PA The Office of Human Resources
    and Organizational Services
2003 Accomplishments Report


                    r
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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

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 6-9
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10-13
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   11
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   12
   12
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                                              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 jfrategjj 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 HStrategic 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
    \T EXECUTIVE UPDATE
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                    One of the monthly SES Updates

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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.
While currently undergoing contemrs.isions, the
    OHROS Wranet ste has acquired a new.
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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

-------
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

-------
                                                                                     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 jit Another t
     Skilb/H*w Option*  * mw w*y of lift. *
     n*w w*y of think inc. * mw w*ycf
     k*nun< - 4 pth to i**lu jrwir drtn>

      Ills ALL Up Jo YOt  !

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     en-lint count* 850 toft ikdb cc*in*> nd
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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

-------
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

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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
    THf NATIONAL TREAMRY tMM OYW-I Ml >N
EPA's renegotiated agreement with NTEU Chapter 280.
                     OHROS   2003  Accomplishments   Report
                                                                                                   20

-------
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
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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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