Human Resources in the 21st century : Empowering You with Systems, Services and Choices to Create Your Career and Your Organization


Office  of  Human  Resources and  Organizational Services
  Office  of  Administration and  Resources Management

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The Employee Services Staff provides a variety of services to EPA employees. Ots
Career Resource and Counseling Center (CRCC) is a “one-stop” shop for seeking
vacancy information and career or personal counseling. Key services include:
3 Sft s: Retirement; Thrift Savings Plan; health insurance; life insurance.
©©c ñs aocn: Workers’ Compensation; leave bank and leave transfer programs; family-
friendly workplace issues.
1 : Vacancy announcements; career and personal counseling; assessment services.
FOR MORE DNFORMATOON:
The Employee Service Staff web page is at intranet.epa.gov/epahriis/division/ess/index.htm.
The Career Resource and Counseling Center web page is at intranetepa.gov/epahriis/crcc.

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The Institute for Individual and Organizational Excellence assists employees and
organizations to develop their full potential and to deal with continuous change by
providing learning, development, and consulting services, including:
o Developing a strategic assessment of learning needs.
o Designing, planning, and conducting events, workshops, conferences, and retreats.
o Coaching and advising leaders on their learning, organizational development, and
organizational change needs.
o Designing and deploying advanced learning systems.
o Launching, building, training, and working with teams.
o Helping groups develop a vision and clarify their mission.
Organizational Management and Consulting Services (OMCS) assists EPA offices to
design new organizational structures to reflect their changing missions.
FOR MORE INFORMATION
See http://intranet.epa.gov/institute and http://intranet.epa.gov/epahriis/division/omcs/index.htm.

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nQ g © S P©llñ©’ j c kSc (SPPS) supports strategic planning for the
Agency’s human resources and, through developing Agency-wide human resources
systems and policies, ensures that EPA’s human resources are managed consistently,
fairly, and in accordance with Government-wide laws and regulations. Policies and
systems include:
o Classification
o Compensation
o Leave Administration
o Performance Management
o Recognition and Awards
o Recruitment
o Staffing and Employment
o Workplace Issues
Organization and Management Consulting Services (OMCS) maintains the Agency’s
directives system of orders and manuals and is converting the Agency’s directives
to a new, performance-based system to ensure that the results to be achieved by
an internal policy are identified and measured.
FOR MORE INFORMATION
See http://intranet.epa.gov/epahriis/division/spps/index.htm and
http://intranet.epa.gov/epahriis/division/omcs/index.htm.

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The Labor and Employee Relations Staff provides Agency-wide policy, guidance, and
leadership in labor and employee relations, including:
o Labor-management partnerships
o Labor negotiations and agreements
o Labor and employee relations policies and training
o Management advisory services
o Disciplinary and adverse actions
o Representation at hearings, arbitration, and government-
wide activities
A key component of labor-management relations at EPA is the National Labor-
Management Partnership Council, which fosters an atmosphere of mutual trust and
respect, open sharing of information, and improvement in the working conditions,
career development, and morale of employees. The Executive Board, made up of
five union officers and five senior-executive level management representatives,
conducts the ongoing business of the Council.
FOR MORE INFORMATION
See intranet.epa.gov/eparhriis/division/lrs/index.htm for more information about the
Labor and Employee Relations Staff. The National Partnership Council information
is at intranet.epa.gov/epahriis/division/Irs/npc.

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To ensure that EPA will have a workforce that draws on the strengths of the entire
population of the nation and that enables the Agency to serve all our citizens more
effectively, the Agency has undertaken several major human resources initiatives,
which OHROS, along with the Office of Civil Rights, is instrumental in implementing.
o Diversity Acticn Plans - Each EPA Office and Region is responsible for
developing and executing a plan for increasing the diversity of its workforce
at all grade levels and for enhancing an understanding of, and appreciation
for, cultural diversity.
o SESAcc©arnQafi ilyR ]SeIJ -Through the SES awards and recognition process,
EPA executives are being held accountable for the recruitment, development
and maintenance of a workforce that is free from discrimination and for
ensuring equal employment opportunity and fairness throughout their
organizations. The Model provides performance objectives and measures
to regularly assess executives’ progress toward meeting these goals.
o Niispamic annt itia1ive - As part of a Government initiative to increase
the representation of Hispanics among the Federal workforce, EPA is increasing
its efforts to recruit Hispanics through such efforts as building partnerships
with institutions of higher education, enhancing relationships with Hispanic
cultural interest groups, and creating the EPA intern program.
FOR MORE INFORMATION
More information on the Diversity Action Plans is available at
http://intra net/epa.gov/epa hriis/diverse/da p.htm,
http://intranet/epa.gov/epahriis/diverse/aaships, and at
http://intranet/epa.gov/epahriis/diverse/regions. Details about the SES Accountability
Model are at http://intranet.epa .gov/epahriis/hrc/diversity/fairmemo.htm. Information
about the Government-wide Hispanic recruiting initiative is available at the website
for the Office of Personnel Management http:I/www.opm.gov.

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The Office of Human Resources and Organizational Services (OHROS) provides
guidance, support, and stewardship for EPA’s management of its human resources
and a broad range of human resources services to EPA’s employees throughout the
life cycle of their careers at EPA.
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o Benefits
o Career Transition and Assistance
o Classification
o Counseling
o Employee Development
o Employee Relations
o Employment/RecruitmentlStaffing
o Central Directives System
o Labor Management Partnerships/Relations
o Organizational Assessment/Design
o Organizational Consultation
o Cultural Diversity
o Recruitment Tools
o Executive Personnel Administration
o Incentives and Awards
o Pay Administration
o Performance Management
o Retirement
o Senior Executive Service (SES)
o Training and Learning
Organizational Development
Strategic Workforce Planning
Workplace Issues
o Reinvention
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o Administrator’s Management Committee
o National Human Resources Council
FOR MORE INFORMATION
o President’s Management Council
National Performance Review
More information about the full range of human resources services provided by
OHROS is available at: http://intranet.epa.gov/epahriis/ohros/ohros.htm.

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Several initiatives designed to improve service to our customers, streamline and
simplify processes and ensure the Agency will have the workforce it will need to
continue to succeed in its mission into the next century are under way:
o es© n © s a j © - This plan, which
includes strategic goals for managing the Agency’s human
resources and strategies for recruiting, retaining, and
developing a diverse and competent workforce, provides
a structure for preparing for the Agency’s future workforce
and work place requirements.
o ©irkEFo ©e D© e ‘a e jy (W ) - A
comprehensive approach to equipping EPA employees
with the competencies needed to successfully perform
the Agency’s mission, the WDS is designing new programs
to improve leadership development, professional
development, and support staff development and has
launched the EPA Intern Program, providing high-potential,
diverse hires throughout EPA.
o Iiio j s1 s - Currently used in Headquarters,
standing registers provide a way to quickly fill vacancies
in populous occupations, reducing the time normally
needed to hire a highly qualified candidate from outside
the Government from nine weeks to five days.
o - This human resources management system will
transform the way Human Resources offices, EPA
employees, and managers do business. Customers
throughout EPA will use HR Pro for such tasks as
transmitting requests for personnel actions and making
benefits changes. Managers will have easy access to
the workforce information they need to manage their
human resources.
FOR MORE INFORMATION
More detailed information about each of these initiatives is available in this packet.

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EPA’s human resources agenda
is aimed at responding to the shifting
environment of the 21 st century
workplace. We will face challenges
unheard of even just 20 years ago --
challenges such as the technology
explosion nd the impact it’s having on
the way we live and work. Our
workforce is changing. Its composition
is different. It’s family-friendly and it’s
becoming more diverse. There are new
ways of working. More work is
accomplished in teams and there’s
increasing emphasis on partnerships
and consultations. The public will
continue to demand a high-
performance government with an
emphasis on accountability, results,
and customer service.
With these changes in
technology, in the workplace, and in
customer expectations, how we deal
with people and organizations will have
to change as well. We must be
prepared for the developments that will
dramatically impactthe waywe recruit,
hire, manage, and hold on to good
employees. The Office of Human
Resources Management and
Organizational Services (OHROS), part
I of the Office of Administration and
Resources Management (OARM),
partners with the National Human
Resources Council (HRC) and the
National Partnership Council (N PC) to
develop strong human resources
leadership, innovative programs and
systems, and effective communication
among management, employees, and
their representatives.
Our business is environmental
protection. The HRC is championing
development of a strategic plan for the
Agency’s human resources to help
focus our resources and energies on
directly supporting the mission. This
plan aims to link the workforce and
human resources management with
the Agency’s mission, strategic goals,
priorities, programs, and strategies.
The plan provides an integrated, holistic
framework to develop programs and
key initiatives to meet EPA’s objectives.
A Changing Climate
The Foundation:
Human Resources Strategic
Planning

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Human Resources Strategic Plan’s
Vision Statement:
To protect public health and safeguard the
environment, EPA ’s people are competent,
creative, and committed to results.
Human Resources Strategic Plan’s
Values Statement:
Foremost, EPA respects and values competence,
innovation, diversity of cultures and thinking,
continuous learning, and sound science. We seek a
workplace that broadly supports these values and
the people who embody them.
Office of Administration and Resources
Management (OARM)’s Vision Statement:
OARM will be recognized throughout EPA as a valued
partner in achieving the Agency’s mission.
Office of Administration and Resources
Management (OARM)’s Mission Statement:
Enhancing public health and environmental protection
through effective management of EPA’s human,
financial and physical resources.
Office of Human Resources and Organizational
Services (OHROS) Vision Statement:
EPA is a high-performance organization.
S
.
S
The Agency has the right person at the
right place at the time
The Agency maximizes the capacity of each
employee.
The Agency manages the change process
successfully
The Agency uses human resources and
organizational tools effectively in pursuit
of its mission.
Changing Work and
Competency Programs
Workforce skill requirements are
changing quickly and dramatically.
Nothing short of a revolution is under
way today in information technology
and in the role of knowledge in society.
This revolution is changing our world,
with the impact being felt particularly
in the nature of work and the workforce
competencies needed. In EPA training,
the emphasis will increasingly change
from a set of process-focused, event-
based activities into an outcome-
oriented, measurable performance
improvement function that supports
managers and employees in sustaining
a consultative, learning environment.
The HRC, in partnership with OHROS
and other Agency organizations, is
championing the Workforce
Development Strategyto prepare for
workplace changes and to anticipate
workforce trends, needs and
competency requirements.
We are designing and implementing
strategies to make sure the learning
function is used as a strategic
F
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management tool throughout the
organization and that learning activities
are firmly linked to organizational
performance objectives.
The Business Case for
Cultural Diversity
Changing demographics are
altering the age, gender, background,
and ethnic composition of the
workforce. Demographic and societal
forces are drawing more women,
minorities, and immigrants into the
workplace, aging the workforce, and
shrinking the numbers of new workers
in the entry-level generation. A science-
based organization like EPA demands
a scientific and technical workforce.
Traditional sources of new scientists
and technical workers will be
insufficient to meet EPA’s needs.
Competition will be keen among public
and private employers for talented
recruits of differing national origins,
genders, and races. The HRC, OHROS,
and the Office of Civil Rights are
. spearheading a wide range of
programs to allow us to increase
diversity in the workforce, finding
opportunities for talent, creativity, and
: leadership in the new human resources
mix.
Workplace Programs
There will be increasing demand
to better balance work with family and
other responsibilities. The growth in
two-earner families drives the change,
as do shifts in the nature of work and
in the workplace toward more
information-based white-collar work
that does not necessarily require a fixed
site and set hours. Our human
resources policies, developed and
administered by OHROS, recognize and
appreciate the desire of EPA employees
to integrate work with home life. Our
employee services programs are
essential to becoming the “employer
of choice” for our current and future
employees.
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We are being challenged to
define and create fresh leadership
styles that work for leaner organizations
with more self-reliant workers and
greater performance expectations.
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Organizational Effectiveness

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Customer Service
Bureaucracies have to shift from
hierarchical, industrial era structures
to “internetworked” structures that
empower employees and improve and
integrate service delivery. Middle
management will continue to
experience shrinking ranks and
changing roles. The manager’s role
becomes more that of a leader, a coach,
an enabler, and a teacher rather than
a giver of assignments and an evaluator
of performance. OHROS provides
Agency-wide organizational design,
assessment, and consultation services
to help improve morale, productivity,
quality, and performance.
EPA’s Human Resources offices
are using automation and new
business processes to serve our
customers with more speed, quality,
and effectiveness. Our personnel staff
are evolving from processors of
transactions and paperwork to
responsive and proactive consultants
and advisors. We look forward to
working with our customers as we
create a new workforce -- built on the
lessons of the past, the innovations of
the present, and the needs of the
future -- to help EPA move
successfully into the 21 5t century.
PEOPLE ARE OUR BUSINESS
Office of Human Resources and Organizational Services
Office of Administration and Resources Management

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What are standin j Offices in Headquarters hire most new employees from lists of candidates
reg sters? (called “registers”) provided by the Office of Personnel Management (OPM). A
standing register results from an “open continuous” announcement, whereby job
candidates can be screened, added to the register, and selected for a position at
any time during the time the announcement is open, normally a six-month period.
A standing register streamlines recruitment, assessment, and selection, as pre-
screened candidates are available for selection whenever a vacancy occurs.
What are the key Standing registers are currently used to fill Environmental Protection
features? Specialist positions, a category with a high population in Headquarters offices.
The Agency has also completed preparations to establish standing registers in
other high-demand occupations: Environmental Scientist, Environmental Engineer,
and Management/Program Analyst.
Before OPM can establish an open continuous announcement and a standing
register, subject matter experts in EPA’s program offices who are familiar with the
qualifications and skills needed forthe jobs develop a questionnaire to be completed
by job applicants. The questionnaire is designed to elicit information about an
applicant’s qualifications and experience, which is used by OPM to assess and
rank applicants for placement on the register.
ow will it benefit The traditional recruitment process can take nine weeks or more to
my or ariizat o ? complete, from the time a vacancy announcement is prepared to the time
a hiring official receives a register of candidates. Using standing registers, it
normally takes no more than five days from the time a hiring official informs Human
Resources of a vacancy until the official is presented with a register. Also, once
the selection criteria have been developed and the register established, the whole
process--recruitment through selection--is drastically simplified.
Who are the All program offices in Headquarters have been involved in supporting the
champirnis? establishment of the standing registers, either through providing subject matter
experts to establish the criteria or by reviewing and commenting on their products.
Managers who have used the standing registers are highly satisfied with the
quality of the candidates and happy with the process.
Where ca et
a d itie a Your servicing Human Resources Staff in OHROS can provide more details.

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The Df ice o iluman Resources and Dr anizatlional Services (DII1JROS) has launched several key initiatives
designed to improve service to our customers, to streamline and simplify processes, and to ensure the
Agency will have the workforce it will need to continue to succeed in its mission into the next century,
whatever new challenges it may encounter. Additional initiatives will be announced in the future as a
result of the strategic planning and workforce analysis processes already in place. Currently, there are
four key efforts under way.
The uman Resources Strategic Plan, undertaken in FY1999, provides,
for the first time, a structure for preparing for, and meeting, the
Agency’s future workforce requirements. The Plan identifies strategic
goals for managing the Agency’s human resources and strategies
for recruiting, retaining, and developing the diverse and competent
workforce the Agency will need to meet changing demands and for
building a supportive and innovative work environment. The initiatives
arising from the strategic planning process represent priority activities
for the Human Resources community.
Under the WorkForce Development Strategy, efforts are under way
to identify the critical competencies needed by the Agency’s
workforce, both now and in the near-term and long-term future. New
programs to improve leadership development, professional
development, and support staff development are being designed,
and an EPA Intern Program has been providing a pool of high-potential,
diverse hires for offices throughout the Agency.
Standing Registers represent a significant streamlining of the
recruitment and selection processes. Currently used in Headquarters,
standing registers provide a method for quickly filling vacancies in
populous occupations, reducing the time normally needed to hire a
highly qualified candidate from outside the Government from nine
weeks to five days.
Human Resources management processes will be carried out more
and more via information systems over the next few years. O R Pro,
a human resources management system, now in its first stage of
implementation Agency-wide, will transform the way both Human
Resources offices and their customers do business. Its initial phase
will see personnel administrative processes assumed by the new
system. Later, customers will be able to use HR Pro for such activities
as transmitting requests for personnel actions and benefits changes
to the Human Resources office, and the recruitment/selection!
certification process will be automated. When fully implemented,
HR Pro will provide easy access to workforce information that
managers and Human Resource professionals need for such decision-
making processes as succession planning, career planning, and
determining staffing needs, among others.
More detailed information about each of these initiatives is available
in this packet.

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Wft s ©uce The © © ce Ooma jy (WOS) is a response to the
eDo m e jy? Administrator’s memorandum on Minority Action Plans, wherein
she identified national initiatives on SES accountability, diversity
and management training, professional development, and an intern
program. The WOS addresses several of these areas and
represents a comprehensive, inclusive strategy to yield an EPA
workforce prepared for the future.
a fts ft ey a a es? 5© ff© ce sessm © ec - Identifies the skills needed
today and in the next millennium to prepare the workforce to
successfully meetthe evolving challenges of EPA’s mission.
ew w m s - Equips our support staff
to enlarge their vital role at EPA.
ii -LeveD e e Q P wrn - Provides the competencies
our mid-level employees need to be successful in a more dynamic,
interdependent workplace.
Lft e maoii1 o m - Provides structured
management and SES development programs that nurture a culture
of learning and shared leadership for a high-performing EPA.
- Hires and develops high-quality, diverse
employees who may be part of the future leadership of the Agency.
flow w ll Focuses our attention on the future so that we might be prepared
my m ? for challenges rather than being forced to react.
Provides us with good leadership.
Gives every employee a direction for his/her development, in
alignment with the strategic direction of the Agency.
ft o s Administrator
EPA Human Resources Council
Assistant Administrator (OARM)
Director, Human Resources and Organizational Services
Director, Institute for Individual and Organizational Excellence
cao El je1I dEl Elo aD Contact Kerry Weiss, the Director, Institute for Individual and
Organizational Excellence at 202-260-5569.
The Institute ’s web page is located at:
http://intra net. epa .g ov/i nstitute.

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THE :W;O.R.KFORCE
DEVELOPMENT
SI:] ATE GY
Helping EPA employees
meet the challenges of today and tomorrow
EPk
Human
Resources
Council:
PEOPLE ARE OUR BUSINESS
.
Office at Human Resources and Organizational Services
Office of Administration and Resources Management

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WELCOME FROM
The Office of Administration
and Resources Management
Ever since EPA was established in
1970, we’ve looked for the best ways
to attract and develop committed
and talented people to do EPA’s
important work.
Thanks for being part of the team!
S
U
Paths
to the
Future

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The Workforce
i Development Strategy
L. is OARM’s and the Human Resources Council’s
response to the Administrators memo on Minority
Action Plans. The Adminstrator’s memo identified
national initiatives on
• SES Accountability
• Diversity and Management Training
• Professional Development
• Intern Program
The Workforce Development Strategy addreises
several of these and encompasses a
comprehensive, inclusive approach that will yield
a stronger EPA workforce.

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The b r Strategy
includes
complimentary
programs. ..
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Workforce Assessment Project
...ldentifying the critical skills needed today to
a prepare the EPA workforce to meetthe future a
challenges of EPA ’s mission.
• U
: New Skills, New Options Program
• ...Equipping our support staff to assume their
• vital role in EPA.
• a
Mid-level Development Program :
...ldentifying and providing the skills and
• competencies our mid-level employees need a
to be successful in a more dynamic, inter-
• dependent work place.
• U
• a
a S a
• Leadership Development Program
• . . U
• ...Developing supervisors, managers and a
executives who will nurture a culture of learning
• and shared leadership for a high performing EPA. a
a a
EPA Intern Program
• ...Hiring and developing high-quality, diverse a
employees who will become part of the future
a leadershipoftheAgency. a
a a a a a a a . as a a a a a a a a a a a a as a a a a I
You’ll find descriptions of these programs inside.
Questions? Visit our website at
http :111 ntra net. epa g Ov/l n St ltute

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Individual expertise must
broaden in any future.
“l People 1 People Multi-Faceted’ People
Deep Skills
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t
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This figure illustratesthe transition
: in the kinds of expertise that employees of
the EPA will need in the years to come. The :
: key lesson for the workforce is that individuals :
• must have deep enough knowledge of a
U U
: variety of fields to know where to look both
: inside and outside the Agency to get the skill :
theyneed. And,theymustknowhowto
• marshal the resources to obtain it. These
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: people continually seek out new knowledge :
and apply it in teamwork and network :
: interactions with others inside and outside :
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Deep Skills
Breadth of Knowledge
Teamwork
Transition
Sharp Points of Skill
Interconnecting
Multi-dimensional
Future

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-Level
ment
What is the Mid-level Development Program?
It is EPA ’s approach to developing its frontline
workforce in the mid-level grades, to help us:
• match up people with jobs
• develop skills needed to be successful
today and into the coming century
• enhance performance
• strengthen creativity
• grow
• increase satisfaction
What are the competencies
you will develop?
—
1. communications & building coalitions••
2. leading people
3. business acumen S .,
4. leading change
5. achieving results
through training
experientially
by practicing
by being coached
by tackling challenges that require
a competency
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EPA Intern
program
How does the Intern Program work?
We hire and train high-potential employees
from diverse backgrounds. We rotate them
through HQ and regional EPA organizations
to develop a cross-agency, multimedia
perspective.
Highlights of the program:
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centrafly funded salaries, fte’s, and travel i
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I
New Skills!
New Options
Opportunity Growth Enhancement
New Skills I New Options is:
- about equipping our support staff to
assume their vital role in EPA
- not just for clerical I administrative
support staff in just those traditional
roles—it is for all administrative
single-interval occupations,
including Program Assistant,
Administrative Assistant,
Procurement Clerk, and
Budget Clerk
- about doing current jobs better and
doing future jobs well
- about being the best at whatever
youdo

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New Skills / New Options is
a program to:
- enhance the potential for growth
- improve current job performance
- prepare employees for the future
- add professionalism
- enhance leadership
Targeted Titles:
- Executive Secretary
- Program Assistant
- Office Technology Technician (information
management, troubleshooter for PCs, fax
ma chines, copiers, printers)
- Administrative Assistant
Core Competencies:
- communications skills
- technical skills
- time management
- computer skills
- interpersonal skills
- team skills
- leadership skills
- management skills
- business acumen

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:L. :e T :a•de rsti ip
Development
Goals
• to better prepare EPA’s
supervisors, managers, and
executives to provide the
leadership necessary to create
and sustain a high-performance
organization to effectively meet
current and future organizational
challenges
• to develop and carry out a
strategic process for the
development and seamless
succession of the Agency’s
transitioning or retiring
supervisors, managers, and
executives
Teclij icaI
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Management
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I 4
Special Challenges
Although effective leadership, in the
broadest sense of the word, is
expected of all EPA. employees, EPA’s
management corps requires unique
leadership competencies. As we
evolve during the next 20 years, EPA
will become more diverse and our
organizational and environmental
challenges more complex. It will be
vital that our Agency’s management
corps provide visionary and value-
based leadership; inspire their staff;
create partnerships; and build the
coalitions to help us achieve our
mission..
EPA’s supervisors, managers, and
executives must become continuous
learners; they will need to be
competent in a multitude of
knowledges, skills and abIlities. These
include leadership, management, team
skills, and task or technical skills.
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We’re exploring a variety of
to support leadership learn
s ways of learning your leadership
style and how you’re doing - -
feedback instruments and
processes (3600, 1 -on-i, etc.)
s developmental assignment
systems (rotations, details, and
special assignments)
s SES candidate developm
process
s coaching program 1
mentoring progr
s shadowing proi
s reading assign
s classroom trai
S on-the-job trainii
computer-based ti
S web-based program
new “HR Guide for Su
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developmental opportunities
ing:
workshops and retreats
conferences
‘ * dialogue groups
interagency programs such as the
Federal Executive Institute
academic programs
CSck oaw websflte at
htitp:// ffltret p akgov/ünsfthde
CaO 1 the EPA llnstthate at
2O2 °26© ° 678

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Workforce Assessment Project
The project’s purpose was to help the Agency:
— collect information on who we are
today
* understand our future
We typically plan our future work assuming that
EPA will look and be like it is today, and that our
people will be like they are today. In fact, we
know the Agency will be different in the future,
and our workforce will need to have very
different skills. Instead of being surprised by
and reacting to that future, this project allows
us to reflect about the future. The figure below
illustrates looking ahead:
Today Near-term Future 2020
When planning is beyond incremental timetrames,
actions can be adjusted anywhere. alongthe spectrum.
This project has provided a legacy that the
environmental managers of today leave to the
leaders of tomorrow.
The Workforce Assessment Project involves:
* understanding current workforce skills
* identifying near4erm skill gaps
* envisioning alternate EPA futures
* identifying new skills these alternate
futures may require

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WHAT WILL THE
—
WORKFORC

DEVELOPMENT ?
STRATEGY
DO FOR
V 0 U ?
Focus your attention on the future
now
Prepare you to play your part in
that future
Provide you With good leadership
Give you the opportunity to lead, or
grow in otherways
Give you a sense of What you should
do to progress
Help you align your development
with EPA’s strategic direction

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How CAN YOU
HELP
THE STRATEGY
SUCCEED ?
1. UNDERSTAND
Study this booklet Surf the website.
Ask questions.
2. TELL OTHERS
Tell others you know about the
strategy. Get them involved.
3. GET INVOLVED
Look for opportunities to participate
in one of our newly created
developmental programs. Help us
make this work.
4. MAKE THE STATEGY WORK FOR YOU
Use the programs to chart your
future. Develop and advance.

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