PA The Office of Human Resources
and Organizational Services
2003 Accomplishments Report
• r
I
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From The Director ofOHROS
Rafael DcLi-i>n
Director
Oltitt of Human flf.voi/niv. unit
Organizational .SVrvur.v (OHROSl
It has been a busy year here in the Office of Human Resources and Organizational
Services (OHROS). This has been my first year as Director of OHROS and i am very
pleased to share with you a summary of our main accomplishments. 1 am sure you will be
as impressed as I was when I first came to the organization to learn about the breadth of
services, programs, and responsibilities that are housed in OHROS. We do an amazing
amount of work.
Two of my major priorities for 2003 have been to effectively manage I- PA's Human
C'apital Strategy initiatives and to inspire OHROS employees to focus on providing quality
customer service. Great strides have been made in both of these areas, and while much
work remains, the organization is ready, willing, and able to meet the Agency's current and
future human resource needs.
This past year we focused on fixing things that \vere not working well in the
organization and steering it into a new direction, one that will require a new organizational
structure and approach to doing business. Transforming human resources at EPA may
mean that our extensive list of functions will change, and that we will need to find new and
better means to manage these functions. OHROS will continue to locus on implementing
our Human Capital initiatives, meeting workforce needs through workforce planning,
recruitment and development, helping EPA organizations to succeed, promoting
e-government and other technological advances, managing the Agenc\ "s labor and
employee relations programs, and ensuring that OHROS employees hu\ e the human
resource skills that will be needed in the future.
OHROS is in the "people business" and as anyone in business will tell you. the key
to success in any business or endeavor depends upon the hard work and dedication of its
employees. 1 want to thank the managers and employees in OHROS for all of their hard
work and dedication this past year as we have worked together to transform the
organization. This 2003 Accomplishments Report reflects their collective work on behalf
ofallofEPA's 18.000 employees.
Just like the butterfly emerging from the cocoon. OHROS is undergoing change.
The transformation has already begun. Take a look inside you will be surprised!
Rafael DeLeon
Director
Office of Human Resources and Organizational Services (OHROS)
Office of Administration and Resources Management (OARM)
U.S. Environmental Protection Agency
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Table of Contents
Chapter 1: Transforming Human Resources
at EPA
Setting the Direction
Tactical Planning
Creating a New Office of Human Resources
Chapter 2: Implementing Human Capital
Initiatives
Human Capital Strategy and Accountability
^System
. Workforce Planning
- Innovation Fund Pilot Project
Chapter 3: Raising the Bar on Customer
^ Service
Support for Human Resources
in the Program Offices
Keeping in Touch With Our Regional Human
Resources Offices
Improving the Timeliness and Accuracy of
HR Transactions
Managing the Senior Executive Service Programs
New and Expanded Employee Benefits
Child Care Tuition Assistance Program
Long Term Care Insurance
Honor Awards
Counseling Programs
Keeping Employees Informed on Subjects
that Matter
Helping OHROS Managers and Employees
Chapter 4: Meeting Workforce \eeds
Recruitment and Outreach Activities
Developing a "Talent Brand"
Senior Executive Service Candidates
EPA Intern Program
Investing in Learning
New Skills/New Options Program
Mid-Level Development Training
Help for Managers
Page
2-5
2
4
5
6-9
6
6
7
7
7
8
8
8
9
10-13
10
11
11
12
12
12
12
13
Page
Chapter 5: Helping EPA Organizations to
Succeed 14-17
Buyouts and Early Outs 14
Organizational Flexibility 14
High Performance Organizational Support 14
Helping to Hire Specialists 15
Advancing Diversity 15
Asian American and Pacific Islander Initiative 15
National Hispanic Outreach Strategy 15
OHROS Diversity Program 16
Keeping HR Policies Current and Flexible 16
Keeping EPA in Compliance 17
Senior Environmental Employment (SEE)
Program 17
Chapter 6: Technology Finds a Home in
Human Resources 18-19
EZ- Hire - Making E-government Easier 18
Enhancements to HR Pro . 18
Technical Advice and Assistance 19
Implementing PeoplePlus 19
PeoplePlus Electronic Applications 19
Chapter 7: Labor and Employee Relations 20
Management Advice and Assistance 20
Contract Negotiations 20
Chapter 8: Developing Human Resource
Skills Needed for the Future 21
Addressing the Need for HR Consultants 21
Launching an HR Certification Program 21
Chapter 9: All in a Year 's \\ork 22
Processing Personnel Actions 22
Chapter 10: Conclusion 23
Chapter 11: OHROS Points of Contact 24
OHROS 2003 Accomplishments Report
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CHAPTER 1
Transforming Human Resources at EPA
Setting the Direction
Being in charge of EPA's Office of Human Resources and Organizational Services
(OHROS), Office Director Rafael DeLeon has made a major commitment to transforming
human resources at EPA. His mission is to make OHROS more energized, efficient and in
sync with the needs of the Agency. At this year's OHROS Leadership Retreat, the first
one to include all members of the organization's senior staff, OHROS managers and
employees agreed to make this transformation take place by focusing their attention on
three key organizational goals: Implementing Human Capital Initiatives: Building Credibil-
ity Through Excellence: and Focusing on Customer Needs and Expectations.
Tactical Planning
Recognizing that goals succeed only if they are well planned, the management team
created an OHROS Tactical Plan which outlined specific activities in each of the goal areas
along with specific dates for their completion. Rather than serving as a document that sits
on a shelf once completed, this Plan has been incorporated into the organization as a
living document that is reviewed monthly. Managers are being held accountable for
meeting their deadlines and a much greater emphasis is being placed on program and
project results than ever before. This Tactical Plan is being aligned with the revised "EPA
Strategy for Human Capital."
Creating a New Office of Human Resources
Human resource organizations at EPA have undergone numerous structural and name
changes. The changes were all attempts to meet new and different Agency needs. This
past year, OHROS engaged in an extensive review of its organizational structure to
determine how best to meet the human resource needs of the future. An agency-wide
workgroup was established with representatives from various OHROS offices, program
offices and the regions.
The workgroup canvassed the human resource practices of other federal government
agencies and the private sector in search of different models that might work at EPA. No
service delivery system was left unexplored, ranging from shared service centers to
increased use of automation, to contracting out. Several design options were presented
to the Assistant Administrator of the Office of Administration and Resources Manage-
ment (OARM) and to the Agency's program and regional human resource organizations.
The design that was selected streamlines 15 divisions into six, and organizes functions
around those that are primarily focused on managing our Human Capital Initiatives and
those that are primarily customer service focused. A formal reorganization package
establishing the new EPA Office of Human Resources Management (OHRM) is currently
under review throughout the Agency.
OHROS 2003 Accomplishments Report
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CHAPTER 2
Implementing Human Capital Initiatives
Human Capital Strategy and
Accountability System
EPA has spent the past two years working diligently to ensure that the appropriate level of
resources and attention is devoted to achieving the President's Management Agenda
(PMA) for the Strategic Management of Human Capital. In fact, OHROS has played a lead
role in getting the organization positioned to successfully implement our 1 luman Capital
agenda. EPA has achieved green progress scores in four of the last five quarters due in
great part to OHROS' leadership and close working relationship with the Offices of
Personnel Management and Management and Budget.
Human Capital planning has achieved greater significance in the Agency with the
publication of the new EPA Strategic Plan. For the first time,
Human Capital is substantially addressed in that Plan with
each of the five goals, including goal-specific Human Capital
considerations and a cross-goal strategy that links EPA's
Strategic Plan to the PMA and to EPA's revised Human
Capital Strategy. This revised Human Capital Strategy
"Investing in Our People II, EPA's Strategy for Human
Capital, 2003-2008" represents the close collaboration of the
EPA Human Resources Council, OHROS and OARM's Human
Capital Coordinator. This Strategy serves as our road map for
the next several years in helping us achieve our vision of
having the right people with the right skills, in the right place,
at the right time to protect human health and the environment.
Investing in Our People II
EPA's Strategy
for
Human Capital
2003 - 2008
DRAFT***September 11.2003
Cover of EPA's revised Human Capital Strategy.
OHROS 2003 Accomplishments Report
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CHAPTER 2
Implementing Human Capital Initiatives
Recognizing that EPA has a multitude of Human (. apital activities being managed through-
out the Agency in a de-centralized manner, OHROS 'ped a Human Capital
Accountability System to set out the methodologies and people responsible for monitor-
ing progress in implementing these activities. Many Human Capital initiatives now have
detailed work plans that set out specific time-frames, deliverables, resource requirements
and measurement metrics. Much work has been done this past year to address the need
for greater accountability by working to integrate EPA's human resources systems with
the budget and planning process. With these projects in place, OHROS is helping to
ensure that the Agency effectively achieves its Human Capital goals.
Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
All Five Goals: The following senes of action
items poses a very heavy work load on some of
the lead offices This action item reflects the
needfor those lead offices to carefully consider
then work priorities for FY 2004
Goal 1: Agency systems and organizational
structures are weD desired and work together
to position and support EPA employees m
accomplishing the Agency's strategic goals
- Review the action items that follow to pnontize
as needed so that work loads are manageable
(Some action items reflect hard commitmerts
that may not be changed)
Ac tht jfrategj«j fatjblhw
• Lead offices cany out their actions
successfully and on time
Stf ft* strtttgiti tfntfolio*
- See individual
action items that
follow
See the sirateges
Deared Outcome
EPA has an explicit workforce planning
strategy, linked to its strategic and program
planning efforts, to identify its current and
future human capital needs Managers,
supervisors, and leaders understand then role m
unplem enUng human capital plans/actions and
see management of human capital as a key
strategy for achieving EPA's mission
Strategy 1.1: Integrate Hum an Capital with
Strategic Planning, Budgeting and
Accountability Systems
Deared Outcome
Agency managers will consider funding for HC
activities and initiatives in developing budget
requests, initiatives and operating plans
- Provide guidance for creating and
implementing H£Strategic Plans at the local
level (Ql) (NOTE: Local plans are optionall
- Implement the HC CommunicationsPlan(Ql)
- Develop options for better integration of HC
into the Agency budget process (Q2)
- Include a discussion on HC issues m each
Regional Strategic Plan (Q2)
Degree to which local plans follow guidance
- Level of understanding employees have of
EPA's HC efforts
• Impact of plan on incorporating HC into the
budget process and documents
- AH Regional Strategic Plans address HC
OARM-IO
OARM-IO & HRC
OARM-IO, OCFO,
&OHROS
OCFO & Regions
Page from the Human C**>l Accountably System Report
demonstrates the axtensw planning process invoked in implementing
Human Capital ntiaOvsi
OHROS 2003 Accomplishments Report
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CHAP! ER
Implementing Human Capital Initiatives
Workforce Planning
OHROS has a key role in helping the Agency achieve the President's Management
Agenda's human capital strategy. The core of this strategy is an expanded need for
workforce planning. During the past year, OHROS made significant contributions to the
Agency's Strategic Plan to ensure that it adequately integrates human capital initiatives.
A significant amount of work also has occurred in the workforce planning area. OHROS
completed the design of an information management system aimed at capturing employee
competency information. Tested this year in six Headquarters and three regional offices,
this system will be used to identify the critical skills and competencies that are needed by
the Agency today and for the future. This planning process will involve analyzing the
employment demand and supply, assessing where the gaps and surpluses are, and
identifying solutions to address these workforce needs.
Step 1
Understanding the Nature
of Organizational Mission
and Business Requirements
The 'Demand' Side
Step 4
Developing and Implementing
Workforce Strategies
to Address Human Resource
Gaps
Step 2
14en 6tying trie Availability of
Human Resources to Support
Business Requirements
The 'Supply' Side
Step 3
Comparing Demand and Supply
to Id entity Human Resource
Gaps
The four sfages of EPA's IMxkftxce Planning effort
OHROS 2003 Accomplishments Report
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CHAPTER 2
Implementing Human Capital Initiatives
Innovation Fund Pilot Project
Creating a workforce that is both skilled and flexible to meet changing and new techno-
logical and scientific needs means that the Agency must take a multi-tiered approach to
workforce design. A major component of this design is finding ways to make EPA more
flexible, streamline the hiring process, and attract and retain high caliber managers and
employees. OHROS awarded, as part of a pilot program, four grants to regions and
program offices to fund initiatives that explore and expand upon ways that the Agency
can better integrate human capital efforts with the accomplishment of its environmental
mission. The recent opening of the Office of Environmental Information's Assistive
Technology Center was made possible through the support of one of the 2002 Innovation
Fund Pilot Project grants. This Center will help employees and the public to identify
issues and enhance computer accessibility for individuals who have low vision or are
blind, are deaf or hard of hearing, or are mobility or dexterity impaired.
This Fall, a new group of Human Capital Innovation Fund Pilot Projects received support
from OHROS. These grants were given to:
* OPPTS and AO to support developing an Intranet version of Project Announcement
Visibility Effort (PAVE) - a Lotus Notes application that advertises opportu-
nities for detail assignments, special projects and high visibility projects;
* OAR/OAQPS in support of four "virtual teaming" skill-focused training events that will
help EPA Regional/HQ staff learn how to make better use of videoconferencing skills, e-
mail communications, stakeholder engagement, web-based communication, and other
collaboration techniques;
* O\V to support a mid-level manager mobility program by funding an Interagency
Agreement with the USDA Graduate School;
* AO in support of a Quality of Work Life Survey, results of which will be shared with the
rest of the Agency; and
* Region 8 in support of their partnership with the Colorado Department of Vocational
Rehabilitation to improve the hiring and work environment of disabled employees in the
Region.
OHROS 2003 Accomplishments Report
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CHAPTER 3
Raising the Bar on Customer Service
Support for Human Resources
i/i the Program Offices
To address ongoing customer service issues, a substantial effort has been made this past
year to establish frequent, purposeful and recurring meetings with customers, particularly
Program Management Officers (PMOs). These meetings focus on how to address
systemic HR challenges and to explore with them their future recruitment and staffing
needs. Greater effort this past year also has been made to provide PMOs with bi-weekly
written status reports. In addition. OHROS has developed and is administering an
electronic survey for HR personnel transactions in order to receive more timely and
accurate feedback about our services.
To further ensure that all customers receive consistent service, greater work has gone into
developing standardized guidance, transmittal letters, and operating procedures, and
ensuring that Human Resources staff are properly trained to use these materials.
Keeping in Touch with Our
Regional Human Resource Offices
OHROS considers human resource officers both in the field and at Headquarters, to be
one of its primary set of customers. On a daily basis, OHROS provides policy guidance.
consultation, and coordination assistance for many Agency-wide human resource
programs and issues. Much of this guidance and coordination is transmitted during bi-
weekly human resource officers conference calls and bi-annual human resource officer
conferences. The hour-long conference calls are used to exchange updates on timely key
human resource topics. The conferences, usually held in the Spring and the Fall, are held
in a regional office and focus on broader topics and long range planning activities.
Improving the Timeliness and Accuracy ofHR
Transactions
This past year. OHROS developed a system to monitor and track the progress and status
of HR transactions, providing more timely and accurate reports both for customers and
ourselves. The organization also has significantly reduced the error rate of data being
entered into the HR Pro system by limiting access to the system, providing additional
training to the staff, and designating key individuals to input data.
Managing the Senior Executive Service
Programs
Sometimes it is the little things that can make the biggest difference in the functionality of
a program or process. This past year, the Senior Executive Service (SES) Program
decided to formalize processes that had been loosely organized and verbally agreed to for
years. Approval and documentation requirements were developed to enable Programs/
Regions to fully understand what was required to establish a new SES position or deal
OHROS Headquarte/s employees convene for a bi-weekly Human
Resource Officer conference call.
OHROS 2003 Accomplishments Report
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CHAPTER 3
Raising the Bar on CustomerService
Senior Executive Service
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heQde^ the costs of EPA employees who send ttercWren to day
cars centers
with other SES personnel actions \ \ car ago it look EPA an average of
about 10 months to fill an SES position, in part because of delays in
providing basic qualification reviews. Providing greater oversight and
scrutiny of this process, the time to fill SES positions has been reduced by
nearly six and one half months. Greater attention has also been placed on
improving the accuracy of SES personnel action data entry.
Communicating with all SES personnel in the Agency also received greater
attention in 2003. This summer OHROS organized the Annual SES National
Meeting which was attended by 300 of the Agency's senior managers. The
meeting which was considered to be one of the best in years received a
score of 4.03 out of a possible 5.0 from meeting attendees. In addition, an
Executive Update was developed and is being e-mailed to all SES members
each month in order to respond to the need to communicate more regularly.
To date, five editions have been developed.
New and Expanded Employee Benefits
Child Care Tuition Assistance Program
OHROS manages a wide variety of benefits programs for Agency employees including
those for health insurance, life insurance and the Thrift Savings Plan. OHROS closely
monitors trends and changes in the benefits area and makes it a priority to respond to the
changing needs of employees. Early in 2003, OHROS surveyed all employees to determine
their interest and experience in the Child Care Tuition Assistance Program (CCTA).
Initially launched under a program pilot in Regions 5,9, 10, Cincinnati and RTP, the CCTA
provides employees with financial support to defray the costs of child care. Starting with
an initial group of 22 children, enrollment in the program has grown to 90. In 2003, the
program was expanded agencywide, and the dollars provided to this program were
increased from $33,000 to $114.000. The program has now been made permanent and will
be implemented with an even higher monetary cap. For further information about this
program, visit the Child Care Tuition Assistance Program website at:
httpi/intranet.epa.gov/epahresd^hildtuition.
Long Term Care Insurance
This year, OHROS launched several new EPA benefits programs. The Federal Long Term
C'are Insurance Program provides a resource for individuals who may find that they need
lengthy or lifelong assistance. As employees address the needs of their aging parents
many have discovered the expense of providing long term care to someone needing
nursing home or daily care. To help educate and inform employees about the benefits of
Long Term Care Insurance, OHROS offered monthly seminars from April through Decem-
ber 2003. During the first open season, over 2,600 employees agency-wide enrolled in this
program. For further information about Long Term Care Insurance, visit
http://www. 1 tcfeds .com.
OHROS 2003 Accomplishments Report
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C IAP1 ER 3
Raising the Bar on Customer Service
Honor Awards
OHROS is responsible for organizing a variety of special events, usually
working on a short time line, that enable employees to recognize and
celebrate the achievements of their peers. This year's Honor Awards
Ceremony was a wonderful example of how extensive planning pays off.
With 455 employees (including several from other Federal agencies) receiv-
ing awards, the ceremony ran smoothly, taking only two hours. In the
Spring, OHROS also organized and hosted an awards ceremony to recognize
the efforts of Agency employees who assisted in the Anthrax cleanup
activities.
Tiro of the 455 recipients of a 2003 EPAHonor Award
Counseling Programs
Keeping a pulse on the needs of employees is an important function of OHROS's Career
Resource and Counseling Center (CRCC). The career advisory program helps EPA
employees undertake individual career assessments, critique their resumes, explore job
and career opportunities, and develop career strategy plans.
OHROS's Employee Counseling and Assistance Program provided 1,450 one-on-one
counseling and referral sessions for EPA employees during this past year. Forty-five
different support group sessions were offered covering topics such as grief support,
eldercare. separation and divorce, and antiterrorism activities. This year, OHROS doubled
the number of free workshops being offered to include 89 different learning events,
attended by approximately 800 Headquarters managers and employees. With several
different workshops being offered each month, employees found there was always
something of interest. Workshops held this past year covered the following topics:
financial planning, career management, resume development, meeting management.
emotional intelligence, career transitioning. stress reduction, and smoking cessation. For
further information about counseling and workshops, visit:
http://intranel.epa.gov/epahresd/crcc/index.htm.
Keeping Employees
Informed on Subjects that Matter
For a number of years, OHROS has served as the chief editor and producer of "EPA
Employee Matters," the Agency's quarterly newsletter for employees. Written by
employees from around the Agency, this publication provides information about human
resource issues and benefits, health and safety issues, profiles of EPA employees, and a
wide variety of other subjects recommended for inclusion by employees. In 2003, OHROS
produced four editions of this publication covering topics as varied as carpal tunnel
syndrome to emotional intelligence.
[EMPLOYEE
NMTI you COT UM
Message from the EPA OHROS Director
Employee Matters, a quarterly publication, is available both in
electronic and print formats.
OHROS 2003 Accomplishments Report
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CHAPTER 3
Raising the Bar on Customer Service
Helping OHROS Managers and Employees
\\ ith a renewed emphasis on planning and customer service, OHROS managers and
employees needed greater administrative support from a central organization. Infusing
greater financial and staffing resources into its Planning, Budget, Analysis and Adminis-
tration (PBAA) Staff, OHROS is now positioned to approach its mission from a more
strategic base. In addition to overseeing the OHROS Tactical Plan, this Staff established a
new formal budget formulation process for OHROS and expanded the budget execution
function to provide improved customer service to OHROS divisions.
With an expanded focus on making OHROS's employee's jobs easier, PBAA established a
franchise operation to create Lotus Notes databases. Initial products include a compre-
hensive labor and employee relations case-tracking system and a survey instrument for
newly appointed EPA employees. In addition, PBAA has revitalized the OHROS personal
computer site coordination function, which has greatly improved day-to-day desktop
customer service.
Recognizing the strong correlation between good communication and good customer
service, OHROS created a new consolidated communications function. OHROS now has a
comprehensive, long range communications strategy and a Communications Guidebook
covering procedures for controlled correspondence, product review and web site develop-
ment. Considerable organization-wide attention is being paid to the new controlled
correspondence system which has greatly improved the quality and timeliness of OHROS
responses. An increased emphasis also is being paid to the OHROS Internet and Intranet
web sites. Design standardization has been completed, and extensive content review and
restructuring are ongoing.
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OHROS 2003 Accomplishments Report
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CHAP! ER 4
Meeting Workforce Needs
Recruitment and Outreach Activities
With recruitment and outreach initiatives spread across OHROS and the Agency, the
consolidation of several OHROS activities this past year has brought a more coordinated
and corporate approach to national recruitment and outreach. OHROS's Recruitment and
Outreach Program evaluated current job fair participation, recruitment material and its
distribution methods, and the use of various hiring processes like the Outstanding
Scholar Program in order to find new and better ways to promote employment at EPA.
Stepping up communications Agency-wide has been a major
priority, leading to monthly EPA recruiter meetings and more
frequent meetings with special emphasis groups and EPA senior
managers. The program also developed an EPA corporate recruit-
ment and marketing strategy, along with a guidance document to
make the recruitment process more efficient. In 2003, OHROS
coordinated EPA's participation in six local career and job fairs, and
14 national recruitment and outreach events. Some of the national
conferences at which EPA exhibited included those sponsored by
the National Organization of Black Chemists and Chemical Engi-
neers, Military Officers Association of America. Society for the
Advancement of Chicanos and Native Americans in Science,
Blacks In Government, National Hispanic Environmental Council.
the Society of Hispanic Professional Engineers, and the Organiza-
tion of Chinese Americans.
Achieving and maintaining diversity in the workplace is an Agency priority. The Recruit- OHROS Reci*nen< and Ou^ach employees sian the EPA booth at one
ment and Outreach Program helps to champion this goal by developing a wide variety of otmanyeducationaiovtreacheventsheideachyear.
partnerships with private and public organizations, and universities that encourage
diversity. This year OHROS has worked extensively with Fort Valley State University in
Georgia on establishing a special Environmental Science program for this primarily African
American student body. Support also has been provided to the University of New Orleans
(UNO) to enable science and mathematics majors at two local colleges to take geology/
geophysics and environmental science courses at UNO, a university where 40% of the
students come from populations traditionally under-represented in science.
OHROS also has formed an interagency partnership with Shell Oil, ExxonMobil, and seven
other Federal agencies to encourage students to pursue science careers. This Private-
Public Partnerships for Diversity in the Sciences effort will focus specifically on increasing
the number of minority students who receive oceanography, geology, or environmental
science degrees.
OHROS coordinates the White House's Hispanic and Asian and Pacific Islander (AAPI)
Outreach initiatives. Among federal agencies, it is considered a leader in implementing the
AAPI initiative. OHROS also has recently developed an outreach program for American
Indians and Alaskan natives. The Asian and Pacific Islander(AAPI) activities have been
extensive this past year and include supporting internships, sponsoring workshops on
environmental awareness, attending job fairs, developing and translating environmental
OHROS 2003 Accomplishments Report
10
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CHAPTER 4
Meeting Workforce Needs
The new Talent Brand' ** fie used m etedmnc ana pant fomiats to
symbolize the wort envronmenj at EPA.
documents into Asian languages, and coordinating the development of training classes of
specific interest to EPA's AAPI employees.
Developing a "Talent Brand"
This year considerable time was spent researching what attracts individuals to come to
work for EPA, and what makes them stay. OHROS conducted executive interviews, held
more than 15 focus groups, and surveyed over 3.500 EPA employees in search of the
answers. The findings contributed to the development of a new EPA recruitment market-
ing campaign. Based on a customized "talent brand." the .Agency's strategic outreach and
recruitment efforts will be designed to appeal to the types of individuals who we want to
attract to the Agency, and who will stay. Based on this new "talent brand," EPA will be
re\ ising its job web site and recruitment materials and establishing strategies to gain
brand acceptance. Special campaigns to appeal to special population segments (minority
groups. Gen X. etc.) are currently being developed.
Senior Executive Service Candidates
Recognizing the importance of attracting and retaining qualified leaders has been a
priority for OHROS. In 2003, OHROS has worked extensively with the 51 qualified leaders
participating in a rigorous eighteen month development program consisting of rotations,
leadership training and mentorship.
As part of their development, a group-wide training "Leadership Development Week" was
held this past May in Chicago. Candidates received feedback from a 360 degree assess-
ment: met with their coaches and action
learning teams; and sat in on develop-
mental seminars. In June, candidates
participated in the SES National
Meeting.
The 51 candidates are continuing to
complete the rest of their program
requirements which include 80 hours of
formal training and 120 day rotations
outside of their home office. As of
September 2003, four candidates have
been placed in SES positions and seven
candidates have been certified by OPM.
The SES candidates
11
OHROS 2003 Accomplishments Report
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CHAPTER 4
Meeting Workforce Needs
EPA Intern Program
Launching the sixth EPA Intern Program (EIP) class, OHROS continues to demonstrate
that this highly successful program is a great way to infuse new talent into the Agency.
This entry level, permanent employment and career development program has hired 191
interns since the program's inception in 1998, including 39 in 2003. The program has
been particularly successful in hiring minorities and people \\ ith disabilities, with over
45% of program participants from these groups. Extensive recruitment for the Intern
Program was conducted at Historically Black Colleges and Universities (HBCU) and
through the Hispanic Association of Colleges and Universities (HACU).
OHROS provides extensive support for interns who join this two-year program. This year
OHROS conducted a week-long orientation conference for the class of 2003. a week-long
closing conference and graduation ceremony for the class of 2001, assisted in the
development of individual development plans, processed and certified 1800 applications
for the 2003 intern class, arranged for 90 on-site paid travel interviews, and centrally
funded 21 of the 39 new EPA interns.
These recruitment activities have paid off, as demonstrated in a recent program evaluation
that indicated that EIP participants are more highly educated and diverse than other
interns and new hires in the Agency's workforce. In addition to being highly qualified,
these EIP employees enjoy working at EPA and have a high retention rate of approximately
90 percent.
Investing in Learning
Learning is an ongoing process, and one that is strongly supported through the
OHROSWorkforce Development Program. Recognizing the importance of continually
preparing our employees to meet the Agency's workforce needs, as well as grow in their
own careers, OHROS offers a wide variety of training classes to meet every need.
New Skills/New Options Program
As technology is rapidly eliminating many of the clerical functions of the past, OHROS
created a New Skills/New Options Program aimed at helping to develop administrative
employees. This program helps employees to assess their strengths and identify knowl-
edge, skills and abilities required for a higher level of performance.
Mid-Level Development Training
This developmental program is designed to help EPA's 14,000 mid-level employees at the
OS-7 through GS-14 (non-supervisory) level become more personally and professionally
effective in preparing for future leadership positions in the agency. The Mid-Level
Development training curriculum provides training in the core competencies and five SES
Core Executive Qualifications. A new "Stepping Up to Supervision" course is also being
offered for those in the mid-level grades who are contemplating entering the supervisory
ranks.
The EIP dassof2001 during an Onentaton Mdtrip to the Pautuxent
National Wildlife Refuge in GreenbeK. Maryland
October
2003
New Skills
New
Options
not ji»»t Another t
Skilb/H*w Option* » * mw w*y of lift. *
n*w w*y of think inc. * mw w*ycf
k*nun< - 4 p»th to i**lu» jrwir drt«n>
Ills ALL Up Jo YOt !
What You Learn
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wi4* vm*iy of
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As of October 2003.550 User IDswen assigned loemptoyees
to access this on-line learning cumcu/um.
OHROS 2003 Accomplishments Report
11
-------
C HAPTER 4
Meeting Workforce Needs
In 2003, OHROS conducted approximately 20 mid-level development program courses at
Headquarters, and approximately 30 of these courses in the regions and laboratories. On-
line electronic registration and course evaluation feedback were added this year, helping
to streamline both the registration and evaluation processes. Currently
Headquarters employees and approximately 875 Regional employees have
completed Mid-Level training coir
Help for Managers
Students in a mid-level class participate in
problem solving activities.
Recognizing that learning does not stop once an individual becomes a
manager. OHROS continues to offer workshops and training classes for
managers. Since being implemented in 2002, OHROS has created and
facilitated 17 "Excellence in Supervision" workshops and launched a new
course forGS-12's through GS-15's who are "Stepping Up to Supervi-
sion."
A national 360 degree feedback pilot was developed and administered for
managers in OHROS, OSWER, Region 6 and the Office of the Administra-
tor. Upon request, this program is available to interested organizatons throughout all of
EPA.
In addition to One-on-One Executive Coaching, OHROS continues to evaluate and offer
off-the-shelf and customized programs to meet the ongoing educational needs of the
Agency's employees. Future competency-based learning activities for supervisors will
cover topics as varied as employee/labor relations to tools and techniques for communi-
cating with employees.
OHROS also provided numerous workshops to assist employees in discovering their
"Emotional Intelligence" and in training facilitators to deliver courses.
13
OHROS 2003 Accomplishments Report
-------
CHAPTER 5
Helping EPA Organizations to Succeed
Buyouts and Early Outs
OHROS served as the lead office to initiate and manage the Agency's plan for the first use
of buyout/early out authority under the Homeland Security Act. In 2003, OHROS pro-
vided extensive counsel, staff support and briefings to Agency executives, and served as
a key representative to OPM and OMB reviewers of the Agency's proposed plan. The
Agency's plan was based on a prior workforce analysis that focused on opportunities to
restructure the workforce by providing buyout/early out opportunities to 3500 employees
including employees in the SES, GS 14s, GS15s, and all clerical and administrative support
personnel.
Following OPM approval of the Agency's plan, OHROS led buyout/early out implementa-
tion efforts including advising HR Offices, preparing option papers on back-filling
vacancies and deferral requests, and establishing statistical protocols to track buyout/
early out activity. In addition, OHROS was at the forefront offering retirement seminars,
one-on-one counseling support, and evaluating eligible candidates' personnel files. As of
October 23, nearly 600 employees had applied for buyouts and/or early outs.
Organizational Flexibility
This past year, OHROS produced a benchmark study of the best practices used by EPA
and other comparable Federal agencies to build organizational flexibility. To assist the
Agency in being able to more quickly and efficiently meet changing organizational needs,
OHROS developed improved and more easily automated reorganization guidance for the
Intranet. A new decision-making tool also was developed that can be used to determine
whether a reorganization is appropriate. In addition, a new Agency reorganization policy
was formalized to clarify years of informal and tentative guidance.
OHROS routinely conducts management studies for the Administrator, Assistant and
Regional Administrators, and other senior Agency officials. This year OHROS con-
ducted an in-depth quantitative and qualitative study of the history, demographics,
implications and recommendations related to EPA's and the Federal government's use
of GS 14-15 positions. This study will be used by EPA senior managers for strategic
workforce planning and to re-examine the GS 14-15 ceiling levels in the Agency.
High Performance
Organizational Support
Another important service provided to EPA organizations is the assistance that OHROS
provides to help them in their ongoing efforts to work more efficiently and communi-
cate more effectively. Much of this work has been focused in supporting the EPA
Leadership and High Performance Organization (HPO) models. Helping to promote
HPO, OHROS has sponsored workshops, trained facilitators, and worked one-on-one
with organizations to help them apply HPO tools and concepts. In 2003, offices working
with OHROS included the Office of Water, Office of Civil Rights, Office of Environmental
Information, Office of Inspector General, Office of Solid Waste, Office of Grants and
Debarment, and the National Environmental Research Laboratory.
DOES MY OFFICE NEED TO
REORGANIZE?
(Decision-making Tool)
Wastagkn. D r
•
One of the many studies conducted by OHROSs organization and
management consulting staff.
I .cadet ship
Manjjcnicnl
Function
ERA'S Leadership Model.
OHROS 2003 Accomplishments Report
14
-------
CHAPTER 5
Helping EPA Organizations to Succeed
Some OlEPKs On-Sane CoonJnatas.
OHROS coorrtnated EFW s participation as a a sponsor,
eiritortor art speaker at Natori Hispanic Environmental
Trailing InstMe.'
Helping to Hire Specialists
OHROS worked with the Director, Office Acquisition Management and Federal Acquisi-
tion Council to research human resource flexibilities including direct-hire and various
competitive, excepted, and non-competitive appointment authorities for hiring contract
specialists. OHROS provided extensive assistance to the Office of Research and Develop-
ment toward the implementation of a special appointment authority under 5 USC 42 for
research scientists and engineers, including preparing draft policy, operational guides.
and briefing papers for discussions with OMB.
In the aftermath of the "9/11" terrorist acts. EPA managers wanted to evaluate the work of
EPA's On-Scene Coordinators (OSCs) and determine how to prepare for future homeland
security responsibilities. Specifically, managers wanted to ensure that all OSCs had the
necessary training to deal with emerging issues in the aftermath of the attacks, and that
they met all regulatory-required education qualifications to perform in these scientific
technical positions. Also, as a result of "9/11" it was necessary to re-employ EPA
annuitants with unique qualifications to meet homeland security concerns and other
Agency responsibilities in several program and regional offices. Working through both of
these complex issues and preparing the necessary justifications is an example of how the
OHROS policy office plays a critical role in meeting the Agency's workforce needs, while
ensuring compliance with all federal personnel regulations.
Advancing Diversity
Asian American and Pacific Islander Initiative
In accordance with Executive Order 13216. EPA is committed to increasing employment
opportunities, improving the public health, and addressing the environmental needs of
Asian Americans and Pacific Islanders (AAPIs). While the Agency's strategies for
meeting the needs of the A API population require efforts from all EPA offices. OHROS had
the responsibility for developing the F Y 2002 Accomplishments Report for the White
House Initiative on AAPIs. This report highlighted the Agency's numerous AAPI
achievements and documented the record of continued efforts made by EPA to truly
include all people under our mission.
EPA's National Hispanic Outreach Strategy (NHOS)
EPA's National Hispanic Outreach Strategy (NHOS) provides a framework for responding
to Executive Order! 2900. Educational Excellence for Hispanic Americans. The NHOS sets
forth a comprehensive and detailed strategy for promoting community partnerships,
accessing economic and educational opportunities, and increasing support for the
employment and professional advancement of Hispanic Americans. This past year,
OHROS sponsored 30 high school and college students at the National Hispanic Environ-
mental Council Conference which resulted in the hiring of two of these bright new
employees. OHROS has been a leader in encouraging EPA to be an active partner in a
variety of Hispanic associations and their conferences, including attending six national
career fair events sponsored by the following groups: The Society of Hispanic Profes-
sional Engineers, Hispanic Association of Colleges and Universities. National Hispanic
15
OHROS 2003 Accomplishments Report
-------
:HAPTER 5
Helping EPA Organizations to Succeed
Environmental Council Conference, League of United Latino American Citizens, National
Council of LaRaza, and the Society for the Advancement of Chicanos and Native Ameri-
cans in Science.
Additionally, OHROS hired 33 college students from the Hispanic Association of Colleges
and Universities Internship Program, and sponsored 26 high school students for an
Environmental Summer Camp sponsored by the National Hispanic Environmental Council.
Outreach visits to three Univerity of Puerto Rico campuses were also conducted this past
year.
OHROS Diversity Program
In addition to ensuring that all OHROS employees participated in the OARM diversity
training, OHROS created its own Diversity Program. A number of employees and manag-
ers have participated in training offered by the National Coalition Building Institute. Four
videos dealing with a wide variety of diversity issues have been shown four times each to
enable employees to participate in these learning sessions. In addition, a series of panel
discussions is being held to further help employees gain insight into the issues facing
individuals who may be different from themselves.
Keeping HR Policies Current and Flexible
An ongoing function in the OHROS policy office is to review and revise HR policies. This
year there were several major accomplishments. To address confusion created by two
different Agency Upward Mobility Program policy documents, EPA's Upward Mobility
Order was revised and renamed to establish a new Career Enhancement Opportunities
(CEO) program which places all Agency human resource offices under the same require-
ments. This CEO program was designed to meet EPA workforce development require-
ments, as well as the goals of high potential clerical and technical staff.
OHROS completed a benchmark study to identify the best practices in the management of
organization-wide policy and directives systems. OHROS is working to develop a
performance-based policy system that offers more flexibility, is completely paperless, and
takes less time. Efforts are also underway to reduce the overall number of directives and
to ensure that they are necessary, current and effective. This year. OHROS developed the
following performance-based orders: Reorganization Policy, Draft Vital Records Policy.
Draft Directives Policy. De Minimus Policy, Draft Records Management Policy, Draft
Conduct and Discipline Policy, OGD's Competition Policy, and the Reasonable Accommo-
dation Policy.
On an ongoing basis, OHROS consulted on and/or processed more than 100 delegations
of authority, orders, and other Agency policies. In 2003, OHROS also revised the
Agency's order on the certification and payment of hazardous duty pay.
OHROS employees participate in a diversity learning session.
OHROS 2003 Accomplishments Report
16
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CHAPTER 5
Helping EPA Organizations to Succeed
Keeping EPA in Compliance
To ensure that EPA's human resources practices 'Merit with merit principles,
policy, and program objectives, OHROS developed the 1 PA Human Resources
Assessment and Self-Assessment Guide. In any given year, OHROS is responsible
for no less than 15 major agency human resource reports outlining everything from
our plans to hire disabled veterans to how many experts and consultants are on staff.
Because requests for data from Human Resource (>ttkeis u ere extensive, this year,
OHROS developed a consolidated document outlining the requirements, responsible
parties and due dates for these numerous reports.
Senior Environmental Employment (SEE)
Program
During 2003. the Senior Environmental Employment (SEE) Program was recognized by
both the National Academy of Public Administration and the American Society on
Aging as one of the best government programs to successfully utilize the talents of
older workers. Currently, enrollees from the SEE program represent approximateh
10% of the personnel working at EPA. Interest in the program continued to grow
during 2003 as indicated by a 56% increase in the number of new SEE proposals; a 9%
increase in the number of SEE grant awards; and over a 16% increase in the number of
Interagency agreements between EPA and other Federal Agencies seeking SEE
support.
SEEsprwide many valuable services® the Agency.
17
OHROS 2003 Accomplishments Report
-------
CHAPTER 6
Technology Finds a Home in
Human Resources
EZ Hire - Making
E-government Easier
EZ Hire has been a major priority for OHROS this past
year. Many improvements were made to re-engineer
EZ Hire in order to make it more user friendly for both
job applicants and managers. Some of the more
significant enhancements include the following:
* cleaned up, reorganized, recategorized and indexed
the question library - eliminated duplicate or unclear
questions;
* developed 23 occupational templates for the most
popular EPA job series;
* redesigned the website adding new detailed user
instruct ions, save features and sections for veterans
;ind individuals with disabilities;
*developed Standard Operating Procedures and did
extensive user testing prior to redeployment; and
* provided agency-wide training sessions.
In response to customer requests, OHROS will introduce an EZ Hire Guide and a
companion Quick Reference pamphlet on the system later this year.
Enhancements to HR Pro
OHROS completed the second full year of successfully running HR Pro, the
Agency's corporate human resources information system. Since July 2001, over
150,000 personnel transactions have been entered into the system, including two
mass pay adjustments.
In an effort to continue to improve the performance and reduce the operating
costs for this system. OHROS acquired and installed a dedicated server at EPA's
National Computer Center in Research Triangle Park. The new equipment signifi-
cantly improved response times and user satisfaction levels.
This year, with assistance from OHROS Team Vegas and the Cincinnati HR Office.
the Information and Management Systems staff maintained a HR Pro Customer Assis-
tance Staff (CAS) hotline. The hotline has been a valuable resource for providing HR Pro
technical support and other advice and assistance on HR issues.
Resulting from efforts to promote HR Pro within the Agency's Administrative Systems
Architecture, HR Pro has been identified as the target repository for the official EPA
Locator and Mail Management System. It is now regarded as the authoritative source of
"people" information for stand-alone systems, Novell network account management, and
e-provisioning processes. Upgrades to HR Pro received continued Systems Modemiza-
The new mom user-fnendty EZ Hire homepage.
A human resources operations employee enters a
personnel action into HR Pro.
OHROS 2003 Accomplishments Report
18
-------
CHAPTER 6
Technology Finds a Home in
Human Resources
tionization Fund support in FY 2003 and a green light from OMB on OHROS's Capital
Planning and Investment Control proposal.
Biwwkly EUp**d Tim.
IK Mm
Technical Advice and Assistance
In 2003, OHROS provided technical advice and assistance in the design and deployment
of a number of applications within OHROS such as I > Forms roll-out and Blackberry
deployment and agency-wide such as EZ Hire. Ne\v Skills New Options on-line training.
360 Degree Feedback, and Strategic Workforce Planning. Much of this support involved
assessing applications for privacy security impacts. Information Management specialists
also ensured that these applications were consistent and compatible with the Agency
network and complied with other Information Technology
regulations.
.-« ex .X COG <
Qkfctiw Ntxt button to continue.
Sample PeoplePlus electronic time repo/lmgsaeen.
Implementing PeoplePlus
The most significant technology initiative this year has been the
partnership between OHROS. the Office of the Chief Financial
Officer (OFCO) and the Office of Environmental Information to
update the Agency's current human resource data system to a
web-enabled, integrated human resources and payroll system.
OHROS played a major role in defining, designing, testing, and
validating all HR components of this system.
In working with a commercial off-the-shelf product like
PeopleSoft, OHROS's Information Technology Specialists found
there was a need to provide a cost-effective development alternative for future deploy-
ments To respond to this need, OHROS designed and implemented a state-of-the-art
computing infrastructure at EPA Headquarters for the development and testing of
PeopleSoft applications. This infrastructure is currently being used by OHROS and OCFO
for the PeoplePlus system and serves as the production prototype for EPA's National
Computer Center in Research Triangle Park.
PeoplePlus Electronic Applications
Once the initial HR and payroll information integration takes place, it will pave the way for
even further electronic applications (E-Apps) using the PeopleSoft software system.
During 2003, OHROS has secured funding, initiated a search for a contractor and begun to
roll-out the planning for this aggressive new project. When implemented, E-Apps will
totally transform the way the Agency conducts human resources by:
* providing Agency managers access to real-time data on their workforce to help them
make strategic decisions:
* allowing emplo> f • s to their own personal data to assist them in managing their
careers:
* automating Requests for Personnel Action Forms (SI -'-52 "s) and Requests for Training
Forms (SF-182's); and
* providing a mechanism to centrally track and analyze actions taken across the Agency.
19
OHROS 2003 Accomplishments Report
-------
Labor and Employee Relations
CHAPTER 7
Management Advice and Assistance
OHROS provides an extensive level of support to management on a variety of labor and
employee relations issues. Whether providing notification to affected unions, briefing
unions/employees, consulting and negotiating with the unions, or developing responses
to grievances, OHROS's labor and employee relations specialists have been very success-
ful in avoiding all but the most minimum levels of third party involvement in resolving
differences. In 2003, OHROS facilitated the resolution often reorganization negotiations,
eight 360 Degree Management Feedback programs, and three grievances.
OHROS labor relations activities have helped to facilitate union/management agreement in
a number of key areas. Some of these areas of agreement include: approval to survey EPA
Interns; approval to offer EPA Emotional Intelligence Training; acceptance of the EPA
Reorganization Policy: ongoing work in agreeing to exclude certain Agency positions from
the bargaining units; and a Memorandum of Understanding for the implementation of
PeoplePlus.
Other accomplishments include a union/management agreed upon model for the Leave
Bank, the implementation of the Reasonable Accommodation Order, completion of three
violence in the workplace training sessions, and finalization of a Labor and Employee
Relations intranet site.
Contract Negotiations
One of the most extensive efforts in labor relations is the contract negotiations process
with EPA's many unions. This year, OHROS successfully negotiated a facilities, services,
and equipment agreement with NTEU Chapter 280. The agreement will be signed by the
end of this year.
« >L 11< 11U [>AH(,MMV, ti.HM \l> M
t'.S. ENVIRONMT.VTAL rROmTIOS AGENCY
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EPA's renegotiated agreement with NTEU Chapter 280.
OHROS 2003 Accomplishments Report
20
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CHAPTER 8
Developing Human Resource Skills
Needed for the Future
An OHROS HR Consultant meeting with a Program Office to discuss
future hiring needs
Addressing the Need for
HR Consultants
The field of Human Resources (HR) is in the pn .Iramatic change. No longer is it
simply based on personnel administration and processing transactions. Instead, both
public and private sector employers are demanding that human resource professionals
play a more strategic role in helping them to plan for. and deliver, high quality employees
to meet their organizations' needs. As more and more human resource responsibilities
have become automated, eliminated, or shifted to others. HR organi/ations need to
redirect their sen ices to be able to do more partnering and planning with their customers.
In EPA. program and regional offices are excited and anxious about this transition and
eager to receive high quality consultation support from OHROS. To address this demand
for expanded consulting services. OHROS implemented an interim reorganization and
restructuring of the Headquarters HR Operations Office in order to test the "Chief
Consultant" concept.
Launching an HR Certification Program
Helping the OHROS Operations Staff to develop new skills needed to meet the growing
HR needs within the Agency has been a major focus this past year. Based on the Office of
Personnel Management Human Resource Competency Model. HR staffs participated in an
assessment survey to identify key HR proficiency skills. Based on this assessment, a
training and de\ elopment program was designed to focus on those areas where skills
needed further development. A series of training programs on a wide range of subjects
has been compiled and is being implemented.
This initial skills training is just the beginning, as OHROS is preparing to launch an HR
Certification Program in conjunction with the University of Maryland. This HR certifica-
tion program will validate and provide the credentials and credibility to raise the standard
and importance of the role of the HR professional.
21
OHROS 2003 Accomplishments Report
-------
CHAPTER 9
All in a Year s Work
Processing Personnel Actions
While OHROS is involved in many highly visible Agency projects and programs,
substantial human resource work is behind the scenes. OHROS's human resorces staff
located at headquarters and Las Vegas process and record thousands of personnel
actions each year. From January 12-September 20,2003, 16,621 personnel actions,
including 9,917 awards and 251 quality step increases were entered into the HR Pro
system.
Processed Personnel Actions
January 12,2003 - September 20,2003
Total Number of Actions: 16,621
Processed Awards
January 12, 2003 - September 20, 2003
Total Number of Awards: 9,917
•
OAR
776
-
OSWER
1149
944
• OA
O OECA
• OOC
D "i"
• OIA
• OCFO
• OEI
•
• ovv
D OSWER
• OAR
D OPPTS
• ORO
1092
Personnel actions processed by OHROS in 2003.
OHROS 2003 Accomplishments Report
22
-------
CHAPTER 10
Conclusion
This 2003 Accomplishments Report reflects the many contributions that OHROS has
provided to EPA's managers and employees this year. As we look to the future we are far
from satisfied. Just like the butterfly emerging from the cocoon. OHROS will soon
undergo significant change through a major reorganization.
Our new structure will make optimum use of technology, facilitate greater efficiency,
support strategic program planning, and most importantly, enable OHROS to provide top-
notch services to our customers. Another key component of the new structure is the
consolidation of similar functions. Currently, planning, policy development, human capital
strategy and consulting services are spread throughout several organizational units. By
bringing similar functions into the same organizational unit and focusing resources in
areas that advance the Agency's Strategic Human Capital Plan, the reorguni/ation will
provide for more efficient resource management, improved communication, and more
accuracy, consistency and speed in service delivery. In the area of day-to-day support to
managers and employees, the new structure will provide flexibility to enable us to
respond more quickly to changing customer needs, support staff as they transition to a
new way of doing business, and provide better balance to the staff workload.
We are very excited about our plans for our new office. We believe this change will
address many of the issues that have challenged us over the years, and will place us in a
much better posture to manage the Human Capital Strategy and Presidential initiatives,
and respond to future human resource needs and trends.
23
OHROS 2003 Accomplishments Report
-------
CHAPTER 11
OHROS Points of Contacts
Immediate Office
Information Management
Labor & Employee Relations
The EPA Institute for Individual
& Organizational Excellence
Organization & Management Consulting
Recruitment & Outreach
Administrative Services
(Including Planning. & Budgeting)
Strategic Planning & HR Policy
Headquarters Human Capital Operations
5340 Ariel Rios North
B2 18 EPA East
B324 EPA East
1116EPAEast
63 1 3 Ariel Rios North
141 9 EPA East
5358 Ariel Rios North
11 36 EPA East
1402 Ariel Rios North
(202)564-3300
(202)564-7564
(202)564-7093
(202)564-7562
(202)564-5000
(202)564-7901
(202)564-9612
(202)564-7782
(202)564-7897
or(202) 564-0574
Human Capital Staff #1
(ORD, OECA, OSWER/OGC, OIA. OA)
Human Capital Staff #2
(OAR, OARM, OCFO, OEI, OPPTS)
Human Capital Staff #3
(OW, OIG, ORIA, (OAR), FMC-LV)
Executive Resources
Customer Sen ice Information
Management & Special Programs
Benefits & Family Friendly Programs
Career Resource & Counseling Center
1402 Ariel Rios North
1402 Ariel Rios North
4220 S. Maryland Pkwy
Building C-Room 503
Las Vegas, Nevada
B400 Ariel Rios North
1419 EPA East
B305 Ariel Rios North
1414 EPA East
(202)564-5065
(202)564-0440
(702)798-2401
(202)5644)400
(202)564-7901
(202)564-0300
(202)564-8111
OHROS 2003 Accomplishments Report
24
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OHROS 2003 Accomplishments Report
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OHROS 2003 Accomplishments Report
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OHROS 2003 Accomplishments Report
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