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Investing
in Our
People II
EPA's Strategy
for Human Capital
2004 and Beyond
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United States Office of Administration Document Number: 200R04001
Environmental Protection and Resources Management February 2004
Agency (3101 A)
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Contents
I
LLI
O
Available on the EPA Intranet at: http://intranet.epa.gov/oarm/2003shc/index.html
Preface iii
Introduction 1
Vision, Values and Strategic Goals 3
Strategies by Goal 5
Goall 5
Goal 2 9
Goal 3 12
Goal 4 15
GoalS 19
Appendix A - Human Capital Action Plan 21
Appendix B - Relationship of Various Planning Efforts 35
Appendix C - Human Capital Roles and Responsibilities 37
Appendix D - Summary View of EPA's Strategy for Human Capital 41
Appendix E - Human Resources Council Members 43
Appendix F - End Notes 45
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Memorandum from the Administrator
December 23, 2003
President Bush recognized the importance of people throughout federal
government by placing human capital at the top of his management agenda. In
one of my first acts as Administrator, I proudly endorse EPA's Strategy for
Human Capital, helping to define clearly our plans and priorities for investing in
our people.
Well before the President asked me to serve as Administrator, I began hearing
that the men and women of EPA - the Agency's "human capital" - were
exceptionally talented and dedicated public servants. I now know it is true, and
I am honored to be working alongside you.
In the face of increasingly complex and demanding challenges, it is more
important than ever for EPA to have people with the right skills, in the right
place, at the right time, to protect human health and the environment. This
document serves as our road map for the next several years in helping to
achieve our human capital vision. To help EPA realize this vision, please join me
in pursuing the following goals:
Make sure our systems and organizational structures work together to help
each one of us do our part in fulfilling EPA's mission;
>~ Continue to attract and keep great people;
>• Help everyone develop to his or her potential;
>- Nurture an environment that encourages innovation, creativity, smart risk-
taking, and the highest ethical standards; and
>~ Work in partnership with each other and with our stakeholders from outside
the Agency.
This is serious work that will demand leadership from all levels of the Agency. I
thank the members of the EPA Human Resources Council for their visionary work.
and now I expect all of us to do our part. In particular, I look to our senior
leadership team to work with each other and within their own organizations to
champion the Strategy's goals. I urge all EPA employees to support the Strategy
and to help ensure that we continue to get the job done for the people of America.
Michael 0. Leavitt
Administrator
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iv Investing in Our People
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Introduction
Human Capital Planning - Our History
In 2000, EPA published its first strategy for human capital1— one of the first
Federal agencies to do so. This plan set the vision, goals and strategies that have
guided EPA human capital activities over the past few years. Many of the
initiatives envisioned by that document are now a reality while others are under
development.
This first strategy had six goals, which are similar to the five being introduced in
this document. The original six goals were:
1. EPA attracts and retains a diverse and highly skilled workforce.
2. EPA's people perform to their highest potential.
3. Innovation, creativity, and risk-taking are demonstrated by all EPA people
at all levels of the organization.
4. EPA's people have a sense of community, where differences are recognized
as contributing to the whole, all employees' contributions are appreciated.
and all views are solicited and welcomed.
5. Teamwork and collaboration are routinely practiced with internal and
external partners.
6. EPA's human resources systems are integrated with planning, budgeting.
and accountability processes.
The soundness of the original strategy is affirmed by the fact that many of the
same themes have carried over into the current Strategy for Human Capital.
In the spring of 2003, members of EPA's Human Resources Council took on the
responsibility for updating the Strategy. There were several reasons for doing so:
(1) The President's Management Agenda2 placed an unprecedented emphasis
on the management of human capital; (2) The events of 9/11 brought an
increased emphasis on human capital as reflected in the human capital
provisions of the Homeland Security Act3; (3) Having lived with the original
plan for a few years, we have learned how we can improve it; and (4) EPA
significantly revised its Strategic Plan4. Each of these forces on their own
provide sufficient reason to revisit our human capital plan— altogether they
provide compelling motivation to make sure our plan reflects today's realities.
Linking Human Capital Planning
to EPA's Mission
EPA's human capital strategy must be aligned to support our mission and
strategic goals as set out in EPA's Strategic Plan. The EPA Strategic Plan
incorporates human capital considerations with specific references in each of
the five goals and with a "cross-goal strategy" devoted to human capital. One of
the key strategies in this document is to "effectively plan for our future
workforce." The main premise behind this strategy is that we must have a
systematic process for identifying the human capital requirements to meet our
strategic and organizational goals. To develop a better understanding of how this
Strategy relates to other Agency planning activities, see Appendix B.
People - Our Most Important Asset
An effective workforce is critical to EPA's success. For EPA to attain the highest
level of performance and accountability, we depend on three enablers: people.
processes, and technology. The most important of these is people, because an
agency's people define its character and its capacity to perform. "Human capital"
has been defined as the "knowledge, skills, abilities, attitudes, and interpersonal
competencies needed to ensure successful accomplishment of the organization's
mission and strategic goals." As we develop and invest in our people, the value of
people's contributions increase; so does the performance capacity of the
organization, its ability to achieve its mission and strategic goals, and therefore
its value to the public and other stakeholders.
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Purpose of this Strategy
This Strategy represents our "game plan" for ensuring the people of EPA are able
to carry out the Agency's mission and strategic goals to the very best of their
abilities. It outlines EPA's strategies for making sure all employees: are assigned
to important, value-added work; are recruited in such a way as to provide a rich
and diverse mix of skills and backgrounds; are developed to build on their
strengths matched to the critical work that needs to get accomplished; work in a
supportive environment that helps them perform at their highest levels and
encourages them to stay; and are encouraged to demonstrate behaviors and
working styles that promote mission accomplishment, high ethical standards.
and employee satisfaction.
Being "strategic" in nature, this document does not include detailed project-
specific work plans, milestones, or metrics for measuring success. It does.
however, include higher level desired outcomes and an action plan that sets out
major milestones and measures of success for fiscal year 2004 (see Appendix A).
Other documents serve as companion pieces and provide more detail on
specific human capital initiatives and how we will monitor our progress in
implementing them:
>• The "Human Capital Accountability Plan"5 sets out the methodologies and
responsible people for monitoring progress in implementing our human
capital initiatives.
>* Most human capital initiatives have detailed work plans that set out specific
time-frames, deliverables, resource requirements, measurement metrics.
etc. These plans are maintained by the individual offices responsible for the
initiatives.
Individual Offices and Regions may choose to develop "local" human capital
strategies that build on this document by adding goals, strategies, and initiatives
specific to their organization. To provide a link to other organization's human
capital planning efforts and to avoid duplication of effort, development of local
plans should involve the organization's Human Resources Council6
representative. This document can serve as a model for those local strategies.
Experience with this Strategy will determine its utility and whether it needs
refinement. The EPA Human Resources Council will conduct a general review of
this document in 2005 to determine its effectiveness and will take whatever
actions it deems necessary to insure its relevance in guiding EPA's human
capital agenda.
All Have a Role
Many of the strategies set out in this document are national in scope and as
such, require the active leadership and material support of all Headquarters and
Regional offices. The Office of Administration and Resources Management.
working in partnership with the EPA Human Resources Council, will coordinate
the implementation of this Strategy with Agency offices.
In a more general sense, every EPA employee has a role to play in our human
capital efforts —we are all in this together:
>• Presidential appointees champion EPA's Strategy for Human Capital,
communicate its importance and relationship to mission priorities, and
visibly support human capital initiatives in their own organizations:
>* Senior managers cascade communication about human capital matters
"down the line" and provide resources for implementation of human capital
initiatives within their own organizations:
>~ Line managers help employees understand the link between human capital
and mission priorities, use human capital plans and tools to guide local
planning efforts, and identify and raise human capital issues and needs; and
>* Non-managerial employees actively learn about and participate in human
capital initiatives and raise human capital issues and needs.
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II
To achieve
EPA's mission,
we establish the
following vision,
values, and goals:
Vision, Values
and Strategic Goals
Goals
Goal 1
— • Agency systems and organizational structures are
well designed and work together to position and
support EPA employees in accomplishing the
Agency's strategic goals.
Vision
EPA has people with the right skills, in the right place, at the right time to
protect human health and the environment.
Values
EPA respects and values integrity, the trust and confidence of the public.
diversity of cultures and thinking, competence, innovation, continuous learning.
and sound science. We treat our people fairly and with respect, and encourage a
spirit of teamwork and the consistent practice of these values.
Goal 2
— • EPA attracts and retains a diverse and talented
workforce.
Goal 3
— • EPA's employees are highly capable and perform to
their highest potential to support the Agency
mission.
Goal 4
— • EPA employees at all levels are results-focused, act
with integrity, and help to improve environmental
programs through innovation, creativity and
reasonable risk-taking.
Goal 5
— • Teamwork and collaboration are routinely practiced
with internal and external partners.
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4 Investing in Our People
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Strategies by Goal
Goal 1
Agency systems
and organizational
structures are
well designed and
work together to
position and support
EPA employees in
accomplishing
the Agency's
strategic goals.
To be successful in accomplishing its mission.
EPA must ensure that it has adequate numbers
of staff and managers, with critical skills and
abilities, to carry out the mission. Distribution of
staff across Headquarters, Regions, and labs
must support the Strategic Plan. This will be
accomplished through aligning Agencywide
planning, budgeting and management systems
both at the strategic and tactical levels. Agency
human resources professionals need to be
skilled in their critical role as creators and
drivers of our human capital initiatives. In
addition, EPA will employ a workforce planning
system and methodologies that provide the
statistical and analytical framework for making
smart human capital decisions for today and
tomorrow.
Desired Outcomes
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 their role in implementing
human capital plans/actions and see
management of human capital as a key strategy
for achieving EPA's mission.
Strategy 1.1:
• Integrate Human Capital with Strategic Planning,
Budgeting and Accountability Systems
Description
EPA expresses its priorities and plans for achieving them in a number of key
documents and systems. The EPA Strategic Plan establishes goals and objectives
and defines the work we will carry out over a five-year period and provides the
foundation for all other planning efforts. Near-term and long-term budget plans
allocate the resources to support the strategic direction of the Agency. Strategic
management plans take a broad look at all management and administrative
systems and processes to ensure they support our mission work. Annual business
plans establish the action items and allocate the resources that guide and
support day-to-day decisions and activities. Finally, various accountability
systems and programs track our progress in reaching both Agencywide and
programmatic objectives. Each of these mechanisms must recognize the critical
role people play in realizing EPA's goals. This strategy is designed to integrate
human capital planning into all appropriate planning systems.
Implementation Approach
As a first step, human capital is prominently addressed in the new EPA Strategic
Plan as a cross-cutting strategy and in each of the five programmatic goals. In
addition, Regional offices have been asked to address human capital in their
strategic plans. A comprehensive communications strategy will ensure that
employees at all levels of the organization will be aware of human capital
initiatives and will in particular, publicize this document. Steps will be taken to
better integrate human capital management into the Agency's budget process.
Regional and Headquarters offices are not required to develop their own human
capital plans. However, the Human Capital Accountability Plan will provide a
mechanism for monitoring Regional and Headquarters implementation of the
Agencywide initiatives presented in the Action Plan (Appendix A) for this
Strategy. Guidance will be provided for those choosing to develop a human capital
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plan for their organization. Over time, progress in implementing this strategy will
be closely monitored and steps will be taken as needed to address problem areas.
(Leads: Office of Administration and Resources Management Immediate Office.
Office of Chief Financial Officer, Regions, Office of Human Resources and
Organizational Services & EPA Human Resources Council)
Strategy 1.2:
• Effectively Plan for Our Future Workforce
Description
EPA's success rests on our ability to translate our mission priorities into sound
human capital plans and programs. This will occur through the implementation
of a Strategic Workforce Planning System (SWPS)?. This system will allow us to:
>* Inventory the skills and competencies that reside in the workforce;
>~ Identify the numbers of people and the skills that will be needed to
effectively implement our strategic and tactical plans;
>• Identify skills/competencies gaps and surpluses; and
>* Develop recruiting strategies, employee development programs and other
approaches to address those gaps and surpluses.
Over time, the SWPS will play a key role in enabling EPA to link program
outcomes to human capital and budget decisions.
Several years ago, EPA conducted a Workforce Assessment8
to identify the critical, cross-cutting skills all employees
need today and out to the year 2020. This Assessment
laid the foundation for many of the developmental
programs implemented over the past few years.
Implementation Approach
The Strategic Workforce Planning System will be refined as a result of the beta
testing process and Agencywide implementation will commence. On an office-by-
office basis, the full planning cycle will be employed with various human capital
action plans (e.g., hiring plans, employee development strategies, etc.) being
implemented. Over time, the Agency will be able to do Agencywide workforce
planning linked to Agency strategic goals and environmental outcomes. In
addition to impacting how EPA employees are hired, trained and deployed, this
will help Agency decision-makers determine when it might be more appropriate
to look to contractors or grantees to meet new and evolving program
requirements. Using a phased implementation approach, all Headquarters and
Regional offices will adopt the SWPS as their workforce planning tool. EPA will
also review other competency measurement approaches (e.g., OPM's
Competency Management Center9) to insure the SWPS includes appropriate
linkages. In combination with the SWPS, EPA will also make judicious use of
early-out and buy-out authorities to help reshape the workforce to meet current
and future needs.
(Leads: Office of Human Resources and Organizational Services, Pilot Offices &
Competitive Sourcing Office)
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Strategy 1.3:
• Ensure Accountability for Human Capital at All
Levels of the Agency
Description
To ensure that our human capital plans are effectively implemented, EPA will
develop and implement a Human Capital Accountability Plan. This Plan will
guide EPA in how it assesses, plans for, and proactively responds to current and
future human capital challenges and needs. Key goals will be supported by
action strategies, time-lines and performance measures to help EPA employees
at all levels understand their role in implementing, monitoring and reporting
results from the Agency's human capital activities. EPA will also critically review
existing human capital programs to make sure they are performing as intended.
Implementation Approach
As noted above, EPA will develop and implement an Accountability Plan in
conjunction with this document. To ensure that human capital programs are
operating as intended, individual programs will be reviewed using a version of a
recently tested program assessment methodology. The results of these reviews
will be used to determine the future of these programs—i.e., abolish, continue.
modify, expand, etc.
(Lead: Office of Human Resources and Organizational Services)
Strategy 1.4:
• Integrate Human Capital Initiative with Other
PMA Initiatives
Description
In 2002, the President issued his Management Agenda (PMA) which highlights
five areas for improvement:
>• Strategic Management of Human Capital
>* Competitive Sourcing
>* Improved Financial Performance
>~ Expanded Electronic Government
>• Budget and Performance Integration
The PMA is designed to facilitate a holistic, integrated approach to improving
the management and performance of the Federal government. This strategy will
help EPA implement its human capital initiatives so that they complement and
support initiatives in the other four PMA areas.
Implementation Approach
Senior level representatives from the EPA offices responsible for managing the
PMA initiatives meet regularly to coordinate activities and to look for
opportunities to integrate initiatives. We will also seek guidance from OMB and
0PM representatives to learn of other approaches for implementing the PMA in
a holistic fashion. Expand on the use of e-Gov initiatives like OPM's Gov Online
Learning Center. Conduct an analysis to identify additional opportunities to
pursue initiatives that satisfy human capital and other PMA objectives.
(Leads: Office of the Chief Financial Officer, Office of Administration and
Resources Management, Office of Environmental Information, Office of Human
Resources and Organizational Services, Human Resources Officers &
Competitive Sourcing Office)
EPA is actively participating in a number of PMA cross-agency
initiatives. For example, we are transferring most of our
e-learning activity to the Gov On Line Learning Center10
managed by the Office of Personnel Management.
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Strategy 1.5:
• Insure that Agency Organizational Structures
Support Mission Accomplishment and Staff are
Effectively Distributed Across Regions and
Headquarters
Description
EPA's organizational structures need to bring our people together in such a way
that collectively, we are positioned to effectively and efficiently carry out our
mission. Flexible organizational approaches to addressing dynamic issues should
be developed and deployed. Where appropriate, e-government and competitive
sourcing solutions should be considered to ensure we perform at an optimal level.
Implementation Approach
EPA will conduct a comprehensive review of past organizational studies, review
the current structure, and explore a variety of options for ensuring that EPA's
structure is supportive of its mission. While significant restructuring is a
possible option, it is more likely that EPA organizations will continue to evolve
through more limited and targeted organizational changes. In addition, a
flexible approach for addressing organizational issues will be developed and
options and tools for using it will be provided to leaders across the Agency.
Significant restructuring may be required if the Congress were to pass and the
President sign legislation elevating EPA to cabinet-level.
(Leads: Office of Human Resources and Organizational Services & Senior
Leaders)
Strategy 1.6:
• EPA Human Resources Professionals Work in
Collaboration and Partnership with Managers to
Plan and Manage Human Capital Concerns
Description
The work of the human resources professional is evolving to one that moves
beyond the traditional role of functional specialist. To manage the ever-
increasing transition to automated systems, HR staff must possess excellent
analytical skills and in-depth technical knowledge. HR professionals must
develop excellent customer service and consulting skills to assume the role of
"change agents" to assist program officials to understand and address the human
capital implications of their programmatic work. This role is critical because
making good "people decisions" up front greatly enhances the probability of
program success.
Implementation Approach
EPA will conduct an assessment of the HQ human resources specialist
competencies and based on that assessment, implement a professional
certification program for its HR staff. Learnings from these efforts will be shared
with field HR offices so that they can apply them as appropriate. The HR
community will strive to develop tangible and quantifiable customer satisfaction
measures that will identify strengths and opportunities for improvement.
(Lead: Office of Human Resources and Organizational Services and Human
Resources Officers)
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Goal 2
EPA attracts
and retains
a diverse
and talented
workforce.
Throughout EPAs history, the Agency has been
able to attract and keep a highly skilled and
relatively diverse workforce. One of the key
reasons for this admirable record is that EPAs
mission inspires enthusiasm and loyalty. We
cannot assume that this will continue into the
future and need to implement approaches that
will insure EPA continues to employ the most
talented people who are representative of one of
America's greatest strengths, its diversity. Like
other organizations, EPAs workforce is aging and
we face the possibility of significant losses due to
retirement in the years to come. The statistics are
telling, by 2008:
>• About 30% of all EPA employees will be fully eligible to retire (20% more
eligible with early-out)
>* Nearly 40% of all 14s and 15s fully eligible (26% more with early-out)
>• Almost 60% of the SES fully eligible (23% more with early-out)
Clearly EPA needs to prepare now for these potential losses of talent and
knowledge.
Desired Outcomes
EPA attracts talented, motivated, and diverse job applicants. Employees have a
high degree of job satisfaction, as shown by results of employee surveys; EPA
recognizes and demonstrates that a diverse workforce is critical to achieve
results; differences are recognized as being beneficial to the organization in the
inclusiveness of its decision-making processes and in the creativity of its
solutions to environmental problems.
Strategy 2.1:
• Develop and Implement
a Holistic Recruitment
Strategy
Description
Build on past successes and lessons
learned to create a national recruitment
strategy that minimizes duplication of
effort and meets a broad range of hiring
needs. Use the Strategic Workforce
Planning System to shape national and
local recruitment plans. To maintain a
competitive advantage in the marketplace
for new employees, expand the use of
interns (EPA interns, school/profession-
based interns, fellowships, etc.), make full
use of available hiring authorities and use
modern communication mediums (e.g..
Internet) to reach prospective employees. Continue and expand targeted
recruitment efforts to reach under- represented groups. Use EPAs mission.
culture and quality of work-life programs to establish an EPA identity
(sometimes referred to as "brand") that will set EPA apart as an employer of
choice. Where appropriate, consider contractors or grantees to supplement the
need for employees.
Implementation Approach
Build on successful recruitment approaches like the EPA Intern Programii and
apply lessons learned from it to other recruitment efforts. Fully use the various
hiring authorities and pay flexibilities available and integrate them into hiring
plans. Develop a comprehensive recruitment strategy that capitalizes on EPAs
EPA makes significant use of
student and intern programs
to develop employment
pathways for future
permanent employees. Some
of those programs include
college co-op programs, the
Summer Temporary
Employment Program, the
National Network of
Environmental Management
Studies program, and the
Environmental Careers
Organization program.
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The EPA Intern Program has been extremely successful in
attracting and retaining talented, committed and diverse
employees to the Agency. Over the six years of the program,
nearly 200 new employees have come to EPA through this
program. Likewise, some regions are using creative marketing
techniques, targeted outreach efforts, and the Federal Career
Intern Program12 hiring authority to reach new employees.
attractive mission and blends centralized and local recruitment at an optimal
level. Use targeted outreach to recruit at colleges and professional associations
that traditionally have relatively large numbers of people from under-
represented groups. Link recruitment strategies to outcomes from the Workforce
Planning System (see Strategy 1.2) and to Agency diversity objectives.
(Leads: Office of Human Resources and Organizational Services & Human
Resources Officers)
Strategy 2.2:
• Ensure a Diverse Workforce that Reflects a Wide
Spectrum of Viewpoints
Diversity is the variety of human characteristics, behaviors,
and backgrounds that make each of us unique and provides
the basis for our contributions to accomplishing EPA's mission.
EPA will continue to demonstrate a strong commitment to
creating and maintaining a diverse workforce.
Description
It is clear that a diverse workforce—in the broadest sense of the term—
makes EPA a more effective and healthy organization. A diverse EPA is better
able to relate to the American People and develops more creative and
workable solutions to the issues we face. Much has been accomplished to
enhance the diversity of the Agency but more needs to be done. This strategy
focuses primarily on collecting reliable diversity data, education,
accountability and incentives.
Implementation Approach
Continue to monitor diversity statistics, Diversity Action Reports13 and other
related plans and documents to ensure that objectives are met. Re-institute
senior leader site visits to Headquarters and Regional offices to discuss diversity
issues with local managers and employees. Explore options for encouraging
senior management action on diversity concerns. Continue educating workforce
about EEO and diversity issues.
(Leads: Office of the Administrator, Office of Civil Rights, Office of Human
Resources and Organizational Services, EPA Human Resources Council and HQ
& Regional Offices)
One region uses a creative approach to promote the
success of employees who have specific language challenges.
They implemented an English coaching program to help
employees refine and master the English language.
They have a similar Spanish coaching program for
employees who work with the Latino community.
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Strategy 2.3:
• Retain our Diverse and Talented Workforce
Description
To be competitive in the employee marketplace and to keep high performing
employees at all levels in the Agency we need to offer quality of work-life
programs that meet employee needs. While EPA has been a leader in this
arena, other employers are continually providing more and more incentives in
this area and we dare not be complacent and lose our competitive advantage. We
will continue to maximize our flexibility in using workplace programs that
contribute to EPA's attractiveness as an employer and help employees achieve a
balance between work and non-work life. In addition, EPA must provide the full
suite of technological tools that enable our employees to be more productive in
performing their duties. Another key factor impacting employee satisfaction and
loyalty is the extent to which managers display good leadership skills and make
employees feel valued.
Implementation Approach
Assess current quality of work-life programs to determine level of participation
and satisfaction and educate employees about them. Benchmark internal and
external organizations to identify other programs that might be implemented or
expanded within EPA. Consider making changes to or expanding the following to
enhance retention of employees: new employee orientation, mentoring, and
rotational/mobility opportunities. Develop an "exit interview" process to identify
the causes of turnover. Coordinate with OEI on providing needed technological
tools to employees. Continue to emphasize leadership and interpersonal skills
development in EPA management development programs.
(Leads: Office of Environmental Information, Office of Human Resources and
Organizational Services & Human Resources Officers)
Some of the programs EPA has offered to promote a worker-
friendly environment include: flexible work schedules,
compressed work-weeks, alternate work locations
("Flexi-Place"), fitness centers, child care centers,
college tuition reimbursement, and transit subsidies.
Investing in Our People II 11
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Goal 3
EPA's employees
are highly capable
and perform to their
highest potential to
support the Agency
mission.
Continual learning is fundamental to effective
organizations and satisfied employees. This is
as true for senior level managers as it is for
entry-level employees. Every day brings new.
unanticipated challenges that require a nimble
workforce capable of quickly learning and
adapting to a dynamic work environment.
Learning happens in many forms—from
traditional class-room training to hands-on
experience with stretch assignment. If EPA is to
be successful with its mission, investing in
learning is an essential and wise use of
resources. In addition to providing appropriate
learning opportunities, EPA must establish
performance feedback systems that provide
accurate and timely feedback. Managers should
recognize good performance and notable
contributions using the full array of award and
recognition tools available.
Desired Outcomes
Employees are valued and treated with the
respect they deserve; good work is recognized
and appreciated; all employees take
responsibility for their own growth and
development; effective development and
feedback improves the performance of
individuals and the organization.
Strategy 3.1:
• Invest in Our Employees to Achieve Excellence
and Build Leaders at All Levels of the Agency
Description
All EPA employees deserve the opportunity to develop the skills and
competencies necessary to be successful in their jobs. Not only must they have
the technical abilities to do their specific jobs, but they must also possess the
full range of cross-functional (e.g., communication, inter-personal, contracts
management, analytic, team, leadership, change management, program
planning, etc.) skills so vital to succeeding in today's workplace. Learning
occurs in many ways and EPA should take full advantage of the variety of
techniques available—computer based, classroom, on-the-job, rotational
experiences, shadowing assignments, coaching, mentoring, to name a few. Not
all employees aspire to moving into a management position so our
developmental approaches should support their development as well.
Implementation Approach
Continue implementing the developmental programs geared to administrative
and mid-level employees. Pursue a mix of learning methodologies including
computer-based and non-classroom based options. Periodically review programs
to make sure they are meeting objectives and conduct needs assessments to
identify additional developmental needs. Use information from the Strategic
Workforce Planning System to create learning strategies.
(Leads: Office of Human Resources and Organizational Services and Human
Resources Officers)
Several HQ and Regional offices implemented rotation
programs to help employees develop and to spread knowledge
across the organization. Some programs move managers
around and others announce special projects and workgroup
opportunities as rotation opportunities and allow qualified
employees to "compete" for them.
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EPA implemented the New Skills/New Options Program14 to
provide developmental opportunities to administrative professionals.
The Program includes structured development planning, class-room
training, rotations, on-line training, mentoring, and coaching.
The Mid-Level Development Program15 is geared to GS-7 through
non- supervisory GS-14 employees and includes five courses
designed to help mid-level employees develop the cross cutting
skills, including leadership skills, needed in virtually any position.
Strategy 3.2:
• Ensure the Continuity of Leadership, Critical
Expertise, and Agency Values Through Succession
Planning and Management/Executive Development
Description
Over the past several years, EPA has implemented a number of leadership
development programs. These programs have enhanced the management and
leadership capabilities of our more senior employees and have prepared people
to fill in behind managers who retire or leave for other reasons. While these
programs have been very successful, they lack a coherent framework that
integrates them with each other and with the strategic direction of the Agency.
In addition, the Strategic Workforce Planning System will help the Agency
identify those critical skills and competencies that could be lost as technical
staff leave the Agency. EPA needs to develop an approach for maintaining the
critical expertise these people have. This strategy will continue to build on our
successful leadership programs and will lead to the development of a Succession
Management Plan that addresses the Agency's leadership, management.
technical, and specialized expertise needs.
Implementation Approach
Graduate candidates from the SES Candidate Development Program^ and
pursue placement into SES positions. Continue to provide and expand
management development training and encourage management feedback
programs (e.g., 360 degree feedback). Continue offering the Mid-level Training
curriculum which focuses on building SES core competencies in mid-level
employees (see Strategy 3.1). Develop a comprehensive Succession
Management Plan to guide future management development programs and
approaches. Identify critical technical skills and competencies and develop a
plan for maintaining them within the workforce. Use the output from the SES
CDP action teams (e.g., action team on succession management) in
implementing the various components of this strategy.
(Leads: Office of Human Resources and Organizational Services, Executive
Resources Board & Human Resources Officers)
The 2002 EPA SES Candidate Development Program is the first
such program conducted in the Agency in over a decade. 51
Candidates were selected into the program (including two from
other agencies) and they will graduate in the spring of 2004.
Strategy 3.3:
• Institutional Knowledge is Retained, Retrievable,
and Shared Across the Organization
Description
EPA is an organization that relies on the knowledge of individuals to get the
work done. Much of this valuable knowledge is captured in Agency information
systems and records; some of it resides in individual employees. We need to find
ways to share knowledge within EPA and across organizational boundaries. In
Two EPA offices have implemented computer-based
knowledge sharing systems—OGC's "e-library" and ORD's
"ExtraORDinary Practices."17
Investing in Our People II 13
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addition, EPA must develop mechanisms to "capture" the knowledge that walks
out the door when an employee retires or leaves the Agency for another job. This
is particularly important in light of the pending retirements EPA faces through
normal retirements and "early-outs." (See Goal 2 for related statistics.)
Implementation Approach
Quickly develop and implement an "exit interview" process to capture
information that might be lost through retirements and "early-outs." Review
information sharing processes in EPA and identify best practices (e.g..
mentoring programs, automated information systems like those of OGC and
ORD, etc.) that can be expanded. Develop and implement a plan for
institutionalizing knowledge transfer mechanisms.
(Leads: Office of Environmental Information, Office of Human Resources and
Organizational Services & Human Resources Officers)
Knowledge can also be shared through rotation programs for
experienced personnel and through mentoring relationships. Two
examples include the SES Mobility Program18 which has resulted
in over 25% of EPA's SES assuming new leadership positions and
a Postdoctoral Program^ which provides a senior-level mentor for
scientists and engineers hired into the research program.
Strategy 3.4:
• Establish an Effective Performance Management
Culture that Fosters Feedback and Recognizes
the Good Work of Our People
Description
To manage for results, EPA must set managerial and individual performance
expectations, hold people accountable and reward high performance that is
linked to organizational goals and mission. In addition to having clear links to
mission accomplishment, managers' performance standards should emphasize
their human capital responsibilities. Feedback must be more than pro forma—
employees should get a true sense of how well they are doing and have
actionable steps to improve performance. EPA's performance management
system should be systematically reviewed to make sure it is yielding the desired
results and remedial actions taken as needed.
Implementation Approach
Conduct a review of EPA's current performance management system and
implement improvements as indicated. Educate workforce on requirements of
system and monitor effectiveness of educational effort and compliance with
system requirements. Establish a review process to ensure that management
performance standards link to Agency mission and to their human capital
responsibilities. Review the link between performance, awards, conduct and
discipline procedures, and supporting processes (e.g., awards boards) to identify
areas needing improvement. Look for opportunities to reinforce accountability
of employees seeking to improve performance by participating in developmental
programs (training, rotations, etc.). Over time, evaluate effectiveness of system
and consider other options (e.g., moving from a "pass/fail" system) as warranted.
(Leads: Assistant Administrators, Regional Administrators, EPA Human
Resources Council, Office of Human Resources and Organizational Services.
Program Management Officers & Human Resources Officers)
14 Investing in Our People
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Goal 4
EPA employees at
all levels are
results-focused,
act with integrity,
and help to improve
environmental
programs through
innovation,
creativity and
reasonable
risk-taking.
Executing our day-to-day operations in a
manner which solves environmental problems
and produces environmental results poses a
significant management challenge for EPA.
For the Agency to fulfill its mission, all
employees must exercise their creativity and
take reasonable risks to develop and
implement innovative approaches to
environmental protection that deliver
environmental results. These individual efforts
must be supported by organizational systems
that foster results-focused creativity and
innovation. Ultimately, innovation must become
an attitude, an outlook, and an integral part of
EPA's daily work, management systems, and
culture. It must become our new way of seeing
and doing, expressed through concrete actions
and environmental results. In addition, all EPA
employees must display the highest ethical
standards and integrity.
Desired Outcomes
Employees at all levels understand EPA's mission and are motivated to
develop innovative and creative ideas, concepts, and approaches that
contribute to improved environmental programs and sound Agency business
practices. All employees understand their ethical responsibilities and act with
integrity. Broad management support for the "culture of innovation" is
evident, and interested employees at all levels are equipped with appropriate
skills, competencies and tools.
Strategy
• Create Organizational Systems that Foster and
Fully Utilize Employee Creativity and Innovation
Description
Support individual and organizational creativity and
innovation by identifying and establishing
mechanisms to facilitate development and
implementation of new ideas and to manage change.
Implementation Approach
EPA will establish a suite of organizational systems
to facilitate development and implementation of
new approaches to environmental protection. These
include:
Innovation Action Council^ - EPA senior
management will meet regularly to steer A
^ency
One Region
established
"thinking outside of
the box" and
"innovation"
awards to
recognize creative
and innovative
thinking and
to encourage risk-
taking.
innovation efforts, catalyze broader application of innovative approaches to
environmental protection, and to initiate organizational reforms necessary
to foster greater creativity and innovation within the Agency.
Innovation Mission Contract - EPA will establish an Agency-wide mission
contract accessible to headquarters and regional staff to provide a range of
services that are often needed to support the innovation process. These
services include conducting surveys, facilitating policy discussions, and
measuring and communicating innovation results.
Human Capital Innovation Fund - Institutionalize the Human Capital
Innovation Fund21 pilot program to encourage the development of creative
human capital programs that promote sound human capital practices.
Innovation Competencies - As part of the Strategic Workforce Planning
System, EPA will manage creativity and innovation competencies to foster
development and recruitment of creative and innovative employees at all
organizational levels.
Investing in Our People II 15
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RECYCLING CENTER^
>~ Innovation Competitions - EPA will establish competitions to identify and
support new approaches to environmental problem-solving that may prove
more environmentally effective than the Agency's traditional way of doing
business.
>• Strategic Levers - EPA will identify and reform key management processes
(e.g., performance management, awards, etc.) to foster creativity and
innovation.
>~ Training - EPA will continue to offer "High Performing Organization"22
training to help organizations constructively manage change and to offer
"Getting Work Done Through Change"23 training to help mid-level
employees be effective change agents.
(Leads: Office of Policy, Economics and Innovation, Office of Acquisitions
Management, Office of Human Resources and Organizational Services, Human
Resources Officers & Innovation Action Council)
Strategy
• Equip Employees at All Levels with the
Knowledge, Skills, Abilities, Competencies, and
Tools Necessary for the Development and
Implementation of Innovative Approaches to
Environmental Problem-solving
Description
Provide individuals with the capacity and the incentives to be creative and
innovative in their daily work.
Implementation Approach
EPA will use a suite of approaches to equip its employees with the capacity and
incentives to be creative and innovative in their daily work. These include:
>* Forums on Environmental Policy Innovations - EPA will establish Agency
forums that will expose employees to innovative approaches to
environmental protection.
>* Innovation Questions - To encourage creative thinking when programs and
rules are developed, EPA will develop a set of framing questions that will
foster discussion of the full range of approaches to environmental
protection. EPA will direct its managers to ask these questions as they are
being briefed on issues as part of the decision-making process.
>• Recognition and Rewards - EPA will recognize and reward its employees for
developing and implementing innovative approaches to environmental
protection that deliver superior environmental results.
>~ Rotational Assignments - EPA will foster rotation of employees across
Agency "stove pipes" to provide individuals with a greater appreciation for
the full range of tools and approaches to environmental protection. (See
Strategy 3.1)
>- Training - EPA will enhance training modules regarding innovation, so that
Agency employees are familiar with the full range of available tools and
approaches for environmental protection.
(Leads: Office of Policy, Economics and Innovation, Office of Human Resources
and Organizational Services, Innovation Action Council & Human Resources
Officers)
One Region implemented an Innovations Exchange Network24
which is a cross-divisional group of people who operate
with no direct management involvement. They seek
and share innovations that cut across program lines
and support the Agencywide innovation strategy.
16
Investing in Our People
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Strategy
• Benchmark and Collaborate with Other
Organizations to Learn from Their Experiences
and to Pursue Common Goals
Description
Some of the challenges confronting EPA are very similar to those faced by other
government and private-sector organizations. Some of them have found
successful ways to address those challenges—others have learned some difficult
lessons. In either case, we can learn a great deal from them as we develop
solutions for EPA. In addition, we can benefit by forging partnerships with other
Federal organizations and working together to understand and address common
concerns.
Implementation Approach
EPA will pursue this strategy by:
>~ Identifying Agency initiatives that could benefit from benchmarking and/or
partnering relationships and followup as appropriate.
>* Reviewing other organizations' experiences and assessing its own efforts to
foster creativity and innovation, in order to learn from these experiences
and integrate these findings into Agency practices.
>• Analyzing and evaluating innovative projects, programs, and policies to
determine their potential for broader Agency use. Agency and third-party
studies may include assessment of local, state, and national programs, as
well as projects, programs, and policies employed by foreign countries.
>• Using contacts established through interagency groups (e.g., President's
Management Council25, Chief Human Capital Officer Council26, etc.) and
with other agencies to identify potential partnering opportunities and
possible benchmarks.
(Leads: Office of Policy, Economics and Innovation & Innovation Action
Council)
Strateg
• Promote a Broad Understanding of EPA's Mission
with a Focus on Results, and Ensure that
Employees Understand their Ethical
Responsibilities and Act with Integrity
Description
If EPA is to be successful in its mission, all employees must understand and
support that mission and be focused on the results they are expected to provide
to help achieve it. The Agency must also earn the trust and confidence of the
American public. To accomplish this, the Agency must promote ethical behavior
in the workforce and generate high levels of motivation and communication
through modeling of the Agency core values (see page 3), reinforcement of
priorities, effective accountability and disclosure systems, and clear
expectations and communications. Employees and managers must understand
their ethical responsibilities and demonstrate integrity in all of their actions.
Implementation Approach
EPA will be diligent in its efforts to train and mentor managers and employees
on applicable standards and expectations, and to ensure that systems are in
place to monitor and report on adherence to requirements. Agency leaders must
model desired behaviors and practice the core values (see page 3) in daily
operations, and create a work environment that inspires integrity and trust. The
Agency must also communicate and reinforce the Mission, Goals, and Objectives
in its new Strategic Plan and foster accountability for achieving them. Some
specific activities include:
>• General Orientation and Training Program - EPA's Office of General Counsel
offers annual ethics training27 for selected employees. This should be
continued and expanded as appropriate to reach more employees.
>* Communication Strategy for New EPA Strategic Plan - The Office of Chief
Financial Officer will develop and implement a communications strategy to
bring about familiarity with the Agency's 2003 Strategic Plan.
Investing in Our People II 17
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>~ Training Module on Scientific Integrity - EPA scientists and engineers will
be trained using EPA Principles of Scientific Integrity28.
>* Reinforce Link in the Performance Standards to Mission and Results -
OHROS will implement additional guidance and monitoring processes to
insure that employee performance standards at all levels link to the mission
and organizational goals. (See Strategy 3.4)
(Leads: Office of General Counsel, Office of the Chief Financial Officer, Office of
Research and Development & Office of Human Resources and Organizational
Services)
18 Investing in Our People
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Goal 5
Teamwork and
collaboration are
routinely practiced
with internal and
external partners.
EPA's Strategic Plan includes a cross-goal
strategy highlighting the importance of our
partnerships with states and tribes. We can
not accomplish our mission without their
cooperation. Likewise, EPA employees need to
work cooperatively with each other across the
organizational "stove pipes" if we are to deliver
the quality of services the American people
deserve. Increasingly the Agency is learning
to forge productive labor/management
partnerships that yield better agreements and
relationships and fewer disputes. EPA is also
learning to develop and nurture work teams that
produce excellent products and services.
Desired Outcomes
Management and Labor work together to seek out and analyze workplace
problems and develop innovative solutions to improve the organization and
ability to achieve the mission. Employees are involved in decision-making and
communication flows up, down and across the organization. Teamwork and
collaboration with internal and external stakeholders improve organizational
performance, focus resources on the most significant environmental problems.
and reduce duplication of effort.
Strategy 5.1:
• Build Effective Labor/Management Relationships
that Facilitate the Mission Work of the Agency
Description
EPA is striving to build consensus and constructive
labor/management relations through improved
communication and information sharing. In
addition, there is a continued emphasis on pre-
decisional involvement of the unions in areas
impacting employees covered by bargaining units.
All managers must have a basic understanding of
the rules and contracts that govern how managers
and their employees work together.
Implementation Approach
Continue to encourage active participation of union
leaders in groups such as the EPA Human Resources
Council and the National Partnership Council29.
Implement the Labor/Management Strategic Plan30.
Expand management training courses to cover
labor/management issues and labor contract
requirements.
Labor-Management
Partnership Councils
have been
established in many
parts of EPA to
collaborate on a
number of local
issues such as
award policies,
rotation programs,
reasonable
accommodation
concerns, alternative
work schedule
policies, etc.
(Leads: Office of Human Resources and Organizational Services, Union Leaders
& Human Resources Officers)
Investing in Our People II 19
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Strategy 5.2:
• Build Partnering and Team Skills of EPA
Employees to Enhance Working Relationships
with All Stakeholders
Description
If EPA is to have effective teams and partnering relationships, employees must
have the skills to work in teams and some level of empathy towards our
partners' concerns. While some people have natural abilities to work in teams.
others do not. Employees can acquire and enhance team skills through training
and experience working in teams. Likewise, employees can acquire a greater
appreciation for and ability to work with our partners.
One Region implemented a place-based program to allow
employees to live and work within the communities served.
This supports community-based environmental
protection, provides continuous field presence, and
enhances relationships with Federal and state partners.
Implementation Approach
Continue providing team skills as part of EPA's Mid-Level Development
curriculum (see Strategy 3.1). Assess developmental needs of Agency team
leaders and develop and implement an action plan for meeting those needs. In a
similar fashion, assess developmental needs associated with building strong
partnering skills and develop and implement an action plan for meeting them.
Some potential approaches for building partnering skills include rotational
experiences with partner organizations; this could mean a greater use of the
intergovernmental rotation authorities provided under the Intergovernmental
Personnel Act3i.
(Leads: Office of Human Resources and Organizational Services, Office of
Congressional and Intergovernmental Relations & Human Resource Officers)
20
Investing in Our People
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Appendix A
Human Capital
Fiscal Year 2OO4
Introduction
This Appendix provides the major action items associated with the 19 strategies presented in "EPA's Strategy for Human Capital." It is not intended to serve as a work plan
or a detailed action tracking document. Most of the initiatives presented in this document have very specific work plans maintained by the lead organizations. This is a
"living document" and will evolve as lead offices have an opportunity to more fully analyze the implementation of the initiatives listed. This Action Plan lists all supporting
initiatives to be completed in fiscal year 2004, however, the "desired outcomes" for the goals and strategies often will not be realized until later years. The actual "metrics"
for determining progress in achieving the measures of success will be developed and applied at the work plan level and appear in the Human Capital Accountability Plan.
Future versions of this plan will be posted on the EPA Human Resources Council intranet web site and address actions to be taken in later years.
EPA's Mission
To protect human health and the environment.
EPA's Human Capital Vision
EPA has people with the right skills, in the right place, at the right time to protect human health and the environment.
EPA's Human Capital Values
EPA respects and values integrity, the trust and confidence of the public, diversity of cultures and thinking, competence.
innovation, continuous learning, and sound science. We treat our people fairly and with respect, and encourage a spirit of
teamwork and the consistent practice of these values.
Investing in Our People II 21
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
All Five Goals: The following series of action
items poses a very heavy work load on some of
the lead offices. This action item reflects the
need for those lead offices to carefully consider
their work priorities for FY 2004.
Goal 1: Agency systems and organizational
structures are well designed and work together
to position and support EPA employees in
accomplishing the Agency's strategic goals.
Desired 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 their role in
implementing human capital plans/actions and
see management of human capital as a key
strategy for achieving EPA's mission.
Strategy 1.1: Integrate Human Capital (HC)
with Strategic Planning, Budgeting and
Accountability Systems
Desired Outcome
Agency managers factor HC considerations
(skill/competency needs, employee
development funds, etc.) into developing
budget requests, initiatives and operating plans.
- Review the action items that follow to
prioritize as needed so that work loads are
manageable. Some action items reflect hard
commitments that may not be changed. (Q2)
See the strategies that follow
- Provide guidance for creating and
implementing HC Strategic Plans at the local
level (Ql) [NOTE: Local plans are optional]
- Implement the HC Communications Plan32
(Ql)
- Develop options for better integration of HC
into the Agency budget process (Q2)
- Include a discussion on HC issues in each
Regional Strategic Plan (Q2)
- Lead offices carry out their actions
successfully and on time.
See the strategies that follow
- See individual
action items that
follow
See the strategies
that follow
- 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
- All Regional Strategic Plans address HC
OARM-IO
OARM-IO & HRC
OARM-IO, OCFO,
& OHROS
OCFO & Regions
22
Investing in Our People I
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 1.2: Effectively Plan for Our Future
Workforce
Desired Outcome
EPA offices and regions develop and
implement strategies for workforce planning
that outline roles, responsibilities, and time-
frames.
Strategy 1.3: Ensure Accountability for
Human Capital at All Levels of the Agency
Desired Outcome
Management officials at all levels are
evaluated on their performance in HC
management as reflected in their position
descriptions and performance standards. EPA
has a fully implemented HC Accountability
Plan and an ongoing approach for ensuring the
effectiveness of HC programs.
- Develop a methodology for integrating use of
Early-Out/Buy-Out authority with the SWPS
(Ql)
- Pilot test all 4 steps of the SWPS process with
5 organizations (Q2)
- Develop and begin implementing the SWPS
Agency deployment plan (Q2)
- Complete the SWPS competency inventory of
Agency employees (Q4)
- Develop approach for applying the results from
the Federal Human Capital Study34 and for using
results from future studies (Ql)
- Develop HC roles and responsibilities metrics
(Ql) and collect and analyze selected metrics
data (Q3)
- Conduct program evaluations of the Mid-Level
Development Program (Ql), SES Candidate
Development Program (Q2,) and identify other
programs for future evaluations (Q3)
- Provide accountability guidance for
organizations developing local HC Strategic
Plans (Q3)
- Utility of SWPS in making decisions
regarding the use of EO/BO authority
- Level of pilot office enthusiasm about
experience and usefulness of solutions
developed
- Ability to conduct workforce planning at the
individual organization level
- Ability to analyze workforce competencies
at the Agency-wide level
- Value of Study information in making HC
decisions in EPA
- Ease of providing data and usefulness of
data in making HC decisions
- Applicability of evaluations
recommendations and positive impact on
programs being reviewed
- Usefulness of guidance
OHROS
OHROS & Pilot
Offices
OHROS
OHROS
OHROS
OHROS
OHROS
OHROS
Investing in Our People II 23
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 1.4: Integrate Human Capital
Initiative with Other PMA Initiatives
Desired Outcome
EPA has a "green" status score in all five PMA
initiative areas.
Strategy 1.5: Insure that Agency
Organizational Structures Support Mission
Accomplishment and Staff are Effectively
Distributed Across Regions and Headquarters
Desired Outcome
EPA organizations are effectively structured to
support mission accomplishment and are
flexible so that they can evolve quickly to meet
changing mission needs.
- Under the e-Gov initiatives35, deploy the
following modules as part of the PeoplePlus36
system implementation: Labor E/R (Ql).
Competency Management (Q4), and Training
Administration (Q4), and transfer most e-
learning activities to OPM's e-learning system
(Q2)
- Clearly identify the linkages between HC
initiatives and Competitive Sourcing and
communicate with stakeholders (Q4)
- Develop HR contingency plan for supporting
(e.g., career counseling, retraining, etc.) those
impacted by Competitive Sourcing actions (Q4)
- Services that are appropriate for competitive
sourcing are identified and competitive sourcing
study is completed (Q4)
- Senior level representatives from lead EPA
offices work together to analyze relationships
among all 5 PMA areas and recommend
improvements to implementation efforts as
warranted (Ongoing)
- Develop restructuring options for senior leader
consideration (Ql)
- Senior leaders decide on restructuring options
(Q2) and reorganization plans are developed
(Q3) [one option may be not to make any major
changes]
- All modules perform as expected and add
efficiency and effectiveness to HR operations
- EPA employees use OPM's e-learning system and
provide favorable feedback
- Stakeholder level of understanding
- Ability to implement plan quickly and
effectively
- Better customer service and improvement of
OHROS employee job satisfaction
- OMB and 0PM feedback on EPAs PMA
implementation efforts is positive
- Options are supported with thorough
analysis and are well-received by senior
leaders
- Decisions are clearly communicated and
well documented
OHROS, OEI, OCFO
&HROs
OHROS & Comp.
Sourcing Office
OHROS & Comp.
Sourcing Office
OHROS
OARM,OCFO &
OEI
OHROS
OHROS & Senior
Leaders [Admin..
Dep. Admin., etc.]
24
Investing in Our People
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 1.6: EPA Human Resources
Professionals Work in Collaboration and
Partnership with Managers to Plan and Manage
Human Capital Concerns
Desired Outcomes
Customers at all levels express a high degree of
satisfaction with the services of human
resources professionals and involve them as
strategic partners in mission planning activities.
Goal 2: EPA attracts and retains a diverse and
talented workforce.
Desired Outcome
EPA attracts talented, motivated, and diverse
job applicants. Employees have a high degree
of job satisfaction, as shown by results of
employee surveys; EPA recognizes and
demonstrates that a diverse workforce is
critical to achieve results; differences are
recognized as being beneficial to the
organization in the inclusiveness of its
decision-making processes and in the creativity
of its solutions to environmental problems.
- Conduct an assessment of HR specialist
competencies (Q2) - consult with HROs about
applicability to field (Q3)
- Professional certification program is
implemented for OHROS employees (Q3) -
consult with HROs about applying in field (Q4)
- Continue to solicit customer satisfaction data
(Ongoing)
See the strategies that follow
- Assessment is thorough, involves and is
supported by key stakeholders, and provides
actionable recommendations
- Number of people involved in program and
measurable improvements in capabilities
- The data is reliable and helps inform
decision-making
See the strategies that follow
OHROS & HROs
OHROS & HROs
OHROS
See the strategies
that follow
Investing in Our People II 25
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 2.1: Develop and Implement a
Holistic Recruitment Strategy
Desired Outcome
The Agency's recruitment strategy is linked to
hiring needs identified by the SWPS, is
comprehensive, blends centralized and local
recruitment needs and approaches, and attracts
employees who are talented, diverse, and
committed to EPA's mission.
Strategy 2.2: Ensure a Diverse Workforce that
Reflects a Wide Spectrum of Viewpoints
Desired Outcome
The Agency has current and accurate
information concerning employee diversity
demographics and uses that information to
develop and implement effective plans that
enhance EPAs diversity.
- Develop a comprehensive recruitment strategy
that incorporates lessons learned and an EPA
"brand," targets outreach to attract under-
represented groups, links to the SWPS, and
takes full advantage of various hiring authorities
and pay flexibilities (Q3)
- Determine whether and how to expand the
EPA Intern Program (EIP) and EPAs use of the
Career Intern Program (Q4)
- EIP Class of 2002 graduates and Class of 2004
is hired (Q4)
- Diversity Action Reports (DARs) updated by
all HQ and Regional Offices (Ql)
- Develop and announce strategy for conducting
diversity site visits by Dep. Chief of Staff.
Director OCR and Director OHROS (Ql)
- Provide civil rights training to EPA Team Leaders
(Q2)
- Strategy is accepted by HQ and Regional
Offices and yields new employees who meet
Agency hiring objectives
- Decisions are well-received by HQ and
Regional Offices and they actively participate
in revised program
- Graduates are readily placed in home offices
and managers provide positive feedback about
Class of 2004
- DARs indicate real, measurable progress
- Site visits encourage HQ and Regional
Offices in pursuing a wider range of HC
efforts
- Training enhances Team Leaders skills in
dealing with diversity issues
OHROS & HROs
OHROS & HROs
OHROS
OHROS, HQ &
Regional Offices
OA, OCR &
OHROS
OCR
26
Investing in Our People
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 2.2 (continued)
Strategy 2.3: Retain our Diverse and Talented
Workforce
Desired Outcome
EPA employees consider the Agency a great
place to work and remain with the Agency.
- Submit completed Affirmative Employment
Program Plans37 and Federal Equal Opportunity
Recruitment Plan38 to EEOC and/or 0PM (Q3)
- Continue to publish workforce demographic
data on intranet web site (Ongoing)
- Develop and implement an exit interview
protocol for identifying the causes of turnover
and integrate with exit interview described in
Strategy 3.3 (Q3)
- Reports are accurate and timely
- Data is useful to managers and employees
- Data from interviews accurately pinpoints
main causes for turnover and leads to
actionable corrective actions
OCR & OHROS
OHROS
OHROS & HROs
Goal 3: EPA's employees are highly capable
and perform to their highest potential to
support the Agency mission.
Desired Outcome
Employees are valued and treated with the
respect they deserve; good work is recognized
and appreciated; all employees take
responsibility for their own growth and
development; effective development and
feedback improves the performance of
individuals and the organization.
See the strategies that follow
See the strategies that follow
See the strategies
that follow
Investing in Our People II 27
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 3.1: Invest in Our Employees to
Achieve Excellence and Build Leaders at All
Levels of the Agency
Desired Outcome
EPA employs a wide array of learning
approaches that help employees develop the
skills and competencies needed to be
successful in supporting the mission and in
developing their careers.
Strategy 3.2: Ensure the Continuity of
Leadership, Critical Expertise, and Agency
Values Through Succession Planning and
Management/Executive Development
Desired Outcome
EPA is recognized for having excellent leaders
and managers and has a seamless process for
maintaining critical leadership, management
and technical competencies.
- Begin to implement recommendations from
program evaluation of the Mid-Level
Development Program (Ql)
- Expand access to e-learning (via OPM'S e-learning
system) to Agency employees (Q2)
- Develop a proposal for expanding rotational
opportunities for EPA employees (Q4)
- Continue offering the Mid-Level Development
courses to mid-level employees (Ongoing)
- Develop (Ql) and deploy (Q2) additional
management training modules
- SES Candidate Development Program
Candidates graduate (Q3)
- Develop (Q3) and begin implementing (Q4) a
comprehensive succession management plan
- Conduct an All-SES conference (Q4)
- Establish a process to track development of
supervisors and managers (Q4)
- Program enhancements receive positive
feedback from target audience
- Those using e-learning provide positive
feedback and training dollar savings can be
demonstrated
- Proposal is well thought-out, actionable, and
supported by senior management
- Participant and manager feedback is positive
- Course participants provide positive
feedback
- Candidates are placed in vacant SES
positions within a reasonable amount of time
- Plan is well-received by senior management
and is actionable
- Participants provide positive feedback on
conference
- System is easy to administer and accurate
OHROS
OHROS
OHROS & HROs
OHROS
OHROS
OHROS & ERB
OHROS
OHROS
OHROS & HROs
28
Investing in Our People I
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 3.2 (continued)
Strategy 3.3: Institutional Knowledge is
Retained, Retrievable, and Shared Across the
Organization
Desired Outcome
EPA retains critical institutional knowledge
and has easy-to-use processes for
systematically sharing knowledge within the
Agency
Strategy 3.4: Establish an Effective
Performance Management Culture that Fosters
Feedback and Recognizes the Good Work of
Our People
Desired Outcome
Employees at all levels receive frequent.
current, and accurate performance feedback
related to the critical work of the Agency
Recognition encourages and results in higher
performance.
- Assess success of 360 Degree Management
Feedback process39 and make recommendations
regarding whether it should be required (Q4)
- Develop and deploy an "exit interview"
process to capture knowledge that might be lost
through retirements and potential "early-outs"
(Q2)
- Conduct an assessment of internal and external
knowledge sharing processes and make
recommendations to senior management (Q3);
begin implementing recommendations (Q4)
- Develop options for an Agencywide mentoring
program; and options for including senior-level
staff and those near retirement (Q4)
- Update perf. mgmt. system guidance^ and
training module to emphasize managers linking
standards to mission and HC responsibilities and
employees linking standards to mission - make
sure PDs align (Ql)
- Implement recommendations from review
conducted in FY 2003 (Ql)
- Develop (Ql) and implement (Q2) "spot-
checking" mechanism to confirm that perf.
standards link to mission and HC
- AAs/RAs certify manager perf. stds. link to
mission and HC responsibilities(Q2)
- Recommendations are well-received by
senior management and are actionable
- Process is easy to administer, captures
important information, and is available when
needed
- Assessment is thorough and
recommendations are actionable
- Process is implemented in a timely fashion
and employees use it
- Options are well thought-out and actionable
- Expectations are clearly communicated and
managers and employees comply by adjusting
2004 standards
- Changes are implemented smoothly and in a
timely fashion
- Process yields needed information with
minimal effort
- Certification process works smoothly and
compliance is confirmed
OHROS & HROs
OHROS & HROs
OHROS & OEI
OHROS & HROs
OHROS
OHROS
OHROS & HROs
OHROS, HROs,
PMOs, AAs & RAs
Investing in Our People II 29
-------
Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 3.4 (continued)
Goal 4: EPA employees at all levels are
results-focused, act with integrity, and help to
improve environmental programs through
innovation, creativity and reasonable risk-
taking.
Desired Outcome
Employees at all levels understand EPA's
mission and are motivated to develop
innovative and creative ideas, concepts, and
approaches that contribute to improved
environmental programs and sound Agency
business practices. All employees understand
their ethical responsibilities and act with
integrity. Broad management support for the
"culture of innovation" is evident, and
interested employees at all levels are equipped
with appropriate skills, competencies and tools.
- Evaluate effectiveness of perf. mgmt. guidance
and training module and recommend changes as
needed (Q2)
- Provide refresher training on the Agency's
performance management system (Q3)
- SES corps certify that employee perf. stds. are
linked to Agency mission (Q3)
- At upcoming HRC meeting, discuss topic of
how to handle poor performance and determine
next steps (Q3)
See the strategies that follow
- Evaluation is thorough and yields actionable
recommendations
- Training objectives are accomplished
- Certification process works smoothly and
compliance is confirmed
- Meeting outcome leads to actionable next
steps
See the strategies that follow
OHROS
OHROS & HROs
OHROS, HROs,
AAs & RAs
HRC
See the strategies
that follow
30
Investing in Our People I
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Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 4.1: Create Organizational Systems
that Foster and Fully Utilize Employee
Creativity and Innovation
Desired Outcome
EPA's work environment fosters employee
creativity and innovation. All EPA employees
have change management skills.
Strategy 4.2: Equip Employees at All Levels
with the Knowledge, Skills, Abilities.
Competencies, and Tools Necessary for the
Development and Implementation of
Innovative Approaches to Environmental
Problem-solving
Desired Outcome
Employees have the capacity and incentives to
be creative and innovative in their daily work.
- Establish an innovation master contract to
provide services to support innovation projects
Agencywide (Q4)
- Issue report regarding innovation competitions (Q4)
- Agency will identify and nurture innovation
competencies as part of the SWPS (Q4)
- Continue operating the Human Capital
Innovations Fund (ongoing)
- Innovation Action Council meetings several
times each year (Ongoing)
- Continue to offer relevant training such as
"High Performing Organization" training and
the mid-level course "Getting Work Done
Through Change" to help employees manage
change (Ongoing)
- Develop a tool kit for regulation development
course (Q4)
- Conduct forums on environmental policy
innovations (Ongoing)
- Contract is available on schedule and is used
- Competitions yield new/innovative
approaches that have a positive mission impact
- Supply of and demand for innovation
competencies is identified
- Projects receiving funding are implemented
and are beneficial
- Council member feedback is positive
- Courses are well-received and result in
demonstrable improvement of change
management skills
- Tool kit is available on schedule and generates
positive feedback
- Forums are well attended and generate
positive feedback
OPEI & 0AM
OPEI
OHROS
OHROS
OPEI & IAC
OHROS & HROs
OPEI
OPEI
Investing in Our People II 31
-------
Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 4.3: Benchmark and Collaborate with
Other Organizations to Learn from Their
Experiences and to Pursue Common Goals
Desired Outcome
EPA uses benchmarking routinely as a learning
tool. EPA collaboration with other agencies
yields mutually beneficial outcomes.
Benchmarking and collaboration activities are
coordinated across the Agency.
Strategy 4.4: Promote a Broad Understanding
of EPA's Mission with a Focus on Results, and
Ensure that Employees Understand their
Ethical Responsibilities and Act with Integrity
Desired Outcome
EPA is known for its high ethical standards and
our employees understand EPAs mission,
goals, and objectives and their contributions to
achieving results.
- Benchmark other organizations to identify
approaches for encouraging creativity and
innovation (Q2)
- Identify other EPA initiatives that could
benefit from benchmarking and/or partnering
relationships (Q4)
- Develop and begin implementing an internal
communication strategy for the Agency's 2003
Strategic Plan (Q2)
- Develop and begin to offer a training module
on scientific integrity to EPA scientists and
engineers (Q4)
- Continue offering annual ethics training and
develop proposal for expanding to reach more
employees (Q4)
- Approaches are identified that can be used
within EPA
- New Agency initiatives are implemented
more quickly due to application of
benchmarking and/or partnering
- Higher level of understanding of EPA's
Strategic Plan and how employees' day-to-day
work contributes to its achievement
- Course is well-attended and feedback is
positive
- Fewer breaches of conduct and positive
participant feedback
OPE I
OPEI
OCFO
ORD
OGC
32
Investing in Our People I
-------
Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Goal 5: Teamwork and collaboration are
routinely practiced with internal and external
partners.
Desired Outcome
Management and Labor work together to seek
out and analyze workplace problems and
develop innovative solutions to improve the
organization and ability to achieve the mission.
Employees are involved in decision-making
and communication flows up, down and across
the organization. Teamwork and collaboration
with internal and external stakeholders improve
organizational performance, focus resources on
the most significant environmental problems.
and reduce duplication of effort.
Strategy 5.1: Build Effective
Labor/Management Relationships that
Facilitate the Mission Work of the Agency
Desired Outcome
Labor/Management partnerships flourish across
the Agency with significantly fewer
disagreements leading to formal problem-
resolution processes. EPA supervisors and
managers have the knowledge and tools to
constructively handle employee relations
issues.
See the strategies that follow
See the strategies that follow
See the strategies
that follow
-Develop and deploy management training module
addressing labor/management issues and labor
contract requirements (Ql)
- Make significant progress in implementing the
Labor/Management Strategic Plan (Q3)
- Union leaders continue to participate in the
EPA Human Resources Council (Ongoing)
- Module developed on time and participants
provide positive feedback
- Both labor and management representatives
express general satisfaction with
implementation progress
- Unions have good awareness of HRC
activities and generally support them
OHROS & HROs
OHROS & Union
Leaders
HRC & Union
Leaders
Investing in Our People II 33
-------
Goals, Strategies and Desired Outcomes
Action Items (Quarter Due)
Measures of Success
Lead Offices
Strategy 5.2: Build Partnering and Team Skills
of EPA Employees to Enhance Working
Relationships with All Stakeholders
Desired Outcome
EPA has very effective teams and productive
partnerships with external stakeholders such as
state, local, and tribal governments.
- Conduct an assessment to identify the
developmental needs of team leaders and team
members and present recommendations (Q4)
- Conduct an assessment and provide
recommendations for developing possible
approaches for expanding and strengthening
partnerships with outside stakeholders (Q4)
- Continue offering the mid-level courses which
address team skills (Ongoing)
- Assessment is thorough and
recommendations are well-received by
management and are actionable
- Assessment is thorough and
recommendations are well-received by
management and are actionable
- Positive participant feedback
OHROS & HROs
OHROS &OCIR
OHROS
List of Acronyms and Abbreviations
AAs = Assistant Administrators
Comp. = Competitive
DARs = Diversity Action Reports
EEOC = Equal Employment Opportunity Commission
EIP = EPA Intern Program
E/R = Employee Relations
ERB = Executive Resources Board
FMFIA = Federal Managers Financial Integrity Act
HC = Human Capital
HQ = Headquarters
HR = Human Resources
HRC = Human Resources Council
HROs = Human Resources Officers (in Regions and Major Labs)
IAC = Innovation Action Council
10 = Immediate Office
OA = Office of the Administrator
0AM = Office of Acquisition Management
OARM = Office of Administration and Resources Management
OCFO = Office of the Chief Financial Officer
OCIR = Office of Congressional and Intergovernmental Relations
OCR = Office of Civil Rights
OEI = Office of Environmental Information
OHROS = Office of Human Resources and Organizational Services
OPEI = Office of Policy, Economics and Innovation
0PM = Office of Personnel Management
ORD = Office of Research and Development
PMA = President's Management Agenda
PMOs = Program Management Officers (HQ)
Q = Quarter (fiscal year)
RAs = Regional Administrators
SES = Senior Executive Service
SWPS = Strategic Workforce Planning System
34
Investing in Our People
-------
Appendix B
Relationship of Various Planning Efforts
There are several planning efforts that impact how EPA manages its people and
it can be quite confusing to understand how they relate to each other. To help
provide some clarity, this Appendix presents a written summary and a pictorial
depiction of the main planning efforts impacting human capital.
President's Management Agenda (PMA)
Issued in 2001, the PMA focuses on improving the management and
performance of the Federal government and includes five government-wide and
nine agency-specific initiatives. The first of the five government-wide initiatives
is Strategic Management of Human Capital—the other four are: Competitive
Sourcing; Improved Financial Performance; Expanded Electronic Government;
and Budget and Performance Integration. The PMA requires that human capital
planning be integrated with other planning processes (e.g., Strategic and
Budget) and specifies several other requirements that necessitate a revision of
EPA's Human Capital Strategy.
EPA Strategic Plan, 2OO3 - 2OO8
EPA completely reformatted its Strategic Plan for the period of 2003 - 2008 and
it includes five primary goals and seven cross-goal strategies. In addition to a
short discussion of human capital in each of the five goals, one of the cross-goal
strategies focuses exclusively on human capital and links EPA's approach to the
government-wide success criteria4i provided as part of the PMA. The EPA
Strategic Plan also addresses the other four PMA initiatives.
Regional Strategic Plans, 2OO3 - 2OO8
Each Region is required to develop a Strategic Plan that support the goals and
strategies in the EPA Strategic Plan. They are encouraged to address human
capital in those plans but probably at a more global level.
EPA's Strategy for Human Capital, Investing in Our
People II, 2OO4 and Beyond
This document serves as the "focal point" for EPA's human capital planning
effort. It relates directly to the human capital requirements under the PMA and
builds on the human capital cross-goal strategy provided as part of EPA's
Strategic Plan. It provides the blueprint for other Agency human capital
strategic and tactical planning efforts. A more detailed discussion is provided in
the Introduction.
HQ and Regional Human Capital Strategic Plans
Each Headquarters and Regional office has the option of creating a human
capital Strategic Plan that reflects their unique needs and circumstances. These
plans should build on the national goals and strategies provided in EPA's
Strategy for Human Capital and in the organization's strategic plan. It is strongly
recommended that new local plans be formatted similar to EPA's Strategy for
Human Capital. Existing plans can be reformatted when they are updated.
OHROS Annual Human Capital Business Plan
This is the tactical document that provides more specific details regarding
resources, time-lines, deliverables, etc. related to implementing the OHROS-lead
strategies listed in EPA's Strategy for Human Capital. It is updated annually.
HQ and Regional Annual Human Capital Business
Plans
The intent of these documents is similar to the OHROS Annual Human Capital
Business Plan. While optional, any office with a HC strategic plan should create
a supporting HC annual business plan.
Investing in Our People II 35
-------
EPA Human Capital Accountability Plan
This document provides the methodology and metrics for tracking
accomplishments regarding the goals, strategies and specific deliverables
identified in the various EPA human capital strategic and annual business plans.
This plan is being implemented, in coordination with HQ and Regional offices.
by the Office of Human Resources and Organizational Services.
Other Programmatic Strategic Plans
There are other EPA programmatic strategic plans with components impacting
human capital. For example, the Office of Environmental Information has
published an EPA Strategic Information Plan^ which has a goal related to
recruiting and retaining people with needed information management skills.
These plans are not depicted in the following pictorial.
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36
Investing in Our People
-------
Appendix C
Human Capital Roles and Responsibilites
Every employee has a role to play in helping EPA become a model in how its people are managed and supported. This Appendix presents the human capital
responsibilities for all levels of the Agency—staff-level employees to the Administrator and Deputy Administrator.
Position/Role
Responsibilities
Administrator and Deputy Administrator
Key Presidential Appointees responsible
for implementing the President's
Management Agenda (PMA):
- Assistant Administrator for
Administration and Resources
Management/Chief Human Capital
Officer (Strategic Management of Human
Capital and Competitive Sourcing)
- Chief Financial Officer (Improved
Financial Performance and Budget &
Performance Integration)
- Assistant Administrator for
Environmental Information/Chief
Information Officer (Expanded Electronic
Government)
• Communicate the Administration's environmental priorities.
• Communicate the Agency's human capital vision and how it relates to
mission accomplishment.
• Individually and collectively communicate the Agency's priorities
under the PMA.
• Provide resources for implementing the PMA.
• Monitor Agency PMA scorecard43 progress and provide quarterly
reports to the Administrator and Agency senior leadership team and
coordinate with Office of Management and Budget and Office of
Personnel Management leaders as needed.
• Support the full integration of human capital planning into the Agency
strategic, budget, and information planning activities.
• Coordinate across PMA initiatives to ensure the Agency attains a
"green" score in all five areas.
Investing in Our People II 37
-------
Position/Role
• Other Presidential Appointees:
- Assistant Administrators
- Inspector General
- General Counsel
- Regional Administrators
- Associate Administrators
• Senior Career Executives and Managers:
- Deputy Assistant Administrators
- Deputy Regional Administrators
- Office Directors
- Division Directors
- Program Directors
• Senior-Level Agency Councils:
- Senior Policy Council
- Human Resources Council
- Innovation Action Council
Responsibilities
• Establish environmental/functional priorities in areas of
responsibilities.
• Understand the five components of the PMA and communicate how
the Agency is implementing them to support mission accomplishment.
• Communicate the Administrator's human capital vision down and
across areas of responsibilities.
• Provide resources to implement human capital planning activities that
support environmental goals and objectives down and across areas of
responsibilities.
• Implement activities to support achievement of environmental goals
and objectives across areas of responsibilities.
• Communicate the Administrator's human capital vision and provide
resources for cascading human capital strategic planning activities
down and across areas of responsibilities.
• Provide advice to the Administrator on cross-cutting issues such as the
PMA.
• Communicate the President's and Administrator's vision for
improving Government performance by aligning human capital
activities to support mission accomplishment.
• Serve as champions for implementing human capital priorities and
activities.
• Oversee the development and implementation of EPA's Strategy for
Human Capital.
38
Investing in Our People I
-------
Position/Role
Responsibilities
Line Managers
- Branch Chiefs
- Staff Directors
- Team Leaders
Agency Employees at All Levels
• Human Resources Professionals
- Human Resources Officers
- Program Management Officers
- Training Officers
- Special Emphasis Program Managers
- Technical Specialists
Increase awareness of the Agency's environmental priorities and
understand how the Agency's human capital priorities support
programmatic goals and objectives.
Utilize Agency human capital plans and tools to guide local human
capital planning activities.
Utilize human capital tools to support resource allocation decisions.
Identify and raise human capital issues and needs.
Increase awareness of the Agency's environmental priorities and
understand how the Agency's human capital priorities and tools link
with individual contribution to mission achievement.
Actively learn about and take advantage of Agency activities that
support individual development.
Identify and raise human capital issues and needs.
• Assist in the development and strategic alignment of local human
capital plans down and across program areas.
• Implement human capital activities at the local level that support
achieving environmental goals and objectives.
Investing in Our People II 39
-------
Position/Role
Responsibilities
Human Capital Implementation
Professionals
Develop and maintain an in-depth understanding of Agency priorities
and expertise in strategic planning, program evaluation, program
development and implementation, and budget and information
planning.
Work collaboratively with all Agency levels to:
- Develop and communicate the Agency's national human capital
strategy to support the Agency's environmental goals and objectives
through integration of human capital planning into Agency strategic
planning and budgeting processes;
- Develop and implement EPAs Strategy for Human Capital at the
national level;
- Assist in the development of Headquarters and Regional human capital plans;
- Coordinate across PMA initiatives at the staff level to ensure the
Agency attains "Green" scores in all five management areas; and
- Monitor and report human capital activities and results through
expansion of the Agency's Human Capital Accountability Plan.
40
Investing in Our People I
-------
Appendix D
Summary View of EPA's Strategy for Human Capital
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Investing in Our People II 41
-------
42 Investing in Our People
-------
Human Resources Council Members
Working in concert with the Office of Administration and Resources
Management, the EPA Human Resources Council (HRC) has played a key role
in developing this and the original Strategy for Human Capital. At the request of
the EPA Chief Human Capital Officer, the HRC commissioned a workgroup of its
members to create this document. The following lists the current members of
the HRC, indicates those members who served on the workgroup, and notes
other individuals who made significant contributions to this Strategy.
EPA Human Resources Council
Current Members
Leaders
> William Rice, Chair (Reg. 7)
> Russell Wright**, Deputy Chair (Reg. 4)
Permanent Members
> Susan Bromm (OECA)
> Lynda Carroll* (Reg. 6)
> Jerry Clifford (OIA)
> Beth Craig* (OAR)
> Rafael DeLeon* (OARM-OHROS)
> Barbara Finazzo (Reg. 2)
> Lisa Friedman (OGC)
> Michael Gearheard* (Reg. 10)
> Matt Hale (OSWER)
> Karen Higginbotham (OCR)
> Alan Hollis* (AFGE)
> Gary L. Johnson* (OIG)
> Stephen Johnson (OPPTS/OA)
> Ira Leighton (Reg. 1)
> Henry Longest* (ORD)
> David O'Connor (OARM)
> Larry Penley (NPC Co-Chair)
Appendix E
> Michael Peyton (Reg. 4)
> Carol Rushin (Reg. 8)
> Nat Scurry (Reg. 7)
> Michael Shapiro (OW)
> Ray Spears (OA)
> Jo Lynn Traub* (Reg. 5)
> Linda Travers (OEI)
> TomVoltaggio (Reg. 3)
> Laura Yoshii (Reg. 9)
> David Ziegele* (OCFO)
* = HRC Workgroup Member
** = Workgroup Chair
Adjunct Members
> Kathleen Coleman (SEP - People with Disabilities)
> Marcia Colvin (SEP - National Federal Women's Program)
> Carl Etsitty (SEP - American Indian Program)
> Cleophas Jackson (SEP - Black Employment Program)
> Karon Johncox (NACE)
> Juan Perez (SEP - Hispanic Employment Program)
> Lucita Valiere (SEP - Asian Pacific Islander Program)
Other Contributors
> Morris Winn (OARM/CHCO)
> MeriAmes (OAR)
> Richard Bashar (OARM)
> Steve Delaney (OA)
> Leticia Fish (Reg. 9)
> Teresa Gauger (OARM)
> Anita Hanson (OARM)
> Joe Lentini (OA)
> Michael Moore (ORD)
> Kerry Weiss (OARM)
> Gwen Whitt (OARM)
Investing in Our People II 43
-------
List of Acronyms
AFGE = American Federation of Government Employees
CHCO = Chief Human Capital Officer
NACE = National Administrative Council for Excellence
NPC = National Partnership Council
OA = Office of the Administrator
OAR = Office of Air and Radiation
OARM = Office of Administration and Resources Management
OCFO = Office of Chief Financial Officer
OCR = Office of Civil Rights
OECA = Office of Enforcement and Compliance Assurance
OEI = Office of Environmental Information
OGC = Office of General Counsel
OHROS = Office of Human Resources and Organizational Services
OIA = Office of International Activities
DIG = Office of Inspector General
OPPTS = Office of Prevention, Pesticides, and Toxic Substances
ORD = Office of Research and Development
OSWER = Office of Solid Waste and Emergency Response
OW = Office of Water
Reg. = Region
SEP = Special Emphasis Program
44
Investing in Our People
-------
Appendix F
End Notes
1 U.S. Environmental Protection Agency. Investing in Our People, EPA's
Strategy for Human Capital, 2001 through 2003. Available online at:
http://intranet.epa.gov/ohros/hrc/new.htm EPA Human Resources Council
web site. Date of access: October 8, 2003.
2 Office of Management and Budget. President's Management Agenda.
Available online at: http://www.whitehouse.gov/omb/budintegration/pma
index.html OMB web site. Date of access: October 8, 2003.
3 The Homeland Security Act of 2002. Available online at:
http://www.whitehouse.gov/deptofhomeland/analvsis/
White House web site. Date of access: October 8, 2003.
4 U.S. Environmental Protection Agency. EPA's 2003 - 2008 Strategic Plan.
Available online at: http://www.epa.gov/ocfopage/plan/plan.htm
OCFO web site. Date of access: October 8, 2003.
5 U.S. Environmental Protection Agency. Office of Administration and
Resources Management. EPA Human Capital Accountability Plan. Version 1.
December 4, 2003.
6 U.S. Environmental Protection Agency. EPA Human Resources Council.
Available online at: http://intranet.epa.gov/ohros/hrc/index.htm
HRC web site. Date of access: October 8, 2003.
7 U.S. Environmental Protection Agency. Strategic Workforce Planning System.
Available online at: http://intranet.epa.gov/institute/wds/planning.htm
OHROS web site. Date of access: October 8, 2003.
8 U.S. Environmental Protection Agency. Workforce Assessment Project. May
1999. Available online at: http://www.epa.gov/ohros/workforce/wap.pdf
OHROS web site. Date of access: October 8. 2003.
9 U.S. Office of Personnel Management. Information Technology Competency-
Based Job Profile. Available online at: http://www.opm.gov/compconf/
postconfOl/it/sbarker.htm 0PM web site. Date of access: October 8, 2003.
10 U.S. Office of Personnel Management. Gov Online Learning Center home
page. Available online at: http://www.golearn.gov/ 0PM web site. Date of
access: October 8, 2003.
11 U.S. Environmental Protection Agency. EPA Intern Program. Available
online at: http://intranet.epa.gov/institute/wds/intern.htm OHROS web site.
Date of access: October 8, 2003.
12 U.S. Office of Personnel Management. Executive Order 13162, Federal Career
Intern Program,. Available online at: http://www.opm.gov/EO/13162.htm
0PM web site. Date of access: October 8, 2003.
13 U.S. Environmental Protection Agency. Diversity Programs/Initiatives.
Available online at: http://intranet.epa.gov/ohros/diverse.htm OHROS web
site. Date of access: October 10, 2003.
14 U.S. Environmental Protection Agency. New Skills/New Options Pro gram,.
Available online at: http://intranet.epa.gov/institute/wds/newskills.htm
OHROS web site. Date of access: October 10, 2003.
15 U.S. Environmental Protection Agency. Mid-Lev el Development Program,.
Available online at: http://intranet.epa.gov/institute/wds/mid.htm OHROS
web site. Date of access: October 10, 2003.
16 U.S. Environmental Protection Agency. SES Candidate Development
Program. Available online at: http://intranet.epa.gov/institute/wds/ses.htm
OHROS web site. Date of access: October 10, 2003.
17 U.S. Environmental Protection Agency. ExtraORDinary Practices. Available
online at: httP://intranet.ord.epa.gov:9876/ORMA/HRIS/PRD/
ExtraORDPractices.nsf ORD web site. Date of access: October 10, 2003.
Investing in Our People I
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18 U.S. Environmental Protection Agency. SESMobility Program. Available
online at: http://intranet.epa.gov/ohros/erspd/ses/sesmobilitv.htm OHROS
web site. Date of access: October 10, 2003.
19 U.S. Environmental Protection Agency. EPA Postdoctoral Program. Available
online at: http://www.epa.gov/ORD/NRMRypostdocfv03.htm ORD web site.
Date of access: October 10, 2003.
20 U.S. Environmental Protection Agency. Innovation Action Council. Available
online at: http://www.epa.gov/innovation/action.htm EPA web site. Date of
access: October 10, 2003.
21 U.S. Environmental Protection Agency. Human Capital Innovation Fund
Pilot Selectees. September 26, 2003. Memorandum from the Director of
OHROS to Agency Senior Resources Officials.
22 U.S. Environmental Protection Agency. High Performing Organization
Training. Also known as "Organizational Leadership Enterprise." Available
online at: http://intranet.epa.gov/institute/wds/orgldrshp.htm OHROS web
site. Date of access: October 10, 2003.
23 U.S. Environmental Protection Agency. Getting Work Done Through Change
Training Course. Available online at: http://intranet.epa.gov/institute/
wds/change.pdf OHROS web site. Date of access: October 10, 2003.
24 U.S. Environmental Protection Agency. Innovations Exchange Network.
Available online at: http://r2notes3/Intranet/iOPM-ISB.nsf/e0686959b32516
a!85256cd900531291/d7e84cccdf42366d85256db7004ec66b?OpenDocument
Region 2 web site. Date of access: October 14, 2003.
25 The President's Management Agenda. President's Management Council.
Available online at: http://www.results.gov/agenda/presmgmtcouncil.html
Date of access: October 10, 2003.
26 U.S. Office of Personnel Management. Chief Human Capital Officer.
Available online at: http://www.opm.gov/pressrel/2003/EB-CHCO.asp
0PM web site. Date of access: October 10, 2003.
27 U.S. Environmental Protection Agency. Ethics Training. Available online at:
http://intranet.epa.gov/ogc/ethics.htm OGC web site. Date of access:
October 10, 2003.
28 U.S. Environmental Protection Agency. Principles of Scientific Integrity. July
10, 2002. Memorandum from the Administrator to all EPA employees.
29 U.S. Environmental Protection Agency. National Partnership Council.
Available online at: http://intranet.epa.gov/ohros/lers/npc/index.htm OHROS
web site. Date of access: October 10, 2003.
30 U.S. Environmental Protection Agency. Labor/Management Strategic Plan.
Available online at: http://intranet.epa.gov/ohros/lers/npc/NPC StratPlan.pdf
OHROS web site. Date of access: October 10, 2003.
31 U.S. Environmental Protection Agency. Intergovernmental Personnel Act.
Available online at: http://epawww.epa.gov/rmpolicv/ads/manuals/3141.pdf
OHROS web site. Date of access: October 10, 2003.
32 U.S. Environmental Protection Agency. Human Capital Communications
Plan. September 2003. Office of Administration and Resources Management.
33 Office of Management and Budget. Competitive Sourcing. Available online
at: http://www.whitehouse.gov/omb/procurement/comp sourcing init.html
OMB web site. Date of access: October 10, 2003.
34 U.S. Office of Personnel Management. Federal Human Capital Survey 2002'.
Available online at: http://www.fhcs.opm.gov/fhcslndex.htm 0PM web site.
Date of access: October 9, 2003.
46
Investing in Our People I
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35 Office of Management and Budget, e-gov Initiatives. Available online at:
http://www.whitehouse.gov/omb/egov/ OMB web site. Date of access:
October 10, 2003.
36 U.S. Environmental Protection Agency. PeoplePlus. Available online at:
http://intranet.epa.gov/peopleplus/ OCFO web site. Date of access: October
10, 2003.
37 U.S. Environmental Protection Agency. Affirmative Employment Program
Plans. Available online at: http://www.epa.gov/civilrights/ OCR web site.
Date of access: October 10, 2003.
38 U.S. Office of Personnel Management. Federal Equal Opportunity
Recruitment Plan. Available online at: http://www.opm.gov/feorpQ 1/pdf/
feorp01.pdf 0PM web site. Date of access: October 10, 2003.
39 U.S. Environmental Protection Agency. 360 Degree Management Feedback
Process. Available online at: http://intranet.epa.gov/institute/wds/360.htm
OHROS web site. Date of access: October 10, 2003.
40 U.S. Environmental Protection Agency. Performance Management System
Guidance. Available online at: http://intranet.epa.gov/policv/recognition.htm
OHROS web site. Date of access: October 10, 2003.
41 U.S. Office of Personnel Management. Human Capital Assessment and
Accountability Framework. Available online at: http://apps.opm.gov/
HumanCapital/tool/index.cfm 0PM web site. Date of access: October 10.
2003.
42 U.S. Environmental Protection Agency. EPA Strategic Information Plan.
Available online at: http://www.epa.gov/oei/pdf/Strategic_Information_Plan
_7_29_02.pdf OEI web site. Date of access: October 15, 2003.
43 The President's Management Agenda. PMA Scorecards. Available online at:
http://www.results.gov/agenda/scorecard.html Date of access: October 10.
2003.
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Investing in Our People
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vvEPA
United States
Environmental Protection Agency
1200 Pennsylvania Avenue, NW
(3101A)
Washington, DC 20460
Official Business
Penalty for Private Use $300
Document Number: 200R04001
February 2004
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