Our Mission defines
 "What" we do;
   the Strategy
for Human Capital
 defines "how"
 we accomplish"
                 •|I Investing
                     f      in Our
                     (    People
                         i?
                         2001 through 2003
                       *... *—— •
                            .

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                                                                     Message
                                      from  The Human Resources  Council
We are pleased to present EPA's first strategic plan for investing in our
employees to ensure the Agency's continued success in meeting its
environmental mission  "Investing in our People EPA's Strategy for Human
Capital," presents our vision, values, goals, and strategies to support and
enhance our workforce and our work environments

"Investing in our People" contains a number of activities for achieving the
vision, values, and strategic goals over the next three years, from 2001 through
2003. The Strategy will be carried out through the development of annual plans
addressing the priorities for action during the coming year Included in this
publication is the initial action plan.

"Human capital" is a term widely used today in both the private and public
sectors to communicate a new concept of human resources Employers have
come to realize that it is people-their skills, knowledge, motivation, and
energy-who make an organization succeed. Today's focus on "human capital"
results from a shift  in the way organizations look at employees, away from the
concept of "resources" that can be used, towards the idea of "capital,"a primary
asset that can be valued and nurtured to ensure success in accomplishing their
missions.

Over the next several years, EPA, like other organizations, will face a wave of
retirements, resulting in the loss of a large number of senior, experienced staff
This poses an opportunity and a challenge for the Agency. We must build our
new workforce through strategic recruitment of people with the personal
strengths, flexibility, diversity of background and outlook, and skills crucial to
continuing our task  of environmental protection for the American people Our
work places must become increasingly collegia!, congenial, and welcoming for
all members of the EPA community We must undergo cultural change to better
foster teamwork, creativity and innovation in accomplishing environmental
protection Our investments in training and developing our people must
become more strategic, focusing on building those skills most essential to our
organizations' changing requirements and approaches We must concentrate on
building increasingly effective and broadly talented leadership within the
Agency All of these goals are reflected in "Investing in our People," which
points the way to creating the future we all desire for the Agency.

We wish to thank the Agency officials, union representatives, and members of
the Human Resources community who collaborated in developing this strategic
plan for investing in our workforce and in the future of EPA.

                                   Human Resources Council
  Human Resources Council Champions for "Investing in Our People"

     Daiva Balkus    Director, Office of Human Resources
                  and Organizational Services

     Chris Grundler   Deputy Office Director, OAR, Ann Arbor

     Jane Moore     Senior Policy Advisor
                  Office of Environmental Information

     Jo Lynn Traub   Director, Water Division, Region 5
                                                                                                         Investing in Our People

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Investing in Our  People

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Other Members of the Human Resources Council
  Tim Fields

  Bill Rice

  Pat Meaney

  Barbara Fmazzo

  Tom Voltaggio
  Russ Wright

  Lynda Carroll

  Nat Scurry
  Jack McGraw
  Nora McGee

  Mike Gearheard
  Ray Spears
  Julius Jimeno

  Ron Bachand
  Ann Goode
  Craig Hooks
  Lisa Friedman
  Joan Fidler
  John Jones
  Rick Martin
  Stephen Johnson
  Tim Oppclt

  Elamo Davics
  John Mcaghcr
Assistant Administrator, OSWER and
Chair, Human Resources Council
Deputy Regional Administrator, Region 7
and Co-Chair, Human Resources Council
Director, Office of Site Remediation
and Restoration, Region 1
Director, Environmental Science and
Assessment Division, Region 2
Deputy Regional Administrator, Region 3
Director, Science and Ecosystem
Support Division, Region 4
Assistant Regional Administrator
for Management, Region  6
Assistant Regional Administrator, Region 7
Deputy Regional Administrator, Region 8
Assistant Regional Administrator for
Policy and Management,  Region 9
Director of the Environmental Cleanup Office, Region 10
Deputy Chief of Staff, Office of the Administrator
Director, Safety, Health and
Environmental Management Division, OARM
Director, Financial Services Division, OCFO
Director, Office of Civil Rights
Director, Federal Facilities Enforcement Office, OECA
Associate General Counsel, OGC
Director, Office of Management Operations, OIA
Assistant Inspector General for Management, OIG
Director, National Technology Services Division, OEI
Deputy Assistant Administrator, OPPTS
Director, National Risk Management
Research Lab, Cincinnati
Deputy Office Director, OERR, OSWER
Director of Wetlands Division, OW
Associate Members
  Allan Holhs


  William Hirzy

  Kathleen Coleman
  John Bcnison
  Rosemane Russo
  Deborah Cade
  Alan Lewis
President, National Council of Locals and President,
American Federation of Government Employees,
Local 238
Vice President, National Treasury Employees Union,
Local 280 and Co-Chair, National Partnership Council
Employees with Disabilities Advisory Council
Gay, Lesbian and  Bisexual Employee Organization
Science and Technical Careers Advisory Committee
National Administrative Council for Excellence
Older Workers League
                                                                                                                          Investing  in Our People

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Investing in  Our  People

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                    Contents
   EPA's Mission
 defines "what" we
do; the Strategy for
  Human Capital
 defines "how" we
   accomplish it.
                  Preface

                  Introduction

                  Vision and Values

                  Strategies and Actions

                  Assessing Success in
                  Achieving the Strategic Goals

                  Appendix - Action Plan
1

3

I

5


ir,

17
                                    Investing in Our People

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Investing in Our People

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How the Strategy was  Developed

Recognizing that an effective workforce is crucial to EPA's success, the
Agency has, over the past couple of years, undertaken a number of exciting
human resources initiatives  The Agency's Human Resources Council
(HRC) has recognized the need to align the ongoing and new initiatives in a
strategic way and to communicate an overarching set of human resources
goals to the Agency.  The HRC and the Office of Human Resources and
Organizational Services (OHROS), Office of Administration and Resources
Management, drafted the vision, values, and strategic goals that became the
foundation for more detailed planning.

A multi-functional group of program office executives and Human Resources
representatives later convened  Based on the strategic goals for human
capital, they identified significant issues confronting the Agency with regard
to its workforce and work environment, proposed general strategies for
accomplishing each strategic goal, and developed a list of possible actions to
be taken to carry out each strategy Using the products of this meeting, a
draft Strategy for Human Capital was prepared.
Refining the Plan

In April, 2000, the Administrator convened a retreat of all Senior Executives to
hold a dialogue on human resources management  Several themes emerged,
including, a desire for more mobility of managers across programs, Regions and
Headquarters; the need for a shared leadership philosophy and improved labor/
management partnerships, and increased support for first line supervisors
High priority actions for the Human Capital Strategy were identified

Members of the HRC and OHROS then facilitated a meeting of union
representatives, several Deputy Regional Administrators, Assistant Regional
Administrators, Human Resources Officers, representatives from the Chief
Financial Office, and officials from Office of the Administrator  These
representatives worked in partnership to fine tune the strategic goals, prioritize
key strategies and actions, and build commitment for the Strategy. Priorities
for  initial action also resulted from the meeting

This first EPA Strategy for Human Capital represents, therefore, the informed
views of many executives, managers, Human Resources Officers and unions in
the Agency. The Strategy is not an event, but an ongoing campaign. High
performing organizations require that everyone take ownership for human
resources
                                                                           We wish to thank all of those who participated in the planning sessions, who
                                                                           shared their vision for EPA's people with us, and who provided us many useful
                                                                           suggestions for inclusion in the Strategy.
                                                                                                                         Investing in Our People   1

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Investing in  Our People

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                                    Introduction
         The Link between the
         Agency's Mission and
         its Human Capital

         An effective workforce is critical to EPA's success.
         For EPA to attain the highest level of performance
         and accountability, we depend on three enablers:
         people, processes, and technology. The most
         important of these is people, because an Agency's
         people define its character and its capacity to
         perform.  "Human capital" has been defined by the
         National Academy of Public Administration as the
         "knowledge, skills, abilities, attitudes, and
         interpersonal competencies needed to ensure
         successful accomplishment of the organization's
         mission and strategic goals." This focus on
         "human capital" represents a paradigm shift that
changes how we look at people - from "resources" that can be
cut, to "capital," an asset that is appreciated. As we develop
and invest in our people, the value of people increases; so does
the performance capacity of the organization, its ability to
achieve its mission and strategic goals, and therefore its value
to the public and other stakeholders.

EPA's human capital policies must be aligned to support the
organization's shared vision, mission, core values, goals and
strategies by which we have defined our direction and our
expectations for ourselves and our people. Investing in our

   This focus on  "human capital" represents a
  paradigm shift that changes how we look at
people -  from "resources" that can be  cut, to
       "capital," an asset that is appreciated.
human capita! will require that we focus not just on training and development.
but also on the work environment, communication, empowerment, and
performance improvement. Enhancing the value of employees is a win-win goal
for employers and employees alike. EPA's A//.V.SWH defines "what" we do; the
Strategy for Human Capital defines "how" we accomplish it.

The Increasing  Focus on the Workforce

A fundamental strategy underlying several approaches to improving our human
capital is workforce planning, which has been defined as a systematic process
for identifying the human capital required to meet organizational goals and
developing strategies (recruitment, retention, and development strategies) to
meet these requirements.  EPA is focusing on workforce planning for a number
of reasons, one of which is demography. The oldest members of the Boomer
generation will turn 55 in 2001, and a growing "retirement wave" will be felt
over the following years. Intense competition for new science and technology
graduates is likely to increase. The values, priorities, and career expectations
of newer generations of EPA employees may be different from those of today's
senior employees.

Shared Accountability for
Action and Results

Organizational leadership in this Strategy includes work that must be
performed at all levels of the organization if we are to become a high-
performance organization. Responsibility for human capital investment and
effective human resources management is shared by all Offices ami Regions,
managers and supervisors, and staff across the Agency.

High-performance organizations begin by defining what they want to
accomplish and what kind of organization they want to be. The Strategy for
Human Capital begins with a vision for our people and core values which
encourage desired behavior on the part of EPA's people at all levels of the
organization.
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                                         To achieve our
                                  mission of protecting
                                     human health  and
                                       safeguarding the
                                  natural environment,
                                        we establish the
                                        following vision,
                                             values,  and
                                         strategic goals:
Vision

EPA's people are highly skilled and motivated, creative in seeking solutions,
and committed to achieving excellence.

Values

EPA respects and values integrity, the trust and confidence of the public,
diversity of cultures and thinking, competence, innovation, continuous
learning, and sound science. We treat our people fairly and with respect, and
encourage a spirit of teamwork and the consistent practice of these values.
 Strategic  Goals

 Goal 1
— • EPA attracts and retains a diverse and
      highly skilled workforce.

 Goal 2
— • EPA's people perform to their highest potential.
 Goal 3
— • Innovation, creativity, and risk-taking are
      demonstrated by all EPA people at all levels
      of the organization.

 Goal 4
— • EPA's people have a sense of community, where
      differences are recognized as contributing to the
      whole, all employees' contributions are appreciated,
      and all views are solicited and welcomed.

 Goal 5
	• Teamwork and collaboration are routinely practiced
      with internal and external partners.

 Goal 6
	• EPA's human resources systems are integrated with
      planning, budgeting, and accountability processes.
 4   Investing in Our People

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                          Strategies  and  Actions
 Goal  1    lssues
 EPA attracts
 and retains a
  diverse and
 highly skilled
   workforce.
     The future
  workforce will
be more diverse,
  m  the broadest
       sense of
      the term
   >  EPA employees will need technical skills
      and a variety of competencies in the
      future, including communication,
      teamwork, and multi-disciplinary
      knowledge.

   >•  Senior people will be retiring in growing
      numbers after the first members of the
      boomer generation turn 55 in 2001 and
      EPA will face stiff competition in
      replacing them with talented new hires.

   >•  The future workforce will be more
      diverse, in the broadest sense of the
      term.

   >•  A workforce planning system is needed
      to provide the foundation for strategic
      recruitment/retention/development
      planning.


Strategy 1.1
•  Develop and Implement
   an Agency Workforce
   Planning System

   Develop standardized workforce planning
   requirements and methodology to be used
   Agency wide.  Include: identification of
   technical and other knowledge, skills and
   competencies needed for the future, types
   and numbers of positions needed by series
   and grade; inventory of skills/competencies
   in the current EPA workforce, examination
   of statistical data on expected attrition by occupational category/grade;
   comparison of future needs (both skills/competencies and numbers, by
   occupation/grade) to existing workforce and identify the gaps;
   forecasting the potential number of new hires by Region/Office taking
   into account budget projections, and funds needed for training and
   development, preparation of multi-year Workforce Plans to guide
   decisions on workforce composition, hiring, and employee development
   efforts at the local and national level
   (Action. OHROS(leod), Ms, RAs)


Strategy 1.2
•  Develop and implement national and
   local recruitment strategies based on
   workforce plans.

   Develop and implement coordinated national and local recruitment
   strategies (Action OHROS (lead), AAs, RAs)

   Expand the EPA Intern Program for recruiting a diverse and talented
   workforce. (Action. OHROS)

   Establish long-term partnerships with educational institutions to aid
   future recruiting efforts to achieve a diverse, skilled workforce
   (Actwn AAs, RAs)

   Utilize compensation options and flexibilities.
   (Actwn AAs, RAs, managers and supervisors)
                                                                                           Investing in Our People  5

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                                                                 Strategy 1.3
                                                                 •   Develop strategic approaches to retaining
                                                                     employees with critical  expertise and
                                                                     competencies.
                                                                     Conduct exit interviews throughout  the Agency to establish baseline
                                                                     data on retention factors. (Action: AAs, RAs)
                                                                     Develop retention strategics aimed at retaining employees with
                                                                     essential skills. (Action: AAs, RAs)
                                                                 Strategy 1.4
                                                                 •   Maximize flexibility in using workplace
                                                                     programs that contribute to  EPA's
                                                                     attractiveness as an employer and
                                                                     that help employees achieve a  balance
                                                                     between work and non-work life.
                                                                     Assess current workplace programs to determine the level of
                                                                     participation and employee satisfaction. (Action: OHROS, HROsJ
                                                                     Educate managers and staff on the benefits of these programs both
                                                                     for employees and organizations. (Action: OHROS, HROs)
                                                                     Pilot job sharing in offices not currently using this option.
                                                                     (Action: AAs, RAs)
                                                                     Advertise EPA's workplace programs on the EPA web site and sites
                                                                     specifically designed reach potential job applicants. (Action: OHROS)
6  Investing in Our People

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Goal  2
EPA's people
   perform to
their highest
     potential
Issues
  EPA's greatest
   investment is
    in its people.
    >  EPA's greatest  investment is in its
       people. To get the maximum return on
       investment, we must link development
       to the organization's mission.
    >  It is as necessary to focus on the next
       generation of environmental
       professionals as it, is to focus on the next
       generation of environmental issues.
    >•  Workforce development should  be
       considered an assumed cost of doing
       business, as pay is.
    >•  The Agency should explore the
       feasibility of establishing a Human
       Capital Fund to provide for investment
       in major workforce initiatives.
    >•  Agency leadership must make a
       commitment to valuing human capital
       investment; we must support
       development efforts already under
       way.
    >•  Because of  the key role of leadership
       in a high-performance culture, we
       must  emphasize selecting,  supporting,
       and developing our leaders.  The
       critical role of  first-line supervisors
       should be recognized; the Agency
       should fully support and  develop them.
    >  Instilling a  high-performance culture
       in the Agency will establish EPA as a
       preeminent scientific research,
       regulatory and environmental
       leadership agency.
_  Strategy  2.1
    •  Link employee development to
       mission needs.
       Implement the  Workforce Development Strategy. Ensure that
       leadership development is a key element of the Strategy for all
       employees at all levels of the organization. (Action: OHROS, AAfi, RAs)
       Utilize Phase II of the Strategy for Mid-Level Development to create a
       comprehensive career management system linking development of mid-
       level employees to the mission. (Action: OARM, HRC)
       Develop an Agency employee retraining plan to ensure the current
       workforce possesses the necessary skills to meet current and future
       work challenges. (Action: OHROS (lend), RAs, AAs)
       Apply OPM's guide to strategically planning for training to tailor
       development to organizations' strategic needs. (Action: Institute (lead),
       AAs. RAs, managers and supervisors)
       Explore and pilot rotational assignment programs, such as assignments
       to Community-based Environmental Protection (CBEP), to broaden
       individual employees' range of skills and experience.  Rotational
       assignments will include assignments within organizations, assignments
       to different organizations (such as cross-media assignments), and
       assignments in different geographic areas (such  as Headquarters to
       Regions, Region to Region, etc.). (Action: HRC (lead) AAs, RAs)
       Use Individual Development Plans (IDP's) to link training to the
       organization's mission. (Action: All nianauers.  onjiloyees)
       Institute local mentoring programs. (Action: AAs, RAs)
       Utilize new systems for training,  including technological approaches.
       (Action: OHROS (lead), AAs. RAs)
                                                                                                                   Investing in Our People  7

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Strategy  2.2
•   Instill a culture of continuous learning,
    ethical behavior, and professionalism.
    Improve orientation programs for employees new to their positions or
    roles. (Action: AA.s, RAs)
    Develop partnerships with universities to bring academic programs into
    EPA. (Action: EPA Institute (lead), Ms, RAs)
    Institute policies, practices, and expectations to make attendance at
    training sessions the highest priority and to discourage organizations
    and employees from canceling attendance.
    (Action: Ms, RAs, managers and supervisors)
    Increase development and use of on-line training and other
    technological approaches to training delivery.
    (Action: EPA Institute (lead), Ms, RAs)


Strategy  2.3
•   Build effective leadership at all levels
    within the Agency.
    Articulate and disseminate the Agency's leadership philosophy.
    (Action: HRC (lead), Ms, RAs)
    Develop a leadership succession planning program, including
    identification of potential leaders and mentoring programs. (Action:
    ERB, OHROS)
    Reinstate the SES Candidate Program. (Action: OHROS, ERB)
    Explore SES mobility programs.
    (Action: ERB, OHROS (co-leads, Ms, RAs)
    Develop a core curriculum for all supervisors/managers, with 80 hours of
    training for new supervisors,  including training in the merit principles,
    equal employment opportunity, labor-management relations,
performance management (with emphasis on how to deal with poor
performance), and other key human resources management
responsibilities, and 80 hours annually of training
for experienced managers.
(Action: EPA Institute (lead), Ms, RAs)
Select leadership assessment instruments to be used consistently
Agency wide. (Action: ERB, OHROS)
Facilitate "real life" developmental opportunities for potential future
supervisors and managers, such as details and temporary promotions to
supervisory roles; provide constructive assessment of performance.
(Action: Ms, RAs)
Determine the developmental and support needs of team leaders.
(Action: Ms, RAs, managers and supervisors, HROs)
Revise managers' performance standards to place equal emphasis on
human resources management and program management.
(Action: Ms, RAs)
Establish and communicate the expectation to all supervisors and
managers that a significant percentage of their time will be spent doing
the work of leadership, including learning, personal renewal, and
organizational renewal. (Action: Ms, RAs)
Provide managers with better tools for human resources responsibilities
(e.g., managing teams, legal issues). (Action: OHROS (lead), HROs)
Convene the EPA SES management team on a regular basis.
(Action: OHROS)
Maintain a centralized pool of dollars and staff resources to support local
organizational improvement efforts.  Convene forums to facilitate the
exchange of ideas and networking. Foster improvement of core processes
and better environmental results. (Action: OHROS/HRC)
 8  Investing in Our People

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Strategy 2.4
•   Strengthen EPA's performs nee management
    programs to reinforce accountability at all
    levels of the organization.
    Establish a support structure to work closely with managers in handling
    performance problems, including local support groups where problems
    with employees can be discussed in a non-threatening environment.
    (Action: AAs, RAs, HROs)
    Fully utilize all formal and informal means for recognizing and
    appreciating good work. (Action: managers and supervisors)
    Assess PERFORMS' effectiveness in recognizing good performance and
    improving poor performance. Compare with other systems to determine
    which are most effective.
    (Action: OHROS)
    Establish clear expectations that all managers will take every
    opportunity to recognize good performance and will deal with poor
    performance through performance improvement and disciplinary
    processes.
    (Action: AAs, RAs)
    Balance reviews of managerial performance during discussions between
    senior managers and subordinate managers to include review of both
    program accomplishments and human resources responsibilities,
    including managers' use of performance management programs and
    managers' ability to create a work culture that supports, invests in, and
    involves people. (Action: AAs, RAs)
    Revise model performance standards for managers; reinforce these
    standards at all levels throughout the Agency.
    (Action: HRC (lead), Ms, RAs, HROs)
Strategy 2.5
•   Identify the effects of implementing the
    1:11 average span of control and  take
    action to fix  problems.
    Examine  issues arising from span of control; identify where larger and
    smaller spans-of-control are appropriate. (Action: HRC, OHROS)
    Benchmark other agencies and organizations to learn how they identify
    appropriate spans of control and handle large spans of  control.
    (Action: HRC. OHROS)
                                                                                                                  Investing in Our People  9

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  Goal  3
    Innovation,
creativity, and
risk-taking are
 demonstrated
     by all EPA
   people at all
   levels of the
  organization.
Issues
   >•  Innovation, creativity, and risk-taking
       are essential to a successful agenda of
       scientific research, regulation, and
       enforcement.

   >•  Significant improvements in innovation,
       creativity, and risk-taking will help to
       increase respect for the quality of EPA's
       scientific research.

   >•  Within EPA, there are few mechanisms
       whereby expertise, new methods,
       knowledge, and information can be
       easily shared across organizational
       boundaries.


Strategy 3.1
•  Create and set expectations
   that innovation, creativity,
   and risk-taking are
   demonstrated  by all
   employees throughout
   the Agency.
   Develop a module on innovation and
   creativity for inclusion in relevant training
   for all employees (with the "Leading
   Change" module developed as part of the
   Workforce Development Strategy as the
    first step). (Action: EPA Institute)
    Establish incentives to recognize and reward innovation, creativity, and
    risk-taking in all aspects of the Agency's operations. (Action: HRC,
    Hcini'i'iitioii Act/on Council)
    Identify barriers to creativity and remove them. (Action: AAx, RAs)
Strategy 3.2
•   Institute new ways to share information on
    innovations and creative approaches within
    EPA and across organizational boundaries.
    Identify information sharing processes in EPA and promote best
    practices, such as establishing an intranet repository for information
    about innovative projects around the Agency and studying the feasibility
    of establishing a knowledge management officer or office to share
    information and lessons learned throughout the Agency.
    (Action: OEI, OHROS)
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Goal  4
Issues
   >  The respect with which people and
       their contributions are treated affects
       performance, productivity, and
       retention
   >•  Some employees believe that the Merit
       Principles are not always observed.

   >•  Employee surveys sometimes reveal
       instances of inadequate communication
       and strained relationships between
       supervisors and subordinates, promoting
       feelings of alienation and affecting
       morale—thus, our ability to achieve
       our mission.

   >  It is important to regularly assess the
       impact of such programs as the Diversity
       Action Plan and the SES Accountability
       Model to ensure that progress is being
       made.
Strategy 4.1
•  Fully apply and comply with the Merit
   Principles in selection, promotion,
   development, recognition, and work
   assignment decisions.

   Educate all employees about the purpose and content of the Merit
   Principles and Prohibited Personnel Practices.
   (Action OHROS (lead), Ms, RAs)

   Institute practices to bring about transparency and open communication
   with regard to organizational decisions affecting employees.
   (Aclwn AAs, RAs)

Strategy 4.2
•  Institute processes to recognize and embrace
   differences that each employee brings to the
   organization;  facilitate the contribution to
   the work  of the organization by all
   employees.

   Continue to implement the Diversity Action Plans, annually evaluating
   progress made, and revising Plans to improve effectiveness.
   (Action AAs, RAs)

   Publish an annual report on Diversity/Fairness accomplishments
   (Action OCR, OHROS)

   Take steps to ensure that selection processes are transparent and
   broadly understood for assignments to new programs and projects,
   temporary promotions, details, assignments outside the Agency, and
   similar special assignments. (Action. RAs, AAs)
                                                                                                       Investing in Our People  11

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    Include in the core curriculum for supervisors and managers a module
    on ensuring equal opportunity and equitable treatment within their
    organizations. (Action: EPA Institute)

    Develop an Agency survey of organizational health and culture that can
    be used by all Offices and Regions. (Action: OCR/HRC/Region 5)
Strategy 4.3
•   Institute feedback mechanisms that facilitate
    full and open communication and
    accountability at  all  levels in the Agency.

    Establish and implement a 360 feedback process for the Agency that
    begins with feedback to managers; over time, expand to include all
    employees. (Action: OHROS (lead) AAs, RAs. NPC, HRC)

    Establish and implement a 360 feedback process for staff.
    (OHROS (lead), AAs, RAs)

    Periodically publish workforce profiles and data on hires, promotions,
    awards, and high profile assignments to foster a climate of openness.
    (Action: OCR, OHROS)
    Use ADR to resolve EEO complaints, grievances, and Unfair Labor
    Practices before they go formal.
    (Action  OCR, OHROS (co-lead), Ms, RAs)

    Conduct periodic surveys of employees to solicit their views on diversity
    and fairness and the overall quality of work  life in their organizations.
    (Action: OCR, HRC)
 12   Investing in Our People

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 Goal  5
   Teamwork
           and
collaboration
are routinely
    practiced
with internal
and  external
    partners.
Issues
   >• We need to leverage the talent of our
      people through improved teamwork and
      collaboration.

   >• With Executive Order 12871, Labor/
      Management Partnerships, and a new
      emphasis on pre-decisional involvement,
      the role of the unions is drastically
      changing.

   >• Although the shift to teams entails a
      significant cultural, management, and
      organizational shift, there has not been
      a sufficient, sustained effort to support
      teams.

   >• Given the decentralized nature of EPA,
      coordination and collaboration issues
      need attention, including cooperation
      between line programs and support
      functions.
Strategy  5.1
•  Build consensus and constructive labor/
   management relations through improved
   communication and information  snaring.
   Implement the Labor/Management Strategic Plan.
   (Action: NPC, OHROS, AAs, RAs)
   Educate Agency managers on labor/management partnership
   requirements. (Action: OHROS, HROs)

Strategy 5.2
•  Improve and support teamwork  within
   organizations  and across organizational
   boundaries.
   For organizations implementing teams, institute a team support
   program, including internal consultants to advise managers and teams
   on the benefits of a team-based organization, how to implement teams,
   and related subjects; training in such team skills as group  dynamics,
   group facilitation, and conflict resolution; and tools to support teams
   throughout the implementation. (Action: EPA Institute (lead), AAs, RAs)
                                                                                                               We need to
                                                                                                        leverage the talent
                                                                                                             of our people
                                                                                                         through improved
                                                                                                            teamwork and
                                                                                                             collaboration.
                                                                                                       Investing in Our People   13

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  Goal  6
  EPA's human
      resources
    systems are
     integrated
with  planning,
budgeting, and
 accountability
     processes.
Issues
       Representatives from the Human
       Resources function rarely have had a
       "seat at the table" during strategic
       planning and other major planning
       efforts.
       Given current and likely future resource
       constraints, partnerships between
       program managers and Human
       Resources will be essential to ensuring
       the maximum effectiveness of the
       Agency's workforce.
       Administrative and support programs
       are not always aligned with the Agency's
       strategic goals and mission priorities.
Strategy 6.1
•  Institute mechanisms to ensure workforce
   impact and support needs are identified
   and planned for early  in strategic planning,
   preparations for new initiatives, and other
   planning processes.
   Develop and institute the "fully funded FTE" model to ensure sufficient
   funding for human resources initiatives.
   (Action: OCFO, OHROS)
   Require a workforce impact analysis to be included in planning for new
   programs and initiatives. (Action: Ms. RAs)
   Design and use a facilitated, structured process to do workforce impact
   analyses and analyses of support needs when conducting strategic
   planning and planning for new initiatives.
   (Action: OHROS (lead), OCFO, Ms, RAs)
   Capture what is spent on human resources and use in budget decisions
   and in planning for new initiatives. (Action: OCFO)
                                                                   Strategy 6.2
                                                                   •   Align administrative and support
                                                                       plans and  resources with the
                                                                       Agency's mission priorities.
                                                                       Designate Human Resources and other resources management
                                                                       representatives as members of senior planning teams.
                                                                       (Action: OHROS (lead), OARM, OCFO, Ms, RAs)
                                                                       Allocate Human Resources functional resources to reflect the support
                                                                       to be provided for major program priorities and initiatives.
                                                                       (Action: OHROS, HROs)
                                                                       Provide the full range of human resources and organizational services
                                                                       to EPA employees. (Action: OHROS)
14  Investing in Our People

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Assessing Success in Achieving the Strategic Goals
                Measures for assessing success in
             achieving the strategic goals are under
               development by a committee of the
                  Human Resources Council.
                                                      Investing in Our People 15

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16   Investing in Our People

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                              Action  Plan
                                                                                             Appendix
ACTION TO BE TAKEN
                                                                              BY WHOM
Strategy 1 .1
   Develop and Implement an
   Agency Workforce Planning System.

I.  Develop standardized workforce planning requirements/
   methodology to be used by Regions/AAships Agency wide.
OHROS/HRC/OCFO
Strategy 1.2
   Develop and implement national and Regional
   recruitment strategies based on workforce plans.

I.  Use Federal Career Intern Program to recruit a diverse and talented workforce.

2.  Develop and implement coordinated national and local recruitment strategies.
OHROS/HROs

OHROS/AAs/RAs
Strategy 1.3
   Develop strategic approaches to retaining employees
   with critical expertise and competencies.

I.  Develop questionnaire to be used for exit interviews: develop database.

2.  Conduct exit interviews throughout the Agency to establish baseline data on retention factors.

•'1  Develop retention strategies aimed at retaining employees with essential skills.
OHROS

AAs/RAs

AAs/RAs
                                                                                     Investing in Our People  17

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 Strategy 2.1
     Link employee development to mission needs.

 I.  Implement the Workforce Development Strategy. Ensure that leadership
     development is a key element of the Strategy for all employees at all levels of the organization.

 2.  Explore and pilot rotational assignment programs, such as assignments to Community-based
     Environmental Protection (CBEP), to broaden individual employees' range of skills and experience.
     Rotational assignments will include assignments within organizations, assignments to different
     organizations (such as cross-media assignments), and assignments in different geographic areas
     (such as Headquarters to Regions, Region to Region, etc.).
OARM/HRC
AAs/RAs
  Strategy  2.3
     Build effective leadership at all levels within the Agency.

  I.  Reinstate the SES Candidate Program.

  'L  Convene1 the EPA SES management team on a regular basis.

  '•].  Develop a leadership succession planning program, including identification of
     potential  leaders and mentoring programs.

  4.  Develop a core curriculum for all supervisors/managers, with 80 hours of training for
     new supervisors, including training in the merit principles, labor-management relations.
     equal employment opportunity, performance management, and other key human resources
     management responsibilities, and 80 hours annually of training for experienced managers.

  ").  Establish and communicate the expectation to all supervisors and managers that a significant
     percentage of their time will be spent doing the work of leadership, including learning, personal
     renewal, and organizational renewal.
ERB/OHROS/AAs/RAs

OHROS/ERB

OHROS/ERB


OHKOS (Institute)/AAs/RAs
AAs/RAs
18   Investing in Our People

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Strategy 2.4
   Strengthen EPA's performance management programs to
   reinforce accountability at all levels of the organization.

1.  Establish clear expectations that all managers will take every opportunity to recognize good performance        AAs/RAs
   and will deal with poor performance through performance improvement and disciplinary processes.

'i.  Balance reviews of managerial performance during discussions between senior managers and subordinate       AAs/RAs
   managers to include review of both program accomplishments and human resources responsibilities.
   including managers' use of performance management and managers' ability to create a work culture
   that supports, invests  in, and involves people.


Strategy 4.2
   Institute processes to embrace differences that each employee
   brings to the organization; facilitate the contribution to the work
   of the organization by all employees.
1.  Continue to implement the Diversity Action Plans, annually evaluating progress made.
   and revising Plans to improve effectiveness.
AAs/RAs
2.  Publish an annual report on Diversity/Fairness accomplishments.                                       OHROS/OCR

•1  Develop an Agency survey of organizational health and culture that can be used by all Offices and Regions.       OCR/HRC/Region 5
                                                                                                    Investing in Our People  19

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 Strategy 4.3
    Institute feedback mechanisms that facilitate full and open
    communication and accountability at all levels in the Agency.
 1.  Establish and implement a 360 feedback process for Agency managers.

 2.  Periodically publish workforce profiles and data on hires, promotions, awards, and high profile
    assignments to foster a climate of openness.

 3.  Use ADR to resolve EEO complaints, grievances, and Unfair Labor Practices before they go formal.
OHROS/AAs/RAs/NPC/HRC
OHROS/OCR
AAs/RAs
 Strategy 5.1
    Build consensus and constructive labor/management relations
    through  improved communication and information sharing.
 1.  Implement the Labor/Management Strategic Plan.
NPC/AAs/RAs
 Strategy 6.1
    Institute mechanisms to ensure workforce impact and support needs
    are identified and planned for early in strategic planning, preparations
    for new initiatives, and other  planning processes.
  1.  Develop the "fully funded FTE" model to ensure sufficient funding for human resources initiatives.
SLC/OCFO
 Strategy 6.2
    Align administrative and support plans and
    resources with the Agency's mission priorities.

 1. Provide the full range of human resources and organizational services to EPA employees.
OHROS
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                                                                    "-
                                                                   v > V
                                                                                                          *  .;§
Photos provided by Folio, Inc. and U.S.E.P.A.

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