United States
Environmental Protection
Agency
fficeOf
The Administrator
(1201)
150F93001
July 1994
&EPA Quality For Equality
A Report On Workshop 2000
Printed on Recycled Paper
-------
C'
€":•
TABLE OF CONTENTS
LIST OF ACRONYMS AND TERMS
PREFACE
EXECUTIVE SUMMARY
A. PURPOSE
I. Conference Objectives
II. Background
III. Methodology and Process
B. TOPICAL AREAS
1. Managerial Leadership, Accountability and Involvement
2. Complaints Processing and External Compliance
3. Special Emphasis Program(s)
4. Training and Education
5. Program Management and Operations
6. Affirmative Employment Programs
C. EPA OPERATING PLAN -- AGENDA FOR THE YEAR 2000
1. Enhance the EPA model manager characteristics.
2. Hold managers accountable for EEO performance.
3. Increase involvement of managers.
4. Issue an Agency-wide policy on environmental justice.
5. Reduce the number of backlogged EEO complaints.
6. Strengthen the EEO counseling program.
7. Clarify and update OCR and Special Emphasis Programs mission
statements.
8. Complete an EEO training needs survey and provide training for all EPA
staff.
9. Implement an Agency training program on "Valuing
Diversity."
10. Improve OCR program communications.
11. Assess the organizational placement of EEO programs to determine the
efficiency of placement.
12. Develop a current OCR workload model to allocate resources.
1
EPA Headquarters Library
-------
13. Develop requirements for annual recruitment plans.
PREFACE
As we move into the Twenty-first Century, there will be a greater dependance upon
minorities, women, and persons with disabilities to fill America,s work force needs.
It is incumbent upon the Environmental Protection Agency (EPA) to seize the
opportunity to take a bold step and assure a work place culture and environment that
attracts, effectively utilizes, and retains this diverse population.
The next decade also presents a challenge to the EPA Civil Rights and Equal
Employment Opportunity (EEO) Program staff and senior managers of the Agency to
accomplish more with less and do a better job at it. It is a time when the desire for
quality management and service to customers are the bywords, and work force
diversity is the vision. It is also a time when we face the dilemma of a shrinking work
force, the need to reduce the ratio of managers to staff and at the same time maintain
an effort to increase the diversity of the EPA work force. These are not simple tasks.
The changes that will take place in the EPA work force necessitate a continuing effort
to assess what is required of us, how well we are doing, and how we can improve
what we are doing. These are major reasons for bringing a cross section of EPA staff
together to discuss, deliberate, and develop an operating plan to respond to the needs
and the vision of a diverse EPA work force that reflects the population of the country.
The EPA must meet the challenges and seize the opportunity to assure that there is
"Quality for Equality" throughout the Agency
-------
EXECUTIVE SUMMARY
PURPOSE OF REPORT
This report provides an overview of the activities and outcomes of Workshop 2000:
Quality for Equality Conference sponsored by the Environmental Protection Agency's
(EPA) Office of Civil Rights (OCR), held at the Sheraton Inn and Conference Center in
Fredricksburg, Virginia, June 21-24, 1993.
The conference outcomes contained in this report are reflective of a wide cross
section of EPA staff who attended and participated in the various workshop
deliberations and discussions.
The report identifies areas of the EPA Civil Rights and Equal Employment Opportunity
Programs and the Agency Human Resources Management systems, and management
styles and program operations that workshop participants felt needed change,
improved support, or modification to current practices. Attached to this report is a
recommended Operating Plan Agenda for the EPA Workforce 2000 effort.
CONFERENCE OBJECTIVES
1. To increase the awareness of participants concerning their EEO and Civil Rights
responsibilities and to elevate the interest, understanding and support of
management officials.
2. To gain input from all organizational components of EPA to assist in developing
a two-year (2) year Operating Plan for improving the management and
effectiveness of the Agency's EEO and Civil Rights Programs.
BACKGROUND
Although EPA has a commitment to the implementation of Federal EEO laws and
regulations and has increased the overall representation of women and minorities in
its workforce, progress still remains to be achieved in its management infrastructure
and in senior level positions. There is a widespread perception in the Agency, among
women and minorities, that responsibility for carrying out the agency's EEO and Civil
Rights Program rests solely with the Office of Civil Rights.
All managers, supervisors and employees have EEO and civil rights responsibilities and
must take an active role in meeting the Agency's obligations and goals.
-------
METHODOLOGY/PROCESS
More than 250 EPA employees attended the two-day conference which began with
the OCR Director, Dan J. Rondeau, giving welcoming remarks, appropriate
introductions and an overview of the conference.
EEOC Commissioner, Tony Gallegos, the guest speaker, explained the commission's
responsibility in eradicating discrimination in the workplace. He also elaborated on the
small number of minorities and women in upper level ranks and the Senior Executive
Service (SES). Further, he stated that discrimination is still alive today and the EEOC
will get tougher with Federal agencies to eleminate any evidence of discrimination.
The EPA Administrator, Carol Browner, was the Keynote speaker. She spoke of her
expectations for the Agency in meeting the President's goal to diversify the Federal
work force and the challenges of changing the organization's culture, attitude and
ways of doing business to bring about those changes.
She further stated that the EPA workforce should reflect the rich multi-cultural
diversity in America. Additionally, she told the conferees that the recommendations
generated from their work group sessions would be welcomed.
The workshop agenda focused on six (6) topical areas central to an effective civil
rights and EEO program:
1. Managerial leadership, accountability and involvement;
2. Complaints processing and external compliance;
3. Special Emphasis Programs;
4. Training and Education;
5. Program management and operations; and
6. The affirmative employment program.
Each topical area on the agenda was introduced in a special session, with an EPA
senior manager, employee representative or outside opinion leader providing focus and
guidelines for the facilitated work groups which followed. The work group
participants discussed the status of each topic in the following order:
- The current status of each topics;
- What seemed to be working;
- What was not working; and
- Recommendations for improvement.
The groups developed summaries of their findings and recommendations to be used
as the foundation for the two year operating plan agenda. The following goals and
proposed actions are the results of those summaries:
-------
Managerial Leadership, Accountability and Involvement
Goal 1. Enhance the EPA Model Manager Characteristics
To identify the styles and actions required by managers, as leaders, needed to
implement a plan that achieves full representation of women, minorities and
disabled persons
Proposed Actions
Enhance the EPA model manager characteristics to include active personal
involvement of senior staff and key managers in Civil Rights Program and EEO
activities.
Goal 2. Make Managers Accountable for EEO Performance and Provide
Incentives for Accomplishments.
To develop a system of managerial accountability that effectively documents
contributions and accomplishments of managers and supervisors while
providing a basis for evaluating their individual involvement in Civil Rights
Programs.
Proposed Actions
Develop a critical Civil Rights/EEO performance element for all Agency Senior
Executives that measures performance and provides the basis for recognition
for achievement of EEO and Civil Rights goals and/or objectives.
Goal 3. Provide increased opportunities for involvement of managers and
supervisors.
To develop civil rights policies and procedures that provide opportunities for
managers and supervisors to participate in the planning execution and
evaluation of Agency sponsored civil rights activities.
Proposed Actions
Develop and issue civil rights guidance for managers and supervisors that
delineates Civil Rights Program policies and procedures, their roles and
responsibilities, and how senior managers can have greater involvement in EPA
Civil Rights Program and EEO activities.
-------
Complaints Processing and External Compliance
Goal 4. Issue an Agency-wide Policy on Environmental Justice.
To ensure that no racial/ethnic group bears a disproportionate environmental
health burden and that all have equal access to EPA resources.
Proposed Actions
Enhance the EPA National Performance Review (NPR) recommendations to
include promulgation of the non-discriminatory proscriptions contained in Title
VI of the 1964 Civil Rights Act, as amended, as EPA policy.
Goal 5. Reduce the Number of Backlogged EEO Complaints.
To reduce EPA's EEO complaints backlog by providing for swifter, more
effective resolution of disputes.
Proposed Actions
Develop and implement a model Alternative Dispute Resolution (ADR) program
and provide appropriate training to all EEO officers and EEO Counselors.
Goal 6. Strengthen the EPA EEO Counseling Program.
To strengthen the EEO Counseling program through the design, development
and implementation of initiatives in order to retain, enhance and recognize EEO
Counselors.
Proposed Actions
Develop and enhance training and incentives for EEO Counselors.
Special Emphasis Program(s)
Goal 7. Clarify and Update the OCR and Special Emphasis Program missions.
To advance the climate in EPA that results in a workforce representative of
America's culturally diverse population with special emphasis on employment
and advancement of minorities, women and disabled persons.
-------
Proposed Actions
Convene a joint Special Emphasis Program Meeting.
Complete on-site assessment of civil rights programs in EPA
components.
Current Status
In response to recommendations made at the June 1993 Workshop 2000, in
Fredericksburg, Virginia, EPA's Office of Civil Rights (OCR) organized a joint
meeting between members of the National Special Emphasis Program (SEP)
Councils, Regional and Laboratory Equal Employment Opportunity (EEO)
Officers, and OCR's own Special Emphasis Program Staff. The meeting had
four objectives:
To clarify and strengthen the role of EEO Officers in managing Special
Emphasis Programs (SEPs).
To establish uniform policies that govern the management and structure
of EPA's Special Emphasis Programs and National Councils.
To create a forum for Special Emphasis Program Managers, National SEP
Councils, and EEO Officers to communicate and develop joint work
plans, initiatives, and projects, that address common issues and
concerns which are linked to the Agency's affirmative employment
needs.
To identify resource requirements in support of National SEP Council
objectives.
Attendees included representatives from the Office of Civil Rights, all National SEP
Councils, EEO Officers, and other EPA employees who have an interest in the SEP
Councils. Participants worked in small groups to develop recommendations related
to the four objectives.
The EEO Officers met in advance of the full assembly and agreed that the following
specific actions on their part would improve the working relationship between EEO
Officers and SEP Managers:
Work cooperatively with SEP Managers to identify problems and develop
initiatives.
-------
Increase communication by sharing information, jointly determining
resource needs, and establishing joint work plans for local SEPs.
Decrease competition for resources among SEPs by eliminating
duplication.
In addition to these specific actions, the region and large laboratory EEO Directors also
responded to the requirements to streamline the general program management
processes by providing an "optimal model" for managing and administering the
national program. These models follow the recommendations and suggestions for
improvement of the Special Emphasis Program.
Training and Education
Goal 8. Complete an EEO Training Needs Survey and Provide EEO training for all
EPA staff.
To develop an understanding of present and future needs for EEO training and
to determine how these needs can be met.
Proposed Actions
Identify survey resources and methodologies.
Based on needs survey, develop course materials to be used in existing
training programs and/or develop new mandatory EEO training materials.
Provide orientation and/or training to all EPA staff.
Goal 9. Implement an Agency Training Program on Valuing Diversity.
Identify the learning required to develop an awareness, application and
responsibility for valuing differences in the agency's work force at all levels.
Proposed Actions
Utilize the work completed by the EPA Diversity Task Force to develop, and
implement a cultural diversity orientation and training program.
8
-------
Program Management and Operations
Goal 10. Improve OCR Program Communications.
To improve OCR communication within headquarters, regions and labs and
ensure OCR participation on management teams.
Proposed Actions
The OCR should hold monthly conference calls with region and
laboratory EEO Directors.
Region and Laboratory EEO and Civil Rights Directors should provide
monthly activity reports to the Director OCR.
The OCR should issue a "Bulletin" from time to time to update program
staff and others on trends and new program information.
Goal 11. Assess the Organizational Placement of the Civil Rights and EEO
Programs to Determine Effeciency of Placement.
To determine the most appropriate organizational placement of the Civil Rights
Program to ensure maximum efficiency, effectiveness and visibility.
Proposed Actions
Develop and charge an organizational study team to complete the assessment
of the organizational placement of the civil rights and EEO programs and
provide appropriate recommendations for improvement.
Goal 12. Develop a Current OCR Workload Model to Allocate Resources.
To determine what resources are required to meet nationwide statutory
requirements and to address the concerns of Agency employees.
Proposed Actions
Document current EEO and Civil Rights Program structure and
organization to determine resource needs.
Develop current OCR workload model to allocate resources.
-------
Develop consistent and uniform approach to nationwide allocation of FTE
and dollars to OCR programs.
Current Status
Streamlining the Office of Civil Rights: The OCR Streamlining Team consisted of
representatives from the three program components and the administrative staff.
These representatives consisted of four members ranging from GS-9 to GS-15. Each
member worked independently with the members of their work group and developed
individual streamlining proposals. These proposals were then discussed in the team
meetings and voted on by each team member with the majority recommendation
accepted by the team. These team decisions were then consolidated into the OCR
Streamlining Proposal.
1. Strategy for reduction of 14s and above
The Office of Civil Rights (OCR) is assigned 24.7 FTE and has 26 employees on
board. The OCR has two vacancies, one GS-15 and one GS-14. Both positions are
classified as Equal Employment Managers.
Streamlining Recommendations:
Equal Employment Manager (GS-15 Associate Director, Affirmative
Employment and Special Emphasis Program Staff)
Retain the FTE but fill the position at the GS-12/13 with promotion potential to the
GS-14 level.
Equal Employment Manager (GS-14 National Federal Woman's Program
Manager)
Retain the FTE but fill the position at the GS-12/13 with promotion potential to the
GS-14 level.
2. 1:11 staff/management ratio.
The OCR is assigned 24.7 FTE with one senior level manager position and three
positions designated as supervisory with the remaining positions designated as non-
supervisory. Only two of the supervisory positions are encumbered. The OCR has
an existing ratio of approximately 1:7.3 compared to the Federal goal of 1:11 (to be
effective by FY 98').
Agency goal: 1:11 OCR status: 1:7.3
10
-------
Streamlining Recommendation:
The OCR will strive to reach the goal of 1:11 as the streamlining proposal is
implemented and they continue to provide professional civil rights services to the
agency over time. The new organization structure when implemented will provide a
continued opportunity to improve this ratio.
3. Optimal organizational structure to meet agency goals.
Prioritized Organizational Assumptions:
Establish two component structures with equal authority/responsibility;
Reassign functional responsibilities according to component structure;
Evaluate staff skills mix and technical abilities;
Realign OCR staff based on professional interest and skills/abilities to
meet workload needs;
Provide opportunities for staff to participate on rotational assignments
working in both organizational structures;
Present staff designations as National Program Managers will be changed
to EEO Managers providing professional advice/assistance to each
Special Emphasis Program manager as required;
Establish a Headquarters EEO Staff to give direction and EEO focus to
the Headquarters EEO program.
Streamlining Recommendation:
Establish a new organization according to the following:
Office of Civil Rights
Director
Office Manager
11
-------
Division 1:
Associate Director (Deputy Director)
Complaints Processing/Alternate Dispute Resolution
Environmental Justice and External Compliance
Public Relations/Community Outreach
Policy/guidance development
Division 2:
Associate Director
Policy/guidance development
Program Evaluation/Data Analysis
* Affirmative Employment/Special Emphasis/Handicap
Headquarters EEO program
* Includes reassignment to the OCR of the program responsibility for disabled
persons currently assigned to the Office of Human Resources Management.
The Headquarters EEO Office proposal was agreed to by
a majority vote of the OCR Streamlining Team. The organizational placement of this
program at the Headquarters was made to provide EEO services to the more than
5000 employees working at this location. This recommendation was accepted
pending assignment of sufficient resources.
The OCR recently hosted a joint planning session with the EEO Officers, Special
Emphasis Program Managers, and the National Special Emphasis Councils. The
participants at this meeting agreed to develop a proposal for streamlining the National
Civil Rights and Special Emphasis Programs. This focus of this proposal will be
"ensuring equality of opportunity at EPA through an empowered civil rights program".
This proposal will be provided to the OA Streamlining Task Force to be considered
when the OA group initiates the OA organizational study.
12
-------
9. Proposed OCR Milestone Chart: Implement Streamlining Plan
Task
Evaluate streamlining plan
Select plan
Reduce 14s and above
Effect 1:11 ratio
Implement organization
Delegate/Decentralize
Empower staff
Improve systems
Diversify workforce
NPR recommendations
Develop streamlining policy
Implement plan
Completion
1/13/94
1/14/94
FY 1995
FY 1995
FY 1994
FY 1994
FY 1994
FY 1994
FY 1995
FY 1994
FY 1994
FY 1994
13
-------
OCR STAFF PROFILE
GRADE
Hispanic
SES
Expert
15
14
13
12
11
9
7
6
5
4
White White A
Male Female Male F<
1
1
1 1
2 3 1
1 2
1 1
1
1
2
1
2 1
African African
American American
Female
Female
Total
11
14
-------
Affirmative Employment Program
Goal 13. Develop Requirement for Annual Recruitment Plans.
To meet the multiple challenges of building and retaining a talented productive
and diversified workforce.
Proposed Actions
Each AA and Regional office should develop a recruitment plan.
Develop Partnership Agreements with Minority Academic Institutions.
Implement the Diversity Task Force recommendations.
The Office of Human Resources should Develop and establish policy and
practice to capture data provided by 0PM Form 1351 (Background Data
Questionnaire).
Enhance the ability of the Assistant, Associate and Regional
Administrators to access their particular organization's workforce data
by establishing an Affirmative Employment Information Data System.
Expand the use of automated information systems in the preparation and
assessment of AEP, EEO, and Civil Rights Program goals and objectives.
15
-------
UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
OFFICE OF CIVIL RIGHTS
WORKSHOP 2000: QUALITY FOR EQUALITY
REPORT
A. PURPOSE OF REPORT
This report provides an overview of the activities and
proceedings of Workshop 2000: Quality for Equality Conference
sponsored by the Environmental Protection Agency's (EPA) Office of
Civil Rights (OCR), held at the Sheraton Inn and Conference Center
in Fredricksburg, Virginia, June 21-24, 1993.
The Conference outcomes contained in this report are reflective of
a wide cross section of EPA staff who attended and participated in
the various workshop deliberations and discussions. The participant population
included staff from each region, the EPA laboratories, Office of Human Resources and
EEO Offices, representatives from employee advocacy groups, union officials, and
Assistant, Associate, and Area and Regional Administrators.
The report identifies areas of the EPA Civil Rights Program, the Agency Human
Resources Management Systems, Managenent practices, and general program
operations that workshop participants felt needed change, improved support, or
modification to current practices. Attached to this report is a recommended Operating
Plan Agenda for the EPA workforce 2000.
I. CONFERENCE OBJECTIVES
OCR established the following as workshop 2000 objectives:
To increase the awareness of participants concerning their EEO and civil
rights responsibilities and to elevate the interest, understanding and
support of management officials.
To gain input from all organizational components of EPA in the
development of a two-year Operating Plan for improving the
management and effectiveness of the Agency's EEO and Civil Rights
Programs.
16
-------
II. BACKGROUND
Although EPA has a commitment to the implementation of Federal EEO laws and
regulations and has increased the overall representation of women and minorities in
its workforce, substantial progress still remains to be achieved in its management
infrastructure and in senior level positions. There is a widespread perception in the
Agency, among women and minorities and disabled persons, that responsibility for
carrying out the Agency's EEO and Civil Rights Program rest solely with the Office of
Civil Rights.
All managers, supervisors and employees have EEO and Civil Rights responsibilities
and must take an active role in meeting the Agency's obligations and goals.
III. METHODOLOGY/PROCESS
More than 250 EPA employees attended the two-day conference which began with
the OCR Director, Dan Rondeau, giving welcoming remarks, appropriate introductions
and an overview of the conference. EEOC Commissioner, Tony Gallegos, the guest
speaker, explained the commission's responsibility in eradicating discrimination in the
workplace. He also elaborated on the small number of minorities and women in upper
level ranks and the Senior Executive Service (SES). Further, he stated that
discrimination is still alive today and the EEOC will get tougher with Federal agencies.
The EPA Administrator, Carol Browner, was the Keynote speaker. She spoke of her
expectations for the Agency in meeting the President's goal to diversify the Federal
work force and the challenges of changing the organization's culture, attitude and
ways of doing business to bring about those changes.
She further stated that the EPA workforce should reflect the rich multi-cultural
diversity in America. Additionally, she told the conferees that the recommendations
generated from their work group sessions would be welcomed.
The workshop agenda focused on six (6) topical areas central to an effective civil
rights and EEO program:
1. Managerial leadership, accountability and involvement;
2. Complaints processing and external compliance;
3. Special Emphasis Programs;
4. Training and Education;
5. Program management and operations; and
6. The affirmative employment program.
Each topical area on the agenda was introduced in a special session, with an EPA
senior manager, employee representative or outside opinion leader providing focus and
17
-------
guidelines for the facilitated work groups which followed. The work group
participants discussed the status of each topic in the following order:
- The current status of each topic;
- What seemed to be working;
- What was not working; and
- Recommendations for improvement.
The groups developed summaries of their findings and recommendations to be used
as the foundation for the two year operating plan agenda.
The summaries of the work group sessions are provided in the following section titled
"Topical Areas."
B. TOPICAL AREAS
Topic 1: Managerial Leadership, Accountability and Involvement
There was a clear consensus of the conference participants that the goal of promoting
diversity in the work place was a desired goal but that it would not become a reality
until top leadership of the agency is involved and highly visible in this effort.
Conference participants want to see the continuing support of the Administrator to
ensure that the goals for diversity and equality are an integral part of the management
decision making process and the overall mission of the Agency.
A primary theme from the conference participants was that Agency leadership should
ensure that EEO performance be included as a critical performance element in the
performance plans of all managers and supervisors and that ratings beyond fully
satisfactory should be justified in specific measurable terms. The performance
standards for managers and supervisors should articulate specific EEO initiatives and
they should be reflected in each manager's objectives for the particular performance
period.
a. Leadership
1. Goal
To identify a core set of competences and skills for all managers and
supervisors that include responsibility and accountability for accomplishing EEO
and Civil Rights Program goals and objectives in order to assist the Agency
achieve full representation of women and minorities in senior positions.
2. Observations and Perceptions
18
-------
Because some managers and supervisors regard Civil Rights Programs as
exclusively belonging to the OCR, there is a general lack of commitment
and little accountability.
Communication of employment and advancement opportunities, by
management, is weak and much employee potential is untapped.
We are seeing some developmental programs emerging, for example:
Upward Mobility, GLO, GRO and Stay-in-School. There is also
supervisory support for Special Emphasis Programs.
3. Recommendations
EEO and Cultural Diversity training should be mandatory for all
supervisory and managerial staff.
The Senior Executive Service Developmental Program should be revived
in order to prepare GS-14"s for leadership positions and to ensure an
applicant pool of diverse cultures, incentives should be identified for
those managers who aggressively seek to accomplish EEO and AEP goals
in the areas of recruitment, promotion, training and other career
opportunities.
All EPA managers and supervisors should be required to attend and
participate in a twenty-four (24) hour course on accomplishing AEP goals
and EEO responsibilities with an emphasis on all new managers and
supervisors.
4. Proposed Actions
Enhance the EPA Model Manager Characteristics
a. The Office of Human Resources Management should enhance the EPA
model manager characteristics to include active personal involvement of
senior staff and key managers in Civil Rights and EEO activities. Senior
and/or key managers should establish and lead workgroups that develop
and implement special initiatives to achieve equality and workforce
diversity within their particular organization.
19
-------
b. Accountability
1. Goal
To develop a system of managerial accountability that effectively documents
contributions and accomplishments of managers and supervisors while
providing a basis for evaluating their individual involvement in Civil Rights
Programs.
2. Observations and Perceptions
The current system of performance assessment does not hold managers
accountable for accomplishing EEO goals and objectives.
Currently Civil Rights and Affirmative Employment are not considered
essential to accomplishing the agency mission.
Special Emphasis Program Managers (SEPMs) are not being utilized for
advice and counsel. Therefore, minorities, women and disabled persons
are frequently overlooked. There should be a directed effort made by
managers to mentor diverse people.
There are career development programs which are nurturing employees.
EEO and group/team awards are being given.
3. Recommendations
Executive and mid-level performance awards should be linked to the
performance of supervisors.
Reward managers and supervisors who practice model EEO behaviors.
Increase the value in performance standards for critical elements. (EEO,
AEP and diversity) Provide quarterly EEO assessment from OCR and
OHRM.
4. Proposed Actions
Develop a critical Civil Rights/EEO performance element.
For FY 95, Develop a model Agency measurable critical EEO performance
element within the performance plans of all Senior Executives (SES) that acts
as an incentive to accomplish Agency EEO and AEP goals and objectives.
20
-------
c. Involvement
1. Goal
To develop Civil Rights policies and procedures that provide opportunities for
managers and supervisors to participate in the planning, execution and
evaluation of agency sponsored Civil Rights activities.
2. Observations and Perceptions
Civil Rights Program goals and objectives are developed independent of
input from management officials who have the responsibility for
accomplishing the Agency's mission.
OCR's mission is not clearly defined or understood. There is a lack of
managerial accountability and interaction at all levels.
3. Recommendations
A national Civil Rights training session should be offered. Develop and
issue a program guidance document for managers and supervisors on
Civil Rights accountability.
Highlight success stories and significant issues in a quarterly newsletter.
4. Proposed Actions
Develop and issue Civil Rights Guidance for managers.
The Office of Civil Rights should develop and or provide guidance to all
supervisors and managers which delineates Civil Rights Program policies and
procedures, their roles and responsibilities and how senior managers can have
greater involvement in the accomplishment of the Agency's Civil Rights and
EEO program goals and objectives.
Topic 2: Complaints Processing and External Compliance
Conference participants discussed many aspects of the EEO complaints process.
They discussed the need to evaluate or determine why certain complaints are filed;
the need to effect change in program practices and operations; the need to revise
and/or develop policies and procedures; the need to launch new innovative programs;
the need to develop new programs that benefit both management and employees, and
21
-------
the need to make systemic changes. Extensive consultation and advisory service
should be pursued with line management officials and employees in an attempt to
resolve complaints at the lowest level of the organization. Managers and supervisors
must view resolution of EEO complaints as providing fair and equitable treatment to
employees, which will translate into increased morale and productivity. Employees
should feel that they can utilize the complaint system without fear of reprisal,
intimidation, or coercion.
This topic was handled under the following work group areas:
Environmental Equity;
Alternative Dispute Resolution;
Enhancing EEO Counseling.
a. Environmental Justice
1. Goal
To ensure that no racial/ethnic group bears a disproportionate environmental
health burden and that all have equal access to EPA resources.
2. Observations and Perceptions
EPA has not adequately used the compliance authority of Title VI on
behalf of communities of color to address environmental health concerns
and complaints.
Agency staff is generally unaware of environmental justice issues.
Staffing and financial resources are inadequate.
There is a lack of sensitivity by some on diversity issues and the OCR
has focused on Title VII (internal complaints).
Society in general is becoming more sensitive to Environmental Justice
issues and appropriate mechanisms for public participation are being put
in place by the Agency.
3. Recommendations
Allocate money and FTE to the OCR for Title VI purposes.
EEO officials should be included in all task forces relating to
Environmental Justice.
22
-------
Information on Environmental Justice should be cleared through Agency
decision makers.
Finally, an Agency policy on this subject should be issued, thereby
incorporating it into all daily staff work.
4. Proposed Actions
Issue an Agency policy on Environmental Justice.
Enhance the EPA National Performance Review (NPR) recommendations to
include promulgation of the non-discriminatory proscriptions contained in Title
VI of the Civil Rights Act of 1964, as amended, as EPA policy.
b. Alternative Dispute Resolutions
1. Goal
To reduce EPA's EEO complaints backlog by providing for swifter, more
effective resolution of disputes.
2. Observations and Perceptions
ADR is new to many; therefore, there is a high level of mistrust. In order
to develop the process further at EPA, training is needed for:
mediators;
staff;
managers and others.
The Agency's NPR initiatives support ADR. It is a participative rather than an
adversarial process and should help with the backlog of cases currently existing.
3. Recommendations
"buy-in" from management employees, union and EEO personnel is
needed.
Involve a variety of people in the ADR process design and show people
what is in it for them. Educate the EPA work force about the process.
Provide a variety of trained mediators to carry out sessions.
23
-------
4. Proposed Actions
Develop and implement a model Alternative Dispute Resolution (ADR) program.
In FY 95, The OCR should develop and implement a "demonstration" model
ADR and related training in order to reduce EPA's EEO complaints backlog by
providing for swifter, more effective resolution of disputes.
c. Enhancing EEO Counseling
1. Goal
To strengthen the EEO Counseling program through the design, development
and implementation of initiatives in order to retain, enhance and recognize EEO
Counselors.
2. Observations and Perceptions
EEO Counselors are caring individuals with strong people skills. The
experience and skills gained from counseling is helpful to those
interested in management positions.
Money is saved by resolving complaints. The counselors provide needed
information to all on the EEO process.
3. Recommendations
A core curriculum for EEO counselors should be developed, providing training
for:
supervisors and managers;
employees;
SEP's;
EEO counselors.
4. Proposed Actions
a. Develop and enhance training and incentives for EEO Counselors.
The OCR should develop a core curriculum for EEO counselors in order to
enhance their skills and abilities in resolving complaints and acquaint them with
current practices and trends in EEO counseling.
24
-------
b. Establish and provide incentives for EEO Counselors.
The OCR should establish a system of rewards and recognition for EEO
counselors that recognizes the benefits that the Agency derives from their
successful counseling.
Topic 3: Special Emphasis Program(s)
Participants expressed their support for increased management involvement and
participation in recruitment activities. It was expressed that management officials at
all levels and special emphasis program managers should jointly develop plans to
pursue and attract candidates for underrepresented employment categories, both
internal and external. Broad-based special employment programs should be planned
and managed on a continuing basis with the participation and support of relevant
community and civic organizations.
1. Goal
To advance the climate in EPA that results in a workforce representative of
America's culturally diverse population with special emphasis on employment
and advancement of minorities, women and disabled persons.
2. Observations and Perceptions
As a result of the Federal Governments's requirement to remedy the effects of
past discrimination and to ensure that its workforce reflects the composition of
the United states labor force, Congress authorized the establishment of
management programs designed to address employment issues of specific
groups within the U.S. labor pool. EPA has the following Special Emphasis
Programs in place:
Federal Women's Program (FWP)
Hispanic Employment Program (HEP)
Black Employment Program (BEP)
Asian/Pacific Island Employment Program
American Indian Employment Program.
Each of the SEPs has a National Program Manager in the Office of Civil Rights. Some
of their efforts focus on providing management and policy advice, conducting internal
networking with constituent groups and with other SEPs, getting involved in
community outreach and education, any providing employment assistance to
managers, applicants, and employees.
25
-------
Many of the circumstances that existed in the 70s, which led to the establishment of
SEPs still exist today at EPA.
Special Emphasis Programs share a number of concerns:
Lack of support and resources for effectively managing and coordinating
SEPs and their national councils;
Lack of accountability from management regarding support for SEPs or
for selection decisions made to fill entry-level positions;
Severe under-representation rates, particularly at grades 13, 14, 15, and
the SES level;
Lack of sensitivity to, and understanding of, the values and diversity
offered by each group.
The Special Emphasis Program Managers (SEPMs) are enthusiastic and
dedicated. Most staff have a general knowledge of what the SEPs are
about;
Ethnic Community Forum meetings with Senior Leadership are helpful.
Positive changes are taking place, allowing more employee input and
empowering employees.
3. Recommendations
The role and organizational structure of Special Emphasis Programs
(SEPs) should be clearly defined and consistent throughout the Agency.
Sufficient support (personnel) and resources (money) should be allocated
for effective program implementation.
Partnerships should be developed between SEP staff and Human
Resources staff. They should foster cooperative working relationships
in the areas of recruitment, hiring, promotion, training, data collection
and dissemination.
Stronger relationships should exist between educational institutions and
organizations from which qualified American Indian, Hispanic, Asians and
Pacific Islanders, African American and Disabled candidates can be
drawn.
26
-------
There should be mandatory training for middle and senior managers in
cultural diversity and EEO programs.
The Co-op and Upward Mobility programs should be strengthened. This
would provide avenues for increased representation of minorities and
women and opportunities for career progression at the Agency.
X
A system of evaluation of Civil Rights Programs should be developed and
implemented. The system should monitor compliance with applicable
laws and regulations and evaluate program effectiveness. Senior staff
should be evaluated on their performance in achieving affirmative
employment goals.
4. Proposed Actions
a. Convene a joint Special Emphasis Program Meeting.
The OCR should convene a joint meeting with the Agency EEO Officers, Special
Emphasis Program Managers and Special Emphasis Program Councils in order
to more succinctly define the purpose of the Special Emphasis Program, give
direction and cohesion, enlist the support of managers and identify the value
that the program adds to the mission of the Agency.
b. Complete on-site assessment of Civil Rights Programs in EPA components.
A system of evaluation of Civil Rights Programs should be developed and
implemented. The system should monitor compliance with applicable laws and
regulations and evaluate program effectiveness.
5. Current Status
In response to recommendations made at the June 1993 Workshop 2000, in
Fredericksburg, Virginia, EPA's Office of Civil Rights (OCR) organized a joint
meeting between members of the National Special Emphasis Program (SEP)
Councils, Regional and Laboratory Equal Employment Opportunity (EEO)
Officers, and OCR's own Special Emphasis Program Staff. The meeting had
four objectives:
To clarify and strengthen the role of EEO Officers in managing Special
Emphasis Programs (SEPs).
To establish uniform policies that govern the management and structure
of EPA's Special Emphasis Programs and National Councils.
27
-------
To create a forum for Special Emphasis Program Managers, National SEP
Councils, and EEO Officers to communicate and develop joint work
plans, initiatives, and projects, that address common issues and
concerns which are linked to the Agency's affirmative employment
needs.
To identify resource requirements in support of National SEP Council
objectives.
Attendees included representatives from the Office of Civil Rights, all National SEP
Councils, EEO Officers, and other EPA employees who have an interest in the SEP
Councils. Participants worked in small groups to develop recommendations related
to the four objectives.
The EEO Officers met in advance of the full assembly and agreed that the following
specific actions on their part would improve the working relationship between EEO
Officers and SEP Managers:
Work cooperatively with SEP Managers to identify problems and develop
initiatives.
Increase communication by sharing information, jointly determining
resource needs, and establishing joint work plans for local SEPs.
Decrease competition for resources among SEPs by eliminating
duplication.
In addition to these specific actions, the region and large laboratory EEO Directors also
responded to the requirements to streamline the general program management
processes by providing an "optimal model" for managing and administering the
national program. These models follow the recommendations and suggestions for
improvement of the Special Emphasis Program.
Issues identified by participants were recieved in the following categories:
Common SEP Council issues and concerns.
Proposed initiatives for joint Council action.
Suggestions for improving communication within the EEO community
and with management officials and employees.
National Council resource needs and options for funding.
28
-------
Responses to proposed models for the National SEP Councils and a new
National Civil Rights Advisory Council.
Common SEP Council issues and Concerns
Lack of managerial understanding, support, and commitment to the SEPs
and National SEP Councils.
Lack of consistent guidance and direction for National SEP Councils.
Lack of human and financial resources for National SEP Councils.
Lack of goals for a workforce representative of all EEO groups.
Lack of input by SEP Managers and National Councils into recruitment,
development and advancement, and retention policies, processes, and
procedures.
Lack of uniform and timely training for SEP Managers.
Lack of managerial accountability for achieving EEO goals.
The overarching need for sensitivity and understanding of all groups by
managers and employees.
Lack of understanding and input by SEP Managers into AEP planning,
implementation, and monitoring.
The need for improved communication at all levels.
Proposed Initiatives for Joint Council Action
Developing and retaining current employees.
Designing and conducting diversity training.
Involving SEP Managers in planning recruitment strategies, developing
an equitable promotion policy and process, and revamping and designing
new employee development programs.
Providing uniform training on budget, management, leadership, career
development, and diversity to SEP Managers and National SEP Council
members.
29
-------
Updating the SEP Managers Guide.
Developing a uniform National Council work plan and budget process.
Developing an EEO performance element, standards, and evaluation
criteria, with sanctions for not meeting expectations.
Developing strategies for increasing women and minorities in managerial,
supervisory, and SES positions.
Evaluating agency policies and procedures having a disparate impact on
protected and targeted groups.
Developing a training package that explains the AEP.
Developing standard policies, procedures, and documentation for SEP
Managers (e.g, time allocation for collateral duty SEP Managers, addenda
to position descriptions, memoranda of understanding, performance
agreements, and an appraisal process).
Communication Strategies and Techniques
Establish formal lines of communication between OCR, EEO Officers, and
Regional and Laboratory SEP Managers.
Establish formal lines of communication between OCR and Assistant
Administrators, Regional Administrators, and Laboratory Directors.
Establish a process and designate responsibilities for disseminating
information to and from the National Civil Rights Advisory Council (if
formed).
Consider a "lead Region" concept for communicating between employees
and the National Civil Rights Advisory Council.
Use the Agency's All-in-One E-Mail.
Use established in-house newsletters and periodicals.
Solicit input to National Council agendas from Regional and Laboratory
EEO Officers and SEP Managers.
Send National Civil Rights Advisory Council minutes to all constituent
groups.
30
-------
Incorporate EEO requirements and initiatives into new employee
orientation programs.
Conduct quarterly conference calls with all EEO Officers and SEP
Managers.
Issue quarterly status reports to EEO Officers and an annual report to all
employees.
Use the Administrator's Staff and Senior Management Council meetings
to brief top management on all EEO-related activities, including the
National SEP and Civil Rights Advisory Councils.
Recommend the Administrator issue a policy memorandum on the
National SEP Councils and the National Civil Rights Advisory Council.
Resource Needs and Options for Funding
Resource needs for the National SEP and Civil Rights Advisory Councils:
Travel and per diem to attend meetings and to conduct council business.
Training and education for National Council members.
Procurement items such as: speakers and consultants; special projects
such as surveys, studies, analyses; printing and supplies, literature, and
printed materials; conference calls; meeting rooms; appreciation awards;
and interpretive services.
Time to serve on National Councils:
OCR should gain approval from an employee's supervisor and
organizational head for his/her participation on National Councils.
OCR should issue guidance and direction on the time requirements
and necessary documentation for all National Council members.
OCR should publicize alternatives to collateral duty assignments,
such as details, rotational assignments, developmental
assignments, and so forth.
31
-------
2. Funding options:
Regions, Laboratories, and AA-ships include estimated costs for
any National Council member in their EEO/SEP budget.
Regions and Laboratories share expenses of their Council
representative(s).
Each Region, Laboratory, and AA-ship contribute to a central
account to support National Council activities. OCR would
manage the account.
The Administrator increase the OCR budget to cover all National
Council expenses.
The Administrator establish an account for all National Council
expenses by assessing the Agency's appropriation before any
funds are distributed to AA-ships and Regions.
Suggestions on The Models for National SEP and Advisory Councils
1. The SEP Council model:
Increase representation for small laboratories.
Issue guidance on membership and meeting attendance.
Issue guidance on how members will be selected.
Specify length of terms for council members.
Allow constituent groups and all SEP Managers to comment and
vote on the model.
Add National Secretarial and Administrative Advisory Council
(SAAC) and Women in Science and Engineering (WISE) Chairs to
the National Federal Women's Program Council.
Increase representation for Headquarters to two per National
Council.
Consider other models (see objective 2, Group II recommendation
in the following sections).
32
-------
Issue operating guidelines at the same time the model is put into
effect.
2. National Civil Rights Advisory Council:
Determine if a new council is compatible with Agency's
streamlining objectives.
Director, OCR should not be a voting member on the National
Council.
Director, OCR, should chair the Council.
Director, OCR should not chair the Council.
Add National Chairs of WISE and SAAC to National Advisory
Council.
Add representation for Deputy Regional Administrators and
Assistant Regional Administrators.
Increase representation for EEO Officers.
Increase representation for laboratories.
Add separate representative for Headquarters.
Issue guidelines to ensure collateral duty employees have
adequate time allocation and supporting documentation.
Establish communication strategy for the Council.
Have Regional and Laboratory EEO Officers and SEP Managers
comment and vote on the model.
Change title to "EEO Work Group" or "OCR Work Group."
Add all EEO Officers as ex officio members.
Limit representation to EPA-sanctioned organizations, or open to
all outside organizations.
Determine tenure and selection process for members.
33
-------
Topic 4: Training and Education
Under this topical area, the following work groups were formed:
Agency Training Needs;
EEO Competency;
Cultural Diversity Training.
Their findings were as follows:
a. Agency Training Needs
1. Goal
To develop an understanding of present and future needs for EEO training and
to determine how these needs can be met.
2. Observations and Perceptions
Currently, no core curriculum exists for training managers, supervisors
and other staff in the EEO process and procedures.
EEO training is not valued as a part of the job. If someone requests
training, they are viewed with skepticism. However, Special Emphasis
Program managers do receive EEO training.
3. Recommendations
All employees should receive basic EEO training, including their rights under
Title VII and the discrimination complaint process. Supervisors and managers,
specifically, need to be trained in their EEO responsibilities. Managers should
be held accountable for upholding and applying EEO policies.
4. Proposed Actions
a. Provide guidance to supervisors and managers
The Office of Civil Rights should develop and or provide guidance to all
supervisors and managers which delineates their roles and responsibilities in the
accomplishment of the Agency's civil rights and EEO program goals and
objectives.
34
-------
b. Provide orientation on EEO and Civil Rights for all EPA employees.
All employees should receive basic EEO training, including their rights under
Title VII and the discrimination complaint process.
b. EEO Competency
1. Goal
To determine the course of action the Agency needs to take to insure EEO
competency within the workforce.
2. Observations and Perceptions
Those who have taken sexual harassment training have been pleased.
All employees need a basic knowledge of what the EEO process is and
why it is important.
3. Recommendations
EEO training, tailored to Agency needs, should be a part of new employee
orientation. Managers should model appropriate behaviors. Reward success
and have consequences for failures.
4. Proposed Actions
a. Provide EEO training and orientation to all EPA managers and staff.
All staff should receive basic EEO training, including their rights under Title VII
and the discrimination complaint process. Supervisors and managers,
specifically, need to be trained in their EEO responsibilities.
c. Cultural Diversity Training
1. Goal
Identify the learning required to develop an awareness, application and
responsibility for valuing differences in the Agency's work force at all levels.
2. Observations and Perceptions
People are beginning to talk in terms of diversity being essential to meeting our
mission. The OCR conference is adding to awareness.
35
-------
3. Recommendations
We need clear, ongoing signals from the Administrator to all employees
regarding the role and benefits of diversity at EPA. Educate managers and
supervisors on the issues of cultural diversity. Hold them accountable for a
diversified workforce,. All employees should receive training through an
established core curriculum.
4. Proposed Actions
Develop, and implement a cultural diversity orientation and training program.
The Agency needs to promulgate clear, ongoing signals to all employees
regarding the role and benefits of diversity at EPA and take an agressive
position on the education of managers and supervisors on the issues related to
a successful effort to enmhance the knowledge and value of both cultural and
workforce diversity.
All staff should receive training through an established core curriculum
developed and established as part of the EPA core curriculum.
Topic 5: Program Management and Operations
In view of shrinking resources, program managers must take a more proactive role in
utilizing special employment programs to achieve the goal of work force diversity.
The Agency EEO and Civil Rights staff must be mindful of creative and innovative
programs that can be designed to address the specific needs of the regions and media
program offices without inflating program costs.
This topical area was handled in three (3) work group sessions.
They are as follows:
a. Communication and Guidance
1. Goal
To improve OCR communication within Headquarters, Regions and Labs and
ensure OCR participation on management teams.
36
-------
2. Observations and Perceptions
The established networks lack sufficient cross-communication and are
not as effective as they should be; for example, the networks between
OCR and Human Resources (HR) community need to be strengthened.
The E-Mail and monthly telephone conference calls with field offices both
work well.
3. Recommendations
All management teams should report on EEO issues. OCR representatives
should attend senior management meetings and be on the agenda when RA's,
ARA's and Lab Directors meet.
4. Proposed Actions
The OCR should hold monthly conference calls with region and
laboratory EEO Directors.
Region and Laboratory EEO and Civil Rights Directors should provide
monthly activity reports to the Director OCR.
The OCR should issue a "Bulletin" from time to time on program
accomplishments.
b. Placement of Programs
1. Goal
To determine the most appropriate organizational placement of the Civil Rights
Program to ensure maximum efficiency, effectiveness and visibility.
2. Observations and Perceptions
The impact on inconsistent program placement results in:
Perceptions of conflicts of interests;
duplication of effort;
communication breakdowns;
visibility of Civil Rights function not guaranteed.
37
-------
3. Recommendations
The OCR should undertake a national Civil Rights assessment to determine the
effectiveness of Civil Rights and EEO Programs and functions in order to
identify the most appropriate organizational placement of the EEO and civil
rights programs in the regions and other media components. This will be
helpful in the following ways:
determining rates of success and failure;
development of organizational models for Civil Rights program.
Separate EEO and human reource functions.
Regions should consider organizational placement of EEO and Civil Rights
Progams under the Regional Director or Associate Director for
Administration (ARA).
4. Proposed Actions
Develop an organizational study team to identify the appropriate,
efficient and effective organizational placement of the EEO and Civil
Rights Programs in the Regions.
Current Status
c. Resources
1. Goal
To determine what resources are required to meet nationwide statutory
requirements and to address the concerns of agency employees.
2. Observations and Perceptions
Currently, there is a lack of resources to facilitate successful accomplishments
of nationwide EEO goals; for example:
complaints processing;
external compliance.
OCR has achieved success in meeting responsibilities despite limited resources.
38
-------
3. Recommendations
All civil rights resources should be centralized into one budget program
element.
Determine Agency-wide allocation level of resources to OCR
responsibilities and their relationship to statutory requirements.
Document existing OCR structure/organizational requirements to help
determine resource needs.
4. Proposed Actions
Document current EEO and Civil Rights structure and organization to
determine resource needs.
Develop current OCR workload model to allocate resources.
Develop consistent and uniform approach to nationwide allocation of FTE
and dollars to OCR programs.
5. Current Status
Streamlining the Office of Civil Rights: The OCR Streamlining Team consisted of
representatives from the three program components and the administrative staff.
These representatives consisted of four members ranging from GS-9 to GS-15. Each
member worked independently with the members of their work group and developed
individual streamlining proposals. These proposals were then discussed in the team
meetings and voted on by each team member with the majority recommendation
accepted by the team. These team decisions were then consolidated into the OCR
Streamlining Proposal.
1. Strategy for reduction of 14s and above
The Office of Civil Rights (OCR) is assigned 24.7 FTE and has 26 employees on
board. The OCR has two vacancies, one GS-15 and one GS-14. Both positions are
classified as Equal Employment Managers.
Streamlining Recommendations:
Equal Employment Manager (GS-15 Associate Director, Affirmative
Employment and Special Emphasis Program Staff)
39
-------
Retain the FTE but fill the position at the GS-12/13 with promotion potential to the
GS-14 level.
Equal Employment Manager (GS-14 National Federal Woman's Program
Manager)
Retain the FTE but fill the position at the GS-12/13 with promotion potential to the
GS-14 level.
2. 1:11 staff/management ratio
The OCR is assigned 24.7 FTE with one senior level manager position and three
positions designated as supervisory with the remaining positions designated as non-
supervisory. Only two of the supervisory positions are encumbered. The OCR has
an existing ratio of approximately 1:7.3 compared to the Federal goal of 1:11 (to be
effective by FY 98').
Agency goal: 1:11 OCR status: 1:7.3
Streamlining Recommendation:
The OCR will strive to reach the goal of 1:11 as the streamlining proposal is
implemented and they continue to provide professional civil rights services to the
agency over time. The new organization structure when implemented will provide a
continued opportunity to improve this ratio.
3. Optimal organizational structure to meet agency goals
Prioritized Organizational Assumptions:
Establish two component structures with equal authority/responsibility;
Reassign functional responsibilities according to component structure;
Evaluate staff skills mix and technical abilities;
Realign OCR staff based on professional interest and skills/abilities to
meet workload needs;
Provide opportunities for staff to participate on rotational assignments
working in both organizational structures;
40
-------
Present staff designations as National Program Managers will be changed
to EEO Managers providing professional advice/assistance to each
Special Emphasis Program manager as required;
Establish a Headquarters EEO Staff to give direction and EEO focus to
the Headquarters EEO program.
Streamlining Recommendation:
Establish a new organization according to the following:
Office of Civil Rights
Director
Office Manager
Division 1:
Associate Director (Deputy Director)
Complaints Processing/Alternate Dispute Resolution
Environmental Justice and External Compliance
Public Relations/Community Outreach
Policy/guidance development
Division 2:
Associate Director
Policy/guidance development
Program Evaluation/Data Analysis
* Affirmative Employment/Special Emphasis/Handicap
Headquarters EEO program
* Includes reassignment to the OCR of the program responsibility for disabled
persons currently assigned to the Office of Human Resources Management.
The Headquarters EEO Office proposal was agreed to by
a majority vote of the OCR Streamlining Team. The organizational placement of this
program at the Headquarters was made to provide EEO services to the more than
5000 employees working at this location. This recommendation was accepted
pending assignment of sufficient resources.
The OCR recently hosted a joint planning session with the EEO Officers, Special
Emphasis Program Managers, and the National Special Emphasis Councils. The
41
-------
participants at this meeting agreed to develop a proposal for streamlining the National
Civil Rights and Special Emphasis Programs. This focus of this proposal will be
"ensuring equality of opportunity at EPA through an empowered civil rights program".
This proposal will be provided to the OA Streamlining Task Force to be considered
when the OA group initiates the OA organizational study.
4. Increased delegation and decentralization of authority
While the OCR currently provides a working environment which fosters individual
employee independence and teamwork, implementation of the new organizational
structure will offer the OCR employees more opportunity by adding flexibility and
diversity in individual work assignments. This increased work opportunity will enable
the staff to grow technically and reach their individual potential.
The OCR currently has a decentralized organization without unnecessary reporting
layers to impede individual opportunity and professional growth. Staff are encouraged
to make program contributions which encourage and promote self as well as team
development. This management strategy and approach will enhance the chances for
success in the new organizational structure.
5. Increased empowerment of employees with appropriate accountability
The OCR recommends that management delegate authority to the supervisors to
manage and control program budgets associated with their responsibilities. The ability
to manage financial resources will give supervisors greater management capability
over programs for which they have responsibility and will enable them to make better
programmatic decisions.
The OCR staff feels that the revised organization structure recommended for
implementation will increase their opportunities to present their concerns and ideas
to management. More OCR staff participation in program planning and development
will foster individual ownership of program decisions and will increase staff
accountability. The staff also feels that having more opportunity to increase their
participation on special projects, rotational assignments and receiving additional
technical training will compliment their technical skills and increase morale.
6. Improvement of work processes and systems
The OCR has recommended an improved organizational structure which supports
improved work processes as previously discussed.
42
-------
7.
Strategy for increasing and using the diversity of the workforce
The OCR is a culturally diverse organization with a staff consisting primarily of women
and minorities. The OCR has six African American males, 11 African American
females, one white male, five white females, and three Hispanic females. While OCR
is a relatively small organization with approximately 26 total employees, we intend to
continue to diversify the staff as hiring opportunities are provided. Our plans are to
initiate efforts to include Asians and Native Americans as well as disabled employees
on our staff.
8.
National Performance Review Recommendations
The OCR Streamlining Team will ensure that the streamlining plan addresses the
National Performance Review recommendations.
9. Proposed OCR Milestone Chart: Implement Streamlining Plan
Task Completion
Evaluate streamlining plan 1/13/94
Select plan 1/14/94
Reduce 14s and above FY 1995
Effect 1:11 ratio FY 1995
Implement organization FY 1994
Delegate/Decentralize FY 1994
Empower staff FY 1994
Improve systems FY 1994
Diversify workforce FY 1995
NPR recommendations FY 1994
Develop streamlining policy FY 1994
Implement plan FY 1995
43
-------
OCR STAFF PROFILE
GRADE
SES
Expert
15
14
13
12
11
9
7
6
5
4
Total
African African
White White American American
Male Female Male Female
1
1
1 1
2 3 1
1 2
1 1
1
1
2
1
2 1
1 5 6 11
Hispanic
Female
1
2
3
44
-------
Topic 6: Affirmative Employment Program
Conference participants discussed the importance of coordinating, training, developing
opportunities with educational institutions, and rewarding managers and employees
who participate in and/or manage programs related to the recruitment and retention
of minorities, women, and disabled persons. The participants also felt that it was of
critical importance to the success of the Agency's program to increase the
involvement of managers and supervisors in the development and implementation of
Affirmative Employment and recruitment plans. Participants also felt that it was an
important step for managers to consider planning special programs to prepare
personnel under their supervision for career advancement opportunities and to
consider restructuring jobs to permit the career progression of employees who
otherwise would be ineligible for movement.
This topical area was divided into four (4) work groups, which made the following
determinations:
a. Management, Involvement and Accountability
1. Goal
To meet the multiple challenges of building and retaining a talented, productive
and diversified workforce.
2. Observation and Perceptions
EPA's developmental programs such as GLO, GRO and WEL are helping
to develop employees' skills, knowledge and abilities and prepare them
for leadership positions.
In most cases, managers don't participate in the planning, development
and evaluation of their component's affirmative employment program,
nor do they carry out the actions contained in the component's
Affirmative Employment Plan or the National Plan.
It is viewed as not being mission related.
EPA's inability to attract and retain quality minorities, women and people
with disabilities is related to management's lacking effective supervisory
skills which motivate recognize and appraise employee performance
levels.
45
-------
3. Recommendations
Managers need to mentor/develop minorities, women, and disabled
persons for managerial positions.
Managers need to carry out their inherent responsibility for planning their
affirmative employment initiatives, and ensure success by allocating
sufficient human and financial resources.
Managers should reward model behavior.
Managers should support "Graduates" of employee development
programs by targetting positions for them to encumber upon graduation.
Managers should serve as affirmative employment program
spokespersons.
4. Proposed Actions
a. Each AA and Regional office should develop a recruitment plan.
For FY 95, Each AA should develop and establish a recruitment plan that
focuses on resolution of problems identified in their affirmative employment
plan and that demonstrates a proactive decision to utilize special employment
programs to achieve workforce diversity.
b. Develop Partnership Agreements with Minority Academic Institutions.
Each AA should foster and promulgate the development of partnership
agreements with Minority Academic Institutions (MAI), and public school
systems, at the junior and senior high level, that enhances the career choices
of students and is evidenced by the personal participation of senior and key
managers.
b. Programmatic Change
1. Goal
To meet the multiple challenges of building and retaining a talented, productive
and diversified workforce.
46
-------
2. Observation and Perceptions
In order to meet the multiple employment challenges of the 21 st century,
there is a need to:
Include long-range human resource planning in the development of EPA's
Affirmative Employment Program.
Promote the use of mechanisms for diverse groups to become more
visible and experienced (taskforces teams, work groups/internal and
external).
Develop a consolidated packet of information for all managers and
supervisors on employment programs and ensure that it is understood
and implemented.
There are several programs currently in place. Among them:
Greater Leadership Opportunities (GLO)
Goal-setters Reaching for Opportunities (GRO)
Women's Executive Leadership
Historically Black Colleges and Universities (HBCU's)
Hispanic Association of Colleges and Universities (HACU)
3. Recommendations
A national Agency-wide recruitment strategy is needed.
All employees and their contributions should be "valued".
4. Proposed Actions
Implement the Diversity Task Force recommendations.
c. Institutional and Cultural Change
1. Goal
To meet the multiple challenges of building and retaining a talented, productive
and diversified workforce.
47
-------
2. Observations and Perceptions
In an effort to foster a work environment free of bias and stereotyping where
employees are encouraged to grow professionally and personally there are
several areas to be considered. Among them:
Recognition of non-traditional families
Maintenance of a balance between mission and employee development
orientation.
Recognition of management's work overload; some managers are
overwhelmed.
Impact of revolving door of political appointees - People don't take risks
during periods of transition.
Perceptions in hiring decisions - unqualified v. qualified, degree v. non-
degree individuals.
In recent years there has been a strong momentum towards positive thinking
and positive change.
3. Recommendations
Positive performances of employees, supervisors and managers need to be
recognized and rewarded. Develop mechanisms for changing EPA's perception
in the "community".
4. Proposed Actions
Implement Diversity Task Force recommendations.
d. Information Systems
1. Goal
To determine specific information system needs through which organizational
components can share effective Affirmative Employment strategies and
information.
48
-------
2. Observations and Perceptions
There is no Agency-wide Affirmative Employment information system.
Some AAships and regions lump data together i.e., grades 13-15,
looking at "all minorities". This distorts the picture.
OPM Form 1351 (Background Data Questionnaire) is used inconsistently
throughout the agency. This causes erroneous information to be put into
the automated personnel information system.
Program managers should be trained to receive data and conduct
analysis with numbers supplied.
3. Recommendations
Give training on legal requirements for maintaining data systems.
Ensure that all data used:
is accurate;
has integrity;
is reconcilable.
OCR and OHRM should:
provide contact points for obtaining information on workforce profiles;
hold seminars to explain the Affirmative Action Plan;
hold quarterly meetings to convey status.
Develop a national system that includes appropriate equipment needed by all users.
train staff to use system;
provide access to approved users;
protect information subject to the Privacy Act;
Require all components to use the system.
49
-------
4. Proposed Actions
Develop and establish policy and practice to capture data provided by
OPM Form 1351 (Background Data Questionnaire).
Enhance the ability of the AA's to access their particular organization's
workforce data.
Expand the use of automated information systems in the preparation and
assessment of AEP, EEO, and Civil Rights program goals and objectives.
50
-------
Topic: Managerial Leadership. Accountability and Involvement
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
Enhance the EPA Model Manager
Characteristics
To identify the styles and actions
required by managers, as leaders,
needed to implement a plan that
achieves full representation of women
and minorities and disabled persons
Enhance the EPA model manager
characteristics to include active
personal involvement of senior
staff and key managers in Civil
Rights Program and EEO
activities.
01
ro
Make Managers Accountable for EEO
Performance and Provide Incentives
for accomplishments.
To develop a system of managerial
accountability that effectively
documents contributions and
accomplishments of managers and
supervisors while providing a basis
for evaluating their individual
involvement in Civil Rights Programs.
Develop a critical Civil Rights/EEO
Performance element for all
Agency Senior Executives that
measures performance and
provides the basis for recognition
of achievement of EEO and Civil
Rights goals and/or objectives.
Provide increased opportunities for
involvement of managers and
supervisors.
To develop civil rights policies and
procedures that provide opportunities
for managers and supervisors to
participate in the planning execution
and evaluation of agency sponsored
civil rights activities.
Develop and issue civil rights
guidance for managers and
supervisors that delineates Civil
Rights Program policies and
procedures, their roles and
responsibilities, and how senior
managers can have greater
involvement in EPA Civil Rights
Program and EEO activities.
-------
-------
Topic: Complaints Processing and External Compliance
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
Issue an Agency-wide policy on
Environmental Justice.
To ensure that no racial/ethnic
group bears a disproportionate
environmental health burden and
that all have equal access to EPA
resources.
Enhance the EPA National
Performance Review (NPR)
recommendations to include
promulgation of the non-
discriminatory proscriptions
contained in Title VI of the
1964 Civil Rights Act, as
amended, as EPA policy.
s
Reduce the Number of
Backlogged EEO complaints.
To reduce EPA's EEO complaints
backlog by providing for swifter,
more effective resolution of
disputes.
Develop and implement a
model Alternative Dispute
Resolution (ADR) program and
provide appropriate training to
all EEO Officers and EEO
Counselors.
Strengthen the EPA EEO
Counseling Program.
To strengthen the EEO Counseling
program through the design,
development and implementation
if initiatives in order to retain,
enhance and recognize EEO
Counselors.
Develop and enhance training
and incentives for EEO
Counselors.
-------
Topic: Special Emphasis Program (s)
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
1. Clarify and update the OCR and
Special Emphasis Program
Missions.
To advance the climate in EPA
that results in a workforce
representative of America's
culturally diverse population with
special emphasis on employment
and advancement of minorities
women and disabled persons.
a. Convene a joint Special
Emphasis Program
Meeting.
b. Complete on-site
assessment of civil
rights programs in EPA
components.
-------
Topic: Training and Education
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
01
01
Complete and EEO training Needs
Survey and Provide EEO training
for all EPA staff.
To develop and understanding of
present and future needs for EEO
training and to determine how
these needs can be met.
a. Identify survey
resources and
methodologies.
b. Based on needs survey,
develop course
materials to be used in
existing training
programs and/or
develop new mandatory
EEO training.
c. Provide orientation
and/or training to all
EPA staff.
Implement an Agency Training
Program on Valuing Diversity.
Identify the learning required to
develop an awareness, application
and responsibility for valuing
differences in the agency's work
force at all levels.
Utilize the work completed by
the EPA Diversity Task Force
to develop, and implement a
cultural diversity orientation
and training program.
-------
Topic: Program Management and Operations
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
01
o
Improve OCR Program
Communications
To improve OCR communication
within headquarters, regions and
labs and ensure OCR participation
on management team.
The OCR should hold monthly
conference calls with region and
laboratory EEO Directors.
a. Region and Laboratory
EEO and Civil Rights
Directors should provide
monthly activity reports
to the Director OCR.
b. The OCR should issue a
"Bulletin" from time to
update program staff and
others on trends and new
program information.
Assess the Organizational
Placement of the Civil Rights and
EEO Programs to determine
efficiency of placement.
To determine the most
appropriate organizational
placement of the Civil Rights
Program to ensure maximum
efficiency, effectiveness and
visibility.
Develop and charge an
organizational study team to
complete the assessment of the
organizational placement of the
civil rights and EEO programs
and provide appropriate
recommendations for
improvement.
-------
Topic: Program Management and Operations (Cont.)
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
01
xj
3. Develop a Current OCR Workload
Model to Allocate Resources.
To determine what resources are
required to meet nationwide
statutory requirements and to
address the concerns of Agency
employees.
a. Document current EEO
and Civil Rights
Program structure and
organization to
determine resource
needs.
b. Develop current OCR
workload model to
allocate resources.
c. Develop consistent and
uniform approach to
nationwide allocation of
FTE and dollars to OCR
programs
-------
Topic: Affirmative Employment Program
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
1. Develop requirement for Annual
Recruitment Plans
To meet the multiple challenges
of building and retaining a
talented productive and diversified
workforce.
01
oo
a. Each AA and Regional
office should develop a
recruitment plan.
b. Develop Partnership
Agreements with Minority
Academic Institutions.
c. Implement the Diversity
Task Force
recommendations.
d. The Office of Human
Resources should Develop
and establish policy and
practice to capture data
provided by 0PM Form
1351 (Background Data
Questionnaire).
e. Enhance the ability of the
Assistant, Associate and
Regional Administrators to
access their particular
organization's workforce
data by establishing an
Affirmative Employment
information Data System.
f. Expand the use of
automated information
systems in the preparation
and assessment of AEP,
EEO, and Civil Rights
program goals and
objectives.
-------
Topic: Managerial Leadership. Accountability and Involvement
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
Enhance the EPA Model Manager
Characteristics
To identify the styles and actions
required by managers, as leaders,
needed to implement a plan that
achieves full representation of women
and minorities and disabled persons
Enhance the EPA model manager
characteristics to include active
personal involvement of senior
staff and key managers in Civil
Rights Program and EEO
activities.
01
Make Managers Accountable for EEO
Performance and Provide Incentives
for accomplishments.
To develop a system of managerial
accountability that effectively
documents contributions and
accomplishments of managers and
supervisors while providing a basis
for evaluating their individual
involvement in Civil Rights Programs.
Develop a critical Civil Rights/EEO
Performance element for all
Agency Senior Executives that
measures performance and
provides the basis for recognition
of achievement of EEO and Civil
Rights goals and/or objectives.
Provide increased opportunities for
involvement of managers and
supervisors.
To develop civil rights policies and
procedures that provide opportunities
for managers and supervisors to
participate in the planning execution
and evaluation of agency sponsored
civil rights activities.
Develop and issue civil rights
guidance for managers and
supervisors that delineates Civil
Rights Program policies and
procedures, their roles and
responsibilities, and how senior
managers can have greater
involvement in EPA Civil Rights
Program and EEO activities.
-------
Topic: Complaints Processing and External Compliance
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
Issue an Agency-wide policy on
Environmental Justice.
To ensure that no racial/ethnic
group bears a disproportionate
environmental health burden and
that all have equal access to EPA
resources.
Enhance the EPA National
Performance Review (NPR)
recommendations to include
promulgation of the non-
discriminatory proscriptions
contained in Title VI of the
1964 Civil Rights Act, as
amended, as EPA policy.
01
N»
Reduce the Number of
Backlogged EEO complaints.
To reduce EPA's EEO complaints
backlog by providing for swifter,
more effective resolution of
disputes.
Develop and implement a
model Alternative Dispute
Resolution (ADR) program and
provide appropriate training to
all EEO Officers and EEO
Counselors.
Strengthen the EPA EEO
Counseling Program.
To strengthen the EEO Counseling
program through the design,
development and implementation
if initiatives in order to retain,
enhance and recognize EEO
Counselors.
Develop and enhance training
and incentives for EEO
Counselors.
-------
Topic: Special Emphasis Program (s)
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
1. Clarify and update the OCR and
Special Emphasis Program
Missions.
To advance the climate in EPA
that results in a workforce
representative of America's
culturally diverse population with
special emphasis on employment
and advancement of minorities
women and disabled persons.
01
w
a. Convene a joint Special
Emphasis Program
Meeting.
b. Complete on-site
assessment of civil
rights programs in EPA
components.
-------
Topic: Training and Education
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
Complete and EEO training Needs
Survey and Provide EEO training
for all EPA staff.
To develop and understanding of
present and future needs for EEO
training and to determine how
these needs can be met.
a. Identify survey
resources and
methodologies.
b. Based on needs survey,
develop course
materials to be used in
existing training
programs and/or
develop new mandatory
EEO training.
c. Provide orientation
and/or training to all
EPA staff.
Implement an Agency Training
Program on Valuing Diversity.
Identify the learning required to
develop an awareness, application
and responsibility for valuing
differences in the agency's work
force at all levels.
Utilize the work completed by
the EPA Diversity Task Force
to develop, and implement a
cultural diversity orientation
and training program.
-------
Topic: Program Management and Operations
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
01
01
Improve OCR Program
Communications
To improve OCR communication
within headquarters, regions and
labs and ensure OCR participation
on management team.
The OCR should hold monthly
conference calls with region and
laboratory EEO Directors.
a. Region and Laboratory
EEO and Civil Rights
Directors should provide
monthly activity reports
to the Director OCR.
b. The OCR should issue a
"Bulletin" from time to
update program staff and
others on trends and new
program information.
Assess the Organizational
Placement of the Civil Rights and
EEO Programs to determine
efficiency of placement.
To determine the most
appropriate organizational
placement of the Civil Rights
Program to ensure maximum
efficiency, effectiveness and
visibility.
Develop and charge an
organizational study team to
complete the assessment of the
organizational placement of the
civil rights and EEO programs
and provide appropriate
recommendations for
improvement.
-------
Topic: Program Management and Operations (Cont.)
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
01
o
3. Develop a Current OCR Workload
Model to Allocate Resources.
To determine what resources are
required to meet nationwide
statutory requirements and to
address the concerns of Agency
employees.
a. Document current EEO
and Civil Rights
Program structure and
organization to
determine resource
needs.
b. Develop current OCR
workload model to
allocate resources.
c. Develop consistent and
uniform approach to
nationwide allocation of
FTE and dollars to OCR
programs.
-------
Topic: Affirmative Employment Program
GOAL
PROPOSED ACTIONS
CURRENT
STATUS
COMPLETION
DATE
1. Develop requirement for Annual
Recruitment Plans
To meet the multiple challenges
of building and retaining a
talented productive and diversified
workforce.
01
a. Each AA and Regional
office should develop a
recruitment plan.
b. Develop Partnership
Agreements with Minority
Academic Institutions.
c. Implement the Diversity
Task Force
recommendations.
d. The Office of Human
Resources should Develop
and establish policy and
practice to capture data
provided by 0PM Form
1351 (Background Data
Questionnaire).
e. Enhance the ability of the
Assistant, Associate and
Regional Administrators to
access their particular
organization's workforce
data by establishing an
Affirmative Employment
information Data System.
f. Expand the use of
automated information
systems in the preparation
and assessment of AEP,
EEO, and Civil Rights
program goals and
objectives.
-------
-------
-------
------- |