United States
                EPA 800-R-92-001
                July 1992
    Office Of Water (WH-552)
    Human Resources Council
    Off ice Of Water

    FY 90-91 Accomplishments/
    Planned FY 92-93 Activities


Human Resources Council
       Office of Water
    FY 90-91 Accomplishments
    Planned FY 92-93 Activities
            Office of Water
      U.S. Environmental Protection Agency
           401 M Street, SW
         Washington, D.C. 20460

    kover photos: (clockwise)

The HRC arranged a trip to the Smithsonian in January 1992 to
view the exhibit on the Alaskan oil spill.

Everyone's a winner at the Office of Water Picnic in 1991.

Some Office of Water staff at the Holidays Party — (left to right)
Chanda Millwright, Tamara Reid, Sheila Holcomb, Renee Hall,
and Rosslyn Fearles

Working out  at  EPA's  Fitness Center — Peter Cook and  Bruce
Mintz are in the midst of a bicycle race while Peter Bahor talks to a
Jamie Bourne on the Stairmaster.

Are you an employee in EPA's Office of Water?
Have you heard about the OW Human Resources Council (HRQ?
Okay ... if you got a yes or no on those questions, try these:
    • Do you know who is on the HRC?
    • Do you know what the HRC is attempting to do?
    • What are the vision, goals, and activities of the HRC?
    • What has been accomplished over the last couple of years by
      your HRC?
    • How can you get involved in the HRC?
   The objective of this report is to provide you with the answers to
these questions, and it is an attempt to interest you in helping the HRC
contribute to making OW the best place to work in EPA.
                          Craig Vogt, Vice Chair
                          Human Resource Council,
                          Office of Water


Introduction 	iii
Vision 	1
OW HRC Goals 	2
Charter and Procedures	3
     Charter	3
     Procedures 	4
Council Membership and Organization  	6
OW HRC FY 92-93 Activities	7
     Goal 1 	7
     Subgoal A 	7
     Subgoal B 	8
     Subgoal C 	9
     Goal 2 	10
     Goal 3 	11
     Goal 4 	12
     Goal5 	13
     Goal 6 	16
     Goal 7 	17

Highlights of 1990-91 Accomplishments  	19
     Office of Water Months 	19
     William A. Wh/ttington Human Resources Awards	19
     OW Picnics 	21
     Coordination with the East Tower Tenants Association	24
     Wellness Program	24
     Rotational Assignment Program Survey	25
     OW Welcome Book	25
     OW Pipeline	26
     OW HRC Retreat	26
     OW Secretary's Retreat	27
     Training 	27
     OW Office Team of the Future	27
OW Questionnaire	28
     Background	28
     Summary of Responses	28
     Key Successes and Responses to Problems	28
     Table—Employee Responses to Questionnaire	29

We Need Your Continued Support and Participation	30


Attract, develop, and retain the best people.
   "No agency, no department, indeed, no
   corporation has ever had better employees
   than EPA. Our very mission has brought
   us the best: those who care deeply about
   the environment; those who willingly
   accept the challenge to protect it.

      But today, that challenge cuts two ways:
   increasing demands — but tighter
   budgets. So if we in the Office of Water
   are to effectively protect our water
   environment, we must meet our own
   internal challenge — that of better using
   tight resources to attract, develop, and
   retain the best people."
               Martha Prothro
     Deputy Assistant Administrator, Office of Water
          Chair, Human Resources Council

                 OW HRC Goals
Goal 1:   OW promotes effective communication

     A.   OW has effective communication avenues
          between management and staff and between
          offices: integrate Mini-Councils into overall HRC
          structure and elevate importance of Mini-Councils
          in implementing HRC goals.

     B.   OW has effective communication avenues
          between management and staff and between
          offices: stimulate OW employee involvement and
          morale through human resources-related activities.

     C.   OW has effective communication avenues
          between management and staff and between
          offices: establish continuing human resources
          communications within OW.

Goal 2:   OW obtains and retains a prepared, capable, and
          educated workforce whose growth and
          development needs are identified and met.

Goal 3:   OW provides for and encourages rewards and
          recognition for OW employees.

Goal 4:   OW promotes and facilitates employee wellness.

Goal 5:   OW ensures that secretarial and support staff are
          accepted as an integral part of the OW team.

Goal 6:   OW promotes a "productivity and quality" using
          office technology and procedures.
Goal 7:   OW has an "appropriate" teamwork culture.

              Charter and Procedures

1.  Objective. This Council shall work to improve the management of
    human resources in the Office of Water and to strengthen communica-
    tions Office-wide regarding human resources management activities.
    The Council shall advise and assist the Assistant Administrator in de-
    veloping effective policies, strategies, and programs for organizational
    development, workforce planning, and career management.

2.  Functions. The Council is established to advise, consult with, and as-
    sist the Assistant Administrator, Deputy Assistant Administrator, Office
    Directors, and all the people in the Office of Water by:
      • Defining the role of human resource activities in supporting
        OW's mission;
      • Serving as an Office-wide sounding board and early warning
        network to surface human resource issues;
      • Generating  innovative  ideas and  approaches to human
        resource issues;
      • Providing a communications and mutual support network of
        people  who are interested  in and committed  to human
        resource goals;
      • Designing,  reviewing,  and  discussing proposed  human
        resource initiatives for appropriateness and effectiveness;
      • Acting  as  a  catalyst in  dealing  with Office  managers,
        employee  groups, and  other  organizations to  improve
        communications and human resource management; and
      • Encouraging the establishment of committees, coordinator
        positions, and mini-councils in OW organizations to involve
        more Office of Water people in human resource activities.

3.  Composition. The Director of each Program Office and the Immedi-
    ate Office of the Assistant Administrator should appoint a four repre-
    sentative  delegation.  It is  recommended  that  a broad range  of
    representatives be chosen from a variety  of employee categories (for ex-
    ample, Office Director, Deputy Office Director; other supervisory staff;
    non-supervisory staff; secretary/support staff). The  Office Directors
    would seek recommended nominations from their respective mini-
    councils. In addition, all mini-council chairs are considered as members
    of the council and do not need to be appointed, resulting in five repre-
    sentatives from each program office. Union representation on the coun-
    cil will be consistent with current negotiated agreements. Appointment

   to the council implies that each representative has the support to act on
   behalf of his/her organization to carry out the activities of the council.
       Original charter signed by Rebecca Hamner on March 30,1989. Re-
   vised charter signed by Lajuana Wilcher in January 1992.
  • Council Chairperson: Appointed by the Assistant Administrator for
    a term of two years.

  • Council Vice Chairperson: Appointed by the Assistant Administra-
    tor for a term of two years. Represents the Office of Water on the EPA
    Human Resources Council.

  • Council Composition: Council composition will be as stated in the
    Charter. Insofar as possible, Council membership will be representa-
    tive of the Office of Water employee structure.

  • Council Membership Appointment: The membership term will be
    two years; members generally will not be reappointed. Terms will be
    staggered, ending July 31. Offices will consult with the Chairperson re-
    garding nominees to obtain guidance on coverage needed.

  • Council Executive Secretary: Will be provided by Resources Man-
    agement and Administration Office, Immediate Office of the Assistant

  • Expectation of Members:  Each member will attend the meetings,
    participate as a representative of his/her organization and communi-
    cate results back to his/her organization. Failure to attend two consec-
    utive meetings without unavoidable reason (e.g., travel, leave) will
    result in removal from the Council. Each member will serve on at least
    one of the Council's committees.

  • Rights of Members: Each member in attendance will have one vote.
Commit fees and Sub-committees:

  • Charter/Membership/Initiatives/Program — Develop the charter
    for the OW Human Resources Council and establish policy and proce-
    dures for membership of the Council. Develop annual human re-
    sources goals and  priorities  and follow up with human resources
    initiatives; prepare  annual human resources accomplishment report
    and human resources activities plans.

  • Work Environment — Identify problems in the workplace and de-
    velop a strategy to make the Office of Water a better place to work.

     • Employee Involvement/Communications — Develop a strategy
       to disseminate information to OW employees about OW and Agency
       activities and programs; develop a communications network and an
       OW orientation program. The OW Pipeline Subcommittee will publish
       the OW Pipeline.

     • Training/Career Development — Find ways to enhance employees'
       jobs, promote career development, implement and monitor OW Intern
       Program, provide managers/supervisors with a means of recognizing
       and rewarding important short-term accomplishments, and promote
       wellness  through  health awareness  seminars, free  health screen-
       ing/testing, and recreational activities.

   The Council may form other committees as needs arise.

     • Schedule of Council Meetings: Regular meetings will be monthly
       with special meetings at the call of the Chairperson.

     • Operating Procedures: In general, the Council  may conduct its
       meetings by consensus. Where necessary, Robert's Rules of Order will
       be used.
Jack Lehman
Chair, Employee
                                  Bruce Mintz
                                  Chair, Membership,
                                  Initiatives, and
                                  Programs Committee,
         Peter Cook
         Chair, Work
Bob Blanco
Chair, Training/
Career Development

  Council Membership  and Organization
Current OW HRC membership includes the following individuals from
each Program Office and the OW Immediate Office. Also listed are the Pro-
gram Office Mini-Council Chairs who are also members of the OW HRC.
Office of Water
Immediate Office
Martha Prothro, Chair
John Alter
Vicki Gillispie
Mary Lou Soscia

Office of Wetlands,
Oceans, and Watersheds
Craig Vogt, Vice Chair
Joan Warren
Mary Hinton
Paulette Williams*
Judy Johnson*
Mini-Council Chair: Craig Vogt
Office of Science
and Technology
Linda Wilbur
Marion Thompson
Mini-Council Chair:
   Marion Thompson

* New member, February 1992
Office of Ground Water
and Drinking Water
Peter Cook
Bob Blanco
Mini-Council Chairs: Howard Beard,
  Chuck Job

Office of Wastewater
Enforcement and Compliance
Jack Lehman
Emphraim King
Chris Gaines
Karen James*
Greg Marshall*
Mini-Council Chair:
  Kim Ogden Hankins

Office of Water
Ex-Officio Members
Kathy Payne
Leo Cox
Pat Keitt
Bob Pavlik
Maureen O'Neill
                         Martha Prothro, Chair
                         Craig Vogt, Vice Chair
                      Leo Cox, Council Coordinator

Jack Lehman,
Mary Lou Soscia
Mary Hinton
Leo Cox
Joan Warren
Pat Wilkins
Jim Hamilton
Betsy Tarn
Howard Beard
John Alter

Initiatives, and
Bruce Mintz, Chair
Vicki Gillespie
Trinky Thompson

Peter Cook, Chair
Chris Gaines
Beth Hall
Bob April
Betsy Tarn

Bob Blanco, Chair
Jim Home
Baldev Bathija
Mary Belefski
Sheila Frace
Chuck Job
Jim Wheeler
Linda Wilbur


          OW  HRC FY 92-93 Activities

OW promotes effective communication.


OW has effective communication avenues between management and
staff and between offices: integrate Mini-Councils into overall HRC
structure and elevate importance of Mini-Councils in implementing
HRC goals.

A.  Ensure adequate representation of Mini-Council
    representatives on the OW HRC.

     Description:  Encourage OW HRC to communicate with Mini-Council
                chairs to help identify and address OW human resource
                issues and  integrate OW HRC and OW Mini-Council

        Contact:  Bruce Mintz

B.  Use Mini-Councils  for formal information exchange, to
    generate needs, and as a formal implementation body for
    human resources activities.
    (Committee:  Membership, Initiatives, and Programs; Develop OW
                HRC  Operating Principles Guidance)

C.  Establish regular Mini-Council reports at bi-monthly OW HRC
    (Committee:  OW HRC Chairperson)

D.  Include Mini-Council Reports in the OW Pipeline.
       Contact  Leo Cox
E.  Issue AA policy supporting OW HRC
    activities and highlighting
    importance of Mini-Councils.

       Contact  Mary Lou Soscia
                          Mary Lou Soscia,


OW has effective communication avenues between management and
staff and between offices, stimulate OW employee involvement and
morale through human-resources-related activities.


A.  Plan and conduct another OW Month in April.
     Description: The  third annual OW Month will recognize and cele-
                brate the people and accomplishments of the Office of
                Water. An Opening Kickoff will feature a speech by the
                AA.  Then, various awards will be distributed,  such as
                the William A. Whittington Human Resources Awards,
                Distinguished Career Awards, and the 10/20/30 Year
                Service Awards. Later in the month, an OW Open House
                will  feature program office booths and computer dis-
                plays. OW HRC  committees will sponsor seminars and
                speakers throughout the month. Finally, all OW staff will
                be invited on  an  environmental  field  trip  to visit
        Contact. Sharie Centilla (overall), Jack Lehman/Leo Cox
                (awards), Pat Wilkins (seminars/speakers), Betsy Tarn
                (field trip)

B.  Present speakers on EPA issues.
     Description: Arrange at least one speaker per quarter.
       Contact: Pat Wilkins

C.  Arrange workshop on sexual harassment.
     Description: A workshop for all managers and supervisors on sexual
                harassment (possible link with cultural diversity semi-
                nar—see Goal 7, Activity B).

        Contact: Jim Home

D. Arrange field trips on environmental themes.
    Description:  Each Mini-Council will sponsor one field
                trip per year.
      Contact'   Betsy Tam

E. Arrange "fun things" outings.
      Contact   John Alter


OW has effective communication avenues between management and
staff and between offices- establish continuing human resources
communications within OW.


A.  Continue the OW Pipeline publication.
       Contact: Leo Cox

B.  Encourage Mini-Council publications.
    (Committee  Membership, Initiatives, and Programs)

HRC Trip to Smithsonian to see "Blackened Waters" — Alaskan Oil Spill

                                     (left) Betsy Tarn and Bob Brown, OWOW
                                     (below) Bob Brown and Joan Warren, OWOW
                   John Alter,
                                               (left) Diane Davis, and
                                               Sandy Germann, OWOW
                                               (below) Jack Lehman, OWEC and
                                               Janet Pawlukiewicz, OWOW


OW obtains and retains a prepared, capable, educated workforce
whose growth and development needs are identified and met.


A.  Implement an effective career counseling program: awareness
    training for supervisors, training on mentoring, employee
    training on development of career development plans.
    (Committee:   Training and Career Development)

B.  Establish clearinghouses for training support.
     Description:  Based on a survey in OW in FY 91 of where barriers ex-
                 isted to getting information to people's desks on training
                 opportunities,  establish a process for  making OW em-
                 ployees aware of training  opportunities (EPA Institute
                 courses and those outside of EPA) and  getting this infor-
                 mation to them in a timely manner (with enough time to
                 sign up for and take courses).
        Contact:   Ruth Anne Keister
C.  Establish a clearinghouse for rotational assignments and
    revise as necessary OW's Rotational Assignment Program.
     Description: Increase staff's awareness about rotational assignments
                through a database of potential candidates, facilitation of
                rotations, and research on funding for costs associated
                with the program.

       Contact: Ruth Anne Keister

D.  Implement a Career Pathing Project.
     Description: Conduct a pilot Agency training program with OHRM
                to identify specific training needs for specialty areas.

        Contact: Mary Belefski
    Present speakers on
    personal growth.
    (Committee:  Training and Career
        Contact: Jim Wheeler
                              Mary Belefski,

(E1. Conduct a "Keeping Good People"
workshop in light of OW reorganization.)
    Description-  Offer a workshop for all
                 OW managers and
                 supervisors on "keeping
                 good people." Roger
                 Herman, author of
                 "Keeping Good People/'
                 will facilitate. May also
                 include additional
                 follow-up sessions for
                 managers, supervisors,
                 and all OW staff.
       Contact:  Linda Wilbur
Linda Wilbur
F.  Plan and provide for workshops/videos on human resources
    topics such as motivation, time management, and leadership.
    (Committee.   Training and Career Development)
        Contact  Jim Wheeler
OW provides for and encourages
rewards and recognition for
OW employees.

A.  Conduct an OW awards
    ceremony. (See also
    Subgoal B, Activity A)
                        Bob Wayland, Director ofOWOW, receives award from
                        Lajuana Wilcher, OWAA, while Craig Vogt, Master of
                        Ceremonies, tells the crowd that the award was for the
                        best acronym in the OW reorganization. On receiving
                        the award, Bob said "OWOW!" (1991 OW Holiday Party)
    Develop a policy and definitions for the OW awards program.
     Description:  Develop and issue a brochure to all OW staff with policy
                 and definitions for the OW Awards Program.
        Contact:  Bob Pavlik, Howard Beard

C.  Institutionalize an OW awards and recognition program.
    Description:  Set up procedures, budget, and infrastructure for an
                 overall OW awards and recognition program to include
                 the following kinds of awards:
Bob Pavlik, OW
                      Monetary Awards: Peer Awards, TQM Teamwork
                      Awards, Innovative Idea Awards, OW Excellence
                      in Office Management Support, On-the-Spot
                      Non-Monetary Awards: William A. Whittington
                      Awards, Human Resources Awards for a branch
                      chief and division director from each program
                      office, OW HRC Mini-Council Awards; and
                      Recognition of management and technical
                      performance, recycling efforts.
                                                     Howard Beard, OGWDW
      Contact:    Bob Pavlik, Howard Beard
OW promotes and facilitates employee

A.  Provide On-site Health Screening
     Description.  Provide periodic on-site health screening services, such
                 as blood pressure and cholesterol levels for OW employ-
                 ees. Literature will be provided about the screening tests,
                 the health significance of the results, and steps one  can
                 take to reduce health risks
                 that may be found. On-site
                 screening  would  also   be
                 used to publicize and pro-
                 mote  the   health  services
                 routinely available  through
                 the Fitness Center.

        Contact-  Beth Hall
                              Beth Hall, OGWDW

B. Promote EPA Employee Counseling and Assistance Programs.
     Description:  Publicize the types of programs and support services
                 available through EPA's Employee Counseling and As-
                 sistance Program (ECAP), promote their use by OW em-
                 ployees, and identify additional programs or services
                 that would be helpful to employees. (Note: no action for
                 FY 92, possibly for FY 93).
        Contact:  Peter Cook

C. Establish a Match Time Fitness Program.
     Description:  Assess OPM policies and other Federal and private poli-
                 cies and programs providing time for employees to par-
                 ticipate in physical fitness programs. Assess costs and
                 benefits to organization and, based on findings, develop
                 a physical fitness policy and program for OW.
        Contact:  Peter Cook
        Bruce Mintz working out.

OW ensures that secretarial and support staff are accepted as an
integral part of the OW team.


A.  Restructure the OW HRC to ensure adequate representation
    from secretarial/support staff.
     Description A request for appointments to the HRC will be sent to
                Office Directors.
        Contact: Martha Prothro, Chair, HRC

B.  Plan and conduct a seminar for supervisors, managers, and
    support staff to provide information on career opportunities,
    training, the changing office environment, and awards.
    (Committee:   Membership, Initiatives, and Programs)


C.  Plan and conduct training for secretarial/support staff on
    interpersonal relations and building effective teams.
    (Committee:   Membership, Initiatives, and Programs)

D.  Seek input from secretarial/support staff on emerging
    technologies and impacts.
    (Committee:   Membership, Initiatives, and Programs)

E.  Expand the Office of the Future recommendations
    throughout OW.
    (Committee:   Membership, Initiatives, and Programs)

F.  Sponsor an OW HRC retreat and followup meeting for OW
    secretaries, support staff, and supervisors/managers.
     Description: Retreat will build  positive attitudes,  professionalism,
                and teamwork among OW secretarial and support staff.

        Contact:  Vicki Gillispie
Secretaries and supervisors/managers at the sessions on Stop-Start-Continue

         Office of Water B.E.S.T.
  ("Becoming an Excellent and Supportive Team")

Excellence Can Be Attained If You ...

       m as members of a team
       • as individuals
       • with equal treatment

       • in a straightforward and considerate manner
       • timely and tactfully
       • with active listening

       m sharing knowledge
       • giving a helping hand
       • emphasizing career growth

       m say "thank you"
       • give awards and rewards (letters of
         recommendation, monetary, time-off)
       • encourage promotions

       • be flexible and reliable
       • be punctual
       • be dedicated

       • treat people as individuals
       • be culturally sensitive
       • provide equal opportunity in career growth


OW promotes a "productivity and quality" ethic using office
technology and procedures.


A.  Establish a TQM Support and Implementation Committee in OW
    and implement TQM.
     Description: If needed, establish a TQM Users Group in OW whose
                purpose  is to share information and  experiences with
                TQM among the OW offices and work with the AA's im-
                mediate office on implementing TQM at both the office
                and AA levels. TQM is intended to be the mechanism for
                implementation of  Goal 6 — to promote a "productivity
                and quality ethic  using office technology and proce-
                dures." It will also  contribute to the development of "an
                appropriate teamwork culture," which is specified in
                Goal 7.
       Contacts: Peter Cook and John Alter

A few of the hard working OW staff—(clockwise) Bernie Campbell, (OW),
MaryHmton (OWOW), Betty Moore, (OWOW), Hoy Rathbun (OWOW),
Pat Wilken (OWOW)


OW has an "appropriate" teamwork culture.


A.  Establish a team-building committee.
     Description: See Goal 6, Activity A.
        Contact: Peter Cook

B.  Plan and conduct a cultural diversity seminar.
     Description: Hold a workshop or series of workshops on cultural di-
                 versity, defined in the broadest sense, including not only
                 race, ethnicity, and gender but also  diversity  in such
                 terms as physical and mental ability,  and age. Cultural
                 diversity training can assist EPA with two goals: (1) to
                 maximize the strengths and opportunities of diversity in
                 our workforce,  including supporting  and  retraining
                 those who are already a part of the EPA family; and (2) to
                 meet the challenges of attracting and recruiting the very
                 best candidates from a limited labor  pool predicted in
                 Workforce 2000 reports. Generally, we will integrate our
                 efforts with the cultural diversity plans and policy of the
        Contact'  Jim Wheeler

C.  Plan and conduct a forum for supervisors and staff.
     Description  Seminar/workshop will focus on developing an appreci-
                 ation for and understanding of the needs and interests of
                 staff and management in the operation and function of
                 the office and on the effect of providing the services of
                 the office. The roles of  simple  courtesies, recognition,
                 and awards will  also be addressed. Reverse role playing
                 will help participants display problems and observe op-
                 portunities for improving in-
                 terpersonal    understanding
                 and its effect on results in an
                 office.  This  seminar/work-
                 shop could provide a spring
                 board for Total Quality Man-
        Contact  Chuck Job
                           Chuck Job, OCWDW

D.  Implement a supervisory evaluation program.
     Description: Share with other OW offices ODW's experience with its
                program for evaluating supervisors and work with the
                other offices to encourage them to adopt a similar pro-
                gram. Conduct a briefing of all OW managers early in
                1992. Propose a plan of implementation and implement
                when the Office Directors and the AA give the OK.
       Contact: Peter Cook
E.  Develop an OW mentoring policy.
    (Committee:   Work Environment)

F.  Develop a form to solicit volunteers to participate in OW HRC
    (Committee:   Membership, Initiatives, and Programs)

G.  Seek broad participation from OW staff and managers in
    developing OW HRC activities and action plans.
    (Committee:   Membership, Initiatives, and Programs)

H.  Use proposed OW human resources staff office to provide
    strong support to OW HRC goals and activities.
    (Committee:   Membership, Initiatives, and Programs)

I.  Establish an ombudsman in the new OW human resources staff
    office to listen to complaints — with amnesty.
    (Committee:   Membership, Initiatives, and Programs)

J.  Ensure that the OW HRC has three members from each office.
    (Committee:   Membership, Initiatives, and Programs)

A few leaders from the Office of Water — (at the annual picnic) — Martha Prothro,
Bill Matuszeski, and LaJuana Wilcher

  Highlights of FY 1990-91  Accomplishments
Office of Water Months
April 1990 was chosen as the first Office of Water Month honoring OW em-
ployees. A number of varied and interesting activities were organized by
the HRC's Employee Involvement and Communications Committee. These
activities, which complemented the Agency-wide Earth Day celebration, in-
cluded an OW open  house/reception with exhibits and computer demon-
strations from the various OW offices, seminars on stress management, an
inspirational speaker, health and fitness workshops, and an OW Earth Day
ceremony where the first OW William A. Whittington Human Resources
Awards were  presented (see below). As a tangible symbol of OW pride,
each employee received an OW button. OMEP's Mary Lou Soscia deserves
thanks for her hard work coordinating OW Month along with Committee
Chair Jack Lehman (OMPC), Mary Hinton (OWP), and Leo Cox (OW).
   OW Month was repeated in April 1991 with Sharie Centilla as coordinator.
   Jim Hanlon, OST Deputy Director takes his
   dunk with a smile! 1991  OW Picnic
                                     Leo Cox, OW
William A. Whittington Human Resources Awards
In 1990, the OW HRC inaugurated a program of annual Human Resources
Awards to recognize individuals who have contributed the most toward
human resources development  within the Office of Water. During OW
Month, the Assistant Administrator for Water presented two awards: one
for managerial/professional staff and one for secretarial/support staff. OW
Office Directors and OW HRC members may nominate candidates for this
prestigious honor. A Selection Committee consisting of the Office Directors
and the OW HRC Chair makes the final selections.
   The awards are named for William A. Whittington, former chair of the
OW HRC. In his letter of appreciation, Whittington  had the following to
say: "For  a number of reasons, we should expect more from people in su-
pervisory positions. Not the least of  these reasons is because they have a
number of good people working with them. Your award will recognize an
employee who goes beyond the call of duty and works with people to help
them reach their full potential. Easy to say, but tough to do!"

    Whittington called the award for secretarial/support staff "especially
pleasing to me. I saw many good things being done in this area. Unfortu-
nately this good work, while recognized within the HRC or groups like the
Office of Water Secretaries on the Move, went largely unrecognized by the
entire Office of Water. So your awards will serve to correct this oversight.
    At a special pre-Earth Day Ceremony on April 18, 1990, Assistant Ad-
ministrator for Water Lajuana  Wilcher presented  the  first William A.
Whittington Human Resources Awards to OWEP's Sheila Frace (manage-
rial/professional staff) and OMPC's Sharie Centilla (secretarial/support
                 Sheila Frace was honored for her low-key but effective
                 and thoughtful approach to problem-solving.  Among
                 her many human resources  accomplishments are plan-
                 ning, organizing, and conducting intensive OW career
                 development/enhancement  workshops  and rejuvenat-
                 ing the OW policy on rotational assignments.
    Sharie Centilla's five years of service on the OMPC Mini-Council are
indicative of her commitment to improving human resources. She was in-
strumental in developing the clerk-typist and secretary sections of OMPC's
Career Development Guide, helped draft the first set of OMPC human re-
sources initiatives, and provided publicity  for the 1989 OMPC Career De-
velopment Month.

    In addition to these recipients, 1990 saw numerous other worthy nomi-
nees, including Desiree DiMauro and Claudia O'Brien  (OWEP), Judith
Leckrone  (OWRS), Bruce Mintz (ODW), Mary Lou Soscia and Nadeen
Thompson (OMEP), and James Wheeler  (OMPC). The OW HRC salutes
all of these individuals for their efforts to improve OW's human resources
    In 1991, The Whittington Awards were presented at the OW Awards
Ceremony to the following:
                 Vicki Gillispie of the Immediate Office (formerly with
                 OGWP) for her leadership in planning and conducting
                 the OW secretarial and support staff retreats to promote
                 secretarial career development, team building, and im-
                 proved office operations within OW.

Bruce Mintz of ODW (now OST) for his leadership
of the  ODW  Human  Resources  Mini-Council
(HRMC) where  he developed interest and partici-
pation in the ODW  HRMC. Under  his leadership
the ODW HRMC made major contributions to
ODW's work environment.
James Wheeler of OMPC (now OWEC) for his 10
years of human resources innovative leadership
within OMPC, the Agency, and outside the agency.
His innovations have been models for many other
OW Picnics
OW HRC provided support for OW picnics in both 1990 and 1991 on Sep-
tember 13 and 11, respectively. Both picnics were considered smashing suc-
    The 1991 picnic will certainly be remembered for some time for its soft-
ball tournament and the dunking machine.

    • The "OW Softball Tournament" was everything Greg Marshall (tour-
      nament master  mind) told us it would be, "wonderful chaos."
      OGWDW mastered the chaos for the first place trophy. The trophy
      Softball on an oak pedestal was autographed by the Administrator,
      our Assistant Administrator, and all Office of Water Office Directors.
      The Immediate Office won the second place trophy. They received a
      well-seasoned softball on an oak stand held down by chewing gum.

   • When the softballers returned, one of OW's best kept secrets was an-
     nounced . . . "OW 2nd Annual Senior Management Event." Off the
     beaten path, under the trees sat Howard Beard's "dunking machine"
     containing 360 gallons of water. People quickly realized the opportu-
     nity to "DUNK THEIR BOSS." Lines formed and people loosened up
     their pitching arms. Everyone wanted to be the lucky one who even-
     tually dunked his/her favorite manager. Every manager this group
     could locate was eventually honored.

Bill Diamond, OST, takes aim at a favorite target' 1991 OW Picnic
    Many thanks to the wonderful group of people who worked on the OW
Picnic Committee. The picnic would not have been the same without the
energy of many  OWers, including:  Alice Walker, Betsy Tarn, Sharon Van
Meter, Charlene Shaw, Chris Gaines, Trinky Thompson, Diane Jones, Vicki
Gillispie, Howard Beard, Chuck Job, Greg Marshall, and Ken Keith.

                                 1991  OW Picnic

                                            I (left) Annette DiLascio,
                                             OW immediate office
                                             (right) Ester Williams, OW

                                             (below) Food, friends and time
                                             to enjoy - is what the 1991 OW
                                            I Picnic was all about.
                                    Tom Wall,
                                    OW immediate
(right)Randy Benn, Alan Fox, Kathi
Payne await Alan's turn in the dunkmgl
(below) Rosanna Cuipek, OW
immediate office, poses with some of her
closest friends
                                (top right) Cynthia
                                Puskar, OW immediate\
                                office, poses with her
                                boss, Lafuann Wilcher

                                (bottom right) A happy
                                crowd watches another
                                manager take a dip.

                                (left) Why are these OW
                                employees smiling?


Coordination with the East Tower Tenants
Chaired by Jim Wheeler, OMPC, the Association is an independent body
aiming to improve the safety, quality, and timeliness of East Tower services;
emphasize a proactive approach to problem-solving; and keep East Tower
employees in OW and other offices informed of facility improvement activ-
ities and successes. On the whole, the Association serves as a liaison for
day-to-day issues  between East Tower tenants, EPA's Facilities Manage-
ment and Services  Division, and the building's private management firm.
   The OW HRC Work Environment Committee closely coordinates its
longer-term policy initiatives with the Association's  implementation-level
work. So far, the two organizations have addressed issues related to eleva-
tor service, lighting, air quality, rodent and pest control, mechanical noise,
space, and smoking policies.

Wellness  Program
OW has developed a draft wellness program largely  through HRC efforts.
This program includes health and wellness seminars, a general health as-
sessment, and individual exercise programs.

(clockwise) Chris Gaines (OWEC), Jamie Bourne (OW), Mario Salazar (OGWDW),
Bruce Mintz (GGWDW)

Rotational Assignment Program Survey

In 1990, the HRC completed a formal assessment of the Rotational Assign-
ment Program, which was initiated within OW in 1987. Approximately 80
OW rotational assignments were identified in this study. Twenty-two pro-
gram participants and five supervisors provided information for the assess-
ment by answering a questionnaire. Based  on the results, the HRC has
recommended to the AA for Water that OW formally reconfirm its commit-
ment to the Rotational Assignment Program and seek to
   • improve planning and communication among all three parties — the
     rotated individual and the sending and receiving supervisors,
   • promote active  participation by  the sending supervisor throughout
     the assignment, and
   • ensure freedom for the rotated individual from continuing previous
     office responsibilities for the duration of the assignment.

   The HRC also recommended that employees who have completed rota-
tional assignments serve as mentors for others to provide valuable experi-
ence and more realistic expectations for the program.

OW Welcome Book
Each office provides new employees in OW with needed information on
OW organization, people, and programs. A "model" Welcome Book was de-
veloped and distributed to each office. The model needs to be updated to
reflect the new OW organization.

More hard working OW staff (clockwise) Joan Warren (OWOW), Kim Hankins
(OWEC), Tnnky Thompson (OST), Bob April (OST), Maureen O'Neill (OW), and
Chuck Smith (OHRM)

tJim Elder, Director, OGWDW, and Ray Cunningham, Director, Water
\Management Division, Region IV, at the 1991 OW Holidays Party
                                                              Alice Walker, OW,
                                                              1991 Holidays Party
       OW Pipeline

       The past year or so saw the transformation of the OW Pipeline into a regular,
       bimonthly bulletin communicating OW news and information to its em-
       ployees. The Pipeline attempts to improve OW cross-program communica-
       tion  through  articles  on   legislative   and  regulatory  developments,
       enforcement, public  outreach, TQM,  and other issues.  It has also  high-
       lighted less serious areas,  such as "fun" topics. Leo Cox  (OW) ably edited
       the Pipeline, with support from the  HRC's. Employee  Involvement and
       Communications Committee.

       OW HRC Retreat
       The OW HRC held its first-ever two-day retreat on November 6 and 7,1990,
       at Solomons, Maryland. The retreat was designed to initiate development of
       an overall Office of Water human resources strategy, including long-term
       goals, short-term priorities, and action plans. Seventeen participants, repre-
       senting the OW HRC and the Office Mini-Councils, discussed the impor-
       tance of keeping good people and effective strategies  for doing so,  the
       impacts of technology on the workforce, and the need to build trust and
       credibility. All of these discussions took place in the context of the future en-
       vironment for human resources management within EPA's Office of Water.
           The core of the retreat  came when participants developed seven overall
       human resources goals and brainstormed potential activities for each goal.
       After the retreat,  OW HRC committees took on the goals and potential ac-
       tivities for further review and discussion. In the meantime, the Office Mini-
       Councils solicited comments on the goals and  activities from all  OW
       personnel. An article in the December 1990 OW Pipeline promoted this call
       for comments. On ranking sheets, individuals were asked to assign "high,"
       "medium," or "low" priority designations to the potential activities, com-
       ment on the appropriateness of the goals, and suggest any additional activi-
       ties. In this manner, the list of potential activities for each goal  could be
       narrowed to reflect priorities with the "best shots" at success.


OW Secretary's Retreat
Under the leadership of Vicki Gillispie and the assistance of Renelle Ray
and Ron Rago of OHRM, OW sponsored two retreats in 1991. The first, in
April, was for secretaries. Then, during the summer, a retreat for managers
focused on the "start-stop-continue" cycle. A followup retreat for secretar-
ies continued this activity in November, followed by meetings in early 1992
aimed at implementation of what was learned during the retreats.
During early 1991, a survey was distributed to EPA employees to attempt to
identify where barriers existed to access for employees to get up-to-date in-
formation on training opportunities. Based on the survey results, the OW
HRC is working with the Immediate Office of OW to set up more effective
communication channels.
Office Team of the Future

OW is in a period of transition on the way it carries out its environmental
mission, including emphasis on ecological protection; risk-based decision-
making; increased state, local, and citizen rules; and rapidly changing tech-
nology that is changing  the way work is  done. .As a result, OW HRC
sponsored a  study  of its current organizational structure,  management
styles, communication patterns, and staff roles.
    The focus of the study was on:
      • a redefinition of how the organization's mission objectives are to
        be achieved;
      • the introduction of automated technology; and
      • the change in staff roles, particularly the office support staff.

    Three organizations volunteered to participate in the OW study:
      • State Programs Division in the Office of Drinking Water;
      • Marine Operations Division in the Office of Marine and Estuarine
        Protection; and
      • Resources Management and Administration Office, Immediate
        Office of Water.

    The study was concluded and its report was published in 1991. The
report's recommendations are now being considered by OW management
for implementation.

                  OW Questionnaire

In June 1989, the OW HRC surveyed all OW employees to gauge their con-
tentment with the OW working environment. Twenty-three questions fo-
cused on  physical  working  conditions, clerical  support,  supervisors,
training, exchange of technical information, performance standards, and
overall job satisfaction. Of 626 individuals employed by OW at the time, 308
answered the questionnaire.

Summary of Responses

The following table  summarizes  OW employee responses to 22 of the 23
questions on the questionnaire (the  last question  asked for a prose re-
sponse). Figures given are percentages of the 308 responses received.

Key Successes and Responses to Problems

The survey data present some important conclusions. Overall, respondents
believe that OW is doing a commendable job in nurturing its human re-
sources. However, the data also show some room for improvement. Here
are some significant successes, along with OW HRC solutions to problems
that respondents highlighted.

   A.   Job Satisfaction
        Success.   80% like their jobs

   B.   Physical Working Conditions
        Success.   Proportion of respondents who believe various
                  support equipment is adequate: telephones—77%,
                  computers—57%, software—58%
        Problem:   40% believe overall conditions are inadequate
        Solution:   Work Environment Committee to address elevators,
                  lighting, rodents and pest control, mechanical noise,
                  space, smoking policy, air quality.

   C.   Clerical Support
        Success:   50% believe clerical staff does not have too much
        Problem.   50% believe there is  a staffing shortage
        Solution.   Two pilot studies on the Office Team of the Future

   D.   Supervisors
        Success:   66% believe supervisors are concerned and work to
                  improve employee job satisfaction



ke my job
e adequate
A/ mgmt tries to improve them
jpport equipment is adequate
as too much work
as poorly defined assignments
as staffing shortages
•e concerned and work to improve my job
otivate me in my work
3ek my opinion and input
ive helpful directions
•omote communication up and feedback
)wn with employees on work products
ive me guidance 1 need or usefully direct
e elsewhere
dvocate/make training available
now my career goals, provide career
junselmg, support my training needs
ubonndate evaluations of supervisors
lould be institutionalized in OW
upervisors present rotational assignments
3 a tram ing activity
rofessional development and job-related
ammg are available to me at least once a
gmt makes info on education/training
vailable in a useful way
Igmt provides regular opportunities to
xchange technical info across OW offices
;hange to reflect realities of work
iupervisor recognizes good work and
ewards accordingly
am rated on work 1 perform by my
lerformance standards, not on something
ilse (yes/no)
:PA's performance Mgmt and Recognition
System is fair (yes/no)

h 4




r 19


I 14




I 15

i 5
. 6
, 4




        Problem:   38% believe supervisors are unaware of employee
                  career goals and provide inadequate counseling on
                  career goals/training needs
        Solution:   Training and Career Development Committee to
        Problem:   70% believe subordinate evaluations of supervisors
                  should be institutionalized

    E.   Training
        Success:   75% believe professional development/training is
        Problem:   50% believe information on training is not available
                  in a useful way
        Solution:   HRC Training and Career Development Committee
                  will attempt to develop better mechanism for

    F.   Exchange of Technical Information
        Problem:   60% believe that management does not provide
                  regular opportunities to exchange information across
                  OW offices
        Solution:   HRC Employee Involvement and Communications
                  Committee will set up mechanisms for informal
                  information exchange as well as formal technical

    G.   Performance Standards
        Success:   61% believe supervisors recognize good performance
                  and reward accordingly
        Problem:   67% believe the system is unfair, citing quotas,
                  subjectivity, favoritism
        Solution:   Further analysis of concerns
We Need Your Continued Support and
Today, the Office of Water is working hard towards providing a sensitive,
responsive, and healthy work environment for its  employees. Yet much
more remains to be done. The Office of Water Human Resources Council is
very excited about the goals and activities included  in this document, and
OW is committed to its objectives. However, the agenda represents a signif-
icant challenge that demands your effort to succeed. Please contact your
OW HRC representative to volunteer your time and ideas.