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

2. 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 IT & IM Services Competitive Sourcing FAIR II Expiration Budget Pressures New EPA IM/IT policies and requirements. OMB lines-of-business, Government-wide IT contracts (Smart Buy), and IT investment Oversight Technology & Scientific Advancements 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. 3 We Can’t Afford This!!! Work/Service Request Systems 10 Requisition/Purchase Systems 12 Awards Systems 3 Records Mgmt Systems 12 Budget Planning Systems 5 People Directories 8 Policy Management Systems 6 Quality Assurance Systems 4 Asset/Property Systems 16 Source: Administrative Systems Inventory from Goal 1 Information Management Group Analysis of current systems within ORD identified the following

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

5. 5 What We Can Do To Improve “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.” 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 Atrium Electronic Lab Notebook Study ORD researchers, support staff, IT professionals and outside experts have identified numerous unmet IT/IM improvement opportunities. 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

6. 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. 7 ITIP Report Card Identify required core IT infrastructure functions. Identified both IT and IM requirements. ITIP Decision Package (7/28/06) - Requirements Analysis and Current State Findings Determine effective and efficient approach for meeting requirements. Recommended ORD-wide approach to IM and IT. ITIP Memorandum, Proposals for Improving Information Technology Services Provided to ORD Researchers and Support Staff (7/31/06) Identify effective structure to acquire and deliver services consistent with approach. Recommended single organization, geographically dispersed, led by SIO. ITIP Decision Package - Decision Summary and Future State Summary; Comparative Study of IT Organization Structures (7/28/2006); ITIP Final Report (1/17/07) Establish process for continuing performance measurement. Recommended a Governance Board, local site user forums, and a future state that embeds performance standards, measurement, and action into every service delivered. ITIP Decision Package - Future State Summary, ITIP Final Report (1/31/07) Requested Activity Workgroup Result Reference Project initiated via 2/16/2006 DAA Memorandum Enhancing Science Support through Information Technology

8. 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. 9 Why It’s Critical to Science Assess & Rate Performance Publish Results & Communicate Analyze Data & Observations Experiment & Observe Discover & Evaluate Plan Projects & Resources Research Questions Program Plans Project Plans QA Project Plans Financial Resources Find, Access, Evaluate, and Use Documents Find, Access, Evaluate, and Use Data and Tools Manage ORD Information Assets as Corporate Resources Scientific Instrumentation in the Field and Laboratory Laboratory and Field Notebooks Nanotech for Data Gathering Analytical Software including: Data Access and Reformatting Statistical GIS Visualization Traditional Web Publishing Records Management Collaborate Development Process Audits Quality Assurance Reports Continuous Improvement IM/IT is woven throughout the science lifecycle.

10. 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. 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. 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.”

11. 11 IT Improvement Project Recommendations 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 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.

12. 12 The Concept – One Team CustomStandard 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. ORD-wide services delivered by a single team following a common set of processes and standards across the enterprise. Although some compromise is required to reach agreed upon standards, flexibility can exist within each enterprise area to account for varying requirements. Economy Effectiveness Efficiency

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

14. 14  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. 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).

15. 15 Proposed Action Plan Recommended ActionBy WhomKick-Off Communicate ITIP findings & recommendations to ORD ITIP membersImmediately Design, implement & manage effective IM/IT approaches by creating organizational capacity via detailing core IM/IT personnel into an ORD-wide unit Jack Puzak and LCO Directors 30 days Initiate regular meetings between SIO and IM/IT community Lek Kadeli30 days Approve IMGB charter George Gray30 days Appoint members to IMGB George Gray60 days Convene initial IMGB meeting Lek Kadeli90 days Begin preparing OSI reorganization package Jack Puzak and IMGB90 days Implement Transitional Program Management Office FY08 savings initiatives:  WCF  Asset management  Web management Lek Kadeli120 days Brief ORD managers and staff across ORD sites on the goals and drivers behind proposed IM/IT changes and seek their input on organizational design, operations, and performance measures. Jack Puzak, transitional ORD-wide IM/IT unit, and IMGB 180 days Submit OSI reorganization package George Gray, Lek Kadeli, IMGB End of FY07 Advertise new IM/IT leadership positions for competitive selection Jack PuzakWhen permitted

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

17. 17 Questions & Answers Q & A