190B13005
United States
Environmental Protection
Agency
Cross-Cutting Fundamental Strategy
FY 2013 Action Plan Annual Progress Report
Strategy 5: Strengthening EPA's Workforce and Capabilities
Continuously improve EPA's internal management, encourage innovation and creativity in all aspects of our work,
and ensure that EPA is an excellent workplace that attracts and retains a topnotch, diverse workforce, positioned
to meet and address the environmental challenges of the 21st century.
Executive Summary
In FY 2013, cross-cutting Agency actions under Strategy 5 focused on improving the Agency's ability to work more
collaboratively, efficiently, and effectively. Our efforts were directed at maintaining a talented and diverse workforce,
providing employees with a flexible and collaborative work environment, and equipping them with the tools to work
effectively in today's business environment. Our goal is to build a modern workplace where EPA employees are
knowledgeable, skilled, encouraged, and enabled to do their best work in a collaborative environment, protecting
human health and the environment while operating with fiscal responsibility, maximizing the use of limited resources,
and demonstrating results.
Accomplishments:
•S Advanced Collaboration with My Workplace Deployment - EPA completed an Agency-wide migration to a new
suite of tools and capabilities that included email, instant messaging, calendar, and contacts. The Agency also
implemented Microsoft Office Online 2013 and provided access to SkyDrive shared storage to help employees work
remotely.
•S Accomplished Space Modernization and Consolidation Pilots -The Agency completed all three scheduled moves,
for following offices: Region 7, the Environmental Appeals Board, and the Office of Administrative Law Judges.
These moves are projected to save EPA over $1.6 million per year through rent avoidance.
S Increased Telework Usage - EPA has increased telework usage every year in every regional and headquarters office
since FY 2009 when the Agency began tracking this data. In FY 2013, the Agency increased telework hours by 18%
over FY 2012.
•S Strengthened Approach to Leadership Development - The Agency developed an EPA Succession Management
Guide, incorporating lessons learned from beta tests in two offices to improve the Agency's ability to grow new
leadership talent from within.
•S Enhanced EPA's Workforce Diversity and Inclusion Program and Practices - EPA improved use of its Diversity
Dashboard as an assessment tool, developed standard procedures to broaden opportunities for outreach and
recruitment, and established a baseline for employee participation in leadership and development programs.
•S Streamlined Contracting Through Strategic Sourcing - The Agency saved nearly $2.6 million in FY 2013 with the
implementation of strategic sourcing solutions for cellular service, domestic deliveries, and office supplies.
•S Reduced Unliquidated Obligations (ULOs) - EPA reduced ULOs on grants expired as of October 1, 2012, by 86% or
$15.1million and on contracts expired as of October 1, 2012, by 62% or $26.3 million.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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Challenges:
S Delayed Launch of SharePoint - The Agency experienced challenges with the My Workplace migration and decided
to delay the SharePoint launch. EPA plans to provide full access to SharePoint functionality in FY 2014.
•S Hiring Slowdown - EPA's FY 2013 average Time-to-Hire was 101 days for General Schedule new hires. The Agency's
efforts to reach EPA's FY 2013 86-day goal were challenged by an intentional slowdown in hiring necessitated by
budget reductions. The Agency will continue improving the hiring process through streamlining and the use of
collaboration tools, including: Standardized Recruitment Packages, Virtual Job Analysis meetings via Adobe Connect,
and the new FastTrack online solution which offers one-stop shopping for managers to assemble their standard
recruitment packages.
S Space Modernization Slowdown - EPA delayed space modernization projects due to resource constraints. The
space modernization pilot for EPA's Office of Administration and Resources Management in the Federal Triangle
complex in Washington, DC will be complete in April 2014. EPA will look for additional opportunities to achieve
immediate space reductions with little to no construction required and achieve further reductions as part of the
lease renewal process.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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FY 2013 Action Plan Activity
Status/Explanation
= Activity Complete
1. Improve the hiring process and reduce time to hire
to ensure the best match between EPA positions and
new hires.
Issue quarterly "Time-To-Hire" reports to ensure
headquarters and Regional offices are aware of hiring
time requirements and how the Agency is
performing.
EPA issued quarterly "Time-To-Hhire" reports.
By September 30, 2013, reduce average time to hire
for (1) General Schedule (GS) positions to 86 days and
(2) Senior Executive Service (SES) positions by 10%.
GS Hiring: EPA did not meet its goal in GS hiring due to
budget reductions. The FY 2013 average Time-To hire
was 101 days.
SES Hiring: EPA exceeded its goal in SES hiring. The FY
2013 average time to hire was 262 days (a reduction of
42 days or 14%).
By March 31, 2013, utilize two surveys to establish
baseline data going back through FY 2012 capturing:
o EPA hiring managers' satisfaction with selected
applicants, utilizing the Office of Personnel
Management (OPM) Chief Human Capital Officer's
6-Month Management Hiring Satisfaction Survey.
o Satisfaction of EPA new hires with their new
positions, utilizing components of the existing EPA
New Hire Survey.
EPA administered the following two surveys. The FY 2013
results are listed below:
SixMonth Management Hiring Satisfaction Survey Results:
1. What is your overall satisfaction with this employee?
88% (Managers responded with an 8, 9 or 10 on a scale
of 1 to 10.)
2. How well does this employee meet your expectations?
88% (Managers responded with an 8, 9 or 10 on a scale
of 1 to 10.)
3. How does this employee compare to your idea of an
ideal employee? 82% (Managers responded with an 8, 9
or 10 on a scale of 1 to 10.)
Note: Results reflect 17 responses since April 1, 2013.
New Hire Survey Results:
1. EPA new hires agree their work duties are consistent
with expectations described in the respective job
posting. (85%)
2. New hires plan to remain at EPA for the foreseeable
future. (72%)
Note: Results reflect responses from 35 new hires..
By September 30, 2013, use survey instruments to
measure the satisfaction of hiring managers and new
hires after six months of service. The goal is to be
determined.
Due to limited results from the Office of Personnel
Management's sixmonth Management Hiring Satisfaction
Survey and EPA's New Hire Survey, these goals will be
established at FY 2014 year-end, when more data are
available.
2. Enhance EPA workforce diversity, inclusion and
equal employment opportunities.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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FY 2013 Action Plan Activity
Status/Explanation
= Activity Complete
By September 30, 2013, provide information for
utilizing the Agency's Diversity Dashboard as a
workforce assessment tool in developing and
monitoring Program and Regional Office action plans
under the Equal Employment Opportunity
Commission Management Directive 715 to expand
access to employment and professional development
opportunities.
EPA's Office of Administration and Resources Management
(OARM) finalized and adopted Diversity Dashboard
enhancements in March 2013 and also developed Diversity
Dashboard Guidance to improve the Dashboard's
usefulness as an assessment tool. The Guidance will be fully
vetted by all partners and released during the first quarter
of FY 2014.
• By March 2013, develop and utilize a list of
organizations, professional associations, and
academic institutions for EPA's Human Resources
Shared Services Centers and the Executive Resources
Division to forward USAJOBS.gov announcements for
EPA permanent and internship positions.
EPA developed and utilized a list of diverse recruiting
sources and Standard Operating Procedures (SOPs) for
Diversity and Inclusion Recruitment and Outreach.
By September 30, 2013, participate in at least one
each of outreach/recruitment event targeting Asian
American and Pacific Islanders (AAPIs), Hispanics,
veterans, and individuals with targeted disabilities.
OARM completed Agency-wide outreach events targeting
AAPIs, Hispanics, and persons with disabilities. EPA also
completed Agency-wide outreach activities for veterans
including releasing an article posted in the
September/October 2013 issue of" Recruit Military
Magazine" highlighting EPA's Injured Soldiers and Veteran
Volunteer Placement Program - and supporting the
Hispanic Association of Colleges and Universities.
• By September 30, 2013, establish a baseline capturing
the percent of each demographic group of employees
at the GS-13 through GS-15 level that participates in
leadership development programs.
OARM completed a comprehensive analysis of GS-13
through GS-15 employee participation in leadership
development programs by demographic group over the
previous two-year period and established a baseline for FY
2013 participation levels.
By September 30, 2013, review hires for all
supervisory GS-13 through GS-15 positions during the
last quarter of FY 2012 and first three quarters of FY
2013 to benchmark the extent to which EPA used
hiring panels and determine demographic diversity of
hires.
The Office of Civil Rights (OCR) did not complete its review
of hires for all supervisory GS-13 through GS-15 positions in
FY 2013 due to resource limitations.
For FY 2014, OCR is developing a benchmarking approach
that includes:
• Researching the most effective approaches for
identifying and surveying hiring officials;
• Researching Agency survey tools already in use to
determine if they may be utilized to collect this data
(e.g., OPM's Hiring Satisfaction Survey); and
• Researching options for survey design and result analysis
to benchmark EPA's use of hiring panels and to
determine demographic diversity of hires.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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FY 2013 Action Plan Activity
Status/Explanation
= Activity Complete
By September 30, 2013, revise the No FEAR Act
Training to include a diversity and inclusion module.
In FY 2013, OCR researched several companies that provide
e-learning No FEAR Act training. In September 2013, OCR
selected a revised No FEAR Act training from Skillsoft that is
Section 508-compliant. OCR will launch the diversity and
inclusion training in Spring 2014.
3. Improve workforce planning: Use of workforce
analysis and skill need projections improves EPA's
ability to broaden the talent pool and meet mission
objectives by guiding effective management decision
making on employee development, staffing levels
and resource allocation, and recruitment activities.
From January 2013 through August 2013, conduct a
succession management pilot program in OARM
focusing on the developmental needs of senior
leadership, including the Agency's Senior Executive
Service (SES) Corps. Issue the EPA Succession
Management Guide by September 30, 2013.
OARM completed a beta test of two OARM offices (the
Office of Grants and Debarment and Office of
Administration). OARM also updated its Succession
Management Guide to reflect lessons learned; the guide is
undergoing final review and will be issued in the next 60
days.
• By September 30, 2013, develop a plan for
implementing a centralized, one-stop shop for
employee training and development.
OARM developed and obtained approval for the plan and is
currently working on implementation.
4. Build a supportive work environment: Use
technology to improve collaboration and change the
way we work, including enhancing our ability to
telework and increasing employee connectivity and
productivity, while reducing costs, energy, and
greenhouse gas emissions.
In FY 2013, EPA will deploy My Workplace, a new
suite of email and collaboration tools and complete
provisioning for 18,000 users. My Workplace will
provide users with integrated email, calendars,
contacts, instant messaging, collaborative documents
and workspaces; as well as web conferencing, video
conferencing, and professional networking. Training
will occur in a phased approach throughout FY 2013.
The Agency will align all communications related to
My Workplace with the One EPA Change
Management Strategy.
The Office of Environmental Information (OEI) completed
the migration of email, calendar, and contacts in February
2013. In May 2013, EPA completed an Agency-wide
migration to a new suite of tools and capabilities that
included email, instant messaging, calendar, and contacts.
The Agency also implemented Microsoft Office Online 2013
and provided access to SkyDrive shared storage to help
employees work remotely.
Training and webinars are available for these tools. Next
steps include resolving usability and reliability issues,
making SharePoint available to the Agency, and completing
the migration of existing collaborative sites to SharePoint.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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FY 2013 Action Plan Activity
Status/Explanation
= Activity Complete
Build a modern workplace to enhance collaboration.
o Complete Region 7's move to its new office space
by October 2012, which will reduce the Region's
square footage by more than 15% and achieve
rent savings in FY 2013 of approximately
$654,000.
o Complete office moves of the Environmental
Appeals Board (EAB) by December 31, 2012 and
the Office of Administrative Law Judges (AU) by
March 31, 2013 to the EPA Federal Triangle
Complex for a combined reduction of 19,658
square feet and total FY 2013 rent savings of
approximately $959,000.
o Begin space modernization pilots in OARM/HQ
and Regions 2, 4, 6, and 8 during FY 2013.
OARM completed all three of its scheduled moves in FY
2013 for Region 7 EAB, and AU. The projected rent
avoidance is $1,617,481 per year.
• Region 7 Move: OARM successfully completed this move
in November 2012. This project is an example of
collaboration between headquarters and a region, which
resulted in timely completion. Savings were
$654thousand.
o Region 7 Telework Pilot:
• In FY 2013, 61% of Region 7 of employees were
teleworking each pay period - EPA's highest
rate.
• From FY 2012 to FY 2013, Region 7 increased its
number of telework hours by 40%.
• From FY 2011 to FY 2012, Region 7 increased its
number of telework hours by 176%.
• EAB Move: OARM relocated EAB from the Colorado
Building to the Federal Triangle campus in Washington,
DC in November 2012. Savings were $551 thousand .
• AU Move: OARM relocated AU from Franklin Court to
the Federal Triangle campus in March 2013. Savings were
$412 thousand.
Construction is underway on the OARM/HQ space
modernization pilots, with anticipated completion in April
2014.
Regions 2 and 4: Due to a lack of funding for space
modernization, OARM is looking to identify areas for
immediate space reduction with little to no construction
required.
Regions 6 and 8: OARM continues to pursue space
modernization as part of the office lease renewal
process. Region 8's current lease expires December 31,
2016; and Region 6's lease expires February 8, 2017.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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FY 2013 Action Plan Activity
Status/Explanation
= Activity Complete
Encourage and support increased use of telework by
issuing quarterly "telework usage" reports to Regional
and program offices' senior managers, providing
documentation of both the number of employees and
number of hours teleworked per pay period.
OARM issued its quarterly Telework Usage report. FY 2013
results are listed below:
• Number of Teleworking Employees:
o 64% of employees teleworked one or more times in
FY 2013.
o The average number of employees teleworking per
pay period was 5,956 (35%).
o The three locations with the most employees
teleworking were Region 7 (61%), Region 5 (50%),
and Region 4 (48%).
o FY 2013 is the first year EPA collected/reported on
the number of employees teleworking.
• Number of Telework Hours
Increases in Telework Hours:
o EPA's number of FY 2013 telework hours increased
over FY 2012 by 18%.
o The three locations with the largest increases in
hours teleworked were OITA (49%), Region 7 (40%),
and OARM and OSWER (29%).
Telework Hours and Usage Rates:
o EPA's average number of telework hours per pay
period was 109,498 (approximately 8% of
1,368,720 available hours).
o The three locations with the highest telework usage
rates per pay period were Region 7 (15%), Region 5
and Office of Inspector General (13%).
By September 30, 2013, develop a methodology to
track reductions in average Agency greenhouse gas
(GHG) emissions associated with employee
commuting, including impacts from teleworking, from
the FY 2011 baseline.
OARM is developing new reporting tools for GHG
emissions associated with commuting and telework;
however, this work in FY 2013 paused as a result of budget
constraints.
By the end of FY 2013, implement a framework for
the new Section 508 Program that includes updating
the Section 508 policy with clear roles and
responsibilities, providing Section 508 training and
outreach, and facilitating the testing of Electronic and
Information Technology developed for or procured by
EPA. Issue draft policy by March 31, 2013.
The Office of Environmental Information has
incorporated comments from the Quality and
Information Council Steering Committee on the draft
Section 508 policy. As a result of the comments received
on the draft Section 508 testing procedures, the Agency
is conducting a pilot in FY 2014 to validate the testing
procedures.
5. Practice outstanding resource stewardship, ensuring
operational excellence and maximum use of Agency
funds by reducing unliquidated obligations (ULOs)
and reducing unobligated balances.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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FY 2013 Action Plan Activity
Status/Explanation
= Activity Complete
By September 30, 2013, reduce ULOs in grants
expired but not financially closed out as of October 1,
2012 by 15% to $15 million and reduce ULOs in
contracts expired as of October 1, 2012 by 40% to
$25.7 million.
As of September 30, 2013, EPA:
• Reduced ULOs by 86%, or $15.1M, on grants expired as
of October 1, 2012; and
• Reduced ULOs by 61.5%, or $26.3M, on contracts expired
as of October 1, 2012.
By September 30, 2013, ensure close-out of 90% of
grant awards that expired during FY 2012 and 99% of
grant awards that expired in fiscal years prior to FY
2012.
EPA's Office of Grants and Debarment exceeded its FY 2013
goal for:
• Grant awards that expired during FY 2012 (93.4%); and
• Grant awards that expired in fiscal years prior to FY 2012:
(98.3%).
Advance centers of expertise (COE)/strategic
sourcing: Throughout FY 2013, conduct
transformational change management activities to
reduce the cost of acquisition within EPA.
o By March 31, 2013, initiate Phase 1: cellular
service, printer/multi-functional devices, office
supplies, and conference support services.
o By September 30, 2013, initiate Phase 2: lab
supplies, lab equipment, and software.
FY 2013 savings were $2,575,000.
• Cellular Service savings were $550K.
• Domestic Deliveries savings were $1.7M.
• Office Supplies savings were $325K.
In Phase 1, OARM implemented strategic sourcing solutions
for cell services regarding cell phone policy, no use lines,
and guides for establishing service plans appropriate for the
user's needs. OARM also continued to manage Agency-
wide office supplies contracts awarded under the Federal
Strategic Sourcing Initative and oversaw an Agency-wide
initiative to implement a strategic sourcing solution for
conference support services.
OARM will implement strategic sourcing for lab equipment,
software, and print management in FY 2014. This was
delayed due to the government shutdown.
FY 2013 Annual Progress Report: Strengthening EPA's Workforce and Capabilities
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