tommy Dewald
CIS
OIRM/PSD
3405R
Bill Dickerson
ERTS
M2119J
A-104
Towana Dorsey
FURS/FRDS
E113C
WH-550E
Alan Dixon
PMSD/SB
CM-2 1015
H7502C
Connie Dwyer
GICS
SW207
PM-218
David Eng
CARD/CCP
M2624D
OS-230
Tim Farris
ICMS
FC7FL
PM 214F
Mary Louise Fink
OIG
NE-303
A-109
Leonard Fitch
OW
E1219H
WH-547
John Fogarty
BIENNIAL REPORT
SE264G
OS-312
Bill Foskett
UST DATA MGMT
C-19FL
OS-400W
Don FrankUn
FFIS
SWM2119
A-104
Paul Frazier
Docket
W537A
LE-130
Rod Frederick
Office of Water
E835B
WH553
Sandie Friedland
OCRS
W2060
A-105
Myra Galbreath
RCRIS
SE264H
OS-312
William Gill
OIRM/PSD
3405R
Daniel Graves
EPAYS
SW206
PM-218
Jeralene Green
FIATS
W227E
A-101
Sandy Hill
ICMS
M2907C
PM-218
William Gross
OPP DATA MGMT
CS-1 42A6
H-7502C
IRM Strategic Plan - July 31, 1992
54
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Geoffrey Grubbs
STORET
E837
WH-553
Peg Hall
OSWER Data Mgt.
M2614
OS110
Bill Harrison
OHRM SYSTEMS
SW206
PM-218
Robin Heisler
OW/OGWP
E803B
WH-550G
Gloria Hendricks
EXT AFC
W227L
A-101
Amy Kearns
OHRM DATA
M3624
PM-212
Bob King
STORET
E835A
WH-553
Yvonne Kinney
OTS DATA MGMT
E217
TS-793
James Kranda
AISCM
2FLFC
PM-214F
Kurt Lamber
ERIS
CS-1 7th Floor
OS-510W
Jannie Latta
GICS
E1205A
WH-547
Johnathan Libber
BEN&ABLE
NE104
LE-133
Joe Lieb
OPP DATA MGMT
CM #2 - 1021F
H-7502C
John Leitzke
CECATS
ET447K
TS-778
Nathan Lewis
FAC DATA MGMT
NEB015
PM-215
David Lindsey
OIRM/ASD
M3618G
PM-218
Ann Linnertz
FAC DATA MGMT
NEB030
PM-215
Bobbie Lively-Diebold
OHMTADS
M2710
OS-210
Sandy Martin
Director
OIRM/ASD
PM-218
Rick Martin
Deputy Director
OIRM/PSD
3405R
Joanne Martin
OTS DATA MGMT
E108
TS-793
Suzanne Matsumoto
PCMD
FC 6th Floor
PM-214F
Steve McNeeley
UST DATA MGMT
CS-1-9FL
OS-420W
David Meredith
ETS
E715B
EN 342
IRM Strategic Plan - July 31, 1992
55
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Ingrid Meyer
PSD
Data Integration
3405R
Jerry Miller
OPP DATA MGMT
CM #2 1015 E
H-7502 C
Merle Miller
OE-EDRS
NE-104
LE-133
Jeff Morin
STARS
M3131
PM-222A
Mike Mundell
PCS
NE217
EN-338
Patricia Murray
HWDMS
SE264A
OS-312
Carl Myers
WQMIS/STORET
E837
WH-553
Steven Newburg-Rinn
OTS DATA MGMT
NEG008
TS-793
Bruce Newton
Waterbody
E743
WH-553
Dela Ng
PCS
NE217A
EN-338
John Oliver
CIS
2FLFC
PM-214F
Theresa Pearson
BIDS
M1500B
LE-132G
Bob Pease
GRIDS
PM 218B
Sandy Perrin
NEEDS
E1133
WH-547
Donna Perry-Inman
CARS
SE264F
OS-312
Kevin Phelps
RCRIS
SE264H
OS-312
Orlando Plator
OIRM/ASD
PM-218
Joe Regan
MATS
NELCO24
H3304
Bruce Rothrock
DOCKET
NE104
LE-133
Don Sadler
OHRM DATA
M3910
PM-224
Alex Salpeter
OAR-Acid Rain
M3202
ANR-445
Steve Schilling
Act. Director
OIRM/PSD
3405R
Pam Saunders
SSTS and FATES
E715B
EN-342 ;
Mike Shannon
CARS/HWDMS/RCRIS
SE264J
OS-312
Craig Silverthorne
OIG
NE-303
A-109
IRM Strategic Plan - July 31, 1992
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Reginald Slade Charles Webb
OAR WIC
W945
ANR-443 Larry Weiner
FRDS
Joe Sierra E1113B
STORET BIOS WH-550E
3405R
Mike Whittacre
Jim Skaptason ADCR, CPARS, EPAYS,
OPP DATA MGMT MARS
CM #2 1021G Faircluld 6th FL
TS-7502C PM-226F
Franklin Smith Bob Zisa
CDS OCM DATA MGMT
CS-1 5th FL E723B
EN-342W EN-342
Bill Telliard
EMMI
E909B
WH-552
Paul Thorpe
ORD
NEM304
RD-674
Carolyn Thornton
CICIS
NEG008
TS-793
Linda Travers
OTS DATA MGMT
E108
TS-793
Jeff Tumarkin
HWDMS
M2812A
OS-342
!RM Strategic Plan - July 31, 1992 57
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