United State*
Environmental Protection
                         Office of Administration
                            IffMB MBUBJSHIW
                            if DC 204QQ
             Offlo of Hufimi Rnouiicfti
             Summary Report of
             Human Resources
             Planning Conference
                                 - v/
             Hunt Valley
             November 27-29,1984


                SUMMARY REPORT


                 Hunt Valley

                November 1984
                            Prof, e
United States Environmental Protection Agency

     Office of Human Resources Management


     The Human Resources Council was created when the Office of
Human Resources Management sponsored a Planning Conference in
November, 1984, with representatives of all Assistant and Regional
Administrators, and major laboratories.  The enthusiasm and level
of commitment demonstrated by the participants at the Conference
exceeded our expectations.

     The Deputy Administrator opened the Conference, presenting
his vision for managing EPA's human resources over the next decade.
Howard Messner, Assistant Administrator for Administration and
Resources Management, stressed the importance of career systems
and how critical it is for managers and employees to work in unison
to shape the kind of workplace we all want EPA to be.  John Adams,
editor of Transforming Work, conducted a workshop on the essence
of leadership, the characteristics of organizations capable of
inspired performance and the implications for change in EPA.

     A key element of the Conference was a series of ten showcase
presentations which gave the attendees an opportunity to learn
about innovative human resources programs in different EPA offices.
The initiatives presented ranged from the establishment of a formal
human resources organization in Region X to the effective use of a
commercially available managerial development package in Region I.

     So many organizations volunteered to make presentations that
we had to conduct concurrent sessions, and not all participants
were able to attend every presentation.  This report contains
a brief summary of each showcase with a name and number to
contact for more information.

     Our highlighting these specific projects is by no means an
exclusive endorsement of one organizational approach or one specific
program over another.  What is important is that these presenters
recognized certain needs in their organizations and took active steps
toward meeting them.  We look forward to a round of new and different
showcase candidates for our next meeting, May 20-22, 1985.

     The Planning Conference was an excellent beginning in the
establishment of a strong national human resources network in EPA.
We believe these summaries will enlighten you, raise your curiosity,
and stimulate discussion.  Please contact the Headquarters and Region-
al presenters for more information about their ideas and programs.
Sharing their experiences can help you create human resources
programs that will work in your organizations.
                                K. Kirke Han
                                Office of Human Resources Management













                                                 Region IV

                                                 Region VI

                                                 Region III


                                                 Region IX


                                                 Region II

                                                 Region X

                                                 Region V

                                                 Region I













Cleo Spartin
HQ Workforce
Management Unit

                  Workforce Management Unit

     The Workforce Management Unit (WMU) has Agencywide responsi-
bility for developing human resources strategies, plans and
programs for all employees outside the Senior Executive Service.
The staff is organized around three major functional areas: Organi-
zational Development, Workforce Planning and Career Management.

Organizational Development Team

     This team will serve as a catalyst for change in EPA by
promoting an Agencywide philosophy which values people as our
principal resource.  In the long-term, they want to foster a
sense of community in EPA which cuts across programmatic,
organizational, and other boundaries which divide and constrain
people.  This will create a climate in which people strive
for personal and professional excellence, see EPA as a career
rather than just a job, and participate creatively in decisions
affecting their work.

     To accomplish this transformation, the team's near-term
strategy is: to develop and disseminate human resource goals
endorsed by top management throughout the Agency to every
employee; to facilitate the exchange of information by establish-
ing an effective communications network; to publish a variety
of materials on human resource initiatives; and to advise
organizations on team-building, improving their internal
communications, quality and productivity.

     This year, the team will work very closely with the members
of the new EPA Human Resources Council to identify the barriers
which exist to high-quality performance and job satisfaction,
and will focus on areas of potential improvement in communications,
performance management, employee involvement and productivity.

Workforce Planning Team

     In the book, Megatrends, John Naisbitt titled one of his
chapters "High Tech/High Touch".  A workforce planning system
is an example of using high technology so that each person in an
organization will feel touched, will feel important, and will be
considered as an individual contributing to the whole.

     A workforce planning system implies a long-range effort
which will result in having the right person in the right job
in an organization.  Use of such a system leads to greater
efficiency with respect to workload, to better quality products
or service,  and to happier employees whose skills are being

     The Workforce Planning Team will produce a strategy for
such a system to be implemented at EPA.  As part of this effort,
the Team is examining methods now being used to forecast
workload or define positions or people within EPA.  They are
also looking at trends in the Agency and assessing other
systems, both computerized and non-computerized, currently
being used by other Federal agencies for workforce planning.

Career Management Team

     The Career Management team envisions a program that will
help employees and managers better understand career development
in the context of the Agency's environmental mission.  Too often
we recruit employees into jobs without giving them the necessary
information to plan their careers.  OHRM, in conjunction with
program offices, will develop competency-based information
(knowledges, skills, and abilities) on these jobs which will
help in choosing among training, development, and work experiences

     A career management system will benefit both the Agency
and individual employees by developing internal supplies of
promotable talent.  Increased attention to and concern for
individual careers generates more organizational loyalty,
and, therefore, lower employee turnover.  Career management
and planning encourages employees to tap more of their potential
abilities because they have specific career goals.  Career
planning and management makes employees, managers, and the
Human Resources and Personnel organizations aware of employee
qualifications. With fewer dead-end situations and more growth
opportunities, employees' needs for job satisfaction and
recognition are more readily satisfied.

     At the same time, the Team will continue to coordinate
its efforts with the other teams in the WMU, so that career
development will become an integral part of the ultimate
workforce planning system.  These efforts should enable
supervisors and employees to create their own steps toward
better career management.

Dave Alexander
HQ SES & Executive
Resources Unit

Executive Resources
     The SES and Executive Resources Staff's (SESERU) primary
purpose is to develop a cohesive cadre of senior executives
who are able to manage a variety of programs at different
government levels and locations.  The creation of this unit
centralizes all personnel services, as well as training and
development activities, for senior managers.  In addition,
the unit fosters development programs for other "fast-track,
up-and-coming employees" such as SES Candidates and Presidential
Management Interns  our future leaders.

     Here are several of the initiatives underway to improve
SES services and programs:

     0  establishing a framework which would give the SES
        program sound conceptual grounding and would tie
        together the various component parts;

     0  reducing the time for processing personnel actions
        by simplifying and eliminating steps, by automating
        the process/ and through the use of a talent bank
        to easily match executives and positions;

     0  issuing new RIF, pay, and sabbatical policies;

     0  continuing efforts begun in FY 1984 to strengthen
        the PMI program; and

     0  re-evaluating the current Individual Development Plan
        process to make it more useful.
     The SESERU staff distributed a variety of materials for
participants to take back and share with colleagues, including
draft RIF, pay, sabbatical, and PMI policies, biographical
profiles of current PMI's and SES candidates, and a sample
PMI orientation program.  Participants were also able to sign
up for copies of the SES Developmental Activities Handbook.


William Waldrop
Region IV
FTS 257-3486
     During the 1970's, EPA Region IV attracted a highly skilled
workforce which largely met the varied requirements of operating
a growing number of complex Federal environmental programs.  The
challenges of managing these programs remain, but the nature of
those challenges placed upon the Region is changing.  The dele-
gation of EPA's early programs has resulted in reduced work to
be performed in some areas and changes in the nature of work in
others.  Growth of three relatively new programs {Superfund,
Underground Injection Control, and Resource Conservation and
Recovery Act) have provided new workforce demands and resources.
For three years, a hiring freeze was in effect and, with attrition,
the Region IV permanent workforce declined in a random fashion by
almost one-quarter.

     When a 1982 reorganization resulted in the downgrading of
some staff members in the two-grade interval series, the Region's
number of GS-12's increased from about one-third to almost one-
half of the total professional permanent full-time workforce.
Shortly thereafter, in one of its periodic in-depth personnel
management evaluations, the Office of Personnel Management (OPM)
questioned this concentration of GS-12's, and Regional management
initiated a study to determine what mix of grade levels and
skills were needed to administer EPA programs in the Southeast.

     This study provided an opportunity to consider how various
forces had shaped the staffing of Region IV and to project how
those forces would affect the Region in the future.  After
reviewing Headquarters' and Regional policies and guidance and
interviewing Regional managers and staff from all EPA programs,
the Study Team decided that four main factors would be used in
planning the future Region IV workforce:

     0  Position Management Guidelines  All staffing plans
        must meet minimum Office of Personnel Management and
        EPA requirements, as adapted for Region IV;

     0  Composition of Existing Workforce  Existing staff
        represented the supply-side of the workforce equation.
        Comparing this to work requirements showed where and
        what kind of additional staff were needed;

     0  Work Requirements  These constituted the demand side
        of the equation and served as the basis for all staffing
        plans;  and

     0  Effect of State Program Delegations  In looking to
        the futurer this factor carried the greatest weight
        in determining work requirements and indicating what
        kind of staff will be needed.

     The following conclusions were reached.

     0  Despite high attrition, Region IV has maintained a
        highly skilled and experienced workforce.

     0  The effects on staffing from state program delegations
        are substantial.

           Region IV will increasingly be an organization of
           "experts".  We will need a higher concentration of
           GS-12/13 technical professionals for overviewing
           state programs and providing assistance.

           With delegations, the mid-level (GS-9/11) professional
           work will be almost solely performed by state agencies.
           In some programs, the effect on Region IV will be a
           surplus of GS-9/11's with low technical knowledge and
           a decreasing need for these positions.

     0  In the future, developing senior-level technical staff
        will be more difficult.  With delegations and the need
        for overview, the need for entry-level positions is
        limited.  Region IV must encourage IPA's and other forms
        of on-the-job training so that junior professionals can
        gain practical experience in administering programs.

     0  Skills of many GS-9/11's are becoming obsolete.  In the
        short run, useful work is available in Superfund and the
        new programs which are not fully delegated.  In the long-
        run, retraining or reassignments into administrative/
        management positions may be needed.

     0  With fewer GS-9/11 positions available in the future,
        career paths of clerical employees and secretaries take
        on more importance.  Organizing to provide greater
        responsibilities to these employees is probably needed.
        Using office automation to establish higher paying jobs
        should also be studied.

     Region IV is now concluding an additional study on
Environmental Protection Specialists in hopes of providing career
opportunities for these employees.  In addition, we have hired an
Employee Development Specialist to create a career development
program for the Region as a whole.  Staffing plans are now in
effect for all orqanizations.

                                               John Fleeter
                                               Region VI
                                               FTS 729-2700
     Rotating branch chiefs within the Management Division in
Region VI was not an idea whose time had come.  It took selling
to top management; it took selling to the major participants;
even some other individuals in the Management Division had
apprehensions about it.  It should be emphasized, however, that
after the selling job, all the moves were completely voluntary.

     The purposes of the rotation, and the greatest expected
benefits, were to develop pure management capability and
experience among the branch chiefs, to bring fresh approaches
to long-term problems, and to enhance the appreciation of the
jobs of other individuals.  The best managers are not always
those who manage in detail those programs they "grew up"
with.  Although these individuals may show remarkable productivity
over a short time, especially at first-level supervisory levels,
they may not appreciate broader goals of the organization,
nor do they often learn the basic management skills that are
necessary for career progression.

     A number of things were done to prepare the individuals for
the transition.  First, a general knowledge of the goals and
accomplishments of the other branches was gained from weekly
staff meetings that cover all Management Division responsibilities.
Second, the periodic meetings between the Deputy Director and all
branch chiefs to discuss the design and implementation of the
branch work plans provided more detail on day-to-day operations
(including barriers and problems) of the other branches.  Further,
the participants held a series of meetings in which they deter-
mined logistical and other details about the rotation, i.e.,
length of stay, secretarial moves, filling section chief vacancies,
and organizational changes.  The incumbent chiefs also briefed
their replacements.

     There have been a number of tangible benefits to date,
even though some of them were not anticipated.  For instance,
many section chiefs and senior staff members {those with most
day-to-day contact with the branch chiefs) perked up to
impress their new boss and, likewise, some of the new branch
chiefs have perked up to impress the division director.  In
several cases, new branch chiefs and senior employees are
focusing time and attention on problem aspects of their areas.
"Customers" in other divisions, aware of the changes in the
Management Division, are giving more and better feedback about
services, again enabling improved service in specific areas.

     In hindsight, there are some things which should have been
considered that would have improved the transition,  if not the
eventual benefits.  Specifically, areas which could  have been
explored are:

     0  providing advance training to individuals moving into
        new areas.  The new Resources Management Branch Chief
        could have studied budget preparation and execution,  the
        Grants Branch Chief, intergovernmental relations, etc.  This
        would have provided both a theoretical basis and a knowledge
        of in-place procedures that would have augmented the  general
        knowledge gained through the measures described above;

     0  requiring the Division Director to attend the preliminary
        meetings between the old and new branch chiefs.  This was
        considered and discarded, because it seemed  most important
        at the time to allow the participants to do  things their
        way,  to give them as much vested interest as possible.
        Although that may prove to be most conducive to managerial
        development in the long run, more intervention and direction
        by the Division Director at the time of transition would
        probably have effected a smoother transition and caused
        the least possible amount of interruption to the division's

     0  re-examining experiences of personnel resulting from
        reassignment due to reorganizations in mid-81.  Many
        individuals, including supervisors from the  Enforcement
        Division, assumed supervisory or management  responsibilities
        in other divisions (program and management)  in that reor-
        ganization.  The problems they faced then  new and
        unfamiliar responsibilities, new employees,  unfamiliarity
        with  operating procedures in the new organizations  were
        similar to the ones faced by the participants in this
        experiment.  This existing base of knowledge should have
        been  examined by the branch chiefs and the Division
        Director during the planning phase of this program;

     0  consulting other regions about similar experiences.  This
        would have allowed anticipation of and planning for potential
        problems as described above; and

     0  creating more ceremony in connection with the reassign-
        ments.  One difficulty in early implementation involved
        staff's uncertainty about whom they should go to with
        problems and for assistance.  Especially with sticky
        situations or questions with complicated history, the
        natural tendency is to go to the most knowledgeable
        person  the old chief  blurring the lines of responsi-
        bility, stretching out an already difficult process, and
        producing conflict among the participants.  More ceremony
        and firmer direction from the Division Director would
        probably have reduced this behavior.

     It is still too early to assess the experiment; the trial
period is one year.


Andy Carl in
Region III
FTS 597-9372
     In order for Region III employees to maintain a leadership
role in the environmental field, management decided there needed
to be more specific directions for employee development.  Training
is to be part of the overall plan to improve the knowledge, skills
and abilities and promote personal growth of individual employees.
Needs have been identified for each of four different categories
of employees.

     0  Orientation and training for new employees - over 25% of
        the employees have been with Region III less than one
        year.  New employees need to know the Agency's mission,
        and its rules and procedures.  They need to learn any
        specific skills needed for their work assignments.  And
        they need to feel somebody - a mentor - is supporting them,

     0  Clerical/secretarial/administrative personnel need basic
        skills and training on automated equipment with emphasis
        on training to help manage information.

     0  Experienced staff need to know the state-of-the-art in
        their own specialties.  New skills need to be taught in
        order to ensure a pool of senior employees for possible
        leadership in other areas.  All employees need to gain a
        general knowledge of EPA programs.

     0  Supervisors/managers need basic management skills, basic
        people skills, and a knowledge of EPA policies and

     The Region's research confirmed the need for long-term
planning and additional time and budget to be committed to
training on a continuing basis.  To conserve travel money and
get the most out of training dollars, the Region is contracting
for on-site training, tapping skills of its own employees, other
EPA employees, 0PM employees and using video tapes.

     Management is taking an active, systematic approach to
training, including issuing policies and guidance.  The Regional
Administrator established an Employee Development Plan (EDP) as
one of eight Regional priorities.  Performance standards were
developed for each Division Director/Office Head, and Individual
Development Plans (IDP) were established as a part of each
employee's performance standards.

     Roles and responsibilities were also assigned.
Directors/Office Heads are to:
     0  identify generic training needs;
     0  propose/implement EDP for Division/Office;
     0  recommend better employee development on Regional basis;
     0  ensure development of IDPs.

     The Office of the Assistant Regional Administrator is to:

     0  assist Division Director/Office Head in identifying needs;
     0  review Employee Development Plans for cost effectiveness;
     0  develop management policies for better employee develop-
        ment (e.g., career path guidance, rotational assignments);
     0  facilitate scheduling of courses.

     Schedules have been established and the following actions
began in PY 85:

        identification of generic training needs;
        development of Individual Development Plans;
        orientation program for new employees;
        secretarial orientation program;
        re-establishment of Region III instructor cadre;
        training calendar;
        establishment of Human Resources Council (ARA chair);
        development of enforcement training program;
     0  Upward Mobility Program;
     0  monthly reviews with DRA.

     Other actions planned for later in FY 85 include:

     0  options for rotational program for employees;
     0  inventory of employees interested in rotational
     0  giving consideration to a diversity of experience
        for merit promotion decisions;
     0  executive development programs;
     0  refining the Employee Development Program.

     Among other ideas for future consideration are development
of "typical" career paths for employees and a routine on-the-job
training program for all new employees.

Marylouise Uhlig
OPTS - 382-2906
     Management in the Office of Pesticides and Toxic Substances
(OPTS) believes that individuals are the most important element
to an organization's success.  OPTS employees are the reason the
office is able to shift gears frequently and meet short deadlines
imposed by Congress and others.   They believe that, regardless of
the budget limitations, there are ways to improve morale and
enhance employees' careers.  OPTS has taken a number of initiatives,
some at no additional cost to the office, which can be replicated
or adapted for use in other offices.

     The following list is an overview of many of these initiatives.

     0  Rotational assignments within the Office of Toxic
        Substances (OTS) are available for employees at the
        GS-12 to 14 level.  They may nominate themselves for
        two to three month assignments in the front office.

     0  Bi-weekly newsletter published by OTS provides information
        about what the front office is doing and includes such
        items as substantive programmatic matters, budget, bills,
        rules, consent orders, key visitors.

     0  Team building efforts include off-site retreats and out-
        side facilitators for general management and specific
        program issues.  All levels of a team, including key
        secretaries,  participate in programmatic retreats, and
        there is follow up on the action items.

     0  Any employee can call and schedule a one-on-one lunch
        with a top manager.

     0  Separate division meetings were set up by the Deputy
        Office Director to get suggestions for improvement.
        The suggestions were placed in four categories:
        general; communications; policies; and morale.  Each
        special assistant followed through on one category and
        wrote a report.  The recommendations are now being imple-
        mented .

     0  To stay current in scientific fields, one of the divisions
        schedules staff people to present papers twice a month.
        Sometimes an outside person is invited to be a presenter.

Staff in one division maintain professional skills and
spread the word about Federal job opportunities by serving
as adjunct professors at local universities and doing
research at medical schools or the National Institutes of

Employees are selected to participate in the Department
of Commerce Science Fellows Program and work with Congress
for 10 months.

There are opportunities for 90-day sabbaticals to a local
university.  The organization also strongly encourages its
scientists to participate in professional societies and
publish scholarly papers.

A memorial award recognizes an individual with a high
commitment to scientific excellence and understanding
of the public impact of toxicological science.

Recommendations were made by a consultant on how to improve
relationships between secretaries and professional staff.

Courses are offered for employees at all levels in matrix
management and how to run a meeting.

In the Office of Toxic Substances, division directors meet
weekly to share information.  These are "principals only"
meetings without the Office Director.

A science seminar series is in place which uses outside
authorities to discuss topics selected by employees.

An orientation to the Toxic Substances Control Act is given
for all new OPTS employees.

The Office of Pesticide Programs is trying a developmental
assignment to a Region for a headquarters person who knows
the pesticide registration process.

OPP is also helping the development of state and Regional
people by arranging assignments for them to work in the
EPA Beltsville Laboratory.

The Director of the Office of Pesticide Programs holds
"skip-level" meetings with branch chiefs, secretaries,
etc. to surface problems in an open, direct way.

Mark Hemry
Region IX
FTS 454-8016
     Region IX makes the greatest use of the Intergovernmental
Personnel Act (IPA).  29 IPAs, or 36% of the Agency's total IPAs
are in Region IX, where the program is viewed as a powerful career
development tool for mid-level staff.  The employees who accept
IPA assignments usually agree to work for a state or local
government for two years, after which they must return to their
office for at least one year.  Subsequently, there is the
possibility of another two year assignment.
     It is important to stress that careful attention is paid
to the selection of people for IPAs.  All opportunities are
announced and responsibility for selection is shared with the
requesting organization.  In addition to developing employees,
EPA sees the program's benefits as strengthening Federal and
non-Federal management by involving and training state
employees in the implementation of Federal policies and programs,
and transferring new technologies and approaches for solving
governmental problems.  At the same time, the states believe
IPAs are an excellent means for them to acquire professional
help they could not afford because of their salary structure,
and provide a way around budget problems and personnel freezes
because IPAs do not appear on the rolls as employees.

     The participants are positive about the program broadening
their range of professional experience, describing assignments
as intellectually stimulating and meaningful.  They also say it
increases sensitivity to the workings of state agencies and the
relationship between Federal and State governments.
     There are,
their assignments
                however, some disincentives to
They include:  no promotions unless the employee is in a career
ladder? lack of performance appraisals (eliminating the opportunity
for cash performance awards); uncertainty about the extent and
nature of re-entry rights; and lack of communication with the
Regional Office.  Regarding the lack of communication, assignees
say communication is virtually non-existent with their Federal
managers regarding job guidance, career expectations and program
changes.  Assignees need more contact with the Regional Personnel
Office regarding promotions, awards and performance evaluations.

     After evaluating the program, Region IX is taking the
following steps to rectify the problems:

     0  stressing the possibility for cash awards;

     0  establishing a Federal mentor system;

     0  clarifying re-entry procedures;

     0  improving communication; and

     0  improving orientation for IPAs.

     Overall, the program has proved useful to the assignees,
the Region and the state/local environmental institutions.

Don Sadler or
Jim Guy - PMD
     The U.S. Office of Personnel Management has spent several
years researching the question of what constitutes a successful
supervisor, manager, or executive in the Federal sector.  Their
research in a variety of agencies has led to the development of
a model for management in the government.  This model, called
the Management Effectiveness Framework (MEF), clearly delineates
the competencies and effectiveness characteristics being demonstrated
by successful, effective incumbents in the three levels of management

     Each of the three management levels has different competencies
and characteristics that are particularly important for success at
that level.  The research led to the defining of six generic
competency areas and ten effectiveness characteristics.

The Competencies:

0  Integrating Internal & External Issues

      external awareness

0  Representing & Coordinating


0  Planning & Guiding

      work unit planning
      work unit guidance

0  Money & Material Resources

      material resource administration

0  Utilizing Human Resources

   -  personnel management

0  Reviewing Program Implementation and Results

      work unit monitoring
   -  program evaluation

The Effectiveness Characteristics;

Broad Perspective

Strategic View

Environmental Sensitivity


Action Orientation
Results Focus
Interpersonal Sensitivity

Technical Competence
     The Management Effectiveness Inventory (MEI) is an instrument
developed to measure supervisors, managers, and executives
against this model.  The MEI consists of 115 behavioral state-
ments that each respondent rates on a scale from 1-9 on how
important that statement is to the level of management position
currently occupied.  Individuals rate themselves on their present
proficiency in performing these tasks or behaviors.  The individual's
supervisor also answers the same questions about the subordinate's
job and proficiency in it.  The results can be computer-scored and
returned to both parties for analysis and discussion.  These computer
printouts show both the strengths and developmental needs of the
individual.  When groups of people take the MEI, a wide variety of
organizational data can be generated.

     Potential benefits of using the MEF/MEI approach include:

     0  Career management planning;
        -  individual
        -  organization

     0  Career Development;
           present job
        -  understanding requirements of higher level positions

     0  Identification of appropriate training and development

     0  Reinforcement of management as a second, complex career;

     0  Performance feedback;

     0  Determination of some selection factors for managerial

     0  An Agency data base on our management cadre.

     The MEF/MEI can be very helpful tools in understanding
the managerial workforce, its strengths, needs, and the
directions that it should be moving in the future.  The general
managerial principles, the focus on developing successful super-
visors, and the personal and organizational analyses that are
part of this system are all consistent with the goals of EPA
in developing our management cadre to be as effective as possible


Eugene Viti
Region II
FTS 264-0016
     In April, 1984, Region II initiated a plan for a pilot new
employee orientation program, after analyzing recent recruitment
activity and ascertaining that 22% of the regional staff had
been on board for less than six months.  The goals were to orient
new employees to the EPA organization and mission, improve
morale (since rapid recruitment had not permitted keeping pace
in such areas as work space and on-the-job training), advise
employees of career development opportunities and improve the
productivity of these new employees.

     In planning the program it was decided to: (1) limit
group size to thirty in order to promote dialogue; (2) ensure
the involvement of top management by having them make pre-
sentations; and (3) make certain that each group be comprised
of a representative cross section of new employees.  The
initial orientation consisted of two days devoted to the
organization and mission of EPA and one day focused on personnel
policies and practices.

     In evaluating the pilot, new employees identified strengths
and weaknesses.  Among the strengths they identified were:

     0  an opportunity to meet senior management;

     0  knowledgable, well-prepared, professional speakers;

     0  presentations that were made especially interesting
        through the use of audiovisuals (e.g.,  "The Superfund
        Slide Show"); and

     0  an excellent overview of EPA.

     Weaknesses included:

     0  the lack of a dialogue between speakers and audience;

     0  program length and schedule lapses;

     0  repetition of subject matter among speakers;  and

     0  excessive technical detail.

     On the basis of these first evaluations, the program was revised,
There are now four half-day sessions.  By eliminating technical
detail and coordinating presentations (e.g., the Office of Regional
Counsel's branch presentations are done in conjunction with program
divisions, thereby eliminating duplicate introductory materials) it
was possible to reduce the number of speakers.  There is also strict
adherence to the schedule.

     Evaluations of the revised program confirm success in retaining
the interest of most employees.  However, two issues continue to
surface: a limited number of employees continue to recommend separate
programs for clerical and technical staff; and most speakers still
fail to generate a dialogue with the new employees.

     There have been six additional sessions to complete
orientation for all employees hired during FY-84.  The Region
anticipates conducting future sessions quarterly, unless needed
more frequently.  The Region's goals were achieved in terms of
focusing senior managers on the importance of our human resources
and in nurturing new employees, improving morale, providing
more information on their work environment, and exposing these
employees to career development opportunities within the Region,
Agency and states.  Future analysis of the program will address
the issue of improved productivity.

Nora McGee
FTS 399-1233
Greg Kellogg
FTS 399-1240
Region X	
     Region X's response to the government trend of less money
for jobs, benefits, promotions and salaries was to set up a
new organization - the Human Resources Management Branch.  The
new Branch departs from tradition by combining the functions of
personnel, employee development and civil rights.  Its goals
include convincing employees that managers care about them and
want employees to feel they are an important part of the
decision making process.

     The Region can point to many accomplishments already made
by the new Branch, including setting up a Management Council
of which all 42 supervisors are members.  The Council established
policies on return/rotation, no-smoking and on where primary
responsibility for coordination of Regional enforcement activities
would be placed.

     Although lack of money has been an inhibiting factor, other
accomplishments are:

     0  beginning a Scientific Seminar Series;

     0  increased training in
           Effective People Skills
           Expert Witness Seminar (also given in many additional
           locations by a Region 10 attorney)
           Statistics for the Personal Computer
        -  Long-term training (self-nominating, competitive
           selection process);

     0  IPAs;

     0  PMIs;

     0  establishment of Performance Management Reform (through
        use of an evaluation tool and performance agreements); and
     0  creation of the Personnel Information series.

The goals for FY 85 that are currently being implemented

0  improving Job Enhancement/Upward Bound;
      encouraging professionalism
      encouraging upward mobility positions

0  establishing career paths;

0  improving executive development;

0  establishing environmental intern program;

0  writing an experts policy;

0  institutionalization of orientation program; and

0  establishing a supervisory management skills development

Nick Bollo
Region V
     The first impressions of a new personnel officer coming
into the Regional Office were that the entire Region was in
the throes of an extremely intense and immobilizing trauma of
some kind.  Environmental protection was on hold; his branch
was virtually under seige; employees and supervisors were
descending upon the personnel specialists with questions and
problems? employee relations was the busiest place around.  It
was annual performance evaluation time!

     The evolution of performance management in Region V, as
in other places in EPA, had resulted in a process which, on
the positive side, was taken very seriously by all involved,
was administered carefully, and made a genuine attempt to
quantify the work of the Region and measure individual
performance accordingly.  Unfortunately, the negative side
of the coin was that the process itself had become mechanistic,
paper-intensive, and stressed quantitative, rather than
qualitative, measures.  There was no real link between the
environmental goals set forth in the Agency guidance and
measured in the Administrator's accountability systems and
the work performed by the employees as reflected in their
performance agreements.

     Acting as a catalyst in the process, the Assistant
Regional Administrator for Planning and Management established
a linkage by translating Agency guidance, in generic terms,
into a five-part standard for use throughout the Region.

     The five categories (elements) of work in the standard,
and their weighting ranges are:

     1.   Develop Work Plans (10-15%)

          This places importance on a proactive approach, thinking
          about the future, and preparing plans well ahead of the
          operating year.  Plans are derived from SPMS and ATS
          commitments in program areas.

     2.   Implement Work Plans (35-45%)

          Obviously, the meat of the work, and weighted accordingly,

     3.   Advice to the Regional Administrator/Others (5-10%)

          Varies in applicability across Regional positions, but
          was determined to be significant for evaluation purposes.
          Success here reflects professional knowledge, experience,
          communication ability.

     4.   Intergroup Relations  (5-10%)

          Important in EPA and particularly in the Regional Office
          because of the interactive nature of our programs.

     5.   Resouree and Work Managernent  (10-20%)

          This encompasses the effective use of FTE's and fiscal
          resources, Human Resources Management, EEO, and
          Performance Management.

     The system was developed by senior managers, reflects
priorities and, when fully implemented, cam be a positive
morale factor for employees and supervisors.  It takes the
guess work, inequities, and a great deal of the subjectivity
out of the process.  It balances quantitative and qualitative
measures, and parallels OPM's managerial standards.

Georgianna Bishop
Region I
FTS 223-7215
     In March, 1984 all Regional managers were asked to complete
a questionnaire which highlighted suggested areas of supervisory
training.  The results of this questionnaire were used to develop
a two year, mandatory, in-house training program for all managers.

     Three supervisory training programs available through well
known companies were reviewed, and the Supervision Program offered
by Zenger-Miller was selected.  The selection of the Zenger-Miller
program provides a behavior-based training program that covers
the basic skills used by supervisors on a daily basis.  Zenger-
Miller offers twenty-five supervisory topics that are directly
applicable to our work force.

     The overall quality of the training materials is impressive.
They are easy to understand and not overly complicated to use.
The video tapes portray managers with whom the Regional staff can
identify, and the situational examples used are relevant.  The
program emphasizes the use of practice, with examples taken
directly from the work place; rather than using case studies.  For
each topic, the managers are asked to learn three or four basic
concepts.  The sessions emphasize practicing these newly-learned
basic concepts during the three hour-long training programs.

     The training sessions emphasize the transfer of learned skills
into the day-to-day work situation.  Each classroom session dedicates
a portion of time to discussing each manager's successes in
transferring newly learned skills to the work place.  The course
materials reinforce this follow-up methodology by providing cue
cards, which allow managers to review the key elements of the
training as they need it in the future.

     The Regional Training Officer attended the one-week Zenger-
Miller training certification program in New York.  The two-year
training program began in Boston in October, 1984.  Three hour-
long sessions are held once a month and scheduled well in advance.
At first there seemed to be some resistance on the part of some
managers.  After top management made its commitment to the program
very clear, attendance reached 100%.  Managers now look forward to
the sessions.  The program is designed to eventually have the
training conducted by members of the Regional management team.
The goal for 1985 will be to have six Regional managers trained
so they can assist the training officer in continuing the program.

     The Zenger-Miller program follows three basic principles:
(1) The focus is on the problem or issue, not the person; (2) The
emphasis is on maintaining everyone's self-confidence and basic
self esteem; and (3) The goal is to have constructive supervisory/
employee relationships.  Region I believes the program is a winner
because of the combination of time flexibility, quality training
materials, suitability to the needs of managers, and the transfer
of learned skills to the workforce commitment.


1.  Career Development

   0  opportunities for advancement
   0  active professional development
   0  mandatory management training
      for supervisors
   0  commitment to professional
      management corps
   0  work with people who have clear
      career paths
   0  lateral/backward moves don't have
      negative implications
   0  personal growth through hands-on
      developmental assignments
Las Vegas pilot assessment of MEI
Ann Arbor Lab study-engineer retention
assumptions paper on Career Development
EPA Training Institute
OHRM Review of managerial development
programs for the Agency (MEI, Atlanta
Consulting, Zenger Miller, etc.)
Comptroller Intern Program
OHRM to complete job analysis study of
one major scientific/technical occupation
to identify competencies needed for
advancement in non-managerial career path
OHRM/PMD work on managerial development
including overall framework to address
recruitment, selection, advancement
cross-program mobility concept paper
Secretarial Advisory Council, OHRM, PMD
working on training/development needs
2.  Rewards and Recognition

   0  appropriate reward structure
   0  Headquarters support of
      employee recognition
   0  peer recognition
   0  recognition of effort based on
   0  recognition of individual
   0  reward for behavior that is
draft Agency Order on Membership in
Professional Societies
identification of expert positions
for possible participation in EPA
Univers ity
Peer Review concept paper
effort to get support staff
representation on EPA Awards Board
3.  Participative Management

   0  employees can influence policy
      and program direction
   0  authority matches responsibility
   0  delegation of responsibility
      and authority to lower levels
establishment of Scientific/Technical
Careers Advisory Committee representing
AAs, Regions, Labs to design specific
Scientific/Technical career management
Nat'l Academy of Public Administration
(NAPA) values/attitudes surveys
work with Secretarial Advisory Council
on communications needs, and requests
for administrative/managerial training
for support staff
exploring innovative ways to get
employees'  ideas and solutions
to problems

4. Interpersonal and Professional
 see projects listed for "Career
 Development/" and "Rewards and
 application of pilot training programs
 in OW, OPPE, OAQPS, Comptroller, others
5. Willingness to Take Risks
 review of potential new training
 programs for the Agency (Atlanta
 Consulting, Zenger-Miller,  etc.)
 see "Sense of Challenge", etc. below
6.  Organizational/Environmental

   0  space
   0  lighting
   0  telephones
   0  latest Computers
 early stages of investigation of
 impacts of office automation
 Region III pilot checklist for human
 resource impacts of space planning
7.  Sense of Challenge, Newness
   and Meaningful Work
 taping and showing of
 PBS l_n. Search of Excellence programs
 EPA Training Institute
 cross-program mobility concept paper
8. Direct feedback,  personal
   accountability, control of
   resources, and opportunity to
   use unique expertise
 performance mgt improvements(PMD)
 draft Agency Order on Membership
 in professional societies
 identification of Agency experts
 publication of NAPA Reports
 EPA Training Institute
 Expert Witness Seminar
9. Team Spirit
      recognizes affiliation needs;
      rewarding relationships w/others
      expressions of warmth and support
      joint problem solving rather than
      criticism & blaming
      morale-building activities
 draft Agency Order on membership in
 professional societies
 OHRM work with offices who want to
 conduct or contract for team-building
 or organizational development
 PBS In Search of Excellence showings
 NAPA Employee Surveys
 new approaches to getting employees'
 ideas and solutions to problems

10.  Performance Management

0  clearly written standard operating
0  constructive criticism on poor
0  objective evaluation based on
   performance standards
work with Personnel Management Div.
to improve Performance Management
System based on PMS survey, study
revised and updated Position
Classification Handbook for
Supervisors, in cooperation with
PMD and as a basis for developing
a dual career track system
11.  Define mission, goals and objectives
discussions of vision paper given
at Hunt Valley
communication projects, i.e., EPA
Times,  Management Memo articles,
regular Human Resources Factsheets
examination of Agency policy,
guidance, directives for HR impacts
Lee Thomas1 goals statement
improved orientation programs 
Region II, Headquarters
12.  PlanningTime - "Quiet Time"

0  time to think and reflect
0  supervisors counsel employees
0  questions get answered
0  time to get input together for plans
advice and assistance to client
offices concerning organizational
health efforts
13.  Personnel

  actions fair
0  right people/right jobs/competent
   support staff
0  flexible use of expert classification
0  fewer management layers
0  promotion of paperwork reduction
   activit ies
0  more flexibility in defining jobs
   and monitoring compensation
development of dual career track
system, beginning with Job Analysis
seeking 0PM approval for CSRA Demon-
station project for a new staffing
system for research positions
identification of expert positions
updated and revised Position Classifi-
cation Handbook for Supervisors, in
cooperation with PMD
Ann Arbor Study of engineer retention



EPA ORDER                  DRAFT

1.   OBJECTIVE.  This Council shall work to improve the manage-
ment of human resources in the Environmental Protection Agency
and to strengthen communications Agencywide regarding human
resources management activities.  The Council shall advise and
assist the Office of Human Resources Management in developing
effective policies, strategies and programs for career management,
workforce planning and organizational development Agencywide.

2.   FUNCTIONS.  The Council is established to advise, consult
with, and assist the Office of Human Resources Management by:

     a.  defining the role of human resources activities in
         supporting EPA's mission;

     b.  serving as an Agencywide early warning network to
         surface problems and issues;

     c.  generating innovative ideas and approaches to human
         resources problems;

     d.  providing a communications and mutual support network
         of Headquarters, Regional and field staff who are
         interested in and committed to human resources goals;

     e.  acting as a sounding board, reviewing and discussing
         proposed human resources initiatives for appropriate-
         ness and effectiveness;

     f.  acting as a catalyst in dealing with Agency managers,
         employee groups, and other organizations to improve
         human resources management; and

     g.  encouraging the establishment of coordinator positions,
         organizational units, or mini-councils in EPA organi-
         zations or geographic locations to involve more managers
         and employees in the activities of the Council.

3.   COMPOSITION.  Each Assistant Administrator, Regional Admini-
strator,  the General Counsel, and the Inspector General shall
appoint one representative to the Human Resources Council.  Head-
quarters  offices with major field laboratory components shall
assure that these field organizations are represented on the
Council.   Appointment to the Human Resources Council implies
that the  representative has the authority to act on behalf of
his/her organization to carry out the activities of the Council.
Each organization shall also aopoint an alternate representative.

                                               Lee M. Thomas


                    Hunt Valley
November 27-29-1984

Alvin L. Aim
Deputy Administrator

Rob Cahill
Special Assistant
  to the Deputy Administrator

Diane Bazzle, Director
Office of Executive Support
Office of the Administrator

Howard M. Messner
Assistant Administrator
  for Administration and
  Resources Management

Kenneth F. Dawsey
Deputy Director
Office of Administration
Office of Administration
  and Resources Management

Anne Miller, Director
Special Programs and
  Analysis Divison
Office of Federal Activities
Office of External Affairs

Gerald Yamada
Deputy General Counsel
Office of General Counsel

Sally Mansbach, Chief
Management Operations Branch
Office of Enforcement and
  Compliance Monitoring

Roscoe R. Davis
Assistant Inspector General
  for Management & Technical
Office of Inspector General

John Beecher, Chief
Program Management Staff
Office of Policy, Planning
  and Evaluation
Thomas Kelly, Chief
Program Evaluation Branch
Program Evaluation Division
Office of Policy, Planning &
Dottie Pipkin, Program Analyst
Office of Policy, Budget and
  Program Management
Office of Solid Waste & Emergency

Daniel Yurman, Information Management
  Specialist, Office of Policy, Budget
    and Program Management
  Office of Solid Waste & Emergency

Charles Freed, Director
Manufacturers Operations Division
Office of Mobile Sources
Office of Air and Radiation

Marylouise Uhlig, Special Assistant
  to the Deputy Assistant Administrator
Office of Pesticides & Toxic Substances

Robert L. Dixon, Director
Office of Health Research
Office of Research and Development
   ert Blanco, Director
   icipal Facilities Division
   ice of Municipal Pollution Control
Robert Blanco,
Municipal Facilities Division
Office of Municipal Pollution
Office of Water

Penny Fenner-Crisp, Toxicologist
Office of Drinking Water
Office of Water

Jane Ephremides, Chief
Resource Management & Evaluation Branch
Office of Drinking Water
Office of Water

Paul G. Keough
Deputy Regional Administrator
Region I
Boston, Massachusetts
Georgianna Bishop
Personnel Management Specialist
Region I
Boston, Massachusetts

Kathleen Callahan
Deputy Assistant Regional
  Administrator for Policy
Region II
New York, New York

Stanley L. Laskowski
Deputy Regional Administrator
Region III
Philadelphia, Pennsylvania

Andrew P. Carlin, Chief
Personnel & Organization Branch
Region III
Philadelphia, Pennsylvania

Howard D. Zeller
Assistant Regional Administrator
  for Policy & Management
Region IV
Atlanta, Georgia

Nicholas Bollo
Chief, Personnel Branch
Region V
Chicago, Illinois
John S. Fleeter
Assistant Regional Administrator
  for Management
Region VI
Dallas, Texas

William Rice
Deputy Regional Administrator
Region VII
Kansas City, Missouri

Delores Platt
Associate Assistant Regional
  Administrator for Policy and
Region VII
Kansas City, Missouri

Alexandra Smith
Deputy Regional Administrator
Region VIII
Denver, Colorado

John Spafford, Chief
Personnel & Organization Branch
Region IX
San Francisco, California

Nora McGee
Director, Management Division
Region X
Seattle, Washingto"
Julie Hagenson
Acting Chief, Resources Management
Region X
Seattle, Washington

Michael Watkins
Personnel Officer
Office of Administration
Cincinnati, Ohio
William Laxton
Director of Personnel
Office of Administration
  and Resources Management
Research Triangle Park,
  North Carolina
William Frietsch
Acting Director
Program Operations Office
Industrial Environmental Research
Cincinnati, Ohio

Arthur Sandoval
Personnel Operations Branch
Las Vegas, Nevada
Clarence Hardy

James Guy
Program Assessment &
  Support Branch
Donald Sadler, Chief
Program Assessment & Support Branch

Regina Solomon
Program Assessment & Support Branch
K. Kirke Harper, Director
Pat Wade-Neal, Secretary
Kathleen Cook, Special Assistant
  to the Director
Work for cement^ Management Unit

F. Cleo Spartin, Director

Janice Berry, Secretary

Mary Lou Melley, Workforce
  Planning & Information

Kenneth Cones, Workforce
  Planning & Information

Elaine Newman, Organizational
  Development & Communications

John Alter, Organizational
  Development & Communications

Ken Wright, Career Development

Sandy Bembry, Career Development
SES and Executive Resources

David Alexander, Director

Peg Anthony, Executive Development

Carolyn Scott, Executive Development

Linda Adams, Account Executive

Al Lepisto, Account Executive

Carol Crumby, Presidential
  Management Intern Program
                                                            GPO B1 4*904