OFFICE OF EMERGENCY AND
REMEDIAL RESPONSE
STRATEGIC PLAN
We lead the nation's cleanup and renewal of its
contaminated land, water, and air.
FISCAL YEARS 2002-2005
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This draft Strategic Plan results from a four-month planning effort by the Strategic Planning Team. It
serves as a guide for OERR staff and managers to use in making decisions to improve programs and
services to our customers while maintaining an employee-friendly working environment
This document primarily describes how OERR does its work. We anticipate that this working
document be a springboard for discussions on OERR priorities, programs, and practices. The goals
and objectives that follow focus primary attention on areas where some changes to existing activities,
or new efforts, are desired to strengthen OERR. This plan does not attempt to affirm all the positive
efforts that should continue into the future.
OUR MISSION
We lead the nation's cleanup and renewal of its contaminated land, water, and air. Through strong
policy, leadership, effective program administration and a dedicated workforce, we merge sound
science, cutting edge technology and stakeholder involvement to protect the nation from the harmful
effects of contamination from oil and hazardous substances.
OUR VISION
OERR serves the needs of customers and stakeholders with its world class technical and
programmatic experts in contaminated site remediation and reuse, risk reduction, response
planning, pollution prevention, and emergency response. Our internal processes ensure that die
right people from within OERR are involved and our products and actions reflect appropriate
external collaboration.
By 2005, program priorities are identified and supported through OERR's workplanning
processes. OERR's information sources, such as CERCLIS, provide timely and up-to-date
information.
To achieve organizational priorities and goals, leadership is an attribute practiced throughout the
OERR organization.
OERR staff and manager skills, knowledge, motivation and energy are nurtured and lead to
organizational success.
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OUR VALUES
We are committed to the following values:
• We hold individuals and teams accountable for their actions.
• We meet the needs of our internal and external customers in a high quality and timely
manner.
• We are effective in setting and achieving our priority goals and objectives.
• We are efficient in getting the most output from available resources.
• We focus on long-term, quality solutions.
We work in an open, collaborative environment
* We responsibly discharge our duties to protect human health and the environment
OUR GOALS AND OBJECTIVES
VISION AREA I - Products and Services - OERR serves the needs of customers and stakeholders
with its world class technical and programmatic experts in contaminated site assessment, remediation
and reuse, risk reduction, response planning, pollution prevention, emergency response, and
stakeholder involvement We meet the needs of our customers by providing timely and high quality
products and services. Our internal processes ensure that the right people from within OERR are
involved and our products and actions reflect appropriate external collaboration.
Goal 1. Develop and implement effective, timely, cutting edge policy, guidance and strategies to
support evolving programs. This work will be conducted in a collaborative manner which
stresses a baseline level of National consistency while maintaining Regional flexibility.
Obj. 1: OERR, with OSWER and OSRE, will develop and implement a strategy that aligns
program priorities, GPRA goals and resource allocation to meet current and emerging
challenges. By March 2002, options should be presented to senior OSWER management.
(High)
Obj. 2: By March 2002 OERR will develop and implement a formal process to incorporate
annual input from Regions and other customers relative to areas of high priority, proposals for
new guidance, and continued need for projects already underway. (High)
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Goal 2. Conduct program implementation oversight and evaluation, and establish measures
which lead to continuous program effectiveness and improvement.
Obj. 1: By March 2002, establish a project team to develop and implement a life cycle process
to ensure continual evaluation of the effectiveness and implementation of OERR's existing
policy and guidance. This process will include integration of results into priority setting and
workplanning by FY2003. (High)
Obj. 2: By October 2001, implement the recommendations of the Quality and Timeliness task
group. Evaluate success of implementation and make additional recommendations as needed.
(High)
Goal 3. Maximize our efforts to partner and leverage with others to support our customers.
Obj. 1: By December 2001 OERR will begin cross-program development of common
implementation tools to support cleanup and renewal needs at sites by developing high priority
recommendations for senior OSWER management. Such an effort should include
representatives of co-regulators as essential partners. (High)
Obj. 2: By October 1, 2001, appoint a group of experienced OERR staffers to identify
opportunities for partnering with others outside EPA Use March 2002 action plan and
recommendations from this group to adjust personnel work efforts to ensure efforts to gain
participation receive attention needed and review progress annually. (High)
Goal 4. Increase technological creativity and programmatic flexibility to most efficiently and
effectively assess and cleanup sites and prudently use long-term stewardship through effective
regional support.
Obj. 1: Establish OSWER Notable Achievement Awards for exemplary use of innovative
technologies or contracting and management practices for the cleanup of removal and remedial
sites for FY2002 awards ceremony. (Medium)
Obj. 2: Use annual priority setting consultation with Regions (established under Goal 1,
objective #2) to establish mechanisms and gauge responsiveness of on-site assistance and HQ
coordination on technical and programmatic issues by March 2002. (Low)
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Goal 5. Ensure effective outreach and that our products are readily available and used by our
customers.
Obj 1 : Update the compendium of OERR publications to develop a catalogue of guidance to
provide the core of program operation and evaluation, e.g., an encyclopedia to existing
guidance. By June 2002, make this available on the Internet in a user friendly way. (High)
Obj. 2: By March 2002, evaluate the uses of and needs for the OERR web sites and modify
them, as necessary, to become more user friendly. (High)
Obj. 3: By October 2002, develop email-based communications to routinely notify interested
parties and staff when new documents and decisions are developed by the program. (Medium)
Obj. 4: By October 2002, review all Superfund outreach products; identify and develop timely
and effective outreach products that communicate the current status and vision for the program.
(Medium)
VISION AREA II - Workplanning and Prioritization - By 2005 program priorities are identified
and supported through OERR's workplanning processes. OERR's information sources provide timely
and up-to-date information.
Goal I: Program (budget and FTE) resource allocation is aligned with the driving priorities of
the program.
Obj. 1 : Program priorities receive the necessary resources and clearly understood,
documented, and defensible resource allocation methods are always used by management
(High)
Obj. la; The FY2001 workplanning process will be evaluated to identify its strengths
and weaknesses. The FY2002 workplanning process will build upon the strengths of
FY2001 and eliminate the weaknesses found in FY2001. This process shall be clearly
documented for formal evaluation in FY2003.
Obj. Ib: As part of the workplanning process, all current program activities will be
evaluated with respect to program priorities and OERR's strategic direction. Program
activities that do not clearly or that marginally support these priorities and this direction
will not be supported, or will receive less resources.
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Obj. Ic: FY2003-2005 workplanning will build upon 'lessons learned" from the
previous years, Workplanning processes for each year are documented and decisions
are communicated.
Obj. Id: By October 2001 all program projects developed will have a written project
plan generally available electronically. Plans will at least include the scope of die
project, its milestones, and identify program areas and people as partners in the
project's development Workplans should include a communication strategy and a plan
for rapid dissemination in a user friendly format
Obj. 2: Mission support contracts and extramural funding will support program priorities and
be effectively and efficiently administered (High)
Goal 2: Information technology infrastructure and activities provide program data and analysis
tools that are up-to-date, readily available, program aligned, coordinated, and understandable in
a cost and resource efficient manner.
Obj. 1: By FY2002, evaluate all current OERR program data systems with respect to one
another to identify (1) overlap; (2) relevance to program; (3) cost of data systems; (4) data
owners; and (5) data customers. (High)
Obj. 2: Ensure that new information technology efforts are aligned with program priorities and
strategic direction. By FY2002, develop a process where potentially new technology
information projects are evaluated against program needs. (Medium)
VISION AREA III - Leadership and Teams - To achieve organizational priorities and goals,
leadership is an attribute practiced throughout the OERR organization.
Goal 1. OERR's leaders empower, mentor, and collaborate across OERR and EPA while
encouraging creative solutions and providing a learning environment. (High)
Obj. 1: By December 2001, evaluate and develop a pool of candidates to be OERR mentors.
(High)
Obj. 2: By December 2002, develop and implement a process for staff movement opportunities
between Centers. (Medium)
Obj. 3: By December 2002, develop and implement a process for CD and SPM movement
opportunities. (Medium)
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Goal 2. OERR 's managers become our best leaders. OERR managers provide consistent,
equitable oversight, balance staff work loads, provide leadership opportunities, resolve conflicts
and ensure accountability by focusing on priority projects and setting clear goals and
expectations. (High)
Obj. 1:
(High)
By December 2001, conduct a 360 degree evaluation of ET and SMT members.
<»
Obj. 2: Based on results of the 360 degree evaluation, managers will develop IDPs to address
their weaknesses and strengths in FY2002. This could include coaching, mentoring, and
training in core leadership and management skills, in addition to facilitation or meeting
management training. (High)
Obj. 3: Managers meet regularly with staff to review work loads and identify and communicate
program priorities. By the end of 2001 weekly center staff meetings are the norm for every
center. (High)
Obj. 4: The Executive Team sets and communicates OERR program priorities and direction to
the OERR Senior Management Team. As they occur, changes to priorities should be
highlighted at OERR Senior Staff Meetings. (High)
Goal 3. Teams are effectively staffed to bring synergy to projects, and individuals and mentors
of teams are held accountable for the performance of the team. (High)
Obj. 1: SMT will review FY2001 analysis of OERR teams for effectiveness in satisfying
program goals and ability to meet commitments along with a determination of sufficient staffing
to justify the need for continuing a team. Recommendations from analysis will be completed
and implemented by end of FY2002, Annual self-evaluations will be completed each year
subsequently. (High)
Obj. 2: Team leaders, and individuals and mentors are held accountable for the success of their
teams. Ability to meet deadlines and effectively carry out the team's purpose will be used to
measure team success and will be written into each team members' and mentors' critical job
elements for FY2002. (High)
Obj. 3: By the end of FY2001 managers will establish an equitable process for consulting with
team leaders, mentors, and other team members on the staff member's performance on a team
prior to mid-year and end of year performance appraisals. Managers will provide feedback to
identify strengths and weaknesses. (High)
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Obj. 4: To ensure teaming is supported throughout OERR, office-wide teaming issues,
including any additions or deletions of teams, will be discussed at bi-weekly SMT meetings and
will be part of SMT bi-weekly writeups that are shared with OERR staff. (Medium)
VISION AREA IV - Human Capital - OERR staff and manager skills, knowledge, motivation and
energy are nurtured and lead to organizational success.
Goal 1. Training ~ OERR invests in training and development that is strategically focused to
build those skills most essential to the changing requirements of the program.
Obj. 1: By the end of 2001 training priorities and budget are aligned with program priorities
and strategic direction. (High)
Obj. 2: Provide training to OERR mentors and mentor candidates (Leadership and Teams
Goal 1, Objective 1). (High)
Goal 2. Succession Planning — OERR retains and passes on the valuable knowledge and
experience of long-serving staff and managers using a combination of formal training and
mentoring.
Obj. 1: By the end of FY2002, develop and implement a succession planning strategy to retain
critical institutional knowledge using a combination of formal training and mentoring. (High)
Goal 3. Flexiplace — OERR staff are empowered to choose flexible schedules and places to
more effectively complete work.
Obj. 1: By the end of FY2002, review and expand flexible programs (flexiplace, flexible
schedule) to reduce commuting, increase quality of life while increasing OERR efficiency.
(Medium)
Obj. 2: By the end of FY2003, re-evaluate flexible programs in relation to organizational
efficiency and production and implement changes and recommended improvements during
FY2004. (High)
Goal 4. Performance Evaluation — OERR performance evaluation and awards consistently
reward exceptional performers and motivate others for better performance.
Obj. 1: By the end of 2001 OERR will communicate the definitions of "outstanding" (QSI) and
"exceptional performance" (S-awards) that are used in OERR awards programs (including cash
awards, promotion opportunities). (High)
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RECOMMENDATIONS
The Strategic Planning Team offers the following recommendations for implementing the strategic plan.
1. SMT Strategic Planning Implementation Lead - We request that an SMT member lead the
strategic plan implementation effort The lead will work other designated SMT and
implementation team members on (he next phase of this effort. Melanie Hoff and Harry
Compton will coordinate activities with the Strategic Planning Team through the initial
implementation phase.
2. Vision/Goal Champions - We request that the SMT appoint a champion for each of the four
vision areas. These champions will ensure that vision milestones are on track and take
responsibility for shepherding those activities. Likewise, goal champions will ensure dial each
goal area is on track and will coordinate with vision champions. Each champion will report
quarterly to the full SMT on progress in meeting the vision and/or goals.
3. In/Out Summary - For the All Hands meeting, and possibly annually, the implementation team
may want to develop an "ins" and "outs" list for OERR programs. This is a light-hearted way
to pinpoint priority and no-longer priority areas to staff.
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