ORD’s Information Technology Improvement Project Results February 2007

1. ORD’s Information Technology Improvement Project Results February 2007 v1.0

2. Why Change ORD’s Information Management & Technology Operations? Answer: External factors are driving significant IM/IT changes that take the status quo off the table. ORD enhances its future options by taking a more corporate approach to its IM/IT Budget Pressures Competitive Sourcing IT & IM Services New EPA IM/IT policies and requirements. Technology & Scientific Advancements OMB lines-of-business, Government-wide IT contracts (Smart Buy), and IT investment Oversight FAIR II Expiration ORD is not alone. Many major corporations and Federal agencies are centralizing – or already have centralized -- core IT infrastructure operations in response to new information demands & technologies, security, cost, etc.

3. We Can’t Afford This!!! Analysis of current systems within ORD identified the following Awards Systems 3 Work/Service Request Systems 10 Requisition/Purchase Systems 12 People Directories 8 Records Mgmt Systems 12 Budget Planning Systems 5 Asset/Property Systems 16 Policy Management Systems 6 Quality Assurance Systems 4 Source: Administrative Systems Inventory from Goal 1 Information Management Group

4. IT Improvement Project Objectives The IT Improvement Project (ITIP) was initiated via Lek Kadeli’s February 16, 2006, memorandum “Enhancing Science Support through Information Technology”. ITIP Objectives 1 Identify ways technology and technical support could be leveraged to enhance the quality of our science. 2 Recommend ways ORD could economically respond to numerous drivers affecting information management and operations.

5. What We Can Do To Improve ORD researchers, support staff, IT professionals and outside experts have identified numerous unmet IT/IM improvement opportunities. • Improved access to and understanding of ORD and EPA information assets – data, hardware, software, technical expertise – is increasingly needed. • High-end users would benefit from greater control over their desktop in order to install software or modify the configuration to facilitate scientific activity • Significant demand exists for graphics, printing, and technical editing • ORD personnel are looking for vendors that are flexible and approach the relationship as a partner in science • L/C/Os want the ability to provide direct feedback to vendors regarding performance with services such as the NOC and Call Center • ORD all-hands IT survey results, December 2006 • Cost Savings Opportunities • Improve asset management • Implement web content management • Hardware and software standardization • Improve WCF de-provisioning • Improve service delivery processes • Develop storage architecture • Consolidate IT service delivery PwC 90 day study “The agency is at significant risk in the event of a disaster…Electronic data are not being archived, backups are not consistent, data are being overwritten, and users organize data in the way they see fit.” Atrium Electronic Lab Notebook Study

6. Additional Improvement Opportunities ORD researchers, support staff, IT professionals and outside experts have identified numerous unmet IT/IM improvement opportunities. Improvement opportunities are described in detail by the Workgroup in its July document Future State Summary. This document is available on the Workgroup intranet site at http://intranet.epa.gov/ordintra/itproject

7. ITIP Report Card Project initiated via 2/16/2006 DAA Memorandum Enhancing Science Support through Information Technology Reference Workgroup Result Requested Activity

8. It’s All About Supporting the Science • ORD Mission – No. 1 • “Perform research & development to identify, understand, and solve current and future environmental problems.” • IM/IT is more than a simple “support” function • IM/IT is an integral component of today’s research & development method • IM/IT are the very tools we use to conduct our research • We cannot accomplish the mission without integrating IM/IT into our scientific endeavors

9. Why It’s Critical to Science IM/IT is woven throughout the science lifecycle. Plan Projects & Resources Discover & Evaluate Experiment & Observe Analyze Data & Observations Publish Results & Communicate Assess & Rate Performance • Find, Access, Evaluate, and Use Documents • Find, Access, Evaluate, and Use Data and Tools • Manage ORD Information Assets as Corporate Resources • Analytical Software including: • Data Access and Reformatting • Statistical • GIS • Visualization • Process Audits • Quality Assurance Reports • Continuous Improvement • Scientific Instrumentation in the Field and Laboratory • Laboratory and Field Notebooks • Nanotech for Data Gathering • Traditional • Web Publishing • Records Management • Collaborate Development • Research Questions • Program Plans • Project Plans • QA Project Plans • Financial Resources

10. Using Technology to Enhance Science We need an Office of Scientific Information (OSI) to work strategically with ORD scientists and science managers at the frontiers of technological advances to ensure that ORD has the tools and data needed to effectively protect human health and the environment. Solving Tomorrow’s Problems Problems are complex, multi-disciplinary, and multi-organizational. IM/IT enables collaboration, data exchange, and communications with peers and the public. IM/IT must be a partner in our scientific endeavor, not a “bit player.” Revolution in Science IM/IT is driving the revolution in scientific technologies and data interpretation. From “omics” to new technologies to data collection and interpretation. For example: Informatics is just another form of IM.

11. IT Improvement Project Recommendations On July 31, 2006, the ITIP proposed a model for restructuring ORD’s IM/IT services to help meet future requirements. The keystone of this proposal is a centralized IM/IT organization geographically distributed with the objective of maintaining and improving levels of service, local responsiveness, and quality. • ITIP Recommendations • Improve Accessibility to technology assets • Establish formal customer relationship management • Implement IM/IT performance standards • Centralize resources in a geographically distributed manner • Re-align staff roles • Create a formal investment review function • Centralize technology requisition • Centralize technology extramural vehicle administration • Formalize technology support processes • Leverage the marketplace and service providers

12. The Concept – One Team ORD-wide services delivered by a single team following a common set of processes and standards across the enterprise. Custom Standard Services are developed and provided based on a sub-group’s requirements. The services are typically highly tailored requiring unique processes, infrastructure, and personnel to perform them. Services are developed and provided based on agreed upon standards and service levels across the organization. The services are supported by a unified process, shared infrastructure, and leveraged personnel. Efficiency Economy Effectiveness Although some compromise is required to reach agreed upon standards, flexibility can exist within each enterprise area to account for varying requirements.

13. Organization Structure AA IMGB SIO / OSI Organizational Alignment The ITIP Workgroup has provided the following recommendations for an SIO Office. • Centralized organization • Strong SIO • OSI – Office of Scientific Information • Governance Board – Investment Review • Tracking of all Projects • Single Point of Contact

14. Information Management Governance Board Pending AA approval, an Information Management Governance Board (IMGB) will be established to act as an advisory group to ORD’s Senior Information Official (SIO). • Major Functions: • Provide policy oversight. • Improve consistency in implementation of ORD quality, IM/IT, and related policies. • Provide opportunities for cross L/C/O idea exchange on IM/IT resource management. • Ensure ORD customer needs are understood and addressed in IM/IT planning and operations. • Provide perspective and guidance to SIO on IM/IT operating principles, performance, organization, requirements, and investments. • Monitor IM/IT performance metrics. • Act on specific requests from the AA, DAAs for Science and Management, or SIO. • Responsibilities: • Oversee IM/IT investments. • Advise ORD’s SIO on IM/IT requirements and performance. • Communicate with ORD managers and staff regarding issues discussed within the IMGB. • Guide formation of user groups to address local community needs. • Rely on user community meetings for feedback. • Membership (3-Year Staggered Terms): • Chair: ORD SIO. • Members: 4 Scientists, 2 Science Line Managers, 2 Administrative Support Managers (Management Council Member & Program Operations Director), 1 Science Council Member. • Alternative: The Management Council serves as the Governance Board • Ex Officio Members: OEI, IMO, CTO. • Meetings: • Quarterly meetings (minimum). • Conference calls on an as-needed basis.

15. Proposed Action Plan

16. Future Projections If fully adopted, overall implementation of the recommended changes will be phased in over several years.

17. Questions & Answers Q & A