Division of Information Technology Management - Branch of Data and Systems Services

U.S. Fish & Wildlife Service
A Strategy for Sharing Corporate Information

August 18, 1999

I. Introduction

The power unleashed by the popular use of the Internet has fundamentally changed the way the Service conducts its business and has dramatically increased the value of our information resources. Although the Service has made great strides toward developing individual information systems, we must now position the Service to meet the demands for scientific and administrative management information in the 21st century. We should now develop an information management strategy that links databases within the Service and fosters information sharing across program boundaries and with partners and external clients and provides for ready access and manipulation of the data by authorized parties.

The demand for mission related information and fiscal report accountability from internal and external customers is soaring. Yet the data necessary to respond to such inquires is scattered in multiple, standalone, hard-to-access databases (often referred to as “stove pipe systems”) located throughout the Service. Information is now gathered by accessing various database systems individually, calling key information specialists and manually collating relevant information. This type of information management is inefficient, time-consuming and costly. The Service must take steps now to improve and modernize the way it manages its “corporate” information. Access to data and ease in its use, must be improved in order to support the Service mission. Problems regarding data accuracy and consistency must be fixed.

The concept of data being a corporate asset has not been a part of the Service’s culture nor has data sharing been a standard business practice in the Service. Managers have been reluctant to share information because sharing is sometimes perceived as more of a threat than an opportunity to promote a program or contribute to the overall Service mission. The Service must consider such cultural biases and personal resistance associated with a changing emphasis on information sharing in a positive and proactive manner.

The proliferation of personal computers, the creation of the Service Wide Area Network (SWAN) and the pervasive influence of the Internet have collectively changed the climate for data sharing in the Service. Many of the tools needed for sharing data are inexpensive and readily available to Service managers.

This paper describes a progressive strategy of change that would enable the Service to begin sharing its data as a corporate asset, marketing its programs, and thereby more efficiently accomplish its mission and enhance its ability to respond to future demands for information.

II. Benefits of Sharing Corporate Information

Sharing information fosters collaboration and continual learning and improvement based on common experiences among Service personnel and their external partners. Information sharing will break down historical boundaries that have so defined Program activities by highlighting the value of retaining and distributing mission critical “know-how.” By capturing, testing, and applying best practices or lessons learned among system developers, the Service gains greater efficiencies by not having to constantly “reinvent the wheel” for new initiatives that cut across the functions of multiple Program areas.

Currently, the Service is developing a Facilities Management Information System (FacMIS) that shares data using the Service Internal Intranet and operates by accessing data contained in several existing databases developed with different software packages. Based on the lessons learned from this effort, the Service may link other information databases when the need exists to share data. Over the course of time, the effort to share data among systems will grow opportunistically, but will need central guiding standards and oversight to support system owners in modifying or updating their systems. To a limited degree, the Service has already started on the path toward corporate information sharing.

III. A Strategy for Sharing Corporate Information

Powerful technologies exist for capturing and sharing knowledge. The Service needs to prepare and adopt a strategy for taking advantage of such technology to share its corporate data effectively. A move to integrate existing databases and increase data sharing opportunities is a long-term project that will not be accomplished quickly. The following strategy statement is proposed:

“The Service will manage its data as a corporate asset. The Service will identify its corporate data assets; identify the data owners; and ensure that current and accurate corporate data are shared among the Programs and Regions. The Service will develop information systems that are compliant with the Service’s Information Technology Architecture (SITA), so that any systems designed will have the ability to be linked with other existing systems while having minimal impact on the Field.”

The Service’s strategy will take into account the following special considerations and concerns:

Education and Outreach
The Service must educate employees by encouraging information sharing and alleviate concerns over perceived power lost as a result of sharing information and data. Such an outreach program needs to highlight the personal incentives associated with putting data in once and being able to use it for multiple information queries. The Service leadership can effect huge cultural changes by both speaking to personnel about the Service’s new thrust and its benefits and reinforcing desired behavior through recognizing individual and/or Program contributions to improved information sharing and knowledge management.

Establish Clear Organizational Roles & Responsibilities
The Service must clearly define operational roles and responsibilities for selected managers at all levels of the organization and provide them with the managerial tools to implement data sharing strategies. Effective information management will need its stewards, clearly defined and empowered to effect policy and implementation standards.

Commitment to Current Database Managers
Database managers may be reluctant to give up their autonomy over existing systems. This could slow down data sharing initiatives. The initiatives below help alleviate such concerns. Programs will remain in control of and still manage their data and systems. Managers will be required to modify and manage their databases to comply with SITA requirements. Key changes may include use of identified common data elements and formats, use of web-enabled software and adherence of database management procedures to safeguard data.

IV. Implementing a Service Strategy for Sharing Corporate Data and Information

Initiative 1. Establish a Servicewide Steering Committee - This initiative requires careful management and drive. For this reason, a Steering Committee will be established to oversee the development and implementation of the Servicewide data sharing strategy. As databases become more interconnected, changes made to one may inadvertently impact another. For this reason, the Committee will have the authority to review and approve: (1) all national system software/hardware purchases to ensure that they are SITA compliant; (2) all planned modifications to existing databases; and (3) the creation of new systems to ensure they fulfill data integration opportunities. The Committee will be comprised of each Deputy Assistant Director and each Deputy Regional Director along with a representative from the Division of Information Technology Management The Committee will call on whatever resources it deems necessary to assist it in fulfilling its responsibilities.

Initiative 2. Adopt Official Data Elements, Standard Formats and Identify Data Stewards - Adoption of standardized official data elements is the first step to establishing a data sharing strategy. The Service is currently identifying common data elements among existing systems and will establish a standard format, and a responsible data steward for each element. Completion of this effort is critical if existing and future databases are to share/link data.

Initiative 3. Identify the Service’s Key Databases - Although the Service maintains numerous informational databases, it has not inventoried them to determine their precise content, relative corporate value, data accuracy or sharing opportunities. The Division of ITM will identify and inventory all Service databases and identify data sharing opportunities. Cost will be absorbed by the Assistant Director - Administration.

Initiative 4. Education & Outreach for SITA - Guidance contained in SITA focuses on the Service’s information technology environment, systems development, national applications and platforms, and networking.

Simply stated, SITA requires that Service database managers adhere to certain standards and concepts. These include, but are not limited to: implementation of an enhanced electronic mail system (Lotus Notes), use of Internet Explorer 4.01 or higher as the standard for user interface to the world wide web, procurement of commercial off-the-shelf software whenever possible, use of standard data elements and adherence to modern data management procedures.

The Division of ITM maintains policies associated with SITA. The Service must enforce SITA requirements, particularly when purchasing new software and hardware upgrades and when designing new or modifying existing databases. Failure to adopt SITA would reduce the likelihood that either old or new databases can be linked or that data can be shared effectively. Since this is an inherent function of the Division of ITM, the cost for this initiative will be absorbed by the Assistant Director - Administration.

Initiative 5. Create a Corporate Data Center and Master Table - The Assistant Director for Administration through the Division of will develop and manage a data center containing information on the Service’s official data elements and organizational data. A Master Table will be developed to include data on the Service’s organization codes; organization names; mailing addresses; telephone numbers; and how the organization’s boundaries relate to Congressional districts, ecosystems, GARD areas, states, counties, etc. Tools will enable data owners to maintain only their portions of the Master Table. For example, the Division of Finance will maintain Organization Codes and Names; the Division of Realty will maintain IFWS numbers; and Project Leaders will maintain information on ecoregions, phone numbers, mailing addresses, etc.

This effort will not infringe on the responsibilities of current data managers. Rather, it will provide a centralized site where the Service’s official data elements and key organizational data reside and may be used in existing/future databases or for other purposes.

The Assistant Director - Administration will fund the development of the Corporate Master Table system and purchase a server on which to maintain it.

Initiative 6. Integrate Systems - Over time, Service databases must be modified to meet SITA requirements and begin the process of sharing data, where it is appropriate and in support of the Service mission. Phased funding for this effort will be requested by Assistant Director- Administration to cover any resulting Program and Regional costs. Funding requirements to implement this program are being requested in the FY2001 Service budget request. Until that time, financial resources needed to facilitate the accomplishment of these strategies will be made available from existing Administration budgets.

The benefits of treating information as a corporate resource are overwhelming. Making the commitment to judiciously develop and share corporate data within and outside the Service is critical to the accomplishment of our mission. There is now a window of opportunity that we cannot let pass. Otherwise, we will remain locked in a mode of developing restrictive and narrowly focused stove pipe information systems and will not grow with the rest of corporate America.

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Please contact Dr. Alan R. Fisher with any questions and comments.

Last Modified May 30, 2001 09:56 AM