IRM Strategic Plan
1993-1997
Managing Our
Information Resources,
The "Common Currency" of
EPA's Approach to Environmental Management
"EPA must take a strategic, 'big picture' approach to the collection and use of
environmental data."
William K. Reilly
-------
Managing Our
Information Resources,
The "Common Currency" of
EPA's Approach to Environmental Management
"EPA must take a strategic, 'big picture' approach to the collection and use of
environmental data."
William K. Reilly
-------
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 31
Internal Issues 32
Integration Issues 33
Decision Support Issues 34
Personnel Issues 36
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
Mission
IRM
Mission
IRM
Strategies'
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 mmmtiiimimimmmmmmmmmmmmm
it must have a successful IRM
program. Information is a key
asset in each of the Agency's
four goals. Therefore, the IRM
Strategic Plan is designed to
directly support the Agency's
mission and goals.
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Data integration is a key issue
in meeting Agency goals. For ^m
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 retrieve the data. "Stovepipe" computer
IRM Strategic Plan - July 31, 1992
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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 integrated
environmental data."
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 ^^^^^^j^^y^^
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 assess our
IRM Strategic Plan - July 31, 1992
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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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IRM Strategic Plan - July 31, 1992
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MODULE H
AGENCY MISSION, GOALS,
AND OBJECTIVES1
Source: EPA Agencywide Strategic Plan, 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
Time
IRM Strategic Plan - July 31, 1992
11
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IRM Strategic Plan - July 31, 1992 12
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MODULE
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 snaring 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.
IRM Strategic Plan - July 31, 1992 IS
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ERM Strategic Plan - July 31,1992 16
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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
I960 1970 1980 1990 2000
Tkna
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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 CIS, 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.
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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
modelling, 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.
The 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.
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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 (CIS) 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.
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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.
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Proliferation of computers will allow greater access to information.
Personal computers have become an integral pan 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.
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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 under-staffing.
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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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
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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.
IRM Strategic Plan - July 31, 1992 28
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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 (EEW), will better support the five 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.
The five general phases are strategic planning, requirements
analysis, design, implementation, and maintenance.
IRM Strategic Plan - July 31, 1992 29
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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 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 suppon 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 and
can facilitate various aspects of the Agency's information management needs.
For example, for workstations the Agency has made a commitment to suppon
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.
IRM Strategic Plan - July 31, 1992 30
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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.
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.
IRM Strategic Plan - July 31, 1992 31
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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.
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
IRM Strategic Plan - July 31, 1992
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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 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.
IRM Strategic Plan - July 31, 1992
33
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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.
• 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.
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.
IRM Strategic Plan - July 31, 1992 34
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Decision support systems frequently 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 35
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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 (GUI) will be essential to successful use of automated systems. The
Agency must move forward with adoption of GUI standards and address the issues
involved in their introduction to existing systems. The Graphical User Interface
(GUI) type of GUI 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 36
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MODULE V
OARM MISSION AND GOALS3
OARM
Mission
Goals
and
Objectives
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:
1. 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:
1. 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.
3. Design, develop, and implement common user information access
techniques for major EPA Program databases.
IRM Strategic Plan - July 31, 1992 43
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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.
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.
IRM Strategic Plan - July 31, 1992 44
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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:
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.
IRM Strategic Plan - July 31. 1992 45
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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.
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. Establish, implement and enforce data standards, policies, procedures, and
guidance for corporate or shared data as required by Federal policies and
guidelines.
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.
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.
IRM Strategic Plan - July 31, 1992 46
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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.
3. Assuring coordination of base geographic data requirements, development
and acquisition through continued leadership and participation in the
Federal Geographic Data Committee.
ERM Strategic Plan - July 31, 1992 47
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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
1KM Strategic Plan - July 31, 1W2 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 Carman
OARM
Room Wl 123
(PM-208)
Michelle Miller
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
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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
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
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EPA NATIONAL SYSTEM MANAGERS
Allan Abramson
OPP Data Management
CM11078
H-7502C
Joe Acton
CERCLIS/ENF
SE269
OS-505
John Adams
IFMS
NEB014
PM-211
Joe Anderson
FINDS and FACTS
PM-218B
Mark Antell
CDS/GEMS
M3202
EN-341
DeBorah Allen
FIRMIS
M2416
OS-110
Harry Baker
GIGS
8FLFC
PM-216F
Sylvia Bell
NEEDS
E1129A
WH-547
David Bittenbender
EPA Telecom Network
NDPD
RTP.N.C. 27711
MD-34
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
RTP, N.C 27711
MD-14
Kate Bouve
OPP DATA MGMT
CM-2 1107
H-7502 C
Ruby Boyd
OTS DATA MGMT
NEC008
TS-793
Brenda Bray
DIG
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-110
Mike Cullen
CERCLIS
SE-312
OS-240
1KM Strategic Plan - July 31, 1992
52
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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
GIGS
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
BffiNNIAL REPORT
SE264G
OS-312
Bill Foskett
UST DATA MGMT
C-l 9FL
OS-400W
Don Franklin
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
Geoffrey Grubbs
STORET
E837
WH-553
Peg Hall
OSWER Data Mgt.
M2614
OS 110
IRM Strategic Plan - July 31, 1992
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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
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
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
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
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
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
1KM Strategic Plan - July 31,
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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
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
Mike Shannon
CARS/HWDMS/RCRIS
SE264J
OS-312
Craig Silverthorne
OIG
NE-303
A-109
Reginald Slade
OAR
W945
ANR-443
Joe Sierra
STORET BIOS
3405R
Jim Skaptason
DelaNg
PCS
NE217A
EN-338
John Oliver
CIS
2FLFC
PM-214F
Theresa Pearson
BIDS
M1500B
LE-132G
Bob Pease
GRIDS
PM 218B
Sandy Perrin
NEEDS
El 133
WH-547
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
OPP DATA MGMT
CM #2 1021G
TS-7502C
Franklin Smith
CDS
CS-1 5th FL
EN-342W
Bill Telliard
EMMI
E909B
WH-552
Paul Thorpe
ORD
NEM304
RD-674
Carolyn Thornton
CICIS
NEG008
TS-793
IKM strategic nan - July 31,
-------
Linda Travers
OTS DATA MGMT
E108
TS-793
Jeff Tumarkin
HWDMS
M2812A
OS-342
Charles Webb
WIC
Larry Weiner
FRDS
E1113B
WH-550E
Mike Whittacre
ADCR, CPARS, EPAYS,
MARS
Fairchild 6th FL
PM-226F
Bob Zisa
OCM DATA MGMT
E723B
EN-342
1RM Strategic flan - July 31, lyyz 56
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