905R93011
Long Term Strategic Plan
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U.S. EPA Region 5
Environmental Sciences Division
77 West Jackson Boulevard
Chicago, Illinois 60604-3590
June 1993
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EXECUTIVE SUMMARY
BSD supervisors and managers met Tuesday, July 7 through Thursday, July 9, 1992 to develop an
BSD strategic plan. The major themes from the strategic planning process were good science, good
data, and reduction of dependance on contractors. The process included candid discussions of ESD's
current reality and driving forces, and critical issues of how BSD operates.
The current realities and driving forces discussions, in particular, were part of a Force Field
Analysis. This is an analytical technique used in strategic planning to identify a vision of the future,
and then to identify the (driving) forces pushing towards the envisioned future, along with the
(restraining) forces that impede progress for attaining the future reality.
A second technique, a SWOT analysis, was used to identify the Strengths, Weaknesses,
Opportunities, and Threats to attaining a given mission. For each mission, an action plan was then
developed. The concept of the action plan is to address any restraining force identified, and to use
ESD's strengths to take advantage of opportunities to overcome weaknesses and eliminate threats
to success.
This draft strategic plan for FY '93 and beyond is the product of the planning initiatve. The plan
outlines goals and objectives and recommends action for achieving ESD's mission. The ESD's
mission and key activities includes the following:
Human/Financial Resources — Provide sound management of human and financial resources.
Maintain and enhance a technically and scientifically skilled, dedicated, and diverse staff, through
the excellence of our recruitment, career development, training, management, and leadership. Key
activities to attain the objective include full implementation of total quality management principles,
enhanced external recruitment focusing upon cultural diversity, assessment and provision of training
needs.
Budget Support — Attain stability in the Region 5 ESD budget, to support services and provide
continuity for ESD's nationwide policy. Key activities include alignment of client service requests
with Division capabilities, and effectively presenting budget needs.
Technical Support — Provide fully equipped field and lab support to produce physi-
cal/chemical/biological data of known quality to be used for environmental decision making.
Assure EPA's QA/QC policies are implemented and provide quality leadership, services, and
products to Environmental Programs. We will clarify existing technical capabilities and ensure
provision of technical skills forecast as necessary to support regional programs.
Environmental Sciences Division — Long Term Strategic Plan
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Compliance/Enforcement — Reduce Risk to Public Health and the Environment by supporting a
strong Regional Compliance/Enforcement program. The key direction is to align customer needs, to
optimize service provision, and to effectively use environmental indicators to gauge the impact of
compliance/enforcement efforts.
Communication - Communicate Vision, Mission, Goals, Priorities, and Expertise to its customers
and policy makers. Efforts will focus upon marketing services to our clients.
Data Management and Assessment - Manage and use Environmental Data to develop information
to identify problems, assess their relative risks to Human and Environmental Health, and identify
information gaps that exist for identifying emerging problems and trends. We will meet with clients
to assess needs pursuant to provider/customer alignment; develop REMAP; and develop
environmental indicators/state of the environment report for Region 5.
Multi-Media Leadership - To achieve multi-media leadership by directing and guiding geographic
initiatives that identify relative risks, consolidate media requirements, and achieve environmental
results. Key activities include development of environmental indicators for geographic initiatives and
effective use of data.
Pollution Prevention - Promote Pollution Prevention (P2) for attaining Environmental Results in
all Program activities. Efforts will focus upon in-house activities for pollution prevention.
The key thrust of this mission redirection will be a fundamental change from capacity to capability.
This will include developing and maintaining current and future needs, technical transfer to states,
quick response to emergencies, and strategic thinking. Implementation of these strategic redirections
ofESD activities will constitute a fundamental change in our approach to client services.
That fundamental change is moving from a focus upon capacity (routine production) to a focus upon
capability (non-routine and provision of emergency services and technical assistance). This will
require identifying current and future technical support needs; developing and maintaining needed
expertise; technical transfer and coordination with State agency counterparts (enabling the States),
response to regional priority initiatives and emegencies and perhaps, most importantly, strategic
planning.
Thus, ESD will need to be the cutting edge in order to address environmental issues in key
geographic areas; respond to special problems; handle emergency situations efficably; and stay
abreast of future program needs. ESD will, in particular, ensure that we have the ability/expertise
(i.e. capability) on-board to oversee all functions that we contract out.
11
Environmental Sciences Division — Long Term Strategic Plan
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STRATEGIC PLANNING SESSION
INTRODUCTION
Preparatory to starting the BSD strategic planning process, all participants engaged in an afternoon of strategic
planning training. The session began with a review of the process (see Page 4) and an overview of how the
process was to work. We were to start in plenary session to develop a vision and mission statement.
Subgroups were then to analyze each mission statement, and to develop key action plans for mission
accomplishment. Interspersed throughout the session, we were to hear from clients on their perspectives for
our consideration during development of the strategic plan.
SUMMARY OF REMARKS BY INVITED GUESTS
Great Lakes National Program Office
James Giattina represented the office, and expressed support for the value of the strategic planning process
being undertaken. He spoke of the office forming a closer relationship with the program offices and states.
New areas of emphasis include a shift from ARCS demonstrations to identifying sediment problem areas, then
to follow-up with technical assistance; habitat protection and restoration (working closely with FWS/Nature
Conservancy) to develop a strategy and targeting; embracing monitoring on the lakes; and data integration.
The shift in how we do business is to bring people to the table, versus direct action ourselves. Such
partnership endeavors is much more frustrating, but is part of doing business. He felt that GLNPO can be
a significant advocate for EMAP, and that we need to recognize a style issue of who do you serve. There
is a dearth of leadership in information management. ESD has an opportunity to step back and look at data,
to evaluate data and to target where we need to go.
Office of Regional Counsel
Bert Frye spoke on the role of ORC as a client support organization, and issues of concern to that office.
Waste Management Division
William Muno, Norm Niedergang, andJodi Traub addressed the group on general program priorities for the
Division, in Superfund and RCRA. Some time was spent on the importance of SACM, and the need to work
together to ensure the success of that initiative.
Office of Public Affairs
Margaret McCue and Don DeBlasio discussed the role of OPA and communicating with the public. There
is a big gap between when people take samples and when information is available (public perception), and
the length of time that it takes to prepare a QAPP is further problematic, re: why it takes so long to produce
data. We were encouraged to think about how to assist in environmental education. Opportunities included
getting the word out on QAPP improvements (Rich Zdanowicz), perhaps producing a good science newsletter,
and more outreach. They also recommended pulling (key) accomplishments up front in the weekly report,
and including charts in our reports on improvements.
Environmental Sciences Division — Long Term Strategic Plan
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Water Division
Barry DeGraff represented Dale Bryson, whose last minute conflict prevented his attendance. Barry
acknowledged the need to change to a supplier to ESD on what the needs are, and for more cooperation. He
wants to see increased attention to QA, and to minimize duplication of efforts. Water Division is also
considering doing a strategic plan, and will be developing goals and objectives. Cites ESD as true partners
to WD. He feels that ESD has an unbiased view of what is going on in all programs, and this affords them
opportunities in multimedia efforts. The important function is strong technical support to the programs.
Planning and Management Division
Milt Clark discussed risk reduction and measurable objectives as part of doing strategic planning, and the
Agency's ten themes.
Air and Radiation Division
David Kee provided a handout of Air and Radiation Environmental and Management Goals, and discussed
points from the handout. The goals are:
o Reduce air toxics emissions to protect public health and to reduce deposition to the Great Lakes
o Attainment of the national ambient air quality standards for ozone, carbon monoxide, and paniculate
matter.
o Reduction of the emissions of stratospheric ozone depletors and of population exposure to ultraviolet
radiation.
o Reduction of population exposure to environmental tobacco smoke and excessive radon levels.
o Reduction of the emissions of acid rain precursors
o Reduction of the emissions of global climate change precursors and to Improve Delivery Systems.
PLENARY SESSION
The meeting divided into two groups to independently develop a vision statement and a set of mission
statements for the Division, using brainstorming and multivoting. The groups were then reconvened to
consolidate ideas.
The following vision statements garnished the top (multi) votes (one is to be selected):
o In Partnership for Environmental Protection
o Solving Environmental Problems Through Good Science
o In Partnership for Environmental Protection Through Good Science and Good Service
o Protecting Health and Environment Through Quality Science and Quality Service
Subsequent to the session, the following vision statement was selected:
"Protecting Health and Environment Through Quality Science and Quality Service"
Environmental Sciences Division — Long Term Strategic Plan
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The group consolidated the mission and multivoted on the top eight of eleven mission statements for which
to carry the analysis further. The eleven are:
Human Relations
Technical Support
Enforcement
Data Assessment
Data Management
Multimedia
Communications
P2
Policy
Budget
Contract Management
The balance of the strategic planning session was spent in consecutive small workgroup sessions, concurrently
developing four mission statements at a time. For each mission statement, the group developed a force field
analysis that identified the current state (of affairs) and the desired state relative to the mission. Driving
forces (towards the desired state) and restraining forces (factors preventing movement towards the desired
state) were then identified, along with an assessment of whether each identified factor was controllable by
division personnel.
A SWOT analysis was then conducted to identify the (internal organizational) strengths and weaknesses, and
(external to the division) opportunities and threats. This step was necessary to ensure that the action plan
would take advantage of opportunities and use strengths to overcome weaknesses and mitigate threats. Goals
and objectives were then developed for each mission statement, using a brainstorming technique.
The final phase of the planning process occurred subsequent to the strategic planning session, by follow-up
meetings of the small mission statement workgroups. This step involved the preparation of an Integrated
Action Plan for each objective. From this long term strategic plan, then, activities are to be selected for
accomplishment in the coming fiscal year. Those activities are then incorporated into the Division's current
year workplan.
The Force Field Analysis, SWOT analysis, and Integrated Action Plan for the each of the eight mission
statements are attached.
Environmental Sciences Division — Long Term Strategic Plan
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Environmental Sciences Division
1
Mission Statements
Workgroup Members
William H. Sanders III
Corinne S. Wellish
Bea Ayala
Loretta Lehrman
Noel W. Kohl
Valerie Jones
Boniface Thayil
Curtis Ross
George Schupp
John Surarnerhays
Wayne Davis
Gordon Jones
Denise Boone
Kevin Bolger
Phyllis A. Reed
Mary Setnicar
John Ward
Abeer Hashem
John Connell
Anthony Restaino
Margaret Jones
David Turpin
Maynard Shaw
Charles Elly
Chi Tang
James Adams
Dennis Wesolowski
Willie Harris
Jatinder Singh
A.R. Winklhofer
Philip Gehring
Richard Zdanowicz
Susan Menconi
Ethel Crisp
Environmental Sciences Division — Long Term Strategic Plan
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ESD's MISSION STATEMENT #1: HUMAN/FINANCIAL RESOURCES
Provide effective management of human and financial resources. Maintain and enhance a
technically and scientifically, skilled dedicated and diverse staff thru the excellence of our
recruitment, career development, training, management and leadership.
Critical Issues Identification and Assessment (IDA's) is an analysis that provides sufficient
understanding of our organization. This then allows us to develop realistic goals, objectives,
and strategies after identifying our internal issues (Strengths & Weaknesses) and our
external issues (Opportunities & Threats).
RESULTS OF CRITICAL ISSUES IDA's:
a. Morale, career ladder, turnover
b. Crisis Management versus good science
c. Insufficient resources
d. Duplication/clear roles
e. Fear of change/risk taking
Force Field Analysis is a technique developed by Dr. Kurt Lewin who suggested that
"driving forces" move a situation toward change while "restraining forces" block that
movement. When there is no change, Dr. Lewin believed that the opposing forces are equal
or the restraining forces are too strong to allow movement. He also believed that changes
occur, either personally or organizationally, and that in order to apply the force field
technique effectively, one must first assess the "current realities" (where we are today) and
the "future realities" (where we would like to be many years away). The following codes
were used by the group during application of this technique:
Environmental Sciences Division — Long Term Strategic Plan
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1.
RESULTS OF FORCE FIELD ANALYSIS:
CUKRENt STATE
Grade Inequity
No support for Risk Takers
Inequity in Ladder Progression
(Technical versus Supervisory)
Unstable Resources (base activities)
Unresourced Initiatives
Underutilization of Personal Computers
Inadequate Number of PC's
Inadequate Communication
of Career Advancement Opportunities
IDP's not fully implemented
Lack of commitment to Change
Fear of Change
Inadequate training budget
Missed training courses due to "work"
Poor external image (step-child)
Grade Equity Divisionwide/Regionwide
Support for (calculated) Risk Takers
Dual Career Ladder Tracks
Highly trained and motivated staff
Empowered staff and management
Big 0 Culture
Maintain multicultural diversity
Stable external resource base
AA for ESD's in Headquarters
Negligible turnover rate
Very high employee morale
2.
RESULTS OF DRIVING FORCES VERSUS RESTRAINING FORCES
® Administrator Reilly's Ten Themes
® Public/Congressional Interest
if TQM Implementation
if Support for training
Program Requirements
Too much on plate
Crisis Management
if Micro-management
ir Short-term planning
if Lack of clear goals
Shifting priorities
® Inadequate training budget
® Hiring freezes
® Resource allocation process
Codes: if = We have full control to effect change
= We have partial or equal control to effect change
= We have less than partial or equal control to effect change
® = We have no control to effect change
Environmental Sciences Division — Long Term Strategic Plan
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3.
RESULTS OF S.W.O.T. ANALYSIS FOR HUMAN RESOURCES/FINANCIAL RESOURCES:
STRENGTHS
WEAKNESSES
Multiculturally Diverse Division
Highly specialized technical expertise
Multi-media Division
Positive Career Enhancement Atmosphere
High Team Spirit/Approaches for Problems
Link to ORD/Scientific Community
Highly Responsive to Emergency Situations
• Leader on Environmental Indicators
Focal Point for Statistical Support
Pioneering Certified Professional
Secretaries (CPS) Program for the Region
Lack of Commitment to Change
Fear of Change
High Employee Turnover Rate
Poor Employee Morale
Career Ladder Limitations
Communication (staff to
management and management to
staff)
Lack clear delineation of roles/
and responsibilities
OPPORTUNITIES
THREATS
Commitment from Top Management
Good Science/Good Data Themes/Principles
Academic Relations Program
Upgrade Employees (GS and GM Series)
Network with Other ESDs/Service Divisions
Rotational Assignments of All Types
Perceived Poor Image Externally
No Master Positions
No Line Program Authorities
(except PTSB and MQAB)
No Program AA in Headquarters
(except PTSB)
STRENGTHS
WEAKNESSES
State of Art Equipment
Data Rich
Powerful Negotiating Teams
Flexibility to Support Initiatives
Poor Personal Computer Ratio (< 1:1)
Remote Locations (CDO/EDO/CRL)
Too Many Competing Priorities
No "Stable" Resources (except PTSB)
No AA for ESD's in Headquarters
OPPORTUNrnES
THREATS
GISMO Services
EMAP/R-EMAP Management
Marketable Commodities/Databases
Good Science Themes/Principles
Decreasing Regional Resources to ESD
Decreasing Capital Equipment Funds
Environmental Sciences Division — Long Term Strategic Plan
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The Goals and Measurable Objectives Formulation Process results from focusing
on those driving and restraining forces for which we have some level of control.
This then leads to development of a Long-Term Goal Statement which reflects what
we must accomplish organizationally in order to fulfill our Mission Statement.
Short-Term, measurable, tangible, and achievement-oriented Objective
Statements contribute to the realization of our Goal Statement
GOAL STATEMENT: Recruit, maintain and enhance a technically and scientifically skilled,
dedicated and diverse staff.
OBJECTIVE STATEMENTS:
1. By beginning of FY 1995, all staff and managerial training for mission
accomplishment is attained.
2. By beginning of FT 1995, a system is in place to effectively manage
emergency crises and shifting priorities.
3. By beginning of FY 1994, a system is in place to effectively balance
work priorities with allocated resources.
4. By beginning of FY 1995, the Division's culture is one of continuous
improvement (Big Q).
5. By beginning of FY 1995, an external recruitment system will be in place
emphasizing multicultural diversity.
6. By beginning of FY 1995, staff has state-of-the-art equipment and technology that
empowers employees to attain peak performance.
Environmental Sciences Division — Long Term Strategic Plan
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INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES
OBJECTIVE #1: By October 1,1994, all required staff and managerial training for Mission accomplishment
attained.
ACTION STEPS
Assess state of IDP
implementation
Assess training needs
against ESD's Mission
Statements
Assess system's
current availability to
provide necessary
training
Identify gaps between
what is needed and
what is available
Develop plan for
closing the gaps
Modify existing
tracking system and
notification system for
training opportunities
Develop tracking
system for the
accomplishment of
training
ACcMffiAimJTY
Each Supervisor in concert
with employee
Each Supervisor in concert
with each employee
Administrative Officer in
concert with each Branch
Chief and Section Chief
Each Branch/Section Chief
in concert with
Administrative Officer and
Human Resources Officer
Each Branch/Section Chief
in concert with their
employees
Administrative Officer,
Computer Analyst, and
Regional Training Officer
Administrative Officer,
Computer Analyst, and
Regional Training Officer
DATE DUE j
2/1/93
2/1/93
3/15/93
4/1/93
6/1/93
1/1/93
10/30/93
RESOURCES
0.01 FTE
0.02 FTE
0.01 FTE
0.02 FTE
0.01 FTE
0.05 FTE
0.05 FTE
FEEDBACK
MECHANISMS
Written report to Division
Director from each Branch
Chief by 2/15/93.
Written report to Division
Director from each Branch
Chief by 2/15/93.
Written report to Division
Director from each Branch
Chief by 4/1/93.
Written report to Division
Director from each Branch
Chief by 4/1/93.
Written report to Division
Director from each Branch
Chief by 6/1/93.
Written report to Division
Director/Branch Chiefs
from Administrative
Officer by 1/1/93.
Written report to Division
Director/Branch Chiefs
from Administrative
Officer by 11/15/93.
TOTAL = 0.17 FTE
Environmental Sciences Division — Long Term Strategic Plan
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INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES
OBJECTIVE #2: By the beginning of 1995, a system is in place to manage emergencies and shifting priorities.
ACTtOHSWS -
Identify common
sources of crises
Assess impact of
crises on the
workload and the
organization
Develop strategies
to deal with crises
in conjunction with
our clients.
Implement the
strategy
Assess value of
new strategy vs old
crises management
Revise as needed
ACCOtHrrABILTIT
Branch Chief
Branch Chief
Branch Chief
Division Director/
Branch Chief/
Section Chiefs
Branch Chief
Branch Chief/Division
Director
BtlEUATE
4/1/93
9/93
01/94
03/94
01/95
Ongoing
RESOWO*
0.05 FTE
0.05 FTE
0.20 FTE
0.15 FTE
0.10 FTE
0.10 FTE
MECHANISMS
Report Quarterly on Status
starting 7/1/93 to Division
Director
Report Quarterly on Status
starting 10/1/93 to Division
Director
Report Quarterly on Status
starting 2/94 to Division
Director
Report to Division Director
and staff by 4/94. Obtain
Staffs buy-in
Report to Division Director
and Client offices by 2/95
Report to Division Director
and Staff quarterly
Environmental Sciences Division — Long Term Strategic Plan
10
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INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES
OBJECTIVE #3: By beginning of FY 1994, a system is in place to effectively balance work priorities with alkx
resources.
ACWNSI^S •
Review other
Division/Offices
strategic plans and align
ESD's strategic plan as
appropriate.
Review Headquarter's
strategic plan and align
ESD's strategic as
appropriate.
Align ESD's workplan with
other Divisions/Offices
workplan.
Conduct reality check on the
above 4 action steps against
Administrator's 10 themes.
Develop MOA with OPPTS
and Division/Office Directors
to address work elements,
work priorities, and allocated
resources.
^CCOGNmBIUW
Branch/Section Chief,
Division DD, Program
Analyst
Branch/Section Chief,
Division DD, Program
Analyst
Branch/Section Chief,
Division DD, Program
Analyst
Branch/Section Chief,
Division DD, Program
Analyst
Division Director,
Division DD,
Branch/Section,
Program Analyst
maumM
2 mos. upon
receipt
2 mos. upon
receipt
1 mo. upon
receipt
1 mo.
3 mos.
10*01*0*
.5 FTE
.5 FTE
.5 FTE
.5 FTE
.3 FTE
MECHANISMS
Written Report to
Division Director
from Division
DD and Branch
Chief;
Meet with
Program Offices;
Written Process.
Written Report to
Division Director
from Division
DD and Branch
Chiefs; Agenda
Item at Division
Director's
Meeting; Written
Process.
Written Report te
Division Directoi
from Division
DD and Branch
Chiefs; Agenda
Item at Division
Director's
Meeting; Written
Process.
Written Report tc
Division
Director;
Written process.
Written Report t(
OPPTS and all
Division/Office
Directors;
Agenda Item at
Division
director's
meeting.
Environmental Sciences Division — Long Term Strategic Plan
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': :-: •£• V<«'tVtyv£ifi1iS*i**i***£> '-"SSS-SS:'::: :•&¥*•: :
s AtrripN:::j^| EPS • ••;:;:;;K::;;:2Sp:
• -l^itv- i:"!!!^:':''-:.' ' ::'^:iliil :;;1?
Assess new system against
old system.
Revise as needed.
'^&mmmm':''
?•'%= :i:l!*:'l':'. • .:f.' "::"':"'
Branch/Section Chief,
Division DD, Program
Analyst
Branch/Section Chief
Division DD, Program
Analyst
' '-xif tMT6*l*ik Hf ;' t$& '•
••: 1 lM£,lAt«Lv'--" tV:;:-f'ir:-.ii
.2FTE
.2FTE
-trtifflMl
3ME^aA3S^^-::;;;
Written Report to
Division
Director, Agenda
Item Division
Director
meeting.
Written Report to
OPPTS and all
Division/Office
Directors;
Agenda Item
Division
Director's
Meeting;
Amended process
(if needed).
Environmental Sciences Division — Long Term Strategic Plan
12
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INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES
Objective Statement #4: By beginning of FY 1995, the Division's culture is one of continuous improvement (Big Q).
ACTtOf? STEPS
Conduct BSD
employee attitude
survey.
Conduct ESD
supervisory attitude
survey.
Analyze data,
develop action steps,
and provide feedback
to all ESD
employees.
Conduct "just-in-
time" TQM training.
Properly implement
QAT process,
including sponsor ID,
FADE check-in,
integration of staff
time and normal
workload.
Conduct inventory of
existing processes in
ESD for possible
QAT TQM treatment.
Establish Employee
Suggestion Box.
Assess current
signatory level and
pursue delegation to
the lower possible
level.
Conduct TQM
training for all
supervisors and X%
staff.
Establish Y% of staff
as TQM facilitators.
ACCOWFABmiT
Division Management
Analyst
Division Management
Analyst
Division Management
Analyst
Division Managers and
TQM Manager
Division Managers
TQM Manager
Division Managers
Division Executive
Secretary
Division Managers
TQM Manager,
Division Managers
Division Managers
TIMETABLE
November 1992
November 1993
November 1994
November 1992
December 1992
December 1993
December 1994
March 1993
November 1992
March 1993
January 1993
June 1993
March 1993
April 1993
RUSOURCI^S
.05FTE
.05FTE
0.05 FTE
0.01 FTE
0.05 FTE
0.1 FTE
0.01 FTE
0.01 FTE
0.1 FTE
0.05 FTE
FEEDBACK MECSAMSJ&
Analytical Report on progress
Analytical Report on progress
Analytical Report on progress
to all employees
Status Report
Interim and final reports on
QAT progress
Report to Division Director
with recommendations
System operational and
advertised
Report to Division Director
Status report
Status report
Environmental Sciences Division — Long Term Strategic Plan
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AcntM'Sinf^
Assess "Q"
knowledge and
attitudes.
Do multi-cultural
diversity survey.
Make
recommendations for
establishing better
alignment of
performance
standards with TQM
principles.
Establish a system
that makes the
demonstrated practice
of TQM a
prerequisite to
supervisory career
development.
Establish a full-time
TQM "Guru" for
TQM training,
facilitating QATS
and advocacy.
Continue regular
management retreats
to foster continuous
improvements.
Make
recommendations for
the establishment of
a Divisional on-time
culture for meetings.
•Awmrnmmiy'
TQM Manager
MCD Task Force
TQM Manager
Deputy Director
Division Director
Deputy Director
TQM Manager
••WtiEKXSttM; .
June 15, 1993
November 1992
March 15, 1993
June 1993
October 1992
September 1993
March 15, 1993
\.rfcWM|.
0.05 FTE
0.05 FTE
0.05 FTE
0.25 FTE
0.1 FTE
0.05 FTE
FEEDBACK MECaAJJISSIS
Analytical report
Report
Comments from staff
System is in place and is
incorporated in qualification
criteria
Detail approved
Conference report
Comments from staff
Environmental Sciences Division — Long Term Strategic Plan
14
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INTEGRATED ACTION PLAN: HUMAN RESOURCES
OBJECTIVE 5: By October 1, 1994, educate ESD personnel to the importance of multicultural
diversity to a successful work environment
ACTION STEPS
Assess
multicultural
baseline and name
members of
recruitment
workgroup.
Identify and assess
current information
exchange and
education efforts.
Develop education
strategy for
Division
ID and assess
current recruitment
mechanisms
(academic relations
program, special
emphasis
programs)
Assess future
needs of positions
by discipline
Draft a recruitment
strategy for ESD
Finalize
recruitment
strategy
Measure exit rate
and multicultural
diversity
ACCXJUNTABEUTY
Division Director
Recruitment
Workgroup
Recruitment
Workgroup
Recruitment
workgroup 3sc's,
3Bc's and A.O. lead
and S.S.A.
Recruitment
Workgroup
Recruitment
workgroup and D.D.
Recruitment
workgroup
Administrative Officer
TIMETABLE
2nd Quarter
FY'93
2nd Quarter
3rd Quarter
FY'93
3rd Quarter
4th Q.FY'93
2nd Q.FY'94
October 1,
1994
October 1,
1993 and
Annually
Thereafter
^SOURCES
.03 FTE
.03FTE
0.1 FTP
0.05 FTE
0.05 FTE
1>*-1>*4AI VU .A r*W
K B>JE!riJuFJjtlf!l[\jr.Oh.
MECHANISMS
Submit to PMD
and ESD
Management
Comments from
all ESD
Management
Comments from
all ESD
Management
Comments from
all ESD
Management
Comments From
all ESD
Management
Comments From
All ESD
Management
D.D
ESD
Management
Environmental Sciences Division — Long Term Strategic Plan
15
-------
INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES
OBJECTIVE 6: By FY '95, staff has state-of-the-art equipment and technology that empowers
employees to attain peak performance.
ACIfOKSfEPS
Update computer
utilization
plan/strategy
Procure PC's to
attain 1:1 PC:
employee ratio
Identify and
assess needs of
power users
Provide
technology for
electronic based
presentation
(ovation and sub
notebook PC)
Survey needs for
employee
connectivity to
LANS outside
BSD
Take required
action to connect
relevant
employees
Provide cutting-
edge technology
for GIS
applications
Provide
accessibility for
regional staff for
laboratory data
(RLIMS)
Provide latest
technology for
sample analysis
on-site
ACCOUNTABILITY
Division Computer
Specialist
Deputy Director
(MBTF)
Division Computer
Specialist
Division Director
Division Computer
Specialist
Division Computer
Specialist
Chief, GISMO
Director, CRL
District Office
Directors
TIMETABLE
January 30,
1993
November
1994
January 1993
February 28,
1993
January 1993
February 1994
June 1994
June 1994
FY1994
RESOURCES
0.05 FTE
«._
0.01 FTE
00.5 FTE
00.1 FTE
0.05 FTE
0.05 FTE
0.05 FTE
FEEDBACK:
MECHANISMS
Report
Annual court with %
of goal
Report to management
Equipment and
software in place and
system on line to train
employees
Report to management
Report of on-line
employees
Enhanced productivity
Data is readily
transferred.
Enhanced productivity.
Environmental Sciences Division — Long Term Strategic Plan
16
-------
ESD'S MISSION STATEMENT #2- BUDGET SUPPORT
Attain stability in the Region 5 ESD budget to support services and provide continuity for ESD's
nationwide policy.
DESIRED STATE
o Adequate resources
o Stable resources
o Resources allocated by regional need
o Direct allocation of resources
o GSA gives adequate notice/planning lead time. EPA/GSA provides resources to EPA to compensate.
Region agrees to maintain capitol equipment budget for FY 93/94. New lab is built that meets all
environmental compliance rules.
o Adequate EPA staff to carry out mission so less contractors are needed. EPA can manage contractors
adequately.
o Equitable distribution of contingency funds based on core adequate planning for F1FRA/TSCA contract
dollars.
CURRENT STATE UNSTABLE BUDGET
DRIVING FORCES
o Program needs ESD services (D)
o Maintain core capabilities (D)
o Need for Regional in house technical, capability and equipment (D)
o Multi-Media is administrative theme
o Contract management issues may lead to increased EPA Fit's
o Peace dividends
o FTFRA/TSCA contract $ to Regions
Environmental Sciences Division — Long Term Strategic Plan 17
-------
DESIRED STATE STABLE BUDGET
RESTRAINING FORCES
o ESD not recognized as equal partner in budget process (D)
o No Assistant Administrator at Headquarters
o Uncertainty of capital EQ. Budget
o No clear visible support from 19th floor
o Lack of total buy-in by program offices in Multi-Media
o Excessive contracting out limits tech. cap. development
o Small amounts of FTFRA/TSCA contract $ difficult to spend
DRIVING FORCES
o ESD move toward strategic planning (D)
o ESD lead role in EMAP and environmental indicators (D)
STRATEGIC LEVERS
o Marketing plan
o Arrange meeting with RA/DRA (discuss capital equipment budget, etc.)
o Development operating/spending plan for contracts dollars
o Management with Division Directors to discuss multi-media and ESD role (e.g., data
collection/analysis/integration)
Environmental Sciences Division — Long Term Strategic Plan - 18
-------
RESULTS OF SWOT ANALYSIS FOR BUDGET SUPPORT
STRENGTHS
Technical ability to oversee contractors
Specialized equipment and personnel
Stability of FIFRA/TSCA funds and increase
for new initiatives
Knowledge of other programs
Contracts are in place for services
FIFRA 88 activities and lead money
• Lead initiative and other initiatives
• Contracts are in place for services
• Pending legislation will bring in more funds
• Fund management by each by each Division
• Capital equipment fund
• Concerns over contracts may lead to EPA
FTE's
• ESD lead role for EMAP/REMAP (GMAP)
• Agency move toward strategic planning
• Regional move toward strategic planning
WEAKNESSES
THREATS
No direct allocation of FTE's on service side
No direct allocation of funds
Inability to control laboratory renovation
Inability to delegate TSCA program to states
Internal ESD distribution (dollars)
Lack of accepted financial needs strategy
Do not know how to "play" effectively
Non-level playing field
Fragmentation - internal and external
Lack adequate accountability and reporting
Can remove capital equipment budget for other
purposes
Lack of defined role
Excessive contracting out
Overall EPA budget cuts
Not equal partner
Regional resource distribution (dollars) is not
aligned with ESD's mission (FTE based)
Non-level playing field
GOAL
o Attain stability in ESD budget in Region 5
Objective
Develop annaul needs assessment for program and support services to use for budget/resource negotiations as defined
by DPM B-l.
Environmental Sciences Division — Long Term Strategic Plan
19
-------
INTEGRATED ACTION PLAN: ATTAIN STABILITY IN REGION 5
BUDGET
OBJECTIVE: Develop annual needs assessment for program and support services to use
for budget/resource negotiations as defined by DPM B-l.
ACTION
STEPS
Develop budget
needs (field and
Lab) based on
data collected
through the
technical support
mission
statement.
Prepare BSD
budget using
previous year's
data, out year
projections as
defined by DPM
B-l and analysis
using Technical
Support,
Objective 1.
ACCOIIKTABIOTV
Each Branch Chief,
Administrative Officer
Each Branch Chief,
Administrative Officer
TIMETABLE
4/30/93
July 15,
annually
RESOURCES
0.3 FTEs
0.2
FEEDBACK
MECHANISMS
Draft budget to
Division
Director
Draft budget to
Division
Director.
Environmental Sciences Division — Long Term Strategic Plan
20
-------
ESD MISSION STATEMENT #3 - TECHNICAL SUPPORT
Provide fully equipped support capability to produce good scientific data of known quality to be used for
environmental decision-making.
CURRENT SITUATION
Crisis management. Fragmentation.
Unskilled staff. Not competitive
with market. Under funded.
Administrative overload.
Inefficient use of meetings.
No long term environmental planning.
DESIRED STATE
New state of art field and laboratory
equipments/facilities/personnel
to meet current project needs.
FORCE FIELD ANALYSIS
A: alterable
DRIVING FORCES
*Environmentally Based Results A
*Public/Congressional Pressure B
Current Budget
*Quality Science A
*TQM A
*Appropriate Quality Data A
*Federal Regulations/Public B
Laws
*Customers Employees A
Satisfaction
*Professional Credibility A
*Contracting Fiascos B
*Inadequate Technical
Control Oversight
B: not alterable
RESTRAINING FORCES
*Beans
*Current Budget (internal)
*Current Budget (external)
*Congressional Mandates
*Planning Process
- National & Regional
*Meeting Customers Needs
- Lack of Long Term Focus
*Role Definition
Turf - Internal
- External
*Delegation/Contract Out
*Mentality
*Management - Internal
- External
*Lack of Communication
and Marketing
A/B
A
A/B
B
A
A
A
A/B
B
A
A/B
A
Environmental Sciences Division — Long Term Strategic Plan
21
-------
RESULTS OF SWOT ANALYSIS FOR TECHNICAL SUPPORT
STRENGTHS
WEAKNESSES
* State of the Art Equipment
* High Expertise
* Cross Media Experience
* Multi-purpose Equipment and Facilities
* Contract Capability/Access and Experience
* Library of Protocols
* Data Rich
* Cultural Diversity
* Experience with Sampling/Lab Work
* Project Leadership Experience
* Representatives on Several
National/Interagency Work Groups
* Client Sensitivity/Conscience
* Aware of Quality Assistance
* Understaffed
*Turf
* Duplication of Efforts
* Budget Problems ($ and FTEs)
* Inadequate Time to Train New Staff
* Poor Working Environments - 536 Building,
Field and Laboratory
* Technical Support does not have Role in
Budget
* Over Committed
* Lack of Role Recongition
* Morale Problem
* Inadequate Promotion Opportunities and Career
Ladders
* Lack of Teamwork
* Over Emphasis of Quality Actions
* Image/Perception Problems
OPPORTWmES
THREADS
More Proactive Special Studies
Multimedia Leadership
Increase Efficiency
Less emphasis on Contracting
Enabling Others
Increased Opportunities to Use Expertise
Advances of New Technology
Leadership for Locational Data
Greater Use of GI/EMAP Systems in
Geographic Initiatives
Environmental Results/Toxic Reduction/Risk
Assessment
Participation/Program Leadership on National
Interagency Workgroups to Impact Programs
Partnership with Other Divisions
* Contract out Mentality
* Budget Process
* Not enough/Imbalanced Emphasis on QA
*Turf
* No AAship/Connection at Headquarters
* Lack of Defined Role (Region/National)
* Bean Driven
* Lack of being an Equal Partner
* Lack of Long Term Investment
Environmental Sciences Division — Long Term Strategic Plan
22
-------
GOAL STATEMENT
To have in place a strategy to improve the quality of technical support/capability which meets regional
needs.
OBJECTIVES
1. By Mid FY 1993, identify technical support capability and priorities from our customers for five
year period with yearly updates by Mid Fiscal year.
2. By 4th Quarter FY 1993, develop an implementation plan strategy to satisfy customers' new and
expanded needs and update annually.
3. Maintain existing capability consistent with projected needs.
Environmental Sciences Division — Long Term Strategic Plan
23
-------
INTEGRATED ACTION PLAN: TECHNICAL SUPPORT
OBJECTIVE 1: By mid-FY 1993, identify technical support capability and priorities from our customers foi
five year period with yearly updates by Mid Fiscal Year.
ACTION STEPS
Form a task
group to
identify
technical
capability.
Assess ESD's
current capability.
Review existing
National and
Regional program
strategies and
assess ESD's
capbility to meet
program needs.
Meet with
customers to
identify needs
and priorities.
Consolidate
customers needs
and priorities
against BSD
current
capabilities.
Brief customers
with preliminary
needs and
priorities.
Finalize the
report and brief
senior
management
ACC0IINTABELITY
BSD Director
Task Group to meet
with appropriate
program members.
Task Group
Task Group
Task Group
Task Group
TIMETABLE
Completed
April 15, 1993
May 15, 1993
May 30, 1993
June 15, 1993
July 1, 1993
'RESOURCES
0.01 FTE
0.02 FTE
0.10 FTE
0.10 FTE
0.05 FTE
0.02 FTE
»/*• j*jf j*y%T)fe A, f^m?
MECHANISMS" "
A memo designating
existance of the task group
A report
Meeting summaries
Present summary to Division
Director and customers,
allow additional comments
A workshop
Briefing meeting and final
report
Environmental Sciences Division — Long Term Strategic Plan
24
-------
INTEGRATED ACTION PLAN: TECHNICAL SUPPORT
OBJECTIVE 2: By 4th Quarter FY 1993, develop an implementation plan strategy to satisfy customers' new needs and
annually.
ACTION mm$
Review report (from
Objective 1)
to identify new and
expanded capability
needs and priorities.
Develop projected
human resources and
financial needs and
develop an
implementation
schedule.
Present the
implementation
schedule to
customers
through meetings and
memos.
Obtain customers'
commitment.
Implement through
appropriate staffing,
human resource
development
and procurement
actions.
Report progress to
customers
Repeat the process
annually
Repeat the process
annually to maintain
existing capabilities
consistent with
projected needs.
ACCOUKTABILIW
ESD Managers
ESD Managers
ESD Managers
ESD Managers
ESD Managers
ESD Managers
ESD Managers
ESD Managers
TIMETABLE
July 30, 1993
August 30, 1993
September
30, 1993
FY'94
FY'94
Quarterly
RESOURCES
0.01 FTE
0.02 FTE
0.01 FTE
0.01 FTE
To be determined
0.02 FTE
FEEDBACK MECHANISE
A summary report
A list
Meetings/Memos
Memos from customers
Procurement Requests, Person
Actions and Training
Reports
Environmental Sciences Division — Long Term Strategic Plan
-------
INTEGRATED ACTION PLAN: TECHNICAL ASSISTANCE
IJECTTVE 3: Maintain existing capability consistent with projected needs.
ACTION STEPS
Review report (from
Objective 1)
o identify existing
capabilities to be
naintained or
eliminated.
Develop a human
resources and
financial requirement
list for those
capabilities to be
naintained and
identify prorated cost
imong customers.
Develop an
implementation
diedule and present
he implementation
chedule to
customers through
neetings and/or
nemos.
Obtain customers'
commitment.
Implement through
appropriate staffing,
luman resource
ievelopment
nd procurement
actions
Report progress to
customers.
Repeat the process
nnually.
ACCOSINTABimT
BSD Managers
BSD Managers
BSD Managers
BSD Managers
BSD Managers
BSD Managers
BSD Managers
TIMETABLE 1
July 30, 1993
August 30, 1993
Septmber 30,
1993
FY'94
FY'94
Quarterly
RESOURCES
0.01 FTE
0.11 FTE
0.02 FTE
0.01 FTE
To be determined
0.02 FTE
FEEDBACK MECHANISMS
A summary report
A list
A schedule of meetings and/or
memos.
Memos from customers
PRs, Personnel Actions and
training
Reports
Environmental Sciences Division — Long Term Strategic Plan
26
-------
ESD MISSION STATEMENTS - COMPLIANCE/ENFORCEMENT PROGRAM
To reduce risk to public health and the environment by supporting a strong REGIONAL
COMPLIANCE/ENFORCEMENT PROGRAM.
CURRENT REALITY
1) PTSB has direct responsibility for compliance/enforcement program;
2) ESD has support responsibility, for c/ep;
3) No ESD representation at AA level;
4) Multimedia c/ep in design stage;
5) Limited outreach program;
6) No input into c/ep strategies and policies other than PTSB personnel.
FUTURE REALITY
1) PTSB become model c/ep;
2) ESD provide broader range and more efficient, c/ep;
3) HQ establishes AA for ESDs;
4) Fully implement mm c/ep;
5) Triple the outreach program;
6) Full ESD partnership in c/ep strategies and policies.
DRIVING FORCES:
1) Motivation of staff
2) Reporting to public
3) Customer satisfaction
4) Clear and enforceable regulations
5) Public
6) Strong state programs
7) Field experience
8) Data rich
RESTRAINING FORCES;
1) Budget
2) HQ commitments (STARS)
3) "Bean-counting"
4) Conflicting agenda between program
0/ORC/HQ
5) Vague and unenforceable regulations
6) Staffing levels
7) Vested interests
8) Weak state programs
9) No direct responsibility for C/EP
10) Lack of full partnership
11) No ESD Representation at AA level
Environmental Sciences Division — Long Term Strategic Plan
27
-------
RESULTS OF SWOT ANALYSIS FOR COMPLIANCE/ENFORCEMENT PROGRAM
STRENGTHS
• Provide specialized skills i.e. Multimedia
inspection capabilities, Lab Analysis,
Data Analysis and Management, Risk Analysis
Specialists, Quality Assurance, Case
Development Specialists
• Data Rich
• Program Responsibilities
• Public Interest
• Legislative mandates Hdqts/Regional
• Agency initiatives (MMEI, GEI, REG/RISK
Pz, 33/50)
• Program flexibility by Hdqts
• Current contract climate
WEAKNESSES
THREATS
Data not fully organized integrated or
accessible or publicized
Duplication of efforts vs. QAPPs
No direct responsibility for non-PTSB
enforcement
Vagueness of regulations
Budgetary constraints for outreach
• Program dependency
• No BSD representation at the AA level
• 536 S. Clark Bldg. Renovation
• Coordination with ORC Region 5 Hdqts
(Program Segment)
• Lack of Hdqts support for ESDs
GOAL
To improve compliance/enforcement clients' satisfaction with ESD support services.
OBJECTIVE #1:
By the end of the FY '93, improve the quality and efficiency of ESD support to compliance/enforcement
data collection activities.
OBJECTIVE #2:
By the beginning of FY '94, have in place a risk based/environmental data base inspection targeting process.
OBJECTIVE #3:
By the beginning of the fourth quarter of FY '93, develop an inspection approach that utilizes all tools to
achieve toxic reducation/environmental results.
Environmental Sciences Division — Long Term Strategic Plan
28
-------
INTEGRATED ACTION PLAN: COMPLIANCE/ENFORCEMENT PROGRAM
OBJECTIVE #1: By the end of FY'93, evaluate and improve where necessary the compliance/enforcement capabilities of
BSD.
ACTION STEPS ;
Identify C/E tools.
Assess ESD's current
capability to use tools
(quality, quantity, timeliness,
efficiency).
Ask for feedback from ESD
management and staff.
Develop methods to fill gaps
identified in #2 (training).
Research constituents and
clients' needs for compliance
and enforcement program
support (internal) and develop
draft report.
Ask for feedback from ESD
management and staff.
Send clients (for services) a
final report of above
information.
Hold meetings with clients to
discuss our evaluation of our
alignment with their needs.
Develop action plan after
meetings to align ESD
capabilities with client needs.
For program (PTSB) assure
that Regional Review (by
Hdqtrs.) assesses our C/E
capabilities.
PTSB align program
implementation with results
of Headquarters' review.
Where appropriate, establish
QATs (include staff
participation) to improve
quality and efficiency of
capabilities and services.
Implement QAT
recommendtions.
ACCOUNTABILITY
Branch Chiefs
Branch Chiefs
Branch Chiefs and
Division Director
Branch Chiefs
Branch Chiefs
Branch Chiefs
Division Director
Branch Chiefs and
Division Director
Branch Chiefs
PTSB
PTSB
Branch Chiefs
Branch Chiefs
TIMETABLE
April 15, 1993
April 15, 1993
April 21, 1993
May 7, 1993
May 7, 1993
May 21, 1993
May 30, 1993
June 15, 1993
July 1, 1993
July 30, 1993
August 30,
1993
TBD
TBD
RESOURCES
0.01 FTE
0.20 FTE
0.10 FTE
0.2 FTE
0.05 FTE
0.02 FTE
0.10 FTE
0.02 FTE
0.1 FTE
0.20 FTE
0.10 FTE
0.2 FTE
0.05 FTE
FEEDBACK
MECHANISMS
A list
Status Report
Status Report
A list
Draft report
Status report
Report to clients
Meeting
Summary
Action Plan
A report
Report to
Division
Status report
Status report
Environmental Sciences Division — Long Term Strategic Plan
-------
ACTION STEPS
Reevaluate and report
progress to BSD staff and
management, Headquaters,
and clients.
Establish Workgroup to
review compliance and
enforcement strategies that
carry through FY '95.
Review compliance and
enforcement strategies that
carry through FY '95.
ACCOUNTABILHY
Branch Chiefs and
Division Director
Workgroup
Workgroup
TIMETABLE
As part of
quarterly
reporting
process.
March 30,
1994
April 30, 1994
RESOURCES
0.02 FTE
0.10 FTE
0.20 FTE
fEEDlsAClKlll
ME^im^m
Status report
Workgroup
established
Report to
Division Director
Environmental Sciences Division — Long Term Strategic Plan
30
-------
INTEGRATED ACTION PLAN: COMPLIANCE/ENFORCEMENT PROGRAM
OBJECTIVE #2: By the beginning of Fiscal Year 1994, have in place a risk based/environmental data based inspection
targeting process.1
ACTION STEPS
Review results of
assessment (Mission
#8, Goal #2,
Objectve #1).
Review current
targeting approaches.
Develop proposed
targeting process.
Discuss proposed
process with
enforcement clients
and ORC.
Develop final
process.
Pilot test in
geographic area.
Review test results
and revise as
appropriate.
TOTAL
:••:•• •:.:...:.•:•:•:.*.:.*:.:..:;
AXraJUNTABffirrlP*
Workgroup
Workgroup
Workgroup
Workgroup
Workgroup
CDO/EDO
Workgroup
''•^TtWtiiKkBJLE^V?
October 30, 1993
October 30, 1993
December 30,
1993
January 30, 1994
February 28,
1994
June 30, 1994
July 30, 1994
^nftiiftctfr.
0.05 FTE
0.05 FTE
0.01 FTE
0.02 FTE
0.01 FTE
0.05 FTE
0.91 FTE
0.92 FTE
FEEDBACK MECHANISM
Summary
Summary
Draft report
Briefings
Report
Report
Report
1 No activity in FY '93 - Will evaluate National Workgroup effort in FY '93, and then evaluate the
need for this objective in beginning of FY '94.
Environmental Sciences Division — Long Term Strategic Plan
-------
INTEGRATED ACTION PLAN: COMPLIANCE/ENFORCEMENT PROGRAM
OBJECTIVE #3: By the beginning of the fourth quarter Fiscal Year 1993, develop an inspection
approach that utilizes all available tools to achieve toxic reductions/environmental results.
ACTION STEPS
Identify available
enforcement and
voluntary tools, and
associated
evidence/data
requirements.
Develop a proposed
approach/strategy to
obtain the additional
evidence/data as part of
inspections to
maximize opportunities
for clients to use all
applicable enforcement
and voluntary tools.
Discuss proposed
approach and strategy
with enforcement
clients and ORC.
Revise proposed
approach/strategy, as
appropriate.
Pilot test the proposed
approach/strategy .
Review test results and
devise implementation
strategy.
TOTAL
ACCOUNTABILITY
CDO/EDO
CDO/EDO
CDO/EDO
CDO/EDO
CDO/EDO
CDO/EDO
TIMETABLE
January 30 '93
March 30, '93
April 30 '93
May 30, '93
August 30, '93
November 30,
'93
KESOmCES
0.01 FTE
0.01 FTE
0.02 FTE
0.01 FTE
0.05 FTE
0.01 FTE
0.92 FTE
FEEDBACK
MECHAHBMS
Summary
Draft report
Briefings
Report
Report
Final report
Environmental Sciences Division — Long Term Strategic Plan
32
-------
BSD MISSION STATEMENT #5 - COMMUNICATIONS
To communicate ESD's vision, mission, goals, priorities and expertise to its customers and policy makers.
MARKETING
WmtGiWKX
•a r* -*
Opportunities
; »E^T«|«NffOI&^4ii
/-, . 4.
within Division
within Region
T 1 *»*»-•
RESULTS OF SWOT ANALYSIS FOR COMMUNICATIONS
GOAL
[Strengths]
Articulate Speakers
Technical Expertise
Outreach (Program Activity)
Data Rich
Multi-culturally Diversity
Multimedia Division
[Opportunities]
Weekly Report
Multimedia Focused
TOM — QAT Participation
— Trained Facilitator
International Training
[Weaknesses]
Lack of Recognition by Division
Not Aggressive
Lack of Systematic and Timely
Communication Flow
[Threats]
Non-functional Image
Abolishment of ESD
To improve ESD's outreach to the Region by BOY' FY'95.
OBJECTIVE
Implement existing ESD's Marketing Plan to ensure that ESD's services/products are effectively and continuously
promoted to the Region.
Environmental Sciences Division — Long Term Strategic Plan
-------
INTEGRATED ACTION PLAN: COMMUNICATIONS
JECTIVE: To promote ESD's services/products more effectively to own customers and policymakers by FY *95, improve
reach to the Region and alignment by BOY '95.
•;Acnojf STEPS
Jpdate workplan to
nclude current
2SD/Regional and
National initiatives.
Review updated
vorkplan to provide
eedback.
deactivate FY '91
Marketing Plan
Committee
Jrepare Fact Sheets to
Branches
Dbtain Client and HQ
DPPTS Feedback
Schedule briefing with
:ustomer to define
:SD Service for the
annual work planning
jrocess
Develop and negotiate
mnual MOA between
iQ OPPTS and PTSB
per Headquarters'
timetable
Schedule regular
5riefings to prepare
quarterly reports to
"urther
continuous
improvements.
' ACCOIWT^BttMjt •
Rich Winklhofer/Branch
Chiefs
Director/Deputy Director
Deputy Director/Branch
Chiefs
Deputy Director
Division Director/Branch
Chiefs
Director/Deputy Director
Director/PTSB Branch
Chief
Division Director
.*;TGMtE1Va8]yB'.'
November '92,
'93 and '94.
December 92, 93
and 94.
October 1993.
April 1994.
June/Annually
4th Quarter
Annually
Ongoing
ffiESOUilCES :
.05
.05
.05
.05
.05
.05
.05
.01
FEEDBACK MECHANISMS
Report
Report
Report
Final Document
Report
Clients' comments, concerns and
needs.
Report
Conference Report
Environmental Sciences Division — Long Term Strategic Plan
34
-------
BSD MISSION STATEMENT #6 - DATA MANAGEMENT AND
Manage and use environmental data to develop informatoin to identify problems, assess their relative
risks to human and environmental health, and identify information gaps that exist for identifying
emerging problems and trends.
DATA ASSESSMENT MISSION;
1) From a M.M./ multi program perspective, and in partnership with regional programs, assess the
environmental status and problems in the region and their relative risks.
2) Identify environmental trends and information gaps to direct future data acquisition activities.
DATA MANAGEMENT MISSION;
1) Use scientific information and environmental data to identify problems.
2) Assess their relative risk and identify information gaps that exist for identification of emerging
problems.
CURRENT AND FUTURE REALITIES
Current Realities;
1) Abundance of data, but some Q unknown.
2) Much of data provided not being used.
3) Unclear link between data and risks.
4) Needed data not provided.
5) Not anticipating emerging problems.
6) Clients do not know all our capabilities.
7) Not fully supported by other offices (e.g. OHEA).
8) Inadequate tie to external sources.
9) Use of data unclear.
Future Realities;
1) Abundance, but known Q.
2) ESD produces relevant data to clients, used in making programmatic decisions.
3) Data is used to evaluate attainment of beneficial uses.
4) Data used by program managers to drive decisions.
Environmental Sciences Division — Long Term Strategic Plan 35
-------
FORCE FIELD ANALYSIS: DRIVING AND RESTRAINING FORCES
Driving Forces:
1) Public and Congress
Question: What is state of environment?
2) Shift in program management to using environmental indicators/data.
4) EMAP/REMAP/GEMAP.
5) TQM principles.
6) Pollution Prevention.
7) Agency/Regional culture/themes.
Restraining Forces;
1) Uncertain data Q.
2) Heavy focus on administrative beans.
3) Communication gap- data providers and data users.
4) Databases difficult to access (e.g. STORET is not user friendly).
5) Inadequate attention and design of base regional program (H2O mostly).
6) Lack of buy-in on using data.
Environmental Sciences Division — Long Term Strategic Plan
36
-------
RESULTS OF SWOT ANALYSIS FOR DATA MANAGEMENT AND ASSESSMENT
STRENGTHS
WEAKNESSES
Established Quality Assurance plans.
Technical capability/expertise.
Specialized equipment (e.g., GISMO).
Assess to scientific information
(including multimedia).
LANs (interconnectivity).
Specialized data management skills.
Lead in managing databases (air, water,
TSCA, FIFRA, EPCRA(TRI)).
Existing hardware and software capability
to manipulate and display data.
Some data validation steps missing.
Unknown quality of some data.
Data not in useful form for clients.
No data base for all media.
Information gaps.
DQOs not used enough.
All data uses not known.
Lack of alignment with clients on data
needs (identify clients needs).
Lack of access to some databases.
Data in many programs not even entered
into databases.
OEP0SMNITIES
THKE&tS
Good science theme of Agency.
Education of clients on data availability.
Multimedia approach.
Geographic initiative.
Risk reduction approach.
Great Lakes (ISP).
Region 5 comparative risk approach.
Environmental indicators approach.
EMAP/REMAP.
Clients want useful data (information).
Public need to identify emerging
problems.
Interagency T.F. on water quality
monitoring.
Use of our data to affect national/regional
policies.
Lack resources from clients.
Inappropriate use of data (beyond
scientific credibility).
Limited access to data managed by
others.
Political influence on data results.
GOAL:
Environmental data is used to improve the environment.
OBJECTIVES;
1) By FY'94, data is provided to clients that is used to drive program decisions.
2) By FY'96, R-EMAP implemented to identify trends and emerging problems in coordination
with other programs.
3) By the beginning of 1996, meaningful Environmental Indicators are developed that can drive
decisions and influence strategic planning.
Environmental Sciences Division — Long Term Strategic Plan
37
-------
INTEGRATED ACTION PLAN: DATA MANAGEMENT AND ASSESSMENT
Objective #1: By FY '94, data is provide to clients that is used to drive Program decisions.
ACTION snaps
Prepare memo
from BSD
Director to other
Directors and
seek input on
method to
determine client
data needs.
A. Preliminary
identification of
client data needs
for decision
making.
B. Client review
of preliminary
data needs.
C. Compare
ESD Capabilities
with client needs.
Draft plan for
implementation of
objective #1.
Finalize
implementation
plan - elements
available for
incorporation into
the FY 94 Work
Plan.
ACCOtm&mm
ESD — Director
GIS Mgmt Office
GIS Mgmt OfGce
GIS Mgmt Office
GIS Mgmt Office
GIS Mgmt Office
TIMETABLE
1/22/93
5/21/93
6/26/93
7/30/93
9/18/93
11/30/93
^TOm
Staff — support
.12FTE
.12FTE
.12FTE
.12FTE
.10FTE
FEEDBACK
MECHANISMS
Memo from
clients stating
their support and
nominating
their
representatives
Workgroup
report
Workgroup
report
Workgroup
report
Comments from
Clients
Comments from
clients and ESD
Director
Environmental Sciences Division — Long Term Strategic Plan
38
-------
INTEGRATED ACTION PLAN: Environmental Data is used for ecosystem management and
comparative risk assessment decision-making.
OBJECTIVE #2: By FY '96, Region 5's Environmental Monitoring and Assessment Program (R-EM
is fully implemented and institutionalized such that is identifies ecosystem related trends and allows al
decision-makers, at the Regional and State levels, to appropriate adequate resources to prevent furthe
degradation of adversely impacted ecosystems.
ACTION STEPS
1. Develop/submit to Deputy Division
Director SF-52 and position description
for full-time GS-13/14 REMAP
Technical Coordinator position to be
located in BSD.
2. Submit the above to Human
Resources Branch for approval to post
vacancy announcement
3. Approval by HRB received, advertise
and fill the vacancy.
4. Complete REMAP/R-EMAP
Informational Training for all Regional
employees.
5. Develop Scope of Work to ORD for
EMAP/REMAP Workshop for
States/other agencies.
6. ORD approves Submit Scope of
Work
7. Conduct EMAP/REMAP Workshop
8. Define and address clients/customers
needs via FY '94 REMAP proposals
development process.
9. Conduct "EMAP-like" technical
evaluation of all draft REMAP proposals.
10. Present draft FY '94-95 REMAP
proposals to Region 5 Senior
Management for approval.
11. Submit Region 5's REMAP
proposals) to ORD for peer review and
final approval.
12. Receive ORD approval and
implement projects).
ACCOUNTABILITY
Region 5's REMAP
Manager
ESD Deputy/Division
Director
ESD Deputy/Division
Director
REMAP Manager and
Great Lakes Program
EMAP Technical
Coodinators
REMAP Manager
ORD Project Officer
REMAP Manager with
external ORD contract
support
REMAP Technical
Steering Committee
Members
REMAP Technical
Steering Committee
Members
REMAP Manager and
"Champion" of each
proposal
Regional Administrator
Region 5, States, and other
participating agencies
DATE
0UE
06/30/93
07/15/93
10/01/93
03/31/93
03/31/93
04/30/93
05/06/93
04/02/93
06/30/93
07/26/93
09/01/93
2nd QT,
FY'94
RESOURCES
0.01 FTE for
vacant position
0.03 FTE
0.01 FTE and
contract funds
To be determined
To be determined
To be determined
To be determined
i/i^'i**¥Yfr A -fw*
f •CJ&IJEJj'.r&^.'JY
MECHANIS
Progress Report
Progress Report
Progress Report
Progress Report
Progress Report
Progress Report
Progress Report
Progress Report
Progress Report
Progress Reporl
Progress Report
Progress Repori
Environmental Sciences Division — Long Term Strategic Plan
-------
ACltON STIIPS
13. Complete REMAP projects)
sampling activates
14. Release final REMAP projects)
report
15. Develop tracking system to monitor
cost-savings due to EMAP/REMAP
implementation.
16. Publish "Region 5's State of the
Ecosystems Report"
ACCOUNTABILITY
Same as above
Same as above
Same as above
Same as above
DA'fiB
»UE
2rdQT,
FY'95
4th QT,
FY'95
ZndQT,
FY'94
10/01/95
RESOURCES
To be determined
To be determined
To be determined
FEEDBACK
MECHANISM
Progress Report
Progess Report
Progress Report
Progress Report
Environmental Sciences Division — Long Term Strategic Plan
40
-------
INTEGRATED ACTION PLAN: DATA MANAGEMENT AND ASSESSMENT
OBJECTIVE #3: By the beginning of 19%, meaningful Environmental Indicators are developed that can drive
decisions and influence strategic planning.
ACTION STEPS
Assign an Environmental
Indicators advocate/champion/
coordinator
Define Customers of
Environmental
Indicators
Preliminary Identification of
Environmental Indicator Needs
Final Identification of
Environmental Indicator Needs
Provide Meaningful
Environmental Indicator Data
(On Going FY 94)
Refine existing Indicators and
ID new ones
State of the Environment
Report (Regional)
Evaluate Program
Integrate Media Program
Environmental Indicators
Integrate External Indicators
e.g. GLNP, Task Force on WQ
Monitoring, EMAP, HQ
AAships, OPPE/OPPTS,OIRM
(data management)
Issue State of the Environment
Report (Public)
ACCOUNTABILITY
Division Director
Champion/
Branch Chief
Champion/
Branch Chief
Champion/
Branch Chief
Champion Branch
Chief/Supervisors
Champion Branch
Chief/Supervisor
Champion and PA
Division Director
Division Director
Chief
Champion
Champion
Champion and PA
Division Director
TIMETABLE
1/93
4/93
06/93
08/93
12/93
03/94
05/95
on going
07/95
10/95
06/96
REsomm
OFTE
OFTE
0.20 FTE
0.20 FTE .
0.50 FTE / Ort
0.20 FTE
1.05 FTE
$10,000
0.10 FTE
0.20 FTE
0.20 FTE
0.05 FTE
FIiUwDIBACJv
MECHANISM
Report to ESD
Division and
Regional
Directors
Report to
Division Directoi
and Clients for
Review
Final Report
Based on Directc
& Client Review
Report to
Division Directoi
Quarterly
Report to
Division Directoi
Report distribute!
to all Regional
Offices
Biannual
meetings Re:
Effectiveness of
Strategy and
Accomplishment
Report Quarterly
to Division
Directors and
Deputy Regional
Administrator
Report Quarterly
to Division
Directors and
Deputy Regional
Administrator
Report to all
Agency offices
Environmental Sciences Division — Long Term Strategic Plan
-------
BSD MISSION STATEMENT #8: MULTIMEDIA LEADERSHIP
To achieve multimedia leadership by directing and guiding geographic initiatives that identify relative risks,
consolidate media requirements, and achieve environmental results.
FORCE FIELD ANALYSIS FOR MULTIMEDIA LEADERSHIP
Results of Current Reality -v- Future Reality
CURRENT REALITY
FUTURE REALITY
UNSTRUCTURED AND FRAGMENTED
STRUCTURED TO ESD LEADERSHIP
Unfunded
Single media driven
MULTIMEDIA PROCESS IS FRAGMENTED
Uneven playing field
Limited data integration ability
Limited ability to influence programs
NO BUY-IN FROM REGIONAL AND
NATIONAL PROGRAM
No direction to states
NO RECOGNITION FOR MULTIMEDIA
EXPERTISE AND ACCOMPLISHMENTS
Funded
Environmental results driven
UNIFIED PARTNERSHIP PROCESS
Level playing field (equal partner)
Ability to integrate
Data/ESD lead
Influence programs through multimedia
assessments and planning
TOTAL SUPPORT FROM PROGRAMS
Provide leadership to enable states
EXPERTISE/ACCOMPLISHMENTS
RECOGNIZED
Results of Driving Forces -v- Restraining Forces
DRIVING FORCES
FRAGMENTED
RESTRAINING FORCES
NO BUY-IN FROM REGIONAL/NATIONAL
PROGRAMS
ATTAINABILITY OF LEVEL PLAYING
FIELD
Administrator's theme is multimedia
One environmental ecosystem
Strategic planning
Geographic initiatives
Lead/LEAP
Single media
Status quo/do not change turf
LACK OF AGREED/ACCEPTED PROCESS
Lead/LEAP competes with other
initiatives
Current regulatory system
Environmental Sciences Division — Long Term Strategic Plan
42
-------
RESULTS OF SWOT ANALYSIS FOR MULTIMEDIA LEADERSHIP
ST&ENGTHS
WEAKNESSES
* Cross media experience
* Multi-purpose equipment/facilities
* Have multimedia SOPs/protocols
* Have regional/national recognition for
multimedia capability
* Have experience working with state/local
agencies
* Have access to multimedia program data bases
* Have TRI/GIS/LEAP leadership
* Have P2 experience
* Participate in various regional and national
multimedia workgroups
* Lead for NEIC assistance requests
* Have multimedia networking
* Understaffed
* NO FUNDING SOURCE
* REGIONAL CLIENTS ARE SINGLE MEDIA
DRIVEN
* AAs are single media driven
* Contracts are single media driven
* No career paths/recognition for multimedia work
* Multimedia is an add-on to programs
* NO PROCESS TO IMPLEMENT MULTIMEDIA
* Limited ability to identify risks
* Lack of risk taking by managers
OPPORTtlNITIES
THREATS
*Public wants to know all multimedia effects
*CAN TAKE LEADERSHIP BECAUSE OF
VOID
"ADMINISTRATOR'S THEMES
(MULTIMEDIA, TQM, ENVIRONMENTAL
RESULTS)
*Need to increase efficiency ($ FTE,
Environmental Value)
*CONGRESS WANTS TO KNOW
MULTIMEDIA RESULTS
*Have the ability to make contracting multimedia
*Can support headquarters human resource
initiative to recognize multimedia approach
(Hector Suarez)
*Using existing awards/performance evaluation
system to recognize multimedia approach
*Have "Program Freedom" with multimedia
*CAN PRODUCE/DRIVE ORGANIZATIONAL
CHANGE
*BUDGET PROCESS
*TURF PROBLEMS
*Lack of defined/accepted roles
*LACK OF EQUAL PARTNERSHIP
*NO BUY-IN FROM REGIONAL/NATIONAL
PROGRAMS
*State/Local agencies left out/no buy-in
*RESISTANCE TO ORGANIZATIONAL
CHANGE
*Geographic initiatives may be subject to political
influence
*Political influence may direct single media
*DATA SYSTEMS LACKING
Environmental Sciences Division — Long Term Strategic Plan
-------
GOAL #1 - Provide integrated environmental assessments to direct and guide geographic initiatives.
OBJECTIVE #1
By the beginning of fiscal year 1994, provide an integrated environmental assessment of the SEMI to establish baseline
conditions.
OBJECTIVE #2
By the beginning of fiscal year 1995, and annually there-after, provide integrated "state-of-the-environment"
assessments to monitor progress and results achieved in the GEI and SEMI.
GOAL #2 - Provide integrated "state-of-the-environment" assessments of Region 5 to direct and guide regional
initiatives.
OBJECTIVE #1
By the beginning of Fiscal Year 1994, and annually there-after, develop a "state-of-the-environment" report of Region
5.
OBJECTIVE #2
By the beginning of Fiscal Year 1995, develop a comparison assessment of geographic initiatives vs. region-wide
approaches to achieve environmental results.
GOAL #3 - Reduce lead exposures in Region 5 to the fullest extent practicable with particular emphasis on reducing
risks to children.
OBJECTIVE #1
By the beginning of Fiscal Year 1994, and annually there-after, assess available blood lead levels and "state-of-the-
environment" for lead (multimedia sources and household sources) in Region 5 to guide and direct lead strategy
implementation.
OBJECTIVE #2
By the beginning of Fiscal Year 1994, develop and implement an awareness abatement and community outreach
program.
OBJECTIVE #3
Achieve a 50 percent reduction in lead emissions from lead sources in Region 5 by 1995.
GOAL #4 - To achieve a leadership role to establish a process to develop a strong Region 5 multimedia investigation
process that uses all available tools to achieve toxic reductions/environmental results.
OBJECTIVE #1
By the beginning of Fiscal Year 1994, have in place a risk based/environmental data based inspection targeting process.
OBJECTIVE #2
To develop an inspection approach that utilizes all available tools to achieve toxic reductions/environmental results.
Environmental Sciences Division — Long Term Strategic Plan 44
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL*1
OBJECTIVE #1: By the beginning of fiscal year 1994, provide an integrated environmental assessment of SEMI to establish baseline
conditions.
Acjpftj^EE.FSf.
1. Establish Environmental
Asssessment (EA) Workgroup
#1 to provide integrated EA of
SEMI.
2. Identify available data
sources (i.e. state, Federal,
local, and private).
3. Identify indicators consistent
with SEMI goals/objectives,
and inform SEMI work groups.
4. Compile available data.
5. Refine goals and objectives
for SEMI
6. Develop presentation format
of data using state-of-the-art
technology.
7. Prepare and present
assessment of baseline
conditions in SEMI. Identify
additional data needs if
appropriate.
TOTAL
ACCOUNTABILITY
Division Director
Environmental Assessment
Group (BAG) #1
BAG
BAG
BAG
BAG
BAG
TIMETABLE
1/31/93
5/1/93
5/1/93
8/1/93
9/1/93
10/1/93
2/1/94
RESOURCED
0.01 FTE
0.2 FTE
0.1
1.0
0.1
0.5
2.0 FTE
FEEDBACK:
MECHANISMS
Workgroup
established
Lists for SEMI
List of indicators
Database
Report to SEMI
Workgroup
Formats
Baseline assessment
report for SEMI
OBJECTIVE #2: By the beginning of fiscal year 1995, and annually thereafter provide integrated "state-of-the-environment" assessments to
monitor progress and results achieved in SEMI (no activity in FT '93).
ACTION STEPS
1. Review available data
sources and indicators.
2. Compile available data.
3. Prepare and present "state-
of-the-environment" report for
SEMI.
4. Annually repeat Steps.
TOTAL
ACCOUNTABILITY
Environmental Assessment
Group (BAG)
EAG
BAG
TIMETABLE
03/31/94
06/30/94
09/30/94
RESOURCES
0.1 FTE
0.3
0.3
0.7 FTE
FEEDBACK
ME£#A*8SM$;::-
Updated list of data
sources and indicatoi
Database
Report to SEMI wor
group
Environmental Sciences Division — Long Term Strategic Plan
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL#22
OBJECTIVE #1: By the beginning of Fiscal Year 1994, and annually thereafter, develop a "state-of-the-environment"
report of Region 5.
ACTION STEPS ;
1. Identify available data
sources using GEI/SEMI
indicators.
2. Compile available data.
3. Develop presentation
format using state-of-the-
art technology.
4. Prepare and present
sta te-of-the-environment
report. Identify
additional data needs, if
appropriate.
5. Annually, repeat Steps
1 -4.
TOTAL
ACCoflNTABitrry
Environmental
Assessment Group
(EAG)
BAG
EAG
EAG
EAG
TBIETABLE
01/31/93
04/30/943
05/31/94
09/30/94
RESOURCES
0.2 FTE
1.0
0.1
0.5
1.8 FTE
t'f uffifrtf^ift A ^**^tF
if |>lvl f Jy/Trt>lSfc-
MECHANISMS-
List of data sources
Database
Formats
Report to senior
management
OBJECTIVE #2: By the beginning of Fiscal Year 1995, develop a comparison assessment of geographic initiatives
vs. region-wide approaches to achieve environmental results
ACTION STEPS
1. Evaluate and
compare GEI/SEMI and
regional data sets.
2. Prepare and present
report of findings of
comparative assessment.
TOTAL
ACCOtlNTABIOTY
Environmental
Assessment Group
(EAG)
EAG
TIMETABLE
06/30/94
09/30/94
RESOtmCES
0.3 FTE
0.3
0.6 FTE
• : t*;C*ti*¥i\l£l A V"**fc^*
"JP f?m/m r jfrfySyji-Pfc-
.MECHANISMS
Database
Report to senior
management
2 Evaluate Goal #1 activities in September '93 to determine if these two objectives are feasible.
Environmental Sciences Division — Long Term Strategic Plan
46
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL #3
OBJECTIVE #1: By the beginning of Fiscal Year 1994, and annually thereafter, assess available blood lez
levels and "state-of-the-environment" for lead (multimedia sources and household sources) in Region 5 to
guide and direct lead strategy implementation.
ACTOH StEM
1. Establish
Environmental
Assessment Group #2
to assess blood lead
levels.
2. Identify available
data (i.e. state, Federal,
local, and private).
3. Identify indicators
consistent with lead
strategy objectives (to
include household
lead).
4. Compile available
data.
5. Compare blood lead
ambient lead, and
household lead levels
with emission sources
6. Develop presentation
format using state-of-
the-art technology.
7. Prepare and present
assessment. Identify
additional data needs, if
appropriate.
TOTAL
ACCOTNTAMLTTV
Division Director
Environmental
Assessment Group
(EAG) n
EAG
EAG
EAG
EAG
EAG
HMETABIB
1/31/93
5/1/93
8/1/93
8/1/93
9/1/93
9/1/93
1/1/94
RESOURCES
0.1 FTE
0.1
0.5
0.05
0.1
0.3
1.15 FTE
F£iWliiii
MECHANISMS
Workgroup
established
List of sources
List of indicators
Database
Charts/
Maps
Formats
Reports
Environmental Sciences Division — Long Term Strategic Plan
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL #3
OBJECTIVE #2: By the beginning of Fiscal Year 1994, develop and implement an awareness, abatement,
and community outreach program (no activity in FY '93 — will focus on outreach in FY '94).
ACTION STEPS
1. Determine target
audience and areas
based on data compiled
in Objective #1.
2. Develop
awareness/outreach/
abatement strategy.
3. Implement
awareness/outreach/
abatement strategy.
4. Evaluate strategy
implementation and
revise as appropriate
considering annual
assessment findings.
TOTAL
ACCOUNTABILITY
Environmental
Assessment Group
(BAG)
EAG/OPA
EAG/OPA
EAG
TIMETABLE
11/30/93
01/31/94
01/31/94
09/30/94
RESOURCES
0.1
0.1
0.5
0.2
0.9 FTE
FEEDBACK
MECHANISMS
List
Strategy
document
Literature
presentations, and
press releases
Report of
findings and
recommendations
Environmental Sciences Division — Long Term Strategic Plan
48
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL #3
OBJECTIVE #3: Achieve a 50 percent reduction in lead emissions from lead sources in Region 5 by 1995.
ACTION snaps
1. Identify sources and
baseline data.
2. Identify facilities
currently participating in
the 33/50 and other
voluntary programs; and
identify also to what
degree are in place, SEPs
and enforcement/ permit
agreements.
3. Map locations of
contributing facilities,
ambient lead, and blood
lead data.
4. Target and prioritize
sources.
5. Develop a coordinated
multimedia approach to
achieve the desired
reductions.
6. Obtain regional
program concurrence on
the multimedia approach.
7. Coordinate and track
implementation of the
approach by regional
programs.
8. Report progress toward
achieving the objective.
9. Evaluate multimedia
approach implementation
and revise as appropriate.
TOTAL
ACCOCNTABILITY
PTSB/MQAB
PTSB
GISMO
EAG #2
EAG
EAG
EAG
EAG/PTSB
EAG
TIMETABLE
3/30/93
4/30/93
5/30/93
6/30/93
9/30/93
10/30/93
FY '94
FY '94
Semi-
Annually
RESOURCES
0.1
0.05
0.1
0.05
0.1
0.02
0.01
0.01
0.2
0.64
FEEDBACK
MECHANISMS
List of sources ant
data base
List
Maps
Prioritized list
Report
Concurrence Men
Report
Report to senior
management
Report and briefi
Environmental Sciences Division — Long Term Strategic Plan
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL #43
OBJECTIVE #1: By the beginning of Fiscal Year 1994, have in place a risk based/environmental data
based inspection targeting process.
ACTION STEPS
1. Review results of
assessment (Goal #2,
Objective #1).
2. Review current
targeting approaches.
3. Develop a proposed
targeting process.
4. Discuss proposed
process with
enforcement clients and
ORC.
5. Develop final
process.
6. Pilot test in
geographic area.
7. Review test results
and revise as
appropriate.
TOTAL
ACCOTJNTABlLrnr
Environmental
Assessment Group
(EAG)
EAG
EAG
EAG
EAG
CDO/EDO
EAG
TIMETABLE
10/30/93
10/30/93
12/30/93
01/30/94
02/28/94
06/30/94
07/30/94
RESOURCES
%
0.05
0.05
0.1
0.02
0.1
0.5
0.1
0.92
FEEDBACK
MECHANISMS
Summary
Summary
Draft report
Briefings
Report
Report
Report
3 No activity in FY '93 - will evaluate National workgroup effort in FY '93 and then evaluate the need
for this objective by beginning of FY '94.
Environmental Sciences Division — Long Term Strategic Plan
50
-------
INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL #4
OBJECTIVE #2: By the beginning of fourth quarter Fiscal Year 1993, develop an inspection approach thi
utilizes all available tools to achieve toxic reductions/environmental results.
ACTION SWS
1. Identify available
enforcement/voluntary
tools, and associated
evidence/data
requirements.
2. Develop a proposed
approach/strategy to
obtain the additional
evidence/data as part of
inspections to
maximize opportunities
for clients to use all
applicable
enforcement/voluntary
tools.
3. Discuss proposed
approach/strategy with
enforcement clients and
ORC.
4. Revise proposed
approach/strategy, as
appropriate.
5. Pilot test the
proposed
approach/strategy.
6. Review test results
and devise
implementation strategy
TOTAL
ACTOUNT^BI&fl
•*V: ;-::&:;f
^••i&pX-
CDO/EDO
CDO/EDO
CDO/EDO
CDO/EDO
CDO/EDO
CDO/EDO
TIMETABLE
;r--fj-f •••".-•
1/30/93
3/30/93
4/30/93
5/30/93
8/30/93
11/30/93
RESOURCES
0.1
0.1
0.02
0.1
0.5
0.1
0.92
. ': ::v.v::*::; imjiv;:-:;:- . .: .'. ;'V-v:;
MECHANISMS
Summary
Draft report
Briefings
Report
Report
Final report
Environmental Sciences Division — Long Term Strategic Plan
-------
BSD MISSION STATEMENT #9: POLLUTION PREVENTION
Promote Pollution Prevention (P2 ) for attaining Environmental Results in All Program Activities.
Current State
Limited number of P2 programs in ESD
Desired State
Maximize P2 programs in ESD
Driving Forces
* Long term cost savings
* Provides environmental benefit
* Congressional mandate - P2 Act
* Reduces current cost of waste disposal
at CRL, CLP and state laboratories
Restraining Forces
* Requires investment of capital and human resources
* Requires changes in operating procedures
* Realignment of resources
* Limited success stories
* Concerns and resources
* Client interest
* Reduces regulatory burden
* Right thing to do
* Inspector contact with public
* Data evaluation by AMS
(Air and Water Databases provides P2 opportunities)
* QAPP implementation by QAS
* Limited awareness
* Lack of P2 training for staff
* Limited awareness
* HQ business as usual
* Client business as usual
Environmental Sciences Division — Long Term Strategic Plan
52
-------
RESULTS OF SWOT ANALYSIS FOR POLLUTION PREVENTION
STRENGTHS
- Leadership TSCA - PCB
- Clean Sweeps Program
- Data analyses and display
capabilities (i.e, GISMO
data (FIFRA, TSCA, EPCRA
- Lead P2 program in house
- Active P2 outreach on-going
- MM - perspective
- Conduct SPCC inspections
- Contact w/ regulated industry
thru inspections
- Use of SEP & EPCRA PCB's
WEAKNESSES
OPPORTUNITIES
- Enhancing cross program
relationships
* Expand data available in
PPIC through SEPs
** Expand knowledge & use of PPIC
- Regional Leadership
- Any permitting
- Lab operations & equipment
- Any outreach program
- Intuitively acceptable
- IPM Programs
- Expand use of SEPs in FIFRAyTSCA
THREATS
IPM Programs (Pesticedes)
May not cut across
all programs, eg SF
Lack of incentives
All voluntary - min.
consequence for failure
Not providing P2
information during inspection
Inherent conflict between
P2 and enforcement
Inadequate funding for lab
equipment.
- Changing the way
you do business
- Shrinking EPA FTE's
(Inadequate)
- Inherent conflict
between P2 and Enforcement
- Competes with meeting
STARs Commitment
- Resource intensive
- Turf infringement in Region
- Proprietary-Competitive
Edge threat (w Industry).
** PPIC= Pollution Prevention information clearinghouse
* SEP = Supplemental Environmental Project
GOAL — Maximize Pollution Prevention (P2) in all ESD programs and support functions.
OBJECTIVES
1. Increase knowledge and awareness of P2 for all ESD employees by Mid FY 94
(April 1, 1994).
2. Provide ESD P2 expertise to all Media Programs for outreach activities by FY 95.
3. By the beginning of Fiscal Year 1994, and annually thereafter, assess available blood lead levels and
"state of the environment" for lead (multimedia sources and household sources) in Region 5 to guide
and diret lead strategy implementation.
Environmental Sciences Division — Long Term Strategic Plan
53
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INTEGRATED ACTION PLAN: POLLUTION PREVENTION
OBJECTIVE #1: Increase knowledge and awareness of P2 for all ESD employees by Mid FY94
(April 1,1994).
ACTtOJ*
StEPS
Assure all ESD
employees
attend Region's
P2 training
Assess specific
P2 training
needs for ESD
staff i.e. CRL,
PTSB, District
Offices
Identify
existing
training to meet
needs
Develop
program
specific P2
training for
CRL, PTSB, to
fill unmet
needs
Conduct
specific training
for ESD staff
Establish a P2
program awards
workgroup
Establish award
crtieria and
draft award
plan
Finalize awards
plan
ACCOUNTABILITY
Each Branch Chief with
PTSB P2 coordinator in
lead
B. Thayil and P2
strategic planning group
P2 Coordinator
P2 Coordinator
Program Staff
Deputy DD (Chair)
Workgroup
Workgroup
TIMETABLE
Consistent with
Regional
strategy
9/30/93
By end of
7/31/93
By end of FY
'93
9/30/93
By end of 1st
Quarter FY94
By end of 2nd
Quarter FY '94
3/30/93
6/30/93
9/30/93
HESOtmCSS
0.25 FTE
0.1 FTE
0.05 FTE
0.25 to 0.50
FTE
0.25 FTE
TOTALS 0.05
FTEs
FEEDBACIC
MECHANISMS
Comments from
employees after
training
completed
Survey
Responses
List of available
training
materials to
Branches for
inclusion in
IDPs
Review by
Regional P2
workgroup
Training
Evaluations
NA
Comments on
draft awards
plan
Present to DD
Environmental Sciences Division — Long Term Strategic Plan
54
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INTEGRATED ACTION PLAN: POLLUTION PREVENTION
OBJECTIVE #2: Provide ESD P2 expertise to all Media Programs for outreach activities by FY '95.
ACHON STEPS
Develop a generic
P2 fact sheet
Finalize the generic
fact sheet
Identify sources of
program specific P2
information
Receive, analyze
and categorize P2
information received
(including case
studies)
Develop P2
information for all
major sources
Package P2
information and
case studies
Memo from
Division Director to
Division and Office
Directors
AOCOIINTABIL1W
District Offices with P2
Coordinator
District Offices with P2
Coordinator
All Branches
All Branches
Branch Chiefs with P2
Coordinator in Lead
Branch Chiefs with P2
Coordinator in Lead
Division Director
TMETAB&8,
6/30/93
9/30/93
6/30/93
9/30/93
3/30/94
3/30/94
4/30/94
RESOURCES
0.04 FTE
0.01 FTE
0.04 FTE
0.05 FTE
0.02 FTE
0.02 FTE
0.01 FTE
FEEDBACK , 1
MECHANISMS
Comments from
ESD Branches and
other Divisions
Present fact sheet to
DD
Regional P2
Workgroup
Approval from
Program Divisions as
required. Present to
DD
Division Director
Division Director
Environmental Sciences Division — Long Term Strategic Plan
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INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP
GOAL #3
OBJECTIVE #3: By the beginning of Fiscal Year 1994, and annually thereafter, assess available blood
lead levels and "state-of-the-environment" for lead (multimedia sources and household sources) in
Region 5 to guide and direct lead strategy implementation.
ACTION S1*EPS
1. Establish
Environmental
Assessment Group #2
to assess blood lead
levels.
2. Identify available
data (i.e. state, Federal,
local, and private).
3. Identify indicators
consistent with lead
strategy objectives (to
include household
lead).
4. Compile available
data.
5. Compare blood lead
ambient lead, and
household lead levels
with emission sources
6. Develop presentation
format using state-of-
the-art technology.
7. Prepare and present
assessment. Identify
additional data needs, if
appropriate.
TOTAL
ACCOUNTABILITY
Division Director
Environmental
Assessment Group
(EAG) #2
EAG
EAG
EAG
EAG
EAG
TIMETABLE
9/01/93
10/01/93
11/01/93
11/01/93
12/31/93
12/31/93
102/01/94
RESOURCES!
•Vf/v;V£^;;;"-4J|.:.v!:
0.1 FTE
0.1
0.5
0.05
0.1
0.3
1.15 FTE
inEEDBA'.^KiM? :":l' '
iMECHAI^BM^:. .
Workgroup
established
List of sources
List of indicators
Database
Charts/
Maps
Formats
Reports
Environmental Sciences Division — Long Term Strategic Plan
56
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