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Managing  For  Results
How should we use our limited resources to achieve the most environmental;galns?:; i
This is perhaps the key question that U.S. Environmental Protection Agency ((EPA);. .
managers face in determining how to use taxpayers' money most effectively^.^ri^'ip
our mission: To protect human health and safeguard the natural environment-a^ watej,,
and land-upon which life depends.
                                                           EPA Strategic Plan Overview
"Managing for results'1 is an approach to our work that can help us i
"outcomes'-actual environmental results such as cleaner air-rather than
process-oriented "outputs" such as numbers of permits written, in managfi^plr^
we set a strategic.course, plan and budget to achieve environmental
our progress to see if our programs are really working to accomplish
and make adjustments to improve our performance.

Government'Performance and Results Act. Recent management
like the 1993 Government Performance and Results Act (GPRA), hold tW^j^p^^^.^^,^^.^^.;:".r'o,:
accountable for using resourceslwisSiyj^Ja^            results. GPFIA requires.,' \   ;: ,;   ,;;  ; /,
agencies to develop plans for what they intend to accomplish, measure how well they   -'.'-.[;   f    .-.-.= -?;'
are doing, make appropriatedecteton^bksedJcmfo                  gathered, and   -".;  J".;   ;  -f ;
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GPRA requirements-a long-range Strategic Plan, Annual
Performance Plans, and Annual Performance Reports-forge links
between several activities:
                                                      11
   Planning, to achieve goals and objectives;
   Budgeting, to ensure that resources are available to carry out
   plans;                                             .
   Measuring, to assess progress and link resources actually used
   to results achieved; and
   Reporting, to present progress achieved and impacts on future
   efforts.

To comply with certain GPRA requirements and further enable the
Agency to manage for results, EPA has built a framework that aligns
planning/ budgeting, analysis, and accountability (PBAA) in an
integrated system.
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  Planning
EPA Strategic Plan Overview
Strategic Plan.  GPRA requires every agency to develop a long-range strategic plan
that presents the agency's mission and establishes clear goals and objectives against
which performance can be measured. EPA developed its 5-year
in consultation with our partners and stakeholders, including states
governments; other federal agencies; and public interest groups
agencies to update their strategic plans at least once every 3 years;
revised Strategic Plan to Congress in 2000.

Our Strategic Plan presents EPA's mission and establishes ten Goals,
overall environmental results that EPA is working to attain. Each of these
supported by a series of Objectives that identify, as precisely as possible,
environmental outcomes or results the Agency seeks to achieve within a
frame using resources we reasonably expect to be available. EPA managed
established these Objectives based on their potential to reduce risk, their
responsiveness to statutory mandates, and their contribution
deterrence. The structure of the Goals and Objectives estabhsnea in cr^s^i^pepi^^^l
Plan is the "architecture" that is used to support all components of the PBA|||r^^|^^
and link them together.


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Multi-Year Planning*
established in our Strategic Plan, EPA must plan its work and
resources over a period of
process by which EPA programs will determine what activities they
will carry out year-by-year to achieve the desired environmental
outcomes and how they will measure their performance.  Multi-year
planning is not an exercise in preparing additional documents; rather, it
is a dynamic, flexible process. As we work toward our long-range
strategic goals, multi-year planning will help Agency managers make
mid-course  corrections and target resources towards high-priority
activities.

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                                                              EPA Strategic Plan Overview
Budgeting
Annual Performance Plans. To translate multi-year planning into specific actions to be   '
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conducted and resources to be allocated for the fiscal year, the Agency prepays Annual fw
Performance Plans as required under GPRA. For each Objective established; in• the;!
                                                             . i .„'(" •'•",..'' *• ^i-
Strategic Plan, the Annual Performance Plan describes (1) specific performance;
and measures and (2) activities that will be carried out during the year to
performance goals. Using the Goals/Objectives structure, the Annual
 presents the Agency's budget linked to our performance commitments for
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 Analysis

 EPA analysts are evaluating the availability and quality of data that manage
 to set Agency priorities and allocate resources and to assess our performar^P
 analyses, to determine how EPA's activities address risks to public health
' environment, and economic analyses, to compare costs and benefits of pro^^^^B
 activities, yield information that ERA managers can consider, along with oth^^^^
 making program and resource decisions.  In addition, EPA solicits i
 future public health and environmental
 strategically to address



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Did we accomplish what we
budget? Did we achieve the environmental results we desired? What
did the Agency spend to achieve those results?  To plan strategically
and budget for results, managers need information on program
performance and costs.

Annual Performance Reports. GPRA requires agencies to report
each year on their progress towards achieving their strategic goals.
Annual Performance Reports, which will assess Agency
accomplishments against annual performance goals and measures,
are due to Congress six months after the end of each fiscal year,
beginning in March 2000. We will compile our Annual Performance
Report using performance data submitted by states, tribes, regions,
and national programs.




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                                                                   EPA Strategic Plan  Overview
Cost Accounting. One of the keys to managing for results at EPA is determining the
full costs of our programs. To enable us to link the resources we have actually,
the results we have achieved,  EPA is changing the way we account for thej
we spend. Beginning with the FY99 Annual Performance Plan and Budget
accounting system links resources to our strategic Goals and Objectives argfijjectum. $ -m
This system will provide managers with cost information they can use to a||&$s
resources are spent to achieve expected results and to help them make fut|r|
budgeting decisions.

Accountability System. EPA has developed an accountability system, the!
Performance  and Environmental Results System (PERS), to assist us in
Annual  Performance Report.  PERS will serve as the central database
information and will tie resource use to program results.  Ideally, EPA
able to consider accountability data, together with cost/benefit and risk
.management information, to help thefttii^
directions, and resource allocations to achieve program results.
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EPA's restructured planning, budgeting, analysis, and accountability
system integrates performance measurement, resource management,
and policy-making.  Over the next several years, however, EPA's
success in achieving environmental results for the American public
will depend not on the PBAA system itself, but on all of us in
headquarters, regions, laboratories, and field offices working together
to improve the way we do the Agency's business.

By planning strategically to achieve results, measuring our
performance, analyzing the data, and using what we have learned to
make sound decisions about where and how we use our resources,
we can better serve our customers-the American public-and make a
real difference in protecting human health and the environment.
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For More Information
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PBAA processes are implemented through national program offices and regionaroffices.
If you have questions about how PBAA is administered in your organization, please call
                                                        EPA Strategic  Plan Overview
your Planning Contact:

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OARM: Maggie Mitchell	l.;^;;;.;::;;;.:;;::..;:....;.;.:;;..^: 202^60-9116
OCFO: Brigid Rapp	202260-4855
OCIR: Barbara Rosing	202 260-5627
OECA: JackNeylan	 202564-5033
OGC: Debbie Ingram	202260-8017
OIA:  Bryan Wood-Thomas .,.	202564-6476
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DIG:  Gary Johnson	
OP: Donna Carmical	
OPPTS: Andy Privee	
ORD: Debbie Dietrich.
                                         	 202260-4915
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OSWER:  EricBurman	202260-5921
OW: AnneTreash .                                 . 202 260-5034
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Regional Contacts:
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Region 1: DavidFierra	617918-1081
Region 2: Barbara Pastalove	212 637-3577
Region 3: MarySarno	215566-5380
Region 4: Robert Cooper	
.404562-8281
Region 5: Barry DeGraff	312 886-0147
RegionG: DianeTaheri	 214665-7460
Region 7: Mark Hague.	913551-7546
Region 8: Brian Lane	 303 312-6175
RegionS: Anna Hackenbracht	415744-1634
Region 10: Kathy Davidson	206553-1088
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