United States Office of Administration and
Environmental Protection Resources Management
Agency Washington, DC 20460
November 1990
OARM's Strategic Plan
Fiscal Years 1991-1995
EPA
200/
1990.8
Ur
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PREFACE
The role of the Office of Administration and Resources Management (OARM) is
pivotal in implementation of all of the actions of EPA. OARM must respond strategically
to the Agency's initiatives and priorities. To carry out this role in the optimum manner,
OARM is responsible for gaining support for these strategies from our clients in EPA,
other Federal agencies, State and local governments and environmental groups, as well as
from the Congress and OMB. This puts OARM in the position of being involved in
nearly every EPA initiative in one way or another. OARM also functions in the more
traditional role of developing strategies and plans for acquisition, development, and
management of financial, human, and information resources, as well as capital equipment
and facilities. The importance of our work far exceeds our visibility and this fact results
in problems, particularly external problems, for garnering the resources needed to perform
the multiple activities that keep the Agency operating optimally.
When all is considered, it is evident that OARM is the most complex arm of the
Agency. It is our job to make the Agency function at its best. It is to that aim that this
strategic plan is developed; providing vision for dealing with the most important issues of
our time, those issues that are critical to the quality of life systems on earth.
to
U.S EPA Headquarters Library
19nn DMa''' code 3404T
fennsylvania Avenue NW
Washington, DC 20460
202-566-0556
HEADQUARTERS LIBRARY
ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, D.C. 20460
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HCJT33TOJW OATM3M'K
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TABLE OF CONTENTS
OARM's Strategic Planning Process 1
I. MISSION STATEMENT
OARM's Mission 3
II. CRITICAL ISSUES ASSESSMENT
Situations and Emerging Trends 6-17
Internal Liabilities and Assets 18-21
III. GOALS AND OBJECTIVES
OARM's Goals ; . . 23
Goal 1 and Objectives 24
Goal 2 and Objectives 25
Goal 3 and Objectives 26-27
Goal 4 and Objectives 27-28
Goal 5 and Objectives 28-29
IV. NEXT STEPS
Implementation and Operating Plans, and
Monitoring and Measuring Success 31
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The OARM Strategic Planning Process
Liabilities and Assets
Impacting OARM's
Mission
Agreement to Launch
Process within OARM
OARM Mission
Critical Issues
Assessment
Goals and Objectives
Situations and
Emerging Trends
Impacting OARM's.
Mission
Implementation Plan
1-4 yrs
Strategies/Approaches
/Options
I
Immediate Operating
Plan - 1 year
Requirments/
Activities/Steps
Monitoring and
Measuring Success
Pagel
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I. MISSION STATEMENT
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OARM's MISSION
The Office of Administration and Resources Management (OARM)
provides strong leadership, excellent service and quality products to enable
the Environmental Protection Agency to meet its mandate of improving and
protecting human health and the environment. We safeguard the resources
entrusted to the Agency and ensure that the Agency has high quality capital
equipment and facilities, and safe working conditions. We enhance the
Agency's capabilities by attracting, developing and retaining a quality work
force, and by providing effective management systems in finance, information
resources, contracting and communications. We serve our clients' needs from
an anticipatory posture and go beyond our clients' expectations to meet their
needs. Our client services are consistently of high quality and are designed
to move the Agency forward with ease in addressing its wide range of
responsibilities.
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II. CRITICAL ISSUES ASSESSMENT
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Critical Issues Assessment
i
Situations and Emerging Trends Impacting OARM's Mission
Environmental
Trends
Political,
Economic &
Social Trends!
Critical Issues Assessment
!
Liabilities and Assets impacting OARM's Mission
internal
Influences
Organizational
Structure
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CRITICAL ISSUES ASSESSMENT
SITUATIONS AND EMERGING TRENDS IMPACTING OARM'S MISSION
A. High Public Expectations and Increased Public Involvement
o
B. Congressional, White House, and Central Agency Influence
C. Legislative Changes and Competing Federal Environmental Mandates
D. Technology and Information Management
F. Changing Workforce and Workplace
G. Fiscal Constraints
H. Shifting Gears at Home and Abroad
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A. High Public Expectations and Increased Public Involvement
The public's concern for, and understanding of, environmental issues will continue
to grow and become more sophisticated. The public is becoming increasingly active in
seeking facts, shaping debates, and demanding results, and will demand increased quality
and quantities of information for use in anticipating, preventing, and/or solving
environmental problems. They will exert increasing pressure for strong government
leadership and accountability in expediting environmental solutions and promulgation of
preventive measures. The public will look to the Congress, the President, and EPA to
champion their cause and produce results. The increasing interface between EPA and the
public in both the domestic and international setting will require extensive data sharing and
integration efforts to ensure reliability of available information.
Opportunities presented in which OARM has a crucial role include:
The development of new environmental legislation that is shaped in
cooperative forums with public, Congressional, Administration and EPA
representation.
The development of outreach programs to facilitate easier access and sharing
of information directly with the public.
The development of increased technology transfer among private/public
partnerships, State and local governments, industry, and academia.
The development of innovative strategies to deal with the widening gap
between the optimum level of program service delivery and the availability
of resources, the growing complexity of issues and costlier solutions, and the
sometimes competing interests between the public good and private enterprise.
B. Congressional. White House and Central Agency Influence
Congressional interest in environmental issues will continue to grow, reflecting the
increased activism and demands of constituents. In their efforts to be responsive, Congress
will exert increasing influence on setting EPA's agenda. Election years in particular will
be characterized by increased demands for more information and testimony, as well as
pressure for action. Enactment of new legislation, Congressional oversight, and regulation
by Central agencies (i.e., OMB, GSA, OPM, GAO) have the potential for exacting major
influences on the way OARM conducts its business in support of the Agency. The trend
toward increased and intrusive micro-management from these entities may substantially
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affect OARM's ability to provide essential and/or timely services such as contracts
management, our ability to attract and retain a quality workforce, and the design,
acquisition and operation of EPA facilities nationwide.
OARM represents EPA in relationships with OMB, GSA, OPM, GAO, Treasury,
and other Federal agencies that prescribe requirements for the conduct of fiscal
management and administrative activities. OARM must become more sophisticated in
its ability to garner and leverage external support in order to adequately meet the
increasing demands that EPA and the public expect.
Opportunities presented in which OARM has a crucial role include:
The development of ways to garner Congressional, White House, and Central
Agency interest and understanding of the infrastructure support required to
enable EPA to meet its mission.
The development of increased influence with Congress and OMB to help
with the design of more consistent statutory requirements.
The development of communication pathways with Congress, the White
House, and the Central Agencies to allow increased flexibility for Agency
opportunities within budgetary limitations.
The development of a higher level of trust with Congress, the White House,
and the Central Agencies to achieve more discretionary management of high-
risk financial management systems and contract services tailored to the needs
of the Agency.
C. Legislative Changes and Competing Federal Environmental Mandates
The enactment and reauthorization of laws and promulgation of regulations will
continue to significantly affect the range of EPA issues and its operating agenda.
Significant impact on OARM's support services programs is being realized as EPA begins
implementing the legislation enacted during the 101st Congress. Statutes such as those
dealing with Pollution Prevention, Environmental Education, Clean Air, and Criminal
Investigators will have large-scale, immediate impacts on our financial, personnel, facilities,
procurement and information programs. New authorities provide new opportunities which
need to be sorted out and expeditiously implemented.
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Potential legislation includes reauthorization of nearly every major environmental
statute, as well as a total ecological approach to environmental matters by means of
"organic" legislation. EPA's elevation to Cabinet status would put environmental issues on
the same plane as other infrastructure and societal issues in competing for scarce
resources. As Congress looks for ways to make the Federal government more effective
and cost efficient, it will continue to put forth plans to merge Federal environmental
programs. Federal agencies, each with varying interpretations of environmental
responsibilities and competing interests, will continue to vie for public support and limited
resources.
EPA's legislative direction has far reaching implications for how the Agency is
structured and the extent and conduct of its mission.
Opportunities presented in which OARM has a crucial role include:
The engagement of Congress, the Administration, Federal agencies,
environmental groups, and the public in building an effective plan to
consolidate and create government-wide reforms, as well as other public and
private structures, focused on cooperation and results rather than competition
and confrontation in addressing the national and global environmental agenda.
The development of increased participation by interagency groups such as the
President's Council on Management Improvement, the President's Council
on Integrity and Efficiency, the Chief Financial Officers' Council, the Joint
Financial Management Improvement Project, and others in influencing and
shaping Federal policy development and guidance.
The development of EPA organizational structures, budgets, and human
resources management approaches that foster the legislative and philosophical
shift to an ecological, cross-media approach to environmental protection.
The development of management processes that anticipate and provide for
steadily growing responsibilities with an expanding but limited workforce and
associated support services and resources.
The development and infusion of Total Quality Management (TQM) concepts
and practices throughout the workforce as a way of streamlining processes and
improving productivity.
The development of management systems and practices that promote
increased accountability, yet maintain flexibility and innovation in
implementing newly mandated programs.
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D. Technology and Information Management
Tremendous growth in information technology, automation, and high performance
computers has increased our capacity to process and manage enormous amounts of data.
Following an era of dramatic technological breakthroughs, the computing industry is
anticipating a period of more stability and consolidation which should result in compatible
technologies meeting national and international standards. The emergence of a more
predictable computing environment will enhance EPA's ability to plan and implement
enhancements which directly increase our performance and productivity. Our needs for
more and quicker access to information will continue to grow in response to demands from
Congress and the public. Keeping pace with advancements in scientific, engineering,
space-age, and control technologies will require steep up-front investments arid pose
significant challenges for the Agency to evaluate and implement. Technological
obsolescence of managers and employees could impede the successful solution of
environmental problems.
Greater scrutiny and oversight of information resources management (IRM) can
be expected to continue. Under the revised Paperwork Reduction Act, OMB will assume
a greater leadership role in making important policy changes, including review of IRM
budgets to determine consistency with long range plans. Guidance on electronic collection
and dissemination of information is being reviewed by OMB for potential revision. It is
expected that any revisions will encourage increased use of information technology as a
means of data collection, access, and sharing. Telecommunications networks are expected
soon to have the capability to handle voice, data, image and video transmissions at high
rates of speed with high reliability. As the Federal government moves toward
implementation of the new FTS 2000 network, many of these capabilities will become
available. In addition, Compact Disk-Read-Only Memory (CD-ROM) technology permits
wide dissemination of information in useful form at more reasonable costs than alternative
methods. The Toxic Release Inventory database is already distributed nationally on CD-
ROM in response to the growing use of CD-ROM technology in university and public
libraries throughout the country. The Congressional Record and the CFR will be available
in CD-ROM shortly. The growth of CD-ROM will enhance EPA's ability to disseminate
information.
Current and proposed legislation mandates increased access and dissemination of
information to the public, greater efficiencies across the government in collecting and
managing data, and sharing of common data across program and agency lines. Reliable,
quantified analyses of environmental conditions and trends are being called for by the
Congress, other Federal agencies, State and local governments, special interest groups, the
international community, and the general public. These mandates will require the Agency
to seek more efficient, and better integrated, information dissemination strategies and
provides great opportunities for more effective environmental education of the public.
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Environmental risk assessments will require the ability to merge previously
unrelated data collections, many collected and maintained outside EPA by other Federal
agencies, universities, industries, research institutions, etc., including, the international
community. The Agency will rely heavily on mathematical models to assess and compare
the merits of risk and abatement. For example, the use of Geographic Information
Systems (GIS) by EPA, the States, other Federal agencies and the broader international
environmental research community will continue to expand. Standards and protocols are
needed to ensure these data and models can be reliably exchanged and merged. Increased
emphasis on prompt enforcement actions will demand improvements in information
systems capabilities. Sophisticated environmental monitoring systems will be required to
help enforcement agencies take action against responsible parties in order to achieve
clean-up and cost recovery efforts.
The public increasingly demands information from EPA during non-traditional work
times. In order to meet these demands without increasing the workforce, technical
solutions for information management, and hot lines for dissemination need to be
developed.
EPA facilities will be designed to optimize the use of technology in a productive
work environment. Managers will invest in ergonomic furniture, lighting and other
improvements which complement their investment in information technology by addressing
safety, health, and stress problems.
Opportunities presented in which OARM has a crucial role include:
The development of increased cross-servicing arrangements that broaden
program options, enhance service delivery and reduce costs.
The development of integrated information management systems to foster
greater data exchange and increased compatibility of data sets.
The development of increased quality controls and program integrity with
regard to data analysis.
The development of increasingly reliable methods for evaluating and
implementing technology developments as an outgrowth of TQM.
The development of programs to enhance computer literacy in the workforce.
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The incorporation of high performance computers for data processing, which
will enhance the ability of the Agency's scientific leaders to formulate new
concepts and solve environmental problems.
The development of training programs to increase employee skills in
mathematics and programming to allow appropriate handling of more
sophisticated data bases, graphics production, and interpretations.
E. Changing Workforce and Workplace
Over the next decade significant changes will be taking place in the country's
workforce. Many entrants to the workforce will have fewer educational skills than their
predecessors, especially in math, the sciences and critical thinking. This will result in a
large gap between the number of available employees with the work skills that meet EPA
requirements and the number of employees necessary to satisfy EPA's needs.
Demographics show that there will be more cultural diversity and a steady rise in the
mean age of the workforce. Women, minorities, and immigrants will make up a larger
proportion of workforce entrants. These groups will bring different value systems, cultures
and needs with them into the workplace (e.g., child care, elder care, job sharing, non-
traditional scheduling and work environments).
The emergence of Total Quality Management (TQM) with its focus on customer
service, employee empowerment, and teamwork, will have far-reaching implications in the
Federal workplace. The traditional hierarchical management approach will shift to a
flatter organization where employees are actively involved in decision-making and have
more autonomy and discretion in managing "their work.
The work ethic is changing. Employee expectations of what the organization owes
them are steadily increasing. EPA's workforce will have increasingly higher expectations
of employment opportunities, responsibilities, working conditions, and benefits. They will
demand ongoing education and professional development to maintain the level of
sophisticated technical competency required to do their work. Increasing numbers of
employees will utilize alternative work settings and non-traditional scheduling. This will
create increased demands on communications, information and management systems that
must also operate in non-traditional modes.
Cultural and language differences, as well as new programs to provide for non-
traditional scheduling and alternative work site locations make the creation of a cohesive
workforce more complicated. The public sector is vulnerable (e.g. pay and workplace
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issues) as it competes with the private sector for highly trained, skilled workers in
technology-based jobs.
Opportunities presented in which OARM has a crucial role include:
The increased importance of human resources programs to strengthen
recruitment and retention.
The development of innovative recruitment practices that will attract new
people and new thinking to the Agency.
The development of a broad representation in decision processes as more
segments of society and value systems are integrated into the workforce.
The development of programs that will specifically re-focus/re-channel
employee skills in needed directions.
The development of more sophisticated EPA workforce analysis to be utilized
in targeted Agency recruiting, and for promoting cutting edge training and
educational modules for use within the Agency for continuing education and
up-grading of needed skills.
The development of an effective career counseling program to ensure
optimum preparation of employees to meet new environmental challenges and
changes in performance expectations.
The development of a wider range of alternative work opportunities such as,
telecommuting, job sharing and non-traditional work sites.
The development of innovative Federal pay options.
The development of added on-site enhancements, such as child and elder
care centers, wellness programs, and exercise and stress reduction facilities,
to EPA work environments at all major facilities.
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F. Fiscal Constraints
Federal budget deficit reduction efforts have the potential for limiting our growth.
Increased fiscal constraints, both in workyears and dollars, may occur concurrently with an
expanding, increasingly complex environmental agenda. Despite the increasing demands
that this places on the people of the Agency, we anticipate continuing hesitancy on the
part of OMB and Congress to adequately fund administrative and human resource efforts.
Resources are increasingly directed toward specific media concerns by Congress. This
scenario of diminishing OARM resources coupled with an expanding agenda, taken to its
extreme, could constrain OARM to a program that is capable of addressing only the most
pressing operational requirements.
Opportunities presented in which OARM has a crucial role include:
The development of alternative financing mechanisms and greater flexibility
in the Federal appropriations process.
The development of increased educational and awareness opportunities for
Congressional and Central Agency understanding of the magnitude of the
support services required to maintain effective environmental programs and
processes.
The development of State and local capacity to support and manage stronger
environmental efforts.
The development of partnerships with business and industry to assume shared
responsibility for addressing environmental issues.
G. Shifting Gears at Home and Abroad
EPA is facing fundamental change in its mission and activities. Until the recent
past, EPA, as well as the Federal government in general, has been primarily reactive in
addressing environmental problems, concentrating its efforts on regulations and
enforcement in order to manage the reduction of pollution as defined by extant laws.
EPA's internal structure mirrors the media specific environmental laws it is required to
implement. This has created a culture that tends to view and address environmental
problems in isolation. There has been little collective knowledge of resources, expertise,
and/or solutions holistically applied to environmental problems.
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The Agency's leadership, the Administration, Congress, and the public are charting
a new long-term direction that places the emphasis on an integrated preventive approach
that includes education, risk assessment, and risk reduction. Strategic planning and budget
processes will reflect risk-based priorities and the most cost effective opportunities for the
greatest risk reduction. The new approach sets far more significant environmental goals
than the old regulatory stance. In the new approach, success is defined by achieving a
clean and protected environment. That output is not dependent solely on the work of the
people of the Agency, but on States and local governments, private industry and.a
committed public. As the Agency increases its dependence on this broad and unorganized
assortment of partners, these groups will look to the Agency for information, direction,
inspiration, and leadership.
This new approach not only requires an internal expansion in focus for EPA, but
also requires a fundamental rethinking of the way we do business at all levels of the
Agency. We are at the threshold of a significant realignment of structure and functions.
The impacts of misusing the environment do not stop and start at political
boundaries. It is the knowledge that what happens in the global arena will affect each of
us, that prompts the U.S. to participate in the international environmental arena on a
grander scale than in the past.
The increased recognition of the global implications of environmental issues has
expanded the network of key environmental policy makers into the international arena.
Historic developments such as recent changes in Eastern Europe and the ideological shifts
occurring in the USSR, will further broaden the dialogue and engage more international
leaders in the environmental debate. Areas once unreachable are now opening up to
international guidance for environmental protection. Poor natural resource management
internationally threatens the health of the environment and constrains wholesome economic
development. The economic benefits of controlling pollution, and the fact that it is
cheaper to prevent pollution than to clean it up, are prompting new environmental
regulations, monitoring, and enforcement on a global scale.
Strong EPA leadership is critical to exerting U.S. and global environmental
interests, shaping policy direction to focus on pollution prevention and risk reduction, and
promoting international cooperation to achieve environmental goals.
Opportunities presented in which OARM has a crucial role include:
The development of a reconfigured EPA - structured so that its
organizational entities could be more effective in accomplishing the Agency's
expanded mission.
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The development of a much flatter management structure based on integrated
functions and broad-based decision-making.
The development of a variety of internal mechanisms that foster increased
understanding between the human resources, administrative support, and
science/technology/Iaw/enforcement communities.
The development of facilities that promote integration of program area
responsibilities, lend themselves to multi-communications mechanisms and
analytical cooperation, and incorporate relevant support services on-site for
added efficiency of operations.
The development of a specific process that incorporates risk considerations
into budget deliberations, and the evolution of an EPA budget that is
structured to target resources to relative risk and cost-effective opportunities
for reducing risk, rather than one based largely on mandated regulatory and
enforcement programs.
The development of new planning processes, incorporating better educational
materials, and promoting front-end budget and workyear resources allocation
to complicated problems still in their infancy.
The development and support of a recruitment program that would answer
the Agency's need for more and better scientists, engineers, technicians,
lawyers, and enforcement and support services professionals of all types.
The development of expanded funding and mechanisms for employee
education and training.
The expansion of the EPA Institute to provide training in introducing and
managing change, managing for increased innovation, and reducing
dependency on hierarchial authority systems for decision-making.
The development of role definitions, educational materials and programs to
help mesh the Agency's agenda with that of the State Department and
international organizations, while furthering the aims of each with regard to
environmental issues.
The development of information access and dissemination that will promote
risk reduction to producers, consumers, State, local, and international
governments, and other user communities.
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The development of enhanced financial, budget, and data management
systems to facilitate data analysis and exchange with national and international
systems.
The development of new, more streamlined and effective mechanisms for
cooperative agreements, grants, and contracts with international programs
and other governments for global effectiveness in dealing with environmental
issues.
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INTERNAL LIABILITIES AND ASSETS IMPACTING OARM's MISSION
A. Liabilities that need attention include:
The Agency is experiencing some resistance to change as it moves into a new
paradigm of function and operation. This is further aggravated by a lack of
a coordinated Agency strategy in dealing with transitional change.
Aging physical plants present many obstacles to adequately addressing the
operations of those facilities.
EPA's aging physical plants are not conducive to integrated systems
development for modern communications and information systems.
« Current OARM systems for processing routine actions are sometimes too
time consuming.
OARM's process of communication with the media programs and
understanding of their needs is uneven, and sometimes disorganized.
EPA's program management culture is frequently resistant to incorporating
human resource functions and decisions into their operations.
EPA is losing some of the best talent to outside organizations, private and
public, because of pay scales, Agency image, working conditions, and lack of
flexible options for employee development.
No clearly defined process exists with which to articulate and assess emerging
needs on a large scale within the Agency, much less within the larger
environmental community.
In some areas the Agency suffers from environmental statutes that have
inconsistent and burdensome requirements that increase paperwork and slow
progress.
As Agency responsibilities expand there is a growing complexity of issues
with costlier solutions.
The availability of professional resources to any given situation is in many
cases not balanced with the needs of the Agency.
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Heavy reliance on the contractor community, creates the potential for conflict
of interest.
Some managers and staff fail to optimize the use of available technology.
Crisis oriented management approaches that are not focused on technological
awareness or long range benefits.
Workforce training in computer skills has not kept pace with Agency needs,
in addition, information systems and analytical capability requirements for data
management systems are lagging behind users' program needs.
The dramatically increased need for information systems in enforcement and
other program areas has exceeded the capabilities to develop and support
them in the timeframes desired/required.
Financial management systems are too rigid to optimally meet users' needs.
The financial resource pool to appropriately reward employees is inadequate.
Not enough attention is given to elements of workforce analysis, and the
resources and methodologies applied in this area are inadequate.
A comprehensive managers' training program that provides proper skill mix,
including sophisticated management and program analysis skills, does not exist.
No formal support network or mentoring system exists to help integrate
employees from other cultures into the fabric of the Agency.
Extant educational and development opportunities are not communicated well
enough to Agency employees to allow maximum participation and benefit.
The coordination/integration of existing employee development programs is
incomplete and administered unevenly.
Many managers do not understand the reasons for and virtues of hiring at the
entry level.
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B. Assets that bring strength to the OARM mission include:
A significant segment of the workforce is energized by the Agency's new
direction.
The quality of the Agency's leadership and decision-making is improving.
An enhanced image of EPA is beginning to emerge.
The Agency's position in the national and international environmental agenda
is rapidly improving.
A strong internal commitment to working partnerships with State and Federal
entities exists within EPA.
A large portion of the workforce is committed to and believes in EPA's
environmental mission and has a solid environmental ethic.
* A positive attitude exists that recognizes the need for doing more with less.
New approaches for problem-solving are emerging.
Top management exhibits support for addressing administrative and support
services issues/priorities.
The quality of EPA work environments is being given high priority by top
management.
An obvious, positive evolution is occurring in the integrity of the Agency's
financial, information, and procurement systems.
OARM is building a strong working relationship with Congress and the
Central Agencies.
OARM has developed a strong network for accomplishing the Agency's
mission with Region, Field, and Laboratory counterparts.
OARM has a good track record of developing useful communication tools and
training packages.
A "can do" attitude exists on the part of most OARM employees.
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A willingness to share power and take risks is emerging.
A positive customer focus is developing within OARM operations.
An established educational and training Institute exists that reaches broad
segments of EPA's population.
Recently increased hiring flexibilities and creative approaches have been used
for job definitions/classification.
Priority is being given to employee support programs such as wellness, stress
management, exercise, counseling, and child care.
A positive, evolving perception exists that human resource professionals are
advisors.
A sound program of introduction to TQM philosophy has begun.
OARM has good experience in developing IP A, rotational, and other outreach
programs for employees.
There are some structured Federal and EPA employee feeder programs
already in place to address changing workforce needs.
Strong analytical capabilities are being brought to bear on Agency
management processes and organization.
EPA is fast approaching a ratio of one PC for every employee.
EPA has made good beginnings in developing data access and data security
programs.
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III. GOALS AND OBJECTIVES
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OARM GOALS
1. To provide leadership in transitioning EPA to new management concepts, improved
capital equipment, and increased operational technologies which will allow the
Agency to better address its broadened and newly emerging responsibilities.
2. To keep EPA at the forefront of data management and effective communications
through continuous information systems modernization, outreach to Congress and
the public, as well as providing comprehensive information programs for the
Agency's various constituents and partners on national and international levels.
3. To make EPA the "Employer of Choice" and keep it at the forefront of emerging
concepts in recruitment, staff development, and retention, while working to
implement new trends in traditional and non-traditional work settings and new
management and communications linkages.
4. To move EPA forward in providing quality work environments that consider
employee safety, quality capital equipment, and quality facilities, including effective
efforts to obtain a new Headquarters building, new and up-graded laboratories that
reflect changes in scientific research, and to develop office facilities to enhance
cross-program activities.
5. To provide innovative, comprehensive budget planning and management programs
that include flexible funding objectives for the full scope of contracts management,
planning, and grants processes, and total resources management, including
partnerships with State and local governments and other constituencies in financing
environmental programs.
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GOAL 1: To provide leadership in transitioning EPA to new management concepts,
improved capital equipment, and increased operational technologies which will
allow the Agency to better address its broadened and newly emerging
responsibilities.
OBJECTIVES:
a. Develop and implement a reconfiguration plan for EPA to enhance the ability
of its organizational entities to work more effectively together in accomplishing
the Agency's mission and functions.
b. Incorporate strategic planning, operational planning and implementation
activities that support the programs and operations of the entire Agency into
all functional units of OARM.
c. Provide training programs for managers that demonstrate and encourage new
management concepts and point out their advantages in a changing agency
and changing workforce.
d. Provide training in the concepts and techniques to be used in application of
Total Quality Management.
e. Continually assess administrative management processes (i.e., green border
process for Agency directives, trouble desk, IFMS, etc.) for effectiveness and
efficiency and streamline to the maximum extent possible.
f. Provide quality training for all levels of PC usage and computer programming.
Continue to upgrade training programs and availability to users as new
software and/or hardware is acquired.
g. Provide training for employees in new data analysis, applications, and storage
methodologies.
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GOAL 2: To keep EPA at the forefront of data management and effective
communications through continuous information systems modernization,
outreach to Congress and the public, as well as providing comprehensive
information programs for the Agency's various constituents and partners on
national and international levels.
OBJECTIVES:
a. Provide integrated systems of information recovery and entry throughout
EPA's telecommunications and computer systems and establish basic protocols
to standardize information systems of all types within EPA.
b. Develop, implement, and maintain EPA's own software engineering
development program.
c. Provide tools and capabilities to promote information sharing within EPA and
between EPA, Federal, State, and local governments, environmental
organizations, and academia.
d. Engage in active outreach for information dissemination programs to all of
EPA and the environmental community through newsletters, periodic reports,
orientation tools, and expanded opportunities for participation in working
groups of all types.
e. Establish training programs for States, other countries, and the scientific
community at large which promote teamwork and information sharing.
f. Keep the Agency's communications and data management systems modernized .
and compatible with common systems in use globally.
g. Manage and deliver information and technology transfer for public access,
including non-traditional approaches to risk reduction and environmental
protection.
h. Coordinate programs and operational approaches with other Federal agencies
with similar interests and responsibilities.
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GOAL 3: To make EPA the "Employer of Choice" and keep it at the forefront of
emerging concepts in recruitment, staff development, and retention, while
working to implement new trends in traditional and non-traditional work
settings and new management and communications linkages.
OBJECTIVES:
a. Ensure that managers fully understand all recruitment authorities available to
meet their needs and help them develop specific recruitment strategies to
strengthen their available expertise.
b. Develop effective recruitment marketing and utilize
internships/fellowships/cooperative agreements to identify and attract identified
candidates early in their scholastic program.
c. Provide meaningful employee orientation programs and follow up to see that
new employees are comfortable in their positions and have a full
understanding of EPA and their place in the Agency.
d. Provide continuing education programs for all employees that include what
is expected of EPA in the future and programs of effective career planning.
e. Develop and implement a comprehensive, supportive rotational assignment
program to broaden employees' understanding of the complex work, roles and
relationships inside and outside the Agency.
f. Embrace a philosophy of cultural diversity and provide needed training at all
levels of the workforce to promote this objective.
g. Increase minority representation in the workforce especially by establishing
appropriate relationships with Minority Academic Institutions (MAIs) to
provide access to a pool of available applicants, and utilizing Cooperative
Education Agreements (CEAs) where appropriate.
h. Pursue and implement, to the extent possible, flexible personnel policies which
include pay policies, hiring policies, mobility policies, and fringe benefit
policies.
i. Provide programs to maintain employee skills at optimum levels in
management, scientific, technical, administrative, and secretarial areas.
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j. Develop incentive/reward systems for all levels to reflect leadership skills,
quality performance, and innovation and risk-taking.
k. Provide recruitment incentive packages for exceptionally talented individuals
and bring these employees into the agency at appropriate levels to take
advantage of their unusual capabilities.
1. Participate in curriculum development activities with colleges and universities
to develop courses and degree programs to meet the Agency's needs.
m. Initiate total "quality of worklife" programs that consider financial benefits,
family/employee counseling, flexible work schedules, non-traditional work sites,
and appropriate cultural considerations.
n. Target specific colleges and universities for special emphasis recruitment and
utilize EPA "campus executives" to enhance recruitment opportunities.
GOAL 4: To move EPA forward in providing quality work environments that consider
employee safety, quality capital equipment, and quality facilities, including
effective efforts to obtain a new Headquarters building, new and up-graded
laboratories that reflect changes in scientific research, and to develop office
facilities to enhance cross-program activities.
OBJECTIVES:
a. Optimize working conditions for safety and efficiency of effort under physical
and leasing constraints imposed by current Headquarters facilities.
b. Provide support and guidance to Region, Field, and Laboratory offices aimed
at optimizing their facility's condition and replacement needs.
c. Work closely and cooperatively with Congress, OMB, and GSA to optimize
agreements for obtaining a new Headquarters facility and equipment that
closely matches the needed size, provides for special program needs and
technical requirements, and provides a high quality work environment.
d. Meet OSHA standards for safety in the working environments of EPA
facilities and set ground work for new standards in indoor air and facility-
related health and safety arenas.
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e. Provide planning support for needed acquisition and design of real property
for siting of Regional, Field and Laboratory facilities.
f. Set in place an agency-wide program that would profile the personal,
organizational, technological, and communications needs of individuals to
ascertain optimal equipment, space and location to maximize his/her
productivity.
g. Ensure that equipment, particularly communications and information systems,
are coordinated and configured to enhance cross-program activities and
increased productivity.
h. Provide high quality, up-to-date operational services for the Agency in the
areas of printing, reprographics, mail and internal recycling programs.
i. Make significant strides in moving the Agency towards less renewable
resources waste in its day-to-day operational processes.
j. Optimize facilities for full access and productivity for handicapped employees.
GOAL 5: To provide innovative, comprehensive budget planning and management
programs that include flexible funding objectives for the full scope of
contracts management, planning, and grants processes, and total resources
management, including partnerships with State and local governments and
other constituencies in financing environmental programs.
OBJECTIVES:
a. Work toward developing shared understanding of environmental directions,
needs, and proposed programs with Congress and OMB.
b. Develop close working relationships with OMB to optimize support for budget
requests.
c. Facilitate participative funding alternatives for environmental issues with full
partnerships between EPA and State, local, and international governments.
d. Help bring Congress, OMB, and the public to a common understanding of
EPA's mission and programs in order to bolster budgetary support for EPA
and to further cooperative ventures in addressing environmental agendas.
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e. Build optimum flexibility into budget allocation alternatives for use by EPA
programs.
f. Develop partnerships with business and industry to share cost burdens for
addressing environmental issues.
g. Integrate planning and budgeting processes to clearly target budget priorities
based on pollution prevention, risk assessment and cost effective risk
reduction.
h. Integrate the budget process with the Agency's strategic planning and
incorporate risk-based priorities into the budget decision-making process.
i. Develop integrated budgetary proposals that emphasize OARM's functions as
supportive of accomplishing the goals of the Agency.
j. Provide guidance, where possible, to help develop State, local, and
international financing capacity to successfully implement environmental
mandates.
k. Develop options/alternatives for allocating resources to optimize the effects
, of expenditures on environmental problems.
1. Monitor and evaluate work performance under contracts and evaluate work
performance under grants to assure highest standards of technology and
science at lowest cost.
m. Provide rigorous training for those working with vendors to help optimize the
value received versus the dollars spent.
n. Develop enhanced financial and data management systems to promote data
analysis and information exchanges with national and international systems.
o. Implement a modernized contracts information system that is easily assessable
to appropriate users.
p. Develop innovative and streamlined award mechanisms that expedite
appropriate allocation of work to the private sector while meeting high
standards for management integrity.
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IV. NEXT STEPS
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NEXT STEPS:
IMPLEMENTATION AND OPERATING PLANS
AND
MONITORING AND MEASURING SUCCESS
The final stage of OARM's strategic planning will be a three-part process that
includes the development of: (1) long-term Implementation Plans: (2) short-term
Operating Plans: and (3) mechanisms for consistently monitoring and measuring the
success of (1) and (2). These plans will provide the overall approach OARM will take
in achieving its mission and objectives, and will provide the basis for OARM's operations
in fiscal years 1991 through 1995.
Each OARM Office will develop an Implementation Plan. This plan will identify
the fundamental policy choices that the Office must make regarding its future direction.
Elements of the critical issues assessment and the goals and objectives of the Strategic
Plan will be further refined and incorporated into these concrete plans. The long-term
implementation plans will address strategies, options, and resource needs, as well as
indicators for measuring progress.
Each OARM Division will develop an Operating Plan focussing on the first year
of the five-year planning cycle. These plans will outline specific activities to be
undertaken, steps to follow, resource requirements, and time frames for each element.
In addition, the Operating Plans will designate responsible entities and specific
accountability mechanisms for monitoring and measuring results of each action.
The Strategic Plan and the long-term Implementation Plans will be reviewed and
updated annually. These plans will not be entirely rewritten during the period of their
duration, unless shifts in Agency direction and OARM mission warrant such an effort.
Divisional Operating Plans will be developed on an annual basis. All of these plans will
remain dynamic and flexible so that adjustment for new Agency initiatives and/or resource
levels can be made. The plans will provide the basis for OARM budget planning and
resource allocation, as well as a guide for its overall operation.
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DATE DUE
Demeo, Inc. 38-29}
US EPA Headquarters Lit
Mail code 3404T
1200 Pennsylvania Avenue
Washington, DC 204&
202-566-0556
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