REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
Office of Policy and Management
June 6, 1991
Information Systems
Information Technology Infrastructure
U.S. Environmental Protection Agency
Region VII Information Resources Ctr.
726 Minnesota Ave,
Kansas City, KS 66101-2798
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Table of Contents
Overview 1
Premise 2
Vision 3
IRM Plan 4
IRM Issues and Activities 5
PRIORITY ISSUES
Strategic Data Planning 6
Space Expansion 7
LAN 8
Information Technology Training 9
CIS 10
GPS 11
Applications Development 12
Data Integration 13
IRM Organization (Distributed vs Centralized)
14
IRM Activity Focus 15
SEDM Program 16
Configuration Management 17
OTHER ISSUES
Leading Edge vs Bleeding Edge 18
IRM Budget 19
Records Management 20
Contract Management 21
Contractor vs EPA Staffing 22
Library Strategy 23
Public Access 24
Laboratory computing Environment .... 25
Videoconferencing 26
Regional Data Communications Network . . 27
Regional Voice Network 28
Contingency Planning 29
Security 30
Image Processing 31
Distributed Graphics 32
Standards 33
Graphical User Interface 34
WordPerfect Conversion 35
PC vs Mac 36
Electronic Mail 37
Recommendations to Attain Vision 38
Planning Schedule 39
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
PREMISE
requires
VISION
is basis for
IRM PLAN
incorporates
i:iRM ISSUES & ACTIVITIES
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
PREMISE
Efficient use of information is critical.
Region VII management should share IRM vision.
PLMG responsibility to propose, explain, coordinate
IRM vision and strategy.
Region VII IRM Plan required to implement vision.
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
VISION
JUST DO IT
"An ounce of application is worth a ton of abstraction."
STRATEGIC PLANNING
IRM should be key partner with EPA Programs and offices
in evaluating regional processes to recommend improvements
or restructure the way work is performed.
Activities should support the organizational goals and
priorities established by management and should improve
the "bottom line".
All IRM activity should be a well-defined part of a
cohesive whole.
Cost/benefit should be a key consideration in setting
priorities.
ORGANIZATION/INFRASTRUCTURE
IRM responsibilities should be defined clearly so that
work is done efficiently.
IRM infrastructure (policy, procedures, equipment,
network, staff, organization) is sound.
INFORMATION SYSTEMS
Each employee linked electronically for easy access and
sharing of information.
Systems should work well, be adaptable to change and
be sustainable.
Systems should exist to provide all EPA employees the
information they need to do their jobs.
Systems should automate low-value work, freeing people
to do creative problem-solving.
The technology at our disposal should be fully utilized.
COMMUNICATION
EPA staff and management should understand clearly the
purpose and value of all IRM activity.
Regional IRM activity should be marketed and coordinated
with other regions and HQ components both in the IRM and
Program areas to provide the best return on investment
in terms of funding, resource allocation and technology
transfer.
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
IRMPLAN
Provides detail for implementation of VISION in Region VII
5 year plan
includes
Scope
Applicable laws, regulations, policies
Organization
Responsibilities
Contacts
Procedures
Service Levels
IRM Plan review and update process
Goals and objectives
Priorities
Budget projections
Inventory of systems and users
inventory of hardware/software
Regional standards for hardware/software/methods
Business process/data definitions
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
IRM ISSUES and ACTIVITIES
PRIORITY ISSUES
Strategic Data Planning
Space Expansion
LAN
Information Technology Training
CIS
GPS
Applications Development (regional vs national)
Data Integration
IRM Organization (Distributed vs Centralized)
IRM Activity Focus
-demand vs business-driven
-resource utilization (service levels)
SEDM Program
Configuration Management
OTHER ISSUES
Leading Edge vs Bleeding Edge Approach
IRM Budget
Records Management
Contract Management
Contractor vs EPA staffing
Library Strategy
Public Access
Laboratory Computing Environment
Videoconferencing
Regional Data Communications Network
Regional Voice Network
Contingency Planning
Security
Image Processing
Distributed Graphics
Standards
Graphical User Interface
WordPerfect Conversion
PC vs Mac
Electronic Mail
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PRIORITY ISSUES
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Strategic Data Planning
Strategic Data Planning is a formal process for defining the
critical functions, information requirements and users within an
organization. It is a critical first step in the development of an
IRM strategy. Business processes typically involve a labyrinth of
data flow which may or may not be logical, documented, officially
sanctioned, or effective. There is slight chance of being
successful in doing a complete strategic data planning study of
Region VII or of being able to assimilate the mass of resulting
information. There is considerable value in doing a "focused"
study in less depth to look for high-payoff, quick-payoff
opportunities for process redesign, organizational change, or
automation.
RECOMMENDATION:
Contract out for "focused" strategic data planning effort
Capture functions, process descriptions, data dictionary,
using Computer Aided Software Engineering (CASE) tool.
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Space Expansion
We must provide planning and support for the move into new space
and the resulting reconfiguration of existing office space and
users. It is a critical task which cannot be slighted.
RECOMMENDATION:
Other priorities must yield to this requirement if there are
conflicts.
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LAN
The Local Area Network (LAN) will be the primary mechanism for
delivering information resources to the customer. It is a much
more complex environment than standalone PCs. It should be
installed as quickly as possible, supported with adequate
resources, and managed professionally in accordance with agency
standards.
RECOMMENDATION:
Increase LAN system administration and technical support
resources.
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Information Technology Training
Ever changing technology and staff turnover requires continual
training. Customers must be trained to be as self-sufficient as
possible and to work efficiently with the technology at their
disposal.
RECOMMENDATION:
Provide ongoing training on all major software, hardware.
Use in-house trainers.
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CIS
Geographic Information Systems (CIS) provide one of the most
appealing and useful means of integrating environmental data. It
is also expensive, not well understood and not integrated well into
an overall regional IRM strategy. There are many guestions to be
answered. How do we identify and prioritize CIS projects? What
are the critical data requirements? Will CIS capability be
distributed to the divisions? What is the plan for networking CIS
workstations within the region, including with the states? What
are the data storage requirements and where will it be stored? Are
there simple, LAN-based CIS capabilities that can be provided to
less sophisticated end users? What are the dangers of making
incorrect decisions based on CIS maps produced with inaccurate or
missing data?
RECOMMENDATION:
Contract out for CIS evaluation and planning study to answer
these questions and others and then implement recommendations.
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GPS
Region VII has a Global Positioning System (GPS). It is a tool to
provide accurate locational coordinates. ENSV has developed an
implementation plan for use of the technology and storage of
resulting data which should be reviewed and understood by the rest
of the region. Plans for sharing locational data are vague. There
are obvious implications for CIS and national systems as well which
should be clearly addressed.
RECOMMENDATION:
The CIS evaluation and planning study should include a review
of GPS plans and requirements in its recommendations.
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Applications Development
It takes years for national applications to be developed by HQ OIRM
or NDPD. We can be more responsive to our regional customers when
we develop applications in-house. When national applications are
delivered, they may not meet our requirements. We are expected to
be responsible for technical support of national applications
because HQ doesn't have adequate resources. Good regional
applications will become national applications, bringing benefits
to the region. It is easier to support applications developed in-
house.
RECOMMENDATION:
We should increase our capability to develop applications
in the region, concentrating on LAN applications.
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Data Integration
Existing systems store data by media. True integration of national
systems is years away. It is not at all clear that the type of
data integration capability offered by efforts such as the Office
of Enforcement system (IDEA) is what Region VII managers and staff
require. It may be that analysis of the Region VII data
integration requirement would identify simpler, more achievable
data integration efforts which could be undertaken at the regional
level.
RECOMMENDATION:
Clearly define the requirement for Data Integration by including
it as one of the "focus" areas in the Strategic Data Planning
contract. Implement recommendations which can be accomplished
in the region and provide all findings to OIRM as part of the
agencywide effort to achieve data integration.
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IRM Organization (Distributed vs Centralized)
There are advantages and disadvantages to either approach.
Typically, unit management feels that their own technical staff
will be more responsive than a central IRM group. Proponents of
the centralized approach feel that centralization results in
greater efficiency, standardization, better coordination and better
utilization of resources. Within Region VII, WSTM and ENSV have
significant IRM resources already.
RECOMMENDATION:
Focus on centralizing the IRM resource in the primary IRM
organization (Information Management Branch). Future IRM
resources should be placed in the Information Management Branch
where they can be shared as a common regional resource. The IRM
function should not be dispersed any more than those of Human
Resources, Facilities Management or the Comptroller.
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IRM Activity Focus
Successful IRM organizations must attain a balance between demand-
driven and business-driven activity. Demand-driven is the day-to-
day operational support required to keep the technological
infrastructure up and running. Business-driven activity includes
consultation, analysis and applications development to maximize
customer productivity and technology utilization.
RECOMMENDATION:
The Information Management Branch should introduce defined
service levels which allows approximately 50% of staff time
to be spent on business-driven activity.
Explain resource and service-level limitations to customers.
Implement a help desk to track service calls and manage
customer interface.
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SEDM
Given the primacy of the states in implementing environmental
legislation and collecting environmental data, it is imperative
that we establish and maintain automated methods to collect and
share data. National direction for the SEDM program seems
overreaching and unfocused. Regional efforts should focus on
defining and improving data sharing and integration and providing
automated access to desired and required data.
RECOMMENDATION:
Include a review of SEDM data sharing capability and performance
as part of the Strategic Data Planning contract.
Continue quarterly meetings, information distribution and
coordination.
Projects funded by SEDM grants should have complete project
plans and be tracked by a project officer who has time to
ensure that the project is completed in a timely, professional
manner.
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Configuration Management
Region VII has made a tremendous investment in information
technology. We must have accurate records of all hardware and
software in order to provide proper internal controls, plan for
future purchases, make decisions for distribution of equipment,
ensure compatibility among systems, plan for upgrades and provide
proper technical support of our customers.
RECOMMENDATION:
Take all steps necessary to keep a proper and useful automated
inventory of all Region VII hardware and software. This
includes creating an inventory system, performing a periodic
physical inventory and ensuring procedures exist and are
followed for updating the inventory.
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OTHER ISSUES
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Leading Edge vs Bleeding Edge
This is a question of how aggressive we are in being "out front" on
the technological frontier in terms of testing, experimenting and
piloting new hardware and software. The "bleeding edge" approach
is more expensive in terms of dollars, time and bottom-line
productivity. Its value is high morale of technical staff,
advanced knowledge, early access to technological breakthroughs,
and the "status" associated with being in the vanguard.
RECOMMENDATION:
Be content with leading edge activity, but be prepared to try
higher risk activities in the future if resources permit.
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IRM Budget
We spend substantial sums of money on regional IRM. There is not
a lot of coordination and planning to identify items with high
priority or long-term investment implications.
RECOMMENDATION:
Coordinate the preparation of the IRM budget based on regional
priorities identified in the IRM Plan.
Coordinate program area funding requests from HQ through the
IRM Advisory Council.
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Records Management
We are in the beginning stages of building a regional records
management program. Plans include creation of a common records
center which will be managed by the Information Management Branch.
Records management requires a distinct set of knowledge and
experience about how to manage information which has specific
rules, regulations and procedures associated with its use.
RECOMMENDATION:
Use summer rotational position to do planning and preparation
for expanded Region VII records management program.
Provide regional training to increase understanding of
records management objectives and requirements.
Investigate opportunities to automate records storage and
retrieval through use of imaging, microfilm and indexing
systems.
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Contract Management
There are numerous national and regional delivery orders for CSC
services under the TOSS contract. There are advantages to be
gained in terms of contract administration efficiency and
flexibility in the use of contractors by consolidation of delivery
orders where possible. Consolidation of technical resources under
one Information Management Branch delivery order also promotes the
philosophy of centralization of IRM.
RECOMMENDATION:
Order CSC services under the Information Management Branch
delivery order.
Continue careful monitoring of all contracting activity to
ensure practices are consistent with all applicable contracting
guidance.
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Contractor vs EPA Staffing
We depend heavily on contractors for technical support. We are
fortunate in having good working relationships with our contractors
and we enjoy low turnover of personnel. There is a considerable
overhead burden for contract administration. There are
restrictions on contractor staff training, travel and participation
in some work activities which sometimes cause problems.
RECOMMENDATION:
Make every attempt to increase the EPA : Contractor ratio.
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Library Strategy
During the next year, the Library will move into expanded, improved
space and will be offering more services to the region through more
emphasis on special collections, public access and automated access
to information through the LAN.
RECOMMENDATION:
Continue focus on outreach and improved automation.
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Public Access
The agency has committed to the principle of providing public
access to environmental information, but few resources have been
devoted to doing that and little hard planning has been done on the
implications in terms of issues such as security.
RECOMMENDATION:
Use the library to focus on improved opportunities for public
access.
Make public access one component of the analysis and design
process when developing new information systems.
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Laboratory Computing Environment
Because of their physical location and scientific applications,
EPA's laboratories nationwide generally have unique computing
environments. They also maintain a distinct technical support
capability from the rest of the regional office.
RECOMMENDATION:
The region should maintain as much similarity as possible
between the laboratory and other office computing environments.
The IRM Advisory Council should review and understand the
reasons and implications of differing computers, languages,
applications, and methodologies which may exist at the lab.
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Videoconferencing
Beginning in July, Region VII will have new capabilities in full-
motion, color videoconferencing which will allow us to have face-
to-face meetings with HQ, NDPD and several other regions.
Eventually all regions will be linked for 2-way and broadcast-type
conferences. This opens up a whole new avenue of improved
communication for project tracking, training, workgroups and
briefings. This capability also provides a potential tool for
increasing Region VII visibility nationally on national
environmental and policy initiatives. Conference time is expensive
but can result in considerable travel cost savings and allow more
flexibility in scheduling meetings. The imposed rigor of set time
limitations reportedly often results in more productive meetings.
RECOMMENDATION:
Facilitators should be trained in each Division and Office
to ensure adequate support for meetings.
We should consider training key Region VII people in effective
presentation techniques for this new medium.
Scheduling of the facility should be through FAMS.
Information Management personnel will provide technical
support and coordination of required maintenance.
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Regional Data Communications Network
The complexity of our regional data communications network
continues to grow with extensive LAN networking (including
connections to remote sites), backbone connections to RTF and
Cincinnati, connections to our states, contractors and other
agencies, and special networking requirements such as those for
image processing, GPS and CIS. Different knowledge is required for
management of each type of network. We depend heavily on NDPD
expertise and support in this area.
RECOMMENDATION:
We would be more effective in reacting quickly to network
problems and planning and implementing regional networks
if we had in-house data communications expertise. We will
continue to develop existing resources and look for
opportunities to obtain resources in this area.
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Regional Voice Network
With our own PBX and Voice Processing System, we have more control
and better service with our telephone system than most regions. We
also are managing to accomodate continuing growth at multiple
locations with few technical resources. We depend heavily on
contractor expertise in this area, but their support has been
responsive.
RECOMMENDATION:
Continue to keep Region VII "state-of-the-art" in voice systems.
Monitor traffic to anticipate upgrades and reconfigurations well
in advance of actual requirement.
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Contingency Planning
Ideally, we should have contingency plans in place for continued
operation in the face of all sorts of natural and man-made
catastrophes such as fire, flood, electrical outage, civil
disturbance and war. The contingency plan identifies critical
systems, information, and personnel and describes procedures for
functioning in their absence or degradation. We do have procedures
for maintaining off-site backups of our systems. Contingency plans
frequently go undone due to lack of resources and they require
constant revision.
RECOMMENDATION:
We should look for opportunities to contract for preparation
of a contingency plan which addresses the most critical, high
risk situations.
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Security
We have not ignored system security in any of our computing
environments, but we do not have the resources to do the level of
review or training which is ideally required. Areas of concern are
passwords, user-ids, dial-in access, physical security of
equipment, protection from software viruses, proper backups and
software licensing concerns.
RECOMMENDATION:
Focus effort on complying with high risk situations.
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Image Processing
We have recently installed an IBM AS/400 minicomputer and four
specially equipped PCs used for image workstations for a Superfund
Cost Recovery Image Processing System (SCRIPS) pilot project. We
can expect to see continued involvement in national and regional
image processing projects as we gain experience with the
technology.
RECOMMENDATION:
Support SCRIPS and other national pilots effectively.
.Find a good, small regional application for a regional pilot
as soon as possible.
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Distributed Graphics
We probably have the most sophisticated and extensive graphics
support capability in the agency. Our mission dictates that we
effectively convey complex information with the ease that graphics
allow. We have chosen to distribute graphics equipment and
expertise so that end users have the capability of producing many
graphics presentations totally on their own to meet their own
requirements and schedules.
RECOMMENDATION:
Maintain Region VII lead in graphics through training and
leading-edge hardware and software.
Begin to investigate where new capabilities of multi-media
.(video, audio, graphics) fit into Region VII requirements.
Maintain consistency of standard graphics configuration,
but constantly evaluate new software for possible inclusion as
a supported standard.
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Standards
Standards for hardware, software, and system development
methodologies are conducive to sound, well-organized, cost-
efficient IRM environments. Standards promote portability of
applications, equipment and user experience from one location to
another. We do not intend to be overly restrictive nor have a
laissez-faire policy.
RECOMMENDATION:
Promote national and regional standards through procurement
policies and oversight.
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Graphical User Interface
The agency and most of private industry is taking a conservative,
measured approach to providing a graphical user interface (such as
Windows) for PCs. There are many factors such as cost of software
upgrades, support, complexity and performance which make it
advisable to go slow with this evolving environment. Advantages
include a common user interface so all programs which have been
designed for this environment function in the same way.
RECOMMENDATION:
Continue to experiment with Windows for selected customers.
Monitor their experience and share our evaluations with NDPD.
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WordPerfect Conversion
The de facto agency and industry standard for word processing is
WordPerfect. It is expensive in terms of software and training to
convert, but it will pay off in the long run. Our approach has
been to provide access to WordPerfect as people are connected to
the LAN. Classroom and self-paced instruction is available.
RECOMMENDATION:
Convert to WordPerfect as people come up on the LAN.
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PC vs Mac
The Apple Macintosh and the IBM compatible PC are two distinct
computer architectures. Files and applications are not generally
transportable between the two machines. The IBM compatible PC is
the agency standard platform. NDPD will not provide or support any
national application on the Macintosh. NDPD will not support
networking of Macs within a PC LAN or within a Mac network. It
requires a different body of knowledge to provide technical support
for a Mac than for a PC. We have very few people with Mac
knowledge.
RECOMMENDATION:
Minimize the requirement for Mac support by using them only for
desktop publishing and by replacing them with IBM compatible PCs
whenever possible.
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Electronic Mail
The agency will convert to an in-house electronic mail system in
August. It will be the DEC All-in-One electronic mail system which
will run on a DEC system at RTF. The learning curve on the new
system should be minimal. People who have used the new system seem
to prefer it to the current system. The editor used within All-in-
One is WordPerfect, so we will benefit from our conversion to
WordPerfect.
RECOMMENDATION:
Provide training and support and monitor carefully to ensure
Region VII users are satisfied with the service.
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RECOMMENDATIONS
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
RECOMMENDATIONS
VISION COMPONENT
ISSUE
Strategic Plan
Strat Data Plan
Space Expansion
LAN
Training
CIS
GPS
Applcns Develpmnt
Data Integration
Dist vs Central
IRM Activ Focus
SEDM
Config Management
RECOMMENDATION
Develop 5 yr IRM Plan
Focused analysis. Use CASE.
Critical to support
Increased resources
Add in-house CSC trainer
Evaluation & planning study
Evaluation & planning study
Increase in-house ability
Include in focused analysis
Centralize infrastructure
More business-driven work
Include in focused analysis
Inventory system/procedures
DO IT
X
X
X
X
X
X
X
PLAN
X
X
X
X
X
X
X
OR^/INF
X
X
X
X
X
X
X
X
X
X
SYSTEMS
X
X
X
X
X
X
X
COMMUN;:
X
X
X
i/c
c
c
I
I
I
c
c
I
c
I
I
c
I
I = IN HOUSE STAFF
C = ONE-TIME CONTRACT
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REGION VII
INFORMATION RESOURCES MANAGEMENT
STRATEGIC PLAN
PLANNING SCHEDULE
ITEM
PLMG Approval
IRM Advisory Council Approval
Contract Cost Estimates
Prepare statement of work
Strategic Data Planning
(Overall, Integration, SEDM)
GIS/GPS Study
Review, incorporate strategic
data planning, study results
Prepare draft IRM Plan
Regional review of IRM Plan
Publish IRM Plan
PLANNING DATE
June
July
July
July - September
October - January '92
September '92 (ASAP)
February '92
October - March '92
April '92
June '92
ISSUES
availability of funds
availability of funds
could begin earlier if funds
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