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IRM Corporate Applications This group, in collaboration with the eSRs and other customers, develops and supports Westemwide cOr]lorate information resource management applications. Comments opposed shifting any data communications responsibility out of ADPIIRM. Enough evidence was raised to persuade senior management that the final "Will Be" needed to be neutral on this issue. To resolve this issue, a collaborative process involving interested/expert stafffrom the CAO and the ehiefProgram Office will be initiated. Other comments suggested that long- term cost savings could be accomplished by avoiding the expense ofleased circuits in favor of microwave upgrades to support communications. This issue will also be addressed through a collaborative process. Staffing for operations was a subject of comment. Due to the HQ responsibility for several Westemwide applications, including the need to staffmultiple shifts, it was suggested that a CSO staff of three was too small and an increase to three operations staff in each eSR may be too large. This comment appears to have some validity, and needs to be addressed through a collaborative process within the IRM community. Staffing levels may be adjusted depending on the outcome of this collaboration. The proposed "Will Be" called for a proposed 70130 split between the Federal workforce and contractor support. In recognition of the competitive IRMjob market, and the need to assure that Western has the right balance between workforce continuity and up-to-date skills, this balance has been changed to a 50/50 split for aD IRM offices Westernwide. Ifnecess~'Y, adjustments to this split may be made by IRM managers based upon such factors as local job market COnditioDS. Final staffing level: 12 FfE, 12 contractor IRM CSO Support The IRM CSO Support group supports the computer and infonnation management needs of people who work in the CSO. Several comments suggested that the IRM function should be centralized, and that a Corporate Information Office be established that reports directly to the Administrator, in recognition of its importance. It was further suggested that the eso and corporate applications groups could be combined and report to the same IRM manager. In considering this comment, senior managers determined they need more focus on Western's corporate IRM strategy in the future. Rather than establishing another direct report to the Administrator, the senior managers recognize that they need to be involved in and provide future direction for Western's IRM functions. The final 'Will Be" does not centralize IRM, relying instead on the model of decentralization and collaboration to meet the needs oflRM customers. The CSO and corporate applications groups will not be merged, to assure focus on their respective respoUSlbilities and to avoid the risk ofCSO support becoming a secondary priority. Final staffing level: 9.5 FfE, 9.5 contractor 10