&EPA
United States
Environmental Protection
Agency
September 1989
EPA's People:
Making a Difference
A Report of EPA Human Resources
Accomplishments and Activities
'tinted on recycled paper
Compiled and Prepared by:
EPA's Human Resources Council
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Table Of Contents
18SBPIWI
Introduction
Commitment to Affirmative Action
Human Resources Accomplishments and Activities
throughout the Agency
Section 1
Our Work Force: Broadening the Spectrum
Section 2
Continuous Learning
Section 3
Recognizing Excellence
Section 4
Meeting the Needs of a Changing Workforce
Section 5
A Question of Balance
Section 6
Technology Transfer
The Impacts of Technological Changes on the EPA
Wo rkfo rce: HRC Recommendations
Epilogue: Issues and Challenges
Acknowledgements
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Introduction
"In the short time I have
been at EPA, I have seen
our Human Resources
Council mature into an
organization that
proactively tackles tough
human resources
problems, and
recommends workable
solutions. I can't imagine
a successful human
resources program at EPA
without the Council."
Charles L. Grizzle
Assistant Administrator for
Administration and Resources
Management
The issues and challenges facing EPA in the 1990s and beyond are
extraordinarily complex and difficult. These challenges can best be
addressed by a competent, dedicated, and involved work force. The
national Human Resources Council and the Agency's many mini-councils
promote and nurture employee involvement.
EPA's Human Resources Council was chartered in December 1986 to
"advise and assist the Administrator, the Deputy Administrator, and the
Office of Human Resources Management" on all issues and aspects
concerning human resources management and development. Councils
throughout the Agency are representative of EPA's work force.
The Council has gained the reputation of being a "no holds barred" arena
for discussing new ideas for providing services and programs to EPA
employees. It has also been a forum for continuing and enhancing the
human resources gains we've made and for keeping attention focused on
the more difficult issues that don't lend themselves to easy resolution -
those that people sometimes want to ignore - like finding and committing to
ways to meet affirmative action goals.
EPA's Human Resources Council has provided leadership in all these
areas and more. In this, our second report to the EPA community, we will
share with you our accomplishments to date, our recommendations on the
impacts of technological changes on our work force, and our view of the
issues and challenges that await us in the future. For it is the future, the
1990s and beyond, that will prove our true human resources management
effectiveness. It will also be during this period that we will reevaluate and
redefine our goals and objectives.
In our last report we devoted space to each region, lab, and
Headquarters office to tell us what they had accomplished. This was
entirely appropriate, for it was the first time that such a summary had been
compiled. In developing this report, we discovered that the majority of our
accomplishments and achievements centered around six distinct themes.
These are:
Our Work Force: Broadening the Spectrum
• Continuous Learning
• Recognizing Excellence
Meeting the Needs of a Changing Workforce
A Question of Balance
Technology Transfer
We have tried to convey how very far we have come in so many areas.
Actually, you have done it! The Human Resources Council has only
been the catalyst for furthering your ideas. Its members have been
proud to represent you. The Administrator fully endorses the Council and
its activities. It is now a recognized and viable part of the EPA culture.
We have come a long way in a few short years. But we still have much
to do. With broad representation and support at all levels, we can look
forward, with great confidence, to a bright, exciting future for the Council
and for all EPA.
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Affirmative Action
Commitment to Affirmative Action
In February 1987, the Human Resources Council formed a committee to
review how EPA might improve its affirmative action programs. A report
was presented to the Administrator and Deputy Administrator. As a result,
four of the major recommendations were formalized into specific
commitments by the Administrator and Deputy Administrator:
• Establish an affirmative action goal of 52 percent of all appointments
and promotions to supervisory, managerial and SES positions;
• Develop a comprehensive publicity and outreach campaign to
minority communities and institutions;
• Establish an annual forum to review affirmative action progress and
accomplishments;
• Develop a mechanism for assuring that the Agency's awards system
recognizes managers and supervisors who are successful in achieving
EEO and affirmative action objectives and elevating the visibility of the
EEO function.
In May 1989, Administrator Reilly reaffirmed the agency's commitment to
affirmative action by issuing a policy statement to all employees and to all
levels of management. The statement also included strong support for the
prohibition of sexual harassment, minority academic institutions, special
emphasis programs, prevention of discrimination complaints and
accountability for civil rights activities.
Clearly, the Council's aggressive efforts to promote affirmative action
have resulted in a continuous, visible commitment to improving and
strengthening our work force. In addition, sub-committees of the Council
continue to address affirmative action issues and offer recommendations to
insure its considerations in all human resources initiatives.
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Human Resources
Accomplishments and
Activities Throughout the
Agency
• Our Work Force:
Broadening the Spectrum
• Continuous Learning
• Recognizing Excellence
• Meeting the Needs of a Changing
Workforce
• A Question of Balance
• Technology Transfer
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Section 1
Our Workforce:
Broadening the Spectrum
• Recruitment
• Recognition
• Other Activities
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"A critical part of this
program has been the
Agency's commitment to
make equal employment
opportunity and
affirmative action an
integral part of the
management agenda, and
to ensure that the program
is balanced and
representative of all
segments of our society."
William K. Reilly, Administrator
Section 1
Our Work Force: Broadening the Spectrum
EP>4's commitment to enhancing the diversity of our
workforce and recognizing accomplishments in
"broadening " EPA's spectrum has been demonstrated
through a number of initiatives.
Recruitment
• Created an IPA assignment for a minority professor. (OPPE)
• Established a Puerto Rican recruitment program that resulted in
hiring four engineers. (ORD - Cinn)
• Conducted a recruitment drive to fill 30 support staff vacancies. The
recruitment effort was a success, with all 30 positions filled with high-
quality candidates. (Region 9)
Recruited 10 women and minorities for professional and administrative
positions. (Region 7)
• Established a Minority Recruiting Task Force to develop an outreach
plan to assist management in meeting or exceeding I988 affirmative
action hiring goals. (OPTS)
• The OARM intern program, designed to attract young talent to EPA, is
now being used as a model for an Agency-wide program. (OARM)
Expanded involvement in a program that links EPA with Historic
Black Colleges and Universities. (Region 5)
• Used an Intern Program, with designated mentors, as a tool to hire
more women and minorities. (Office of Water)
• Employed several minority faculty members from minority colleges
and universities throughout the Southeast during the summer months.
(RTF)
• Conducted a minority research apprentice program for minority high
school students to stimulate a broader interest in research. Lab
supervisors act as mentors. (ORD - Cinn)
• Created a team of black engineers to work with the National Society of
Professional Engineers to develop a program for high school visitation
and college student recruitment. (OSWER)
Developed a recruitment brochure tailored to the OIG's operation and
work force. (OIG)
S
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Section 1
Our Work Force:
Broadening The Spectrum
•V ,
Recognition
First annual award for "Selection and Advancement of Severely
Disabled Individuals" was presented to the Office of Pesticides and
Toxic Substances. (OPTS)
• Sponsored the first EEO Awards Program to recognize staff who
demonstrated support of EEO programs. (Region 10)
• The Black Employment Program Committee sponsored a workshop
for student aids and selected a Student Aide of the Year. (Region 6)
Region 7 Regional Administrator received the FY 1988 Agency
Hispanic Employment Program Managers' Award from the Kansas
City Hispanic Employment Program Managers' Council. (Region 7)
• Established an EEO awards program recognizing three categories:
Division/Office; Employee Group; and Manager. (Region 9)
Other
• Sponsored a training course on "Managing Cultural Diversity in the
Work Place." (Region 3)
Performance standards were developed for supervisors (up to and
including SES level) that incorporate affirmative action and human
resources goals. (Regions 1, 9, 10)
Secured TDD telephone equipment as a help to hearing-impaired
employees in their job performance. (Region 4)
• Established a steering committee composed of senior women and men,
including representatives of SAC, WISE and NFFE, Local 1205,
developed a multi-point program to address issues affecting
women. (Region 7)
To date, 1,400 seniors have been utilized through the Senior
Environmental Employee Program to supplement EPA's work force.
These individuals are employed in a variety of EPA/EPA-funded
programs. (ORD, HQ's)
1C
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Section 2
Continuous Learning
• Classroom Training
• Retreats
- Brown Bags
- Rotational Assignments
• Career Management
• Handbooks I Catalogs
• Evaluations
-
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"In order to meet the
challenges of the future, we
must continue to place a
priority on training our new
employees and retraining
our experienced work
force."
Paul Keough, Deputy Regional
Administrator, Region 1,
and first HRC Chair
Section 2
Continuous Learning
EPA is putting in place today the knowledge and skills
building programs that will prepare its work force to meet
tomorrow's increasingly complex environmental issues
and rapid technological advancements.
General Focus
• Initiated a semi-annual Speak Out Program as a forum through which
employees have access to and ask questions of laboratory directors.
(ORD - RTF)
• Coordinated presentations for the environmental guest lecturer series.
(Region 2)
Developed a comprehensive handbook for OGC employees. (OGC)
Offered a pilot training course entitled Show You Mean
Business"that deals with communication skills. (Office of Administrator)
Increased the number of personal computers nearly 50%; reached an
employee/computer ratio of 1.5:1 and provided formal training for 150
new users. (Region 7)
Developed a plan for systematic review of position classification.
(Region 6)
• Designed a dual career track program which created 17 regional expert
positions in the two years since its inception. (Region 9)
• Initiated a speaker series hosting well-known luminaries in the
environmental field. (OAR- OR)
Sponsored brown bag lunches with office directors or outside
speakers. (OAR, Region 10)
Sponsored a lunchtime video series featuring management and
environmental topics. (OAR)
Provide regularly scheduled orientation programs for new
employees.
(OAR, Region 9, Region 10)
Launched a lunchtime seminar series designed to provide an
informal atmosphere for employees to meet major EPA decision makers.
(OARM)
Sponsored a workshop entitled "How To Prepare an SF-171."
(Office of Administrator)
Facilitated team-building and enhanced organizational performance
by holding several management, secretarial, and branch retreats.
(OPPE)
• Held a women's retreat so that women employees in different job
categories and job levels could interact and exchange experiences.
(ORD/EML - Las Vegas)
13
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Section 2
Continuous Learning
Adopted the RED model mentor program in which mentors provide
new employees with advice during their first weeks or months on the job.
(OPPE)
The AA/DAA held brown bag lunches with new employees, office
interns and Branch Chiefs. (OPPE)
Presented Brown Bag Lunch Seminars allowing staff to meet with
invited outside speakers to gain a broader perspective on environmental
issues. (OECM)
Sponsored two developmental programs for staff: an internship
program for junior analysts and a program which provided opportunities
for secretaries to undertake projects outside their routine duties. (OPPE)
Sponsored a seminar to aid employees to better prepare for
employment opportunities. (OGC)
Compiled information on advancement opportunities for
administrative, clerical, and technical staff and presented the findings
to managers, resulting in an awareness of the problems and concerns of
non-research personnel. (ORD/ERL - Corvallis)
Arranged monthly lunch hour events, i.e. lectures and panel
discussions that have included: "The Ashland Oil Spill,"
"AIDS" and "A Corporate Approach to Performance Standards."
(OSWER)
Conducted a "critical scientific skill mix" survey with input from staff
and that has resulted in a priority listing of scientific personnel needs at
the ERL. (ORD/ERL - Duluth)
Offered a wide variety of seminars, workshops and training
programs for secretaries, supervisors, and non-supervisory staff.
(Region 2)
Developed a comprehensive program to ensure that training keeps
pace with the increase in the number of PCs. The ratio is now one PC
to every three employees and will continue to increase. (Region 2)
Implemented numerous recommendations from regional managers
conference dealing with the categories of human relations, work
environment, recruitment/retention and expectations of managers.
(Region 2)
Sponsored Brown Bag Seminars on topics such as financial planning,
eldercare, career planning and health issues. (Region 6)
Revamped the Region's new employee orientation program to
ensure that new employees are more effectively acculturated into the
organization. (Region 10, Region 9)
Conducted retreats for the senior management team and for every
division and office during 1988. (Region 9)
Implemented Zenger-Miller "Working" training in the Region and the
Montana office. (Region 8)
Offered "Brown Bag Lunch and Learn" series covering a range of
topics from "environmental policy" to "caring for aging parents."'
(Region 7)
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Section 2
Continuous Learning
Developed a year-long curriculum for risk assessment training that
presented information with a logical progression from course to course.
(Region 1)
Conducted risk assessment and decision making training for 200
EPA and 250 state employees in FY '88. (Region 9)
Identified issues and means of improving management through
designing, distributing and reviewing a questionnaire. (OTS,OPTS)
Developed and distributed fact sheets describing the upward mobility
program. (OPTS)
Expanded the number and types of courses available to the work
force under a local university's instructional television service system
(RTF)
Presented an initial class on team building and work improvement
developed by Zenger-Miller. (Region 3)
Offered, on a quarterly basis, facility tours to give employees a broader
understanding of and identification with EPA's varied activities at RTP.
(RTF)
Sponsored monthly brown bag lunches with the Director of OARM.
(RTP)
Held second annual orientation session for new employees. (OIG)
Continued to serve as lead for the approved Agency's home
relocation program. (OARM - RTP)
Established the regional scientists program to provide expertise for
regional programs. (ORD)
Initiated a study for the development of an action plan that will result
in building an office team to more effectively carry out the Program's
goals. (OW)
Published "Our Environmental Challenge - People and Progress,"
which also serves as an Almanac to the Region and describes major
initiatives and programs in the Region. (Region 3)
Held the third annual New Attorney Orientation Training program for
new Regional and Headquarters Attorneys and Department of Justice
Attorneys. (OECM)
35 administrative officers participated in a special 6-day
symposium designed especially for them. (OPTS)
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Section 2
Continuous Learning
u
Focus on Career Management
• Offered two career management workshops, as well as
individual career counseling sessions. (Region 4)
Designed a 1-day course entitled "Personnel Practices for
Supervisors" that focused on specific regional procedures and policy
issues in supervision. (Region 4)
Four employees participated in the FY 88 GLO Program.
(Region 2, Region 9)
• Offered career management workshops to 48 employees. (Region 7)
• Provided several rotational assignments including one in which a
region hosted a year long rotation of a Headquarters employee.
(Region 7)
Sponsored four employees for "mini-long-term training," allowing
the recipients to attend college programs with EPA support. (Region 8)
Established a mid-level career development program to offer
developmental opportunities to staff at Grades 12-15. (OARM)
• Conducted the most active IPA program of all regions and labs ,
with 35 employees on assignment and two reverse IPA's working in the
Region. (Region 9)
Developed a career-cycle training plan for Agency attorneys that
identifies the knowledge and skill requirements for entry, mid- and senior
level attorneys. (OECM)
Sponsored three candidates for GLO and two candidates for WEL.
(Region 7)
Developed a career rotation program for GS-11 and GS-12
employees designed to broaden their knowledge and experience.
(Region 9)
The Region's year-old Job Match Program has successfully
matched 24 employees ranging from secretaries to supervisors to
different positions. Purpose: To gain multi-media experience.
(Region 10)
• Sponsored a long-term training competition open to all OAR
employees that awarded the winner an opportunity for full-time study for
up to one year with full salary and up to $12,500.00 for tuition, books,
and lab fees. (OAR)
• Rotated employees from the OAR components to the immediate office
of OAR. This opportunity offers an enhanced understanding of how the
different facets of the OAR work. (OAR)
Developed a "Career Paths Handbook," distributed to all employees.
(Region 10)
Sponsored two successful career management workshops.
(Office of Administrator)
• Utilized long-term detailees from most of the program areas as Special
Assistants as an approach to organization and employee development.
(Office of Administrator)
16
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Section 2
Continuous Learning
i It
• Used rotational assignments to bring regional and other programs'
perspectives into the decision-making process. (ORO and OIA, Office of
Administrator)
Participated in the GLO program, the WEL program the EP program
and the SES Candidate Development Program. (OPPE)
For the fourth year, sponsored "mini long-term training." This
opportunity allows an employee to attend a quarter at a local academic
institution or pursue an alternative means of education. To date, 22
regional employees have participated. (Region 10)
Five employees participated in the GLO program and two
employees were selected for the WEL program. (Region 3)
Focus on Secretaries and Support Staff
Senior secretaries held a 3-day retreat with an agenda that covered a
variety of subjects from "Attitudes In the Work Place" to an AIDS
workshop. (OGC)
Secretarial Advisory Committee developed two mini-comedies that
proved to be a dramatic means of focusing on interviewing skills and
ways to develop a professional image. (Region 4)
Worked with OHRM to develop a two phase plan to bring about a
change in some secretarial job titles and to expand the OPM - assigned
job series for secretaries whose duties have evolved to include
administrative work. (ORD/ERL - Athens).
• Formed a Secretarial Council designed to serve as a networking
mechanism for the secretarial community. (OARM)
• Provided a "Working" program attended by clerical and secretarial
employees that taught the principles of more effective interaction with
supervisors and co-workers in the organization. (Region 4)
Administered a certified professional secretarial training program.
(RTF)
Initiated a certified professional secretarial program that provides
on-site college courses for secretaries and support staff and that leads to
certification. (ORD - Cinn)
• "Education in the Environment" (a continuing initiative program) offers
college courses for Secretarial/Support Staff employees. (Region 3)
• Held a 1-day retreat for division/branch secretaries that led to the
formation of a committee called "OWSOM" for "Office of Water
Secretaries On The Move". (OW)
• Sponsored "Face To Face," a program designed to familiarize OARM
secretaries with each other and with the work of the organization.
(OARM)
Held a 2-day workshop in Washington, D.C. for its nationwide
secretarial work force. (OIG)
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Section 2
Continuous Learning
Continued the BEST (Building Excellence through Secretarial
Training) program which consists of core courses for new employees
and elective courses for senior secretaries. (Region 3)
Support staff participated in four career management workshops.
(OW)
Offered an in-house "manuscript training" course for secretaries who
assist authors with manuscript preparation. (ORD - RTF)
Planned a 3-day secretarial workshop that included such topics as
Career Development, Computer Training and Travel Regulations. (OIG)
Held a pilot workshop for support staff to teach participants the
concepts and tools necessary for good career management. (OAR)
• Upon the recommendation of the HRC, conducted a series of
secretarial retreats. (Region 3)
Organized periodic support staff meetings to keep abreast of new
Agency policies and to improve inter-office communication and
coordination. (OPPE)
• Established a Secretarial Career Path Committee to help secretaries
and clericals explore means of job enrichment and enhancement.
(ORD-EMSL, Las Vegas)
Established a support staff enrichment program, for employees
GS-10 or below. Program will provide work-related training with up to six
hours a week off with pay. (OAR)
Focus on Supervisors and Managers
• Provided a 2-day supervisory orientation conference for 25 new
supervisors. (Region 3)
• Designed a survey to assess and identify developmental needs in
the supervisory work force. This program will be used to further
strengthen our management team. (Region 4)
33 GM and GS 14/15 employees participated in rotational
assignments and training courses to develop their management
abilities. (ORD)
Completed a "feedback to supervisors" survey to find out how
feedback has been implemented. Region 8 was one of the first regions to
try to determine a way to give feedback to supervisors. (Region 8)
Held the first management and secretarial retreat, with a theme of
team building and communications. (OGC)
Conducted "Frontline Leadership" for 15 supervisors and managers.
(Region 9)
• Held a management retreat that resulted in the formation of a working
committee to study rotational assignments, compressed work week, and
hiring strategies. (OGC)
Developed a Human Resources Management Supervisory
Orientation for all new supervisors. (Region 10)
18
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Section 2
Continuous Learning
Conducted management retreats for supervisory groups and whole
work units. (Region 7, Region 9, Region 10)
Sponsored a 3-day training session for managers/supervisors to
help them improve their briefing and presentation skills. (OPTS)
Developed a Regional Greater Leadership Opportunity program that
provides classroom and rotational experiences which will provide the
Region with well-prepared future supervisors. (Region 4)
Participated in the OPTS semi-annual senior staff forums, which
serve as an executive development experience. (OPTS)
• Offered several training films targeted for managers and
supervisors that cited methods for improving management skills.
(OPTS)
Conducted staff evaluation of management, a unique process that
provides feedback to managers on their performance. This process is
now fully institutionalized in the Region. (Region 9)
Developed an employee feedback for supervisors program to allow
managers to evaluate their supervisory skills by understanding how the
staff perceives their performance. (ORD Headquarters)
• Developed a pre-supervisory course to familiarize employees with the
realities of supervision. Two sessions have been conducted. Note: The
Seattle Corps of Engineers has incorporated this course in its training
curriculum. (Region 10)
• Virtually all but newly selected supervisors received supervisory and
pre-supervisory training through the Zenger-Miller program. (Region
4)
• Offered "FAME" briefings and the course "Framework for
Supervisors" to all Cincinnati supervisors. (ORD - Cinn)
• Created a new supervisors' orientation program, which introduces
new supervisors to all the key players in the region. (Region 9)
A pre-supervisory training course was specially designed for team
leaders and other senior staff. (Region 3)
• Conducted an annual evaluation of supervisors by their employees to
provide feedback to management. (OAR Offices)
• Presented "Framework for Supervision" for 30 new supervisors.
(Region 9)
Focus on Training Institutes
Coordinated 342 training courses attended by 1,847 employees.
Currently have 90 Regional Institute volunteer instructors.
(Region 4)
Coordinated 312 offerings attended by 2,328 people. (Region 1)
• Active in the EPA Institute as both teachers and students. (OPPE)
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Section 2
Continuous Learning
Prepared a comprehensive training catalogue listing Region 3
Institute courses, planned outside vendor offerings, and self-study
materials. (Region 3)
Produced individual course announcements for every training event,
issued a training bulletin each month, and published the Region's
first training catalogue. (Region 10)
Offered nearly 100 different courses and developed an instructor
cadre of over 50. Course attendance at the Institute offerings has
exceeded 1,400. (Region 3)
Published a training course catalogue twice a year containing course
listings and descriptions. (OSWER)
Made available new space for an EPA training room equipped with AV
equipment. (Region 1)
Coordinated a risk assessment training curriculum built on a year-
long logical progression of information from course to course. (Region 1)
Published the first Region 9 Training Institute catalogue and
calendar with a listing of over 120 separate courses offered in 1988.
(Region 9)
Published a semi-annual regional training catalogue with monthly
single-page updates to provide current training information. (Region 4)
Conducted, with OHRM/EPA Institute assistance, a train-the-trainer
course for 20 new institute instructors. (Region 9)
20
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Section 3
Recognizing Excellence
• Super Supervisors
• Excellence in Human Resources
Management
- "Thumbs Up" Award
• Appreciation Breakfasts, Lunches
- Award for Excellence
21
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"EPA's employees are the
life of the Agency. We
need to continuously
recognize and be proud of
what we have achieved."
Alexandra B. Smith,
Chair, EPA Human Resources
Council and
Associate Regional Administrator,
Region 4
Section 3
Recognizing Excellence
A universally accepted way to increase productivity and
improve working conditions is to recognize and reward
individuals for their special accomplishments and
managers and supervisors who provide outstanding
leadership. EPA has initiated a number of new awards to
highlight the excellent performance found throughout the
work force.
Established an Awards Board and endorsed two new awards: Mentor
of the Year and Student Aide of the Year. (Region 1)
An "extra effort" award was presented to the AIDS Action
Subcommittee. (Region 1)
The Region presented its first Human Resources Award, designed to
highlight and recognize achievements of either an individual or a group in
the human resources area. (Region 5)
Presented a "Super Supervisor" award for excellence in human
resource management. (Region 6)
• A monthly Regional Administrator's "Thumbs Up" award presented
to the employee who best exemplifies positive attributes such as
initiative, courtesy and dedication. (Region 6)
Gave HRC's "Award for Excellence" to two individuals: one for his
professional management and contributions to mentoring and the other
for his work as President of the Employee's Association.
(Region 7)
• The first HRC Excellence in Human Resources Management Award
was presented to a regional supervisor who has achieved excellence in
working with people. This person, characterizing managerial excellence
by regularly demonstrating an atmosphere of teamwork, integrity,
competence, and openness, will serve as a role model for achieving
effective human resources management. (Region 10)
• An appreciation breakfast for supervisors was sponsored by the
Secretarial Advisory Committee. All supervisors received Certificates of
Appreciation. (Region 6)
Established two new awards: General Counsel's Award for
Excellence for non-supervisory employees and the General Counsel's
Managerial Excellence Award for managers. (OGC)
• Developed a pilot project (in the Boston office) for rewarding
deserving employees in innovative ways. (OIG)
Developed a study and report on the definition of "outstanding
performance" for merit pay employees. (OSWER)
• Presented public service awards for volunteer activities. (Region 6)
Special award plaques were presented to the members of the
Administrator's mini-council in recognition of their contribution and
commitment to improving human resources management.
(Off. of Administrator)
21-
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Section 3
Recognizing Excellence
-•••••••••••h-
A special reception was held to recognize the efforts of OPPE and
other staff who had worked tirelessly on the Sector Study. (OPPE)
Created an on-the-spot award and rejuvenated the suggestion
program. (Region 10)
Served as the lead for the Agency's official ceremony in celebration of
Public Employees Recognition Week. (OPTS)
Marylouise Uhlig of OPTS was the first EPA career employee to
receive the A.J. Barnes Award for Exemplary Leadership in Human
Resources Management. (OPTS)
Developed a comprehensive policy on performance appraisals and
awards to provide for fair, consistent and meaningful recognition of
superior performance at all levels. (ORD)
Established an award program that recognizes employees who do an
outstanding job on a short-term special project. (ORD-RTP)
The HRC/EEO Council conducted a survey regarding suggestions
for change in the awards process. As a result, management adopted
the Council's recommendations which will be implemented during the FY
89 performance award cycle. (ORD/ERL - Narragansett)
Created Regional Administrator's award for excellence, on-the-spot-
award, and secretary clerk-typist-of-the-year award programs.
(Region 9)
Micheline Ward received an Agency Silver Medal for outstanding
initiative and creativity in promoting human resources excellence.
(Region 10)
During National Secretaries Week, divison directors served breakfast
to secretarial and clerical employees prior to the secretarial awards
ceremony. (Region 6)
24
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Section 4
Meeting the Needs of a
Changing Work Force
• Wellness /Fitness
• Child Care
- Health and Safety
- Workplace Issues
25
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"The Human Resources
Council has served as an
effective forum for
discussion of human
resources issues such as
affirmative action goals
and meeting the needs of
the work force of the
future. The council
continues to play an
important role in the
development and
improvement of human
resources programs in
EPA.
Kenneth F. Dawsey,
Director, Office of Human
Resources Management
Section 4
Meeting the Needs of a Changing Work Force
EPA's rapidly changing work force brings a host of
demands and opportunities for new and expanded
services such as wellness programs, child-care, and
flexible work schedules. Although we are only beginning
to understand and appreciate all aspects of the new work
force, we can be proud of our accomplishments thus far
in keeping pace with these changing needs.
Wellness/Fitness
• Supported the creation of the Region 5 Recreation Association that will
sponsor events such as cholesterol screenings, public service
recognition and wellness special events. (Region 5)
• Initiated a wellness program based on a philosophy of outreach and
behavior modeling through education and demonstration. (Region 5)
"Midwifed" the birth of the first regional Fitness Center that is
managed by a part-time AARP staffer. (Region 8)
Contracted with a consortium of government agencies for
participation in an employee counseling services program that
provides confidential assessment and referral services to all employees.
(Region 9)
Held special training sessions, seminars, and workshops on topics
ranging from Stress Management to Dietary Needs and Cholesterol. (RTF)
Blood pressure check clinics were held and six wellness articles were
published in the weekly report. (ORD/ERL - Corvallis)
• Provided an on-site health fair and weekly health information
exchange sessions for all regional employees. (Region 7)
Developed information on EPA-provided health services for an
employee wellness program brochure to be distributed to all Agency
employees. (OIG)
The OSWER Council assisted OARM's wellness director in
organizing EPA's first Health Week. The program featured testing for
blood cholesterol, visual acuity and glaucoma, and physical fitness.
(OSWER and OARM).
Coordinated a wellness program (to include a regional fitness
facility), implemented an EPA Walker's Club, and previewed and
obtained training/wellness video tapes. (Region 1)
A wellness center is now in place with exercise equipment, a large
general-use room, and locker and shower rooms. (ORD/ERL - Duluth)
27
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Section 4
Meeting the Needs of a Changing Work Force
• Eight seminars were sponsored for employees on various health
issues such as depression, diet and nutrition, and hypertension.
(ORD/ERL - Athens)
• Continued popular wellness lecture series with topics ranging from
stress management to balancing personal/professional goals.
(Region 10)
• Wellness seminars were provided and professional counselors are
available for employee counseling on problems ranging from marital to
alcohol and drug abuse. (ORD/ERL - Gulf Breeze)
Established a corporate YMCA membership for 125 employees.
(Region 9)
• An extensive range of wellness programs is offered in the new on-
site fitness center/health unit. (Region 3)
An office fitness center will be completed in late I989, and a four-part
health and fitness plan for employees has been developed.
(ORD-Cinn)
• Representatives from OAQPS, OARM, and ORD formed a joint
committee to organize and develop wellness programs in each of
these organizations. (RTF)
Child Care
Charter member status has been negotiated for Region 3 staff who
wish to enroll their children in a child care center located in the main
Federal office building. (Region 3)
• Developed a Parental Leave Manual that pulled together all information
pertaining to parental leave into one comprehensive package.
(Region 1)
• On-premises Day Care Center, licensed for 59 children, is operating
very successfully.
(Region 10)
• Joined with several major agencies to provide services and a facility for
Day Care. (Region 5)
Provided several seminars for working parents featuring subjects
such as balancing work and parental responsibilities and how to select
child care services. (Region 3)
• A child care center is well on its way to being established. (ORD-Cinn)
• A day care center, begun as a jointly sponsored project between EPA
and NIEHS. has been operating and growing since October I986. (RTF)
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Section 4
Meeting the Needs of a Changing Work Force
Health/Safety
• A medical monitoring tracking system on d-base has been
implemented for all employees in Field Health and Safety Categories
1-3. (Region 4)
• Developed a regional AIDS policy andjrainlng program. (Region 1)
• Provided health and safety training for 97% of the Region's field
inspectors. (Region 7)
• Implemented an AIDS education strategy that included articles in the
HR newsletter, briefings of all employees, and postings of related
information. (Region 5)
• Sponsored several CPR courses for the ORD employees. (ORD-HQ)
• The health and safety officer sponsors a program for field personnel
that provides full YMCA membership and reviews and monitors
fitness activities. (Region 9)
• Several briefings on AIDS (3 in Edison and 4 in New York) were
presented by a public health educator from the New York City
Department of Health. (Region 2)
Workplace Issues
• HRC conducted 2 project surveys to assess interest in alternative
work schedules and to study the office environment. (Region 6)
• Contributed to the efforts of other groups on the Leave Transfer
Committee and the employee support fund. (Region 8)
• Completed and distributed an "Organizational Culture Study"
report to all OPPE employees. The report's purpose was to enable the
managers to better understand the attitudes and work values of their
employees. (OPPE)
• Developed and implemented a work-at-home policy for employees
with major medical problems. (Region 9)
• Sponsored an annual Preretirement Seminar for all interested EPA/
RTP employees as well as invited guests from other Federal Agencies.
(RTF)
• Initiated a pilot compressed work schedule program. Early results
indicate strong support for the CWS.
(OSWER, OECM, OW, OPPE, OIG, and OARM)
• Formed a I990's Planning Workgroup to identify environmental
issues in the next decade and then to address changing workforce/
societal issues. (Region 9)
29
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Section 5
A Question of Balance
• Social Get-Togethers
• Employee Team Sports
• Picnics
- Ethnic Celebrations
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Section 5
A Question of Balance
EPA recognizes that effectiveness and efficiency mean
an adequate balance between work and play. Through a
variety of social and recreational activities, EPA
employees are able to achieve that balance, thus
enhancing a greater commitment to the Agency's mission.
• Adopted a two mile stretch of road surrounding the EPA laboratory in
Ada as part of the city's clean up campaign. Employees volunteered to
spend a few hours four times a year; collected material is donated to a
local recycling organization. (ORD/ERL - Ada)
• Held the Second Annual Human Resources Month with PRIDE
"People Realizing Individual Dreams at EPA" as the theme. The
events included workshops, an EPA Talent Show and A Divisional Bake-
Off with Awards. (Region 2)
• Held an Ice Cream Social for employees at conclusion of FY 88.
(Region 8)
The Regional Administrator has had lunch with over 700 employees
during his first year and a half with EPA. (Region 9)
Sponsored a "Human Resources Month" with the highlight an annual
All-Employee Picnic and an Employee Appreciation Day held at the end
of the month. (Region 4)
• "River Boat Days" was the theme of the third annual employee
appreciation day picnic. (ORD-Cincinnati)
• A third annual halloween party was held with food, scary movies and
costume prizes. (Region 10)
Over 500 people attended an OAR sponsored "all hands" picnic
with food and games enjoyed by all. (OAR)
A film festival, an employee art exhibit, a "soul food" luncheon and
a pilgrimage to Atlanta to visit Martin Luther King's Birthplace,
Tomb, Church and Center were all part of the Black History Month
celebration. (Region 5)
Sponsored a Pizza Party for summer interns. The get-together was
not only fun but served as an opportunity for the interns to meet
management. (OIRM)
• Activities were widely attended by management and staff during the
second annual picnic sponsored by OTS. (OTS)
• Sponsored a variety of activities for all employees: a spring picnic, a
Christmas party, a softball team and a sailboat outing.
(OARM, RTF)
• A full array of Mexican delicacies were sampled at the annual Hispanic
breakfast. Speakers presented topics of a cultural nature. (Region 5)
• An 18th EPA birthday celebration was held with cake, cookies, punch,
balloons and no speeches! (Region 6)
33
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Section 5
A Question of Balance
The senior management team were the chefs for the great food
prepared for the Region's 2nd annual picnic that included games for
adults and kids. (Region 9)
Chili Cook-offs are the highlight of the Employee Association's all-
employee picnic. Some of the more memorable chili entries were
"Road Kill," Activated Sludge" and "Buzzard's Breath." (Region 6)
Approximately 200 EPA executives from Headquarters, Regions and
Labs, participated in a highly successful dinner meeting with
Administrator Reilly. (OHRM)
34
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Section 6
Technology Transfer
• Training
• EPA/State Partnerships
35
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Section 6
Technology Transfer
"EPA must take action to
legitimize the Importance
and Integral nature of
technology transfer and
training to its mission-"
Final Report
Lee Thomas' Task Force
on Technology Transfer and
Training
EPA has a number of ways of transferring Its
technology to others; training Is probably our premier
tool. These, and other activities, will strengthen our EPA/
State partnerships and help us collectively achieve our
environmental goals.
• Visited each State In the Region to Identify State focal points to use
to develop a State technology transfer network. The EPA Institute
will be used as an anchor for the network. (Region 5)
• Expanded training outreach efforts to the States to establish a
reciprocal partnership and share training resources. An AARP part-time
employee has been hired to assist with this program. (Region 1)
• Developed and conducted the National 4-H Council Education
Program, which provided opportunities for professionals to present
current community action issues to youth. (OPTS)
- Distributed the Region 10 Training Institute's announcements,
bulletins and catalogue to Technology-Transfer contacts
throughout Region 10 States. (Region 10)
• Increased State training partnerships, with the Region 4 Training
Institute.playing a large part in "brokering" training activities.
(Region 4)
• Distributed the regional training catalogue to all State training
offices and co-facilitated a meeting with State technology transfer
contacts. (Region 9)
• Staff of regional operations offices (located in each State) continually
work hand-in-hand with their State environmental counterparts to
resolve environmental problems, e.g., Valdez oil spill. These Federal/
State offices are generally located in the same building. (Region 10)
37
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The Impacts of Technological
Changes on the
EPA Work Force
Summary of Recommendations for:
Human Resources Management
Programs
Communications and Information
Systems
Facility Planning and Management
Resource Planning
39
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The Impacts of Technological Changes on
the EPA Work Force:
Summary of Recommendations
Over the past year, the Human Resources Council has
been involved in analyzing the. multiple Impacts of
technology on human resources management programs,
communication and information systems, and facility
planning and management. The Council's
recommendations are summarized below:
Human Resources Management Programs
The Council has concluded that technology is already affecting many
specific human resources program areas.
The Council's recommendations for the immediate future focus on four
specific human resources areas: the secretarial/clerical work force;
managerial and supervisory employees; occupational health and safety
programs; and career development programs.
• EPA needs a comprehensive program which includes recruitment,
selection, and recognition with a focus on enhancing the human
resource'skills of supervisors and managers in a technological
environment.
• We recommend that the Administrator commission an Agency-wide
review and analysis of the secretarial/clerical Jobs within the context
of our changing technological environment.
• Training programs for secretarial and clerical functions should be
sustained and enhanced to permit the secretarial/clerical staff to fully
realize the benefits of technological change.
• We need to expand the definition of our wellness and employee
counseling programs to encompass ergonomics, facility health
assessments, and technology-induced anxiety and stress.
• EPA needs organizational development expertise to better coordinate
the changing directions of the Agency with the career guidance that
employees receive from supervisors and human resource specialists.
• We recommend that EPA create career counseling centers where
professionals can provide career planning information for employees.
41
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The Impacts of Technological Changes on
the EPA Work Force:
Summary of Recommendations
Communication and Information Systems
The last 10 years have produced extraordinary changes in office
technology. During that period, many EPA organizations have moved, at
varying speed, from electronic typewriters for use by support staff to
advanced personal computers.
Changes in office technology bring changes in the roles, power
relationships, and skill needs of the people in the organization. Ultimately,
technology affects the social interaction of the workplace. Additionally,
great strides are being made in using technologies to decrease routine
paperflow and streamline time-consuming communication tasks.
Our vision for the Agency is that electronic communications would
replace routine paperflow and that paper would be processed only when
required.
• We recommend that, in consultation with the Human Resources
Council, the Office of Administration and Resources Management
conduct an immediate assessment of the current status of major
emerging communication technologies, the status of EPA initiatives
or plans related to each and the steps necessary to move more quickly to
get cost-effective improvements on line.
• We recommend that the Office of Information Resources
Management and the Office of Human Resources Management, in
conjunction with the Human Resources Council, begin immediately to
develop a plan or model for how the Agency will manage and
communicate major technological changes at the office level.
• With the trend towards a more team-oriented approach to environmental
protection and the general need for more efficient communications within
and outside the Agency, the Agency needs to rapidly upgrade its
communication systems. This will require desktop access (personal
computers) and training for all EPA employees.
• We recommend that EPA accelerate its efforts to decrease routine
paperflow through the use of paperless electronic software systems
such as electronic meeting scheduling, training registration, time and
attendance cards, etc.
42
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The Impacts of Technological Changes on
the EPA Work Force:
Summary of Recommendations
Facility Planning and Management
EPA should have a vision for its high technology workplaces that reflects
its environmental mission and human resources commitments.
Our environmental mission should be reflected in facility planning and
management as: adequate indoor air quality; proper noise controls;
appropriate hazardous waste management; superior pollution prevention
activities (recycling); accessible natural light; and credible management of
chemicals used in the workplace.
The Human Resources Council's vision for EPA facilities puts health and
safety first for our work places. EPA should be a government leader in
quality work places because our mission and commitments support that
leadership.
• We recommend that OARM assist the Agency leadership in
clarifying their vision, goals, and plans for our high technology
workplaces.
• We need to establish (as soon as possible) an EPA facility and space
planning model to be used as an assessment tool for all existing
space. Planned changes should be made in a holistic manner, by
coordinating all facets (e.g., health and safety, aesthetics, wellness,
automation, productivity, efficiency, ergonomics, day care, and
accommodations for the disabled).
• We recommend that supervisors play a responsible role in assuring
that the Agency's model for healthy and safe workplaces (once
established) is followed.
• The Agency should take a leadership role within the Federal
community to eliminate "system" barriers that would accommodate
employee needs (e.g., GSA approval for orthopedic chairs, weak rules
for indoor air quality, etc.).
43
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The Impacts of Technological Changes on
the EPA Work Force:
Summary of Recommendations
Resource Planning
EPA has invested substantial sums to hire and train a technically
sophisticated staff, to maintain and enhance technological skills, obtain
state-of-the-art equipment and upgrade our workplaces. Our resource
planning recommendations are intended to ensure that EPA can
accomplish its environmental mission and provide the technological
support needed for employees and Agency leadership.
• We propose that, in conjunction with the Human Resources Council,
the Office of Administration and Resources Management develop a
strategic vision and goals for the future to ensure that the best
technology (and its complementary requirements) is available to
employees.
• We solicit senior management support to make direct adjustments in
resource planning to ensure that we can collectively meet our
technological vision for the future. Capital budgeting should be assessed
for applicability. As part of the annual budget cycle, there should be
a report of budget plans to meet the strategic technological goals of
the Agency.
Our journey has convinced us that the Human Resources Council is a
pathfinder for the EPA work force as we plan for the enormous changes
ahead of us. We realize the need for new collaborative efforts within the
Agency to implement many of our recommendations. We are convinced
that with sustained support from senior management we can fulfill many of
our goals for the EPA of the future.
44
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Epilogue:
Issues and Challenges
45
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Epilogue:
Issues and Challenges
"EPA's success depends
on its people. Our efforts
to employ, retain, and
develop the talented people
we need are as important
as any of the initiatives that
we have pursued
together."
Lee M. Thomas, Former
Administrator
EPA, like the society we live in, has been caught up in a
maelstrom of change, a reality from which there Is no
escape. Some find change and its accompanying
stresses uncomfortable and, hence, resist; others
embrace it as an exciting challenge. Regardless of our
individual responses, we must begin to restructure our
present way of managing. In order to remain responsive
to Internal as well as external changes, we must chart a
course through the seas of uncertainty, unafraid of
attempting new routes. The following Issues/questions
should stimulate thought.
1. Commitment means demonstrated leadership and "practicing
what we preach." Our people often do not feel human resources
efforts by managers and delivery systems are equal throughout the
Agency. How do we achieve our goal of "expanding the
commitment?" How do we make sure that our human resources
practices are applied consistently throughout the Agency?
2. What needs to be done to help our people feel more included in
the new administration's environmental goals? How should we
communicate these goals so that the 15,000 EPA employees
understand them? How can we get people committed to them and
build individual ownership?
3. Our major environmental themes address multi-media problems. How
do we as managers Integrate our program people to solve these
problems? How do you move our culture at EPA away from such
things as resource competition over FTEs and money and establish a
climate of joint problem solving?
4. How do we demonstrate to managers the "return on investment"
from managing with human resource principles in mind? How can
we demonstrate that being managers with the needs of their people in
mind is the key to success in achieving the Agency's goals? How can
we best reward those who display excellence in management skills?
5. Management theorists foresee a move away from the command/
control style of management to working with people as a
facilitator, coach, and nurturer. Are we currently selecting, training,
and developing managers with these skills? How well are we
preparing ourselves for this style of management?
6. The Workforce 2000 report prepared by the Federal government
predicts a marked shift in demographics of workers and skills
available to the workplace. What are the implications for EPA? How
well are our programs - such as recruiting, training, employee benefits -
and workplace policies geared to helping EPA deal with these trends?
47
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Epilogue:
Issues and Challenges
7. EPA is very involved in new technology in the workplace, including
office automation. How well are our managers and employees (at
all levels) prepared for these technology advancements?
8. The Agency faces a major challenge in balancing its work force
and ensuring minority representations at all levels. We have a
goal of 52% in affirmative actions for managerial positions. How do we
achieve this goal? How can we increase representation in our "feeder"
groups for scientific/technical, legal and managerial positions?
9. Our work force demographics may be moving quickly to the
predictions of the Work force 2000 report. Did you know that one-
third of the Agency's workforce (40% in the regions) are new hires in
the last three years? What are the implications?
Are we managing with identified trends, the marker buoys of our times in
mind, or are we simply being buffeted about the seas of uncertainty by the
maelstrom of change? Are we steering our course by using out-dated
management methods and models, or are we incorporating the most
innovative and creative techniques? There is no choice if we hope to
navigate the turbulent waters. While keeping in mind our mission as a
reference point, we must set a course using the currents of the future.
48
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Acknowledgements
Producing a report of this size, covering so many program and
geographic areas, is not an easy task. Many people, individually and in
groups, contributed by writing, editing, designing, and reviewing it. A
number of these people and groups deserve special mention:
Managing Editor: MicheNne Ward, Region 10
Assistant Editors: Arvella Weir, Region 10
Diane Ruth ruff, Region 10
Design and Production: Christopher Moffett, Region 10
Contributing Writers: Cecilia Contreras, Region 10
Georgianna Bishop, Region 1
Robert Springer, Region 5
Editorial Staff: Marylouise Uhlig, OPTS/HQS
John Duff, Region 9
Barbara Vandermer, OIG/HQS
Technical Assistance and Review: Geoff Lewis, OHRM/HQS
Special thanks go to all Council members and alternates for their
participation and cooperation in providing the content of this report. Paul
Keough has been especially helpful with his advice and counsel.
And, finally, I want to express my deep appreciation to Administrator
William Reiily, Assistant Administrator for Administration and Resources
Management Charlie Grizzle, and Ken Dawsey, Director of the Office of
Human Resources Management, for their encouragement and support of
the Council.
Alexandra B. Smith, Chair
EPA Human Resources Council
49
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National Human Resources Council
Alexandra B. Smith, Chair
Headquarters
of the Administrator
of Enforcement and Compliance Monitoring
of Policy, Planning, and Evaluation
of the Inspector General
of Solid Waste and Emergency Response
of Air and Radiation
of Pesticides and Toxic Substances
of External Affairs
of Water
of General Counsel
of Administration and Resources Management
of Research and Development
Office
Office
Office
Office
Office
Office
Office
Office
Office
Office
Office
Office
Regions
Region 1
Region 2
Region 3
Region 4
Region 5
Region 6
Region 7
Region 8
Region 9
Region 10
Laboratories and Field Offices
Environmental Research Laboratories
Research Traingle Park
Envireonmental Research Center
Committees and Appointed Representatives
Secretarial Advisory Committee
EPA Institute Advisory Committee
Sci-Tech Advisory Committee
Office of Civil Rights
National Hispanics Employment Council
At-Large
Diane Bazzle
Renelle Rae
David Ziegele
Anna M, Virbick
Robert J. Knox
Charles Freed
Marylouise Uhlig
Gus Edwards
Craig Vogt
Gerald Yamada
Daiva Balkus
Michael Callahan
Paul Keough
Herbert Barrack
William Wisniewski
Vivian Malone Jones
Robert Springer
Harless Benthul
Delores J. Platt
Thomas Speicher
John C. Wise
Thomas G. Davison
Gilman D. Veith
Randy Brady
Thomas A. Clark
Joan L. Price
Robert S. Cahill
Edwin L. Johnson
Nathaniel Scurry
Cecilia Contreras
Ferial S. Bishop
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