**EPA**

**NRMRL STRATEGIC PLAN**

**National Risk Management Research Laboratory**

**September 2006**

**NRMRL's mission is to advance scientific and engineering solutions
that enable EPA and others to effectively manage current and future
environmental risks.**

**NRMRL Strategic Plan**

**National Risk Management Research Laboratory**

**Office of Research and Development**

**United States Environmental Protection Agency\
**

**September 2006**

**Director of the\
National Risk Management Research Laboratory**

Dear Colleagues:

The founding of the National Risk Management Research Laboratory (NRMRL)
in 1995\
fulfilled a great vision to create an enhanced Office of Research and
Development (ORD) within the United States Environmental Protection
Agency (EPA)---one that has the capacity not only to assess risks to
public health and the environment, but to create the engineering and
scientific solutions necessary to meet the established goals set forth
in policy, regulation, and voluntary programs.

WOW! No one could have predicted the impact NRMRL would have on the
nation and the globe. We have taken on many unique challenges and
delivered outstanding results. NRMRL has some amazing success stories to
tell and I enjoy hearing and talking about them.

We lead the world in providing practical guidance for remediation of
hundreds of Superfund and other contaminated sites. Our researchers
provide the scientific knowledge to better understand how to remediate
contaminated ground water and assess vapor intrusion into homes, a
potentially significant risk to the public. Our Superfund Innovative
Technology Evaluation and Environmental Technology Verification programs
have set the global standard for demonstration and performance
verification of environmental technologies. NRMRL's leadership in
drinking water treatment continues to upgrade our nation's water supply
and keep it secure. Our responsibility for the largest national
treatment technology demonstration and education program in the history
of ORD continues to set the foundation for public health protection in
small water systems whose drinking water is laced with arsenic. NRMRL is
a leader in establishing the science to design best management practices
for watersheds. These practices will yield desired improvements to water
quality and support the restoration of ecosystems. We have extensive
experience in air pollution research through the development and
demonstration of prevention and control technologies for key industries,
electric power plants, incinerators, indoor environments, and sources of
greenhouse gases. Our leadership has resulted in creating a breakthrough
technology for measuring dioxin and other toxic air emissions,
establishing the state of the science for mercury control, and
formulating methods to measure mercury in the environment. NRMRL has
pioneered work in green chemistry and life cycle analysis, providing the
groundwork for a sustainable approach to environmental protection. We
created the mission of homeland security research within ORD and have
significantly contributed to the success of the National Homeland
Security Research Center. This is who we are. This is NRMRL, and success
breeds success.

Fast forward to 2006: America goes global and discovers new directions
for environmental protection. The catastrophic effects of Hurricane
Katrina have given the nation a wake-up call and triggered enormous
environmental and policy challenges. EPA recognizes that an intricate
web of regulatory and voluntary programs has evolved; NRMRL sees the
challenge of cross-media effects and recognizes the need to put the
pieces together. Sustainability is seen as a potential path forward.

What a great time to be director of this amazing research organization!
It's a time of enormous challenge and change. Funds and people are in
short supply. Despite this, I see opportunity for us everywhere I look
and with whomever I talk. EPA, the nation, and the world are interested
in us and what we know. We have excellent connections and productive
collaborations, and are great partners. I believe NRMRL stands uniquely
poised to help EPA and, yes, the world take on the next set of major
environmental challenges. We are at the forefront of EPA's commitments
to environmental sustainability and environmental technologies, and we
will deliver results that save the environment, save millions in
compliance costs, and create economic prosperity.

EPA has entrusted NRMRL to bring about technological and engineering
solutions to address the problem of aging water and wastewater
infrastructure. Our work in wastewater peak flow blending will establish
the scientific basis for future policy deliberation. NRMRL is in a
cooperative partnership to bring great science to near roadway
exposures. We've been asked to lead a major effort with the Office of
Water to advance nutrient trading via wetlands. We are exploring the
potential of nanotechnology in risk management approaches to
environmental protection. NRMRL has completed the architecture for
sustainability science, working with EPA headquarters staff. And we're
bringing sustainability science to real-world situations such as those
in the San Luis Valley in the western United States.

After a yearlong process, we've established the architecture, this NRMRL
Strategic Plan 2007-- 2012, that will guide us through our next era of
success. The plan is only the beginning though. As we take the next step
to implement the plan, we will ask each division (including the Office
of the Director), branch, program, and individual to make significant
and measurable commitments to ensure that this plan is a success. I am
committed, as is the entire management team, to reach our ambitious
goals. I look forward to the next five years with great enthusiasm. I
can't wait to tell the stories in 2012.

/signed/

Sally C. Gutierrez, Director

NRMRL

**TABLE OF CONTENTS**

Introduction 1

Goal 1: Environmental Solutions 5

Goal 2: Marketing 9

Goal 3: Collaboration 13

Goal 4: Organization 17

Goal 5: Workforce 21

Appendix A: Trends 27

Appendix B: ORD Principles -- Many People, One ORD 29

Appendix C: Research Program Prioritization 31

**LIST OF ACRONYMS**

BOSC Board of Scientific Counselors

COOP Continuity of Operations Plan

CRADA Cooperative Research and Development Agreement

EPA United States Environmental Protection Agency

FMFIA Federal Managers Financial Integrity Act

GPRA Government Performance Results Act

GPS Global Positioning System

IAG Interagency Agreement

MOU Memorandum of Understanding

NPD National Program Director

NRMRL National Risk Management Research Laboratory

OMB Office of Management and Budget

ORD Office of Research and Development

PART Program Assessment Rating Tool

PMA President's Management Agenda

RARE Regional Applied Research Effort

SAB Science Advisory Board

**[INTRODUCTION]{.smallcaps}**

The National Risk Management Research Laboratory (NRMRL) Strategic Plan
commits the laboratory to providing the credible research and technology
information needed to advance the goals of the United States
Environmental Protection Agency (EPA) to improve public health and the
environment. This document defines NRMRL's plan for the next five years
to elevate the laboratory to a high-performing organization that
achieves significant and measurable improvement in the quality and
utility of its research products and technical assistance. It
communicates NRMRL's approach to prioritizing research, creating
effective organizational structures and processes, and strengthening the
capabilities of its workforce to achieve its vision for 2012:

***NRMRL's leadership in science and engineering is recognized
throughout EPA and the environmental community as the source of
responsive, objective solutions to complex multidisciplinary
environmental problems.***

Within EPA's Office of Research and Development (ORD), NRMRL is a
solutions-oriented research organization whose mission is to:

***Advance scientific and engineering solutions\
that enable EPA and others to effectively manage current and future
environmental risks.***

**Plan Development**

This plan replaces NRMRL's 1999 strategic plan. The development of this
plan was driven by several factors:

-   The environmental problems for which NRMRL is expected to find
    solutions are multimedia (i.e., they involve air, ground water,
    surface water, soil, and sediment), increasingly complex, and often
    less publicly visible.

-   Newer areas such as sustainability, brownfields redevelopment,
    computational toxicology, nanotechnology, and socioeconomic measures
    must offer improved and more\
    cost-effective ways to reduce pollution.

-   Core competencies must be enhanced to assist in the aftermath of
    events such as the attacks on September 11, 2001, and Hurricane
    Katrina so that NRMRL can deliver prompt technical assistance.

-   NRMRL's research relevance and outcomes must successfully pass the
    scrutiny of EPA's Science Advisory Board (SAB), the Board of
    Scientific Counselors (BOSC), and the Office of Management and
    Budget's (OMB's) application of the Program Assessment Rating Tool
    (PART).

-   NRMRL must establish an enhanced culture of collaboration both
    within the laboratory and beyond in order to provide comprehensive
    solutions to problems that require multi-disciplinary and
    integrative approaches.

-   Even with a reduced research budget and reduced staff levels, NRMRL
    must continue to be relevant and make significant impacts.

A planning group of NRMRL employees representing management, technical
personnel, and administrative staff worked for several months to create
this plan. With the expert guidance and advice of strategic planning and
organizational development consultants, the group analyzed NRMRL's
strategic opportunities within EPA and ORD in the context of the changes
taking place in environmental science and engineering, management
practices, and the world in general (see Appendix A, Trends). The
analysis led the group to develop five strategic goals that are at the
heart of this plan and will guide laboratory action for the next five
years:

> **Goal 1: Environmental Solutions**
>
> Increase and improve scientific and engineering innovation and
> leadership to provide solutions to important environmental problems.
>
> **Goal 2: Marketing**
>
> Increase the impact, recognition, and research capacity of NRMRL.
>
> **Goal 3: Collaboration**
>
> Improve collaboration to achieve quality, value-added, and recognized
> products and services.
>
> **Goal 4: Organization**
>
> Improve organizational effectiveness and efficiency.
>
> **Goal 5: Workforce**
>
> Develop a mission-focused, dedicated, and flexible workforce.

The planning group identified specific outcomes for each goal and
produced an array of strategies to achieve those outcomes. Performance
indicators were established for evaluating progress toward the outcomes.
While the five strategic goals are fixed, NRMRL's progress toward
achieving the goals will require ongoing evaluation and adjustments.

As a guide for NRMRL's workforce, this plan establishes the tenets by
which the laboratory will structure its actions. It also specifies the
need for closer working relationships with partners and clients such as
other ORD laboratories, EPA program offices, EPA regions and states,
tribes, other federal and private research organizations, and the
private sector. For NRMRL employees, it sets forth ways for individuals
to understand their roles in achieving the strategic goals. For NRMRL
clients, this plan identifies opportunities for developing collaborative
research throughout EPA. This synergy will create the understanding
needed to solve key environmental problems.

NRMRL's strategic plan upholds the goals of both EPA and ORD. EPA's
strategic plan calls for regulatory and voluntary measures to achieve
cleaner air; cleaner and safer water; remediated and revitalized
contaminated land; healthy people, communities, and ecosystems; and
compliance and environ-mental stewardship. ORD's strategic plan looks
for organizational excellence in order to support EPA's mission, to be a
high-performing organization, to be a leader in the environmental
research community, to integrate environmental science and technology in
order to solve environmental problems, and to anticipate future
environmental issues.

**NRMRL's Values**

NRMRL is an organization whose level of proficiency will be raised to
high performance in the coming years. To do this, NRMRL will find
strength in its value system. Our core values provide a deeper
perspective on our strategic aspirations:

-   **We value our environment**. We work at EPA because we believe that
    the prosperity and security of our families, our country, and our
    world depend on the health of the natural systems that surround us.

-   **We value the trust and respect of the American people**. As a part
    of the federal government, we understand that the work we do is for
    the public good and we must meet the high expectations the American
    people hold for public servants.

-   **We value our research**. We take pride in our work and are driven
    to conduct research that is scientifically sound and meets quality
    assurance standards.

-   **We value our people**. Our ability to find solutions to
    environmental problems and to communicate the results depends on a
    talented and dedicated workforce with diverse backgrounds and
    perspectives. We understand that to be trusted and respected, we
    must first trust and respect each other.

As part of the Office of Research and Development (ORD), NRMRL follows
ORD's leadership and adheres to ORD's principles. These principles,
described in Appendix B, are aligned with NRMRL's core values and are
embodied in our vision, goals,\
and strategies.

**Meeting EPA's Strategic Goals**

As the laboratory for risk management research within ORD, NRMRL's focus
is on environmental problem solving. As such, NRMRL's research portfolio
spans EPA's five strategic goals, as below.

+-----------------------------------+-----------------------------------+
| **EPA Strategic Goal**            | **NRMRL Research Areas**          |
+-----------------------------------+-----------------------------------+
| 1\. Clean Air and Global Climate  | -   National Ambient Air Quality  |
| Change                            |     Standards (control of         |
|                                   |     particulate matter)           |
|                                   |                                   |
|                                   | -   Indoor and ambient hazardous  |
|                                   |     air pollutants                |
|                                   |                                   |
|                                   | -   Adaption to climate change    |
|                                   |                                   |
|                                   | -   Technology assessment and     |
|                                   |     scenarios for implementation  |
+-----------------------------------+-----------------------------------+
| 2\. Clean and Safe Water          | -   Regulated and unregulated     |
|                                   |     drinking water contaminants   |
|                                   |                                   |
|                                   | -   Water infrastructure, water   |
|                                   |     distribution, and source      |
|                                   |     water protection              |
|                                   |                                   |
|                                   | -   Water quality restoration and |
|                                   |     protection, integrated        |
|                                   |     watershed management, and     |
|                                   |     nutrient trading              |
+-----------------------------------+-----------------------------------+
| 3\. Land Preservation and         | -   Site cleanup, land            |
| Restoration                       |     revitalization                |
|                                   |                                   |
|                                   | -   Hazardous wastes, resource    |
|                                   |     management                    |
+-----------------------------------+-----------------------------------+
| 4\. Healthy Communities and       | -   Toxic Substances              |
| Ecosystems                        |                                   |
|                                   | -   Ecosystems restoration        |
|                                   |                                   |
|                                   | -   Biotechnology, global climate |
|                                   |     change                        |
|                                   |                                   |
|                                   | -   Endocrine disruptors          |
|                                   |                                   |
|                                   | -   Control and characterization  |
|                                   |     of indoor air contaminants    |
+-----------------------------------+-----------------------------------+
| 5\. Compliance and Environmental  | -   Environmental technology and  |
| Stewardship                       |     chemistry                     |
|                                   |                                   |
|                                   | -   Sustainable systems           |
|                                   |     management, sustainability    |
|                                   |     metrics                       |
|                                   |                                   |
|                                   | -   Decision support tools,       |
|                                   |     models, and methodologies     |
+-----------------------------------+-----------------------------------+

The sections that follow delineate what NRMRL will do to achieve its
five strategic goals. A discussion about each goal is presented,
followed by expected outcomes, strategies to achieve the outcomes,
performance indicators needed to measure the progress toward outcomes,
external factors that can affect progress and management challenges that
may require bold action.

**Path Forward**

Upon approval of NRMRL's strategic plan, the implementation phase will
begin. In coordination with each other, the Office of the Laboratory
Director and each NRMRL division will be charged with developing their
own implementation plans for achieving NRMRL's goals. These
implementation plans will consist of applying the ranking criteria
(refer to Goal 1) to the relevant research programs, developing
prioritized lists of goal strategies, and identifying specific actions
needed to implement the strategies. The Office of the Laboratory
Director and the divisions will select the appropriate performance
measures to gauge progress.

**ENVIRONMENTAL SOLUTIONS**

**Goal 1: **Increase and improve scientific and engineering innovation
and leadership to provide solutions to important environmental problems

NRMRL's scientific and engineering leadership has been instrumental in
enabling EPA's tremendous progress in protecting and improving the
environment, even with significant population and economic growth. This
leadership has been demonstrated repeatedly across the spectrum of
environmental risk management. NRMRL continues to be committed to
improving and extending its scientific and engineering capabilities.
NRMRL must distinguish itself with innovation and be poised to lead the
scientific and engineering fields in enabling EPA and other stakeholders
to solve important environmental problems.

Goal 1 focuses on the technical programs NRMRL will pursue and the risk
management solutions NRMRL will produce. The planning group developed
clear-cut criteria to be used in prioritizing these choices. Aligning
research activities with NRMRL's mission is critical to creating a
high-performing organization. In the implementation phase, the criteria
will be applied to all programs to prioritize existing research,
initiate new research, and conclude research that has limited
applicability to achieving environmental benefits or has not
demonstrated adequate scientific progress.

NRMRL will support these prioritized research activities with adequate
capital and expertise. For a detailed discussion of the prioritization
criteria, refer to Appendix C, Research Program Prioritization. In
brief, the criteria are:

**Threshold (Yes/No) Criteria,** which solicit answers to the following
questions (a "no" answer disqualifies the research program):

A.  Does the program clearly support the EPA and NRMRL missions?

B.  Has the state of the science been sufficiently evaluated to define a
    unique NRMRL contribution and a credible path toward achieving the
    desired outcomes?

**Bypass Criteria,** which accept a research program or project under
these conditions:

A.  Congressional directives

B.  Political considerations

**Ranking Criteria,** which are applied to a program or project by
answering the following questions and assigning, for example, a high,
medium, or low ranking. The ranking criteria are:

> **Impact **If successful, to what extent will the program lead to
> outcomes with measurable positive environmental impacts?
>
> **Alignment **How high is this work on EPA's list of priorities? To
> what extent is there a clearly defined client for the work?
>
> **Resources **To what extent are existing or potential resources
> available to carry out the program plan?
>
> **Advances in Science **To what extent does the work demonstrate
> scientific leadership through innovative, high-quality scientific
> inquiry that addresses high-risk environmental problems?

Goal 1 cannot be achieved in isolation; it is closely connected to the
other four strategic goals. For NRMRL to achieve its vision, it must
work to ensure its research is recognized and valued (Goal 2), work in
collaboration to expand its capabilities (Goal 3), streamline work
processes to attain greater effectiveness and efficiency (Goal 4), and
build and maintain the most effective and efficient workforce possible
(Goal 5).

**Outcomes**

Goal 1 has two outcomes:

1.  NRMRL research is based on a sound scientific foundation for making
    environmental decisions.

2.  Recognition of NRMRL's scientific leadership is increased.

**Strategies**

**Table 1.1** shows the strategies needed to achieve each outcome.

+-----------------------------------+-----------------------------------+
| **Goal 1 Outcome**                | **Strategies**                    |
+-----------------------------------+-----------------------------------+
| 1\. NRMRL research is based on a  | A.  Prioritize and evaluate       |
| sound scientific foundation for   |     ongoing NRMRL research areas  |
| making environmental decisions.   |     by applying prioritization    |
|                                   |     criteria to ensure that       |
|                                   |     current EPA needs are being   |
|                                   |     fulfilled and future EPA      |
|                                   |     needs anticipated.            |
|                                   |                                   |
|                                   | B.  Use objective internal and    |
|                                   |     external review panels to     |
|                                   |     periodically evaluate         |
|                                   |     research progress and         |
|                                   |     direction.                    |
|                                   |                                   |
|                                   | C.  Ensure NRMRL solutions are    |
|                                   |     effectively represented in    |
|                                   |     formulation of EPA approaches |
|                                   |     through participation in EPA  |
|                                   |     regulatory workgroups.        |
|                                   |                                   |
|                                   | D.  Establish, strengthen, and    |
|                                   |     maintain working              |
|                                   |     relationships with external   |
|                                   |     expert groups to identify     |
|                                   |     emerging research needs and   |
|                                   |     communicate NRMRL             |
|                                   |     capabilities and products.    |
|                                   |                                   |
|                                   | E.  Clearly define long-term      |
|                                   |     scientific core expertise.    |
+-----------------------------------+-----------------------------------+
| 2\. Recognition of NRMRL's        | A.  Contribute to high-impact     |
| scientific leadership is          |     journals with high visibility |
| increased.                        |     among targeted audiences to   |
|                                   |     expand recognition of NRMRL   |
|                                   |     contributions.                |
|                                   |                                   |
|                                   | B.  Provide technology overviews, |
|                                   |     state-of-the-science reviews, |
|                                   |     and synthesis papers to       |
|                                   |     develop and communicate       |
|                                   |     broader risk management       |
|                                   |     perspectives and options to   |
|                                   |     non-expert decision makers.   |
|                                   |                                   |
|                                   | C.  Participate in leadership     |
|                                   |     positions in professional     |
|                                   |     organizations to identify     |
|                                   |     emerging issues and promote   |
|                                   |     NRMRL capabilities.           |
|                                   |                                   |
|                                   | D.  Participate and lead          |
|                                   |     intra-agency and inter-agency |
|                                   |     efforts with states, global   |
|                                   |     organizations, and others who |
|                                   |     are organized to address and  |
|                                   |     resolve environmental         |
|                                   |     problems that require science |
|                                   |     and engineering solutions.    |
|                                   |                                   |
|                                   | E.  Pursue research areas that    |
|                                   |     have the potential for        |
|                                   |     commercialization of a        |
|                                   |     technology.                   |
|                                   |                                   |
|                                   | F.  Create a committee composed   |
|                                   |     of senior NRMRL researchers   |
|                                   |     to identify new research      |
|                                   |     questions and opportunities.  |
|                                   |                                   |
|                                   | G.  Effectively track research    |
|                                   |     product use and impact.       |
+-----------------------------------+-----------------------------------+

**Performance Indicators**

**Table 1.2** shows the performance indicators that will be used to
measure progress toward the outcomes.

+-----------------------------------+-----------------------------------+
| **Goal 1 Outcome**                | **Performance Indicators**        |
+-----------------------------------+-----------------------------------+
| 1\. NRMRL research is based on a  | A.  Increased application of      |
| sound scientific foundation for   |     NRMRL solutions in            |
| making environmental decisions.   |     regulations, decisions,       |
|                                   |     policy, and guidance.         |
|                                   |                                   |
|                                   | B.  Number of new research        |
|                                   |     programs established to       |
|                                   |     address EPA needs.            |
|                                   |                                   |
|                                   | C.  Increased consistency between |
|                                   |     NRMRL's research program and  |
|                                   |     the established               |
|                                   |     prioritization criteria.      |
|                                   |                                   |
|                                   | D.  Increased number of           |
|                                   |     technology verification and   |
|                                   |     assessments.                  |
+-----------------------------------+-----------------------------------+
| 2\. Recognition of NRMRL's        | A.  Increased role in EPA         |
| scientific leadership is          |     nanotechnology, energy, and   |
| increased.                        |     climate change research       |
|                                   |     programs.                     |
|                                   |                                   |
|                                   | B.  Increased number of awards    |
|                                   |     for research accomplishments. |
|                                   |                                   |
|                                   | C.  Increased invitations to      |
|                                   |     scientific conferences and    |
|                                   |     similar venues.               |
|                                   |                                   |
|                                   | D.  Increase number of NRMRL      |
|                                   |     patents that are taken        |
|                                   |     through to commercialization. |
|                                   |                                   |
|                                   | E.  Increased number of           |
|                                   |     Cooperative Research and      |
|                                   |     Development Agreements        |
|                                   |     (CRADAs) and Memorandum of    |
|                                   |     Understanding (MOUs) to       |
|                                   |     deliver better results.       |
|                                   |                                   |
|                                   | F.  Increase number of NRMRL      |
|                                   |     Small Business Innovative     |
|                                   |     Research (SBIR) technologies  |
|                                   |     that enable                   |
|                                   |     commercialization.            |
+-----------------------------------+-----------------------------------+

**External Factors**

External factors can affect progress toward successfully achieving the
outcomes. For Goal 1, the external factors are:

> **The Increasing Pace of Technological Change **New technological
> changes, along with new environmental issues, are emerging rapidly.
> This puts pressure on a research organization to become versed in many
> new areas and to invest in the areas considered most critical for the
> future.
>
> **Resource Limitations **It is impossible to invest in all possible
> research areas; this increases the importance of maintaining strong
> ties with both client offices and the scientific community and using
> those ties to determine the issues that are important but are not yet
> being addressed. Reductions in support staff and increased
> administrative duties further erode the time available for research
> activities.
>
> **The Changing Regulatory Approach to Environmental
> Issues **Conventional "command and control" regulatory approaches that
> specify technical solutions may not continue to be the primary means
> to solve environmental problems. Because of the increasing complexity
> of environmental problems, along with an emphasis on market-based
> solutions and changing federal research investment priorities, greater
> levels of partnering and cross-disciplinary collaborative approaches
> to problem solving are required.
>
> **The Increased Participation in Environmental Research and
> Development **For some issues such as climate change, there are large,
> well-established government research efforts. Even though EPA accounts
> for only a small part of the federal environmental research budget, it
> is critical for NRMRL to identify where it can play a leadership role
> or an important supporting role.

**Management Challenges**

Bold actions may be required to meet anticipated management challenges.
For Goal 1, the management challenges are:

> **The Changing Research Landscape **New technologies, the increasing
> pace of innovation, and greater emphasis on solutions that extend
> beyond strictly technical approaches---all of these will require
> continual evaluation of trends and adjustments in research efforts.
> There's no doubt research that addresses program office needs must
> take priority. But conducting research that is more forward-looking
> enables NRMRL to respond to future and unexpected problems, and
> provides NRMRL with the expertise necessary to be accepted as a
> scientific and engineering leader. Finding the right balance between
> these competing demands will be a continuing challenge for managers at
> all levels in NRMRL.
>
> **The Changing Government Approaches** \
> Responding to accountability requirements (such as the Government
> Performance Results Act \[GPRA\] and PART) is becoming increasingly
> difficult because of decreasing budgets and staff levels. It will
> require an emphasis on personnel and organizational performance,
> coordination, training, and flexibility. NRMRL management will be
> challenged to maintain core technical capabilities while ensuring that
> the organization is able to respond quickly to EPA's ever-changing
> needs.
>
> **The Changing ORD Practices **The establishment of national program
> directors (NPDs) has effectively created a matrix management structure
> in which line management is now expected to provide the capabilities
> to conduct the research defined by the NPDs and to ensure that the
> research is done on schedule and within budget.
>
> **Laboratory Redesign** Renovating the laboratory in the Andrew W.
> Breidenbach Environmental Research Center will necessarily keep
> essential laboratory facilities off-limits to researchers in the
> coming years, thus creating a constraint on research capacity. EPA's
> Laboratory Infrastructure Review may result in further facilities
> changes.

**MARKETING**

**Goal 2: **Increase the impact, recognition, and research capacity of
NRMRL

As a leader in advancing solutions to environmental problems and
supporting scientifically sound decision making, NRMRL will promote and
communicate its capabilities and services to existing and potential
clients, stakeholders, and communities. To accomplish this, NRMRL will
implement a comprehensive, far-reaching marketing plan to foster support
for its research programs. Because the marketing plan will promote
greater NRMRL recognition, it will serve to sustain current work and
create future work. NRMRL will leverage resources and expertise with
other collaborators and beneficiaries to keep high-impact and valuable
research programs operating.

The foundation for the success of Goal 2 is embedded in the laboratory's
unique research and technical support programs, which are critically and
objectively peer reviewed. NRMRL's divisions and programs enhance the
organization's reputation through their specialized research excellence
and scientific contributions.

To heighten its presence in the scientific community, NRMRL's successes
will be communicated in ways that vigorously convey research outputs and
their connection to outcomes. This will require establishing effective
communication with OMB, key agency programs and regions, tribes,
collaborators, and the public. By establishing strategic alliances that
facilitate resource and expertise sharing with others, by increasing its
innovation and leadership (Goal 1), and by improving strategic
collaboration (Goal 3), NRMRL will position itself to serve as a premier
science organization.

Success for communication and outreach will be achieved when NRMRL:

-   Develops the appropriate mix of communications staff within the
    divisions and the Office of the Director

-   Executes an effective communications plan with solid performance
    measures

-   Participates in the most respected technical conferences

-   Builds and strengthens its Web presence in the user community

These fundamental activities will increase NRMRL's recognition and
reputation among those who make research investment decisions. Support
from these decision makers is critical if NRMRL is to maintain the
resources necessary to conduct highly valued research, provide relevant
products and services, and foster a work environment that attracts
talented and highly motivated professional staff.

**Outcomes**

Goal 2 has two outcomes:

1.  Research resources are increased.

2.  Organizational recognition from government, regulators, industry,
    peers, and the public is increased by demonstrating the impact of
    NRMRL's research in solving important environmental problems.

**Strategies**

**Table 2.1** shows the strategies needed to achieve each outcome.

+-----------------------------------+-----------------------------------+
| **Goal 2 Outcome**                | **Strategies**                    |
+-----------------------------------+-----------------------------------+
| 1\. Research resources are        | A.  Develop mechanisms that       |
| increased.                        |     promote understanding and     |
|                                   |     interest in NRMRL's current   |
|                                   |     capabilities, past successes, |
|                                   |     and future directions.        |
|                                   |                                   |
|                                   | B.  Identify and pursue funding   |
|                                   |     opportunities with potential  |
|                                   |     internal/external clients and |
|                                   |     collaborators.                |
|                                   |                                   |
|                                   | C.  Establish channels of         |
|                                   |     communication with Congress,  |
|                                   |     OMB, and the public to convey |
|                                   |     the impacts and benefits of   |
|                                   |     NRMRL's research and its      |
|                                   |     ability to solve              |
|                                   |     environmental problems.       |
|                                   |                                   |
|                                   | D.  Strengthen relationships with |
|                                   |     program offices and EPA       |
|                                   |     regions by identifying their  |
|                                   |     needs and priorities.         |
|                                   |                                   |
|                                   | E.  Identify future trends and    |
|                                   |     directions to conduct         |
|                                   |     leading-edge research on      |
|                                   |     long-term environmental       |
|                                   |     protection issues.            |
|                                   |                                   |
|                                   | F.  Identify new customers and    |
|                                   |     mutually beneficial           |
|                                   |     partnerships.                 |
|                                   |                                   |
|                                   | G.  Market NRMRL facilities,      |
|                                   |     services, and resources to    |
|                                   |     potential users and third     |
|                                   |     parties when their interests  |
|                                   |     are complementary to NRMRL's  |
|                                   |     research programs.            |
|                                   |                                   |
|                                   | H.  Assess progress and measure   |
|                                   |     success of collaborative      |
|                                   |     efforts through surveys.      |
+-----------------------------------+-----------------------------------+
| 2\. Organizational recognition    | A.  Develop and promote NRMRL's   |
| from government, regulators,      |     unique identity.              |
| industry, peers, and the public   |                                   |
| is increased by demonstrating the | B.  Develop a communications and  |
| impact of NRMRL's research in     |     outreach plan.                |
| solving important environmental   |                                   |
| problems.                         | C.  Strengthen web presence by    |
|                                   |     keeping information current   |
|                                   |     and relevant.                 |
|                                   |                                   |
|                                   | D.  Showcase NRMRL's research     |
|                                   |     products and its partners in  |
|                                   |     international risk management |
|                                   |     symposia.                     |
|                                   |                                   |
|                                   | E.  Strengthen technical support  |
|                                   |     to regions.                   |
|                                   |                                   |
|                                   | F.  Publish in the public press   |
|                                   |     to increase public awareness  |
|                                   |     and recognition of NRMRL's    |
|                                   |     and EPA's contributions.      |
+-----------------------------------+-----------------------------------+

**Performance Indicators**

**Table 2.2** shows the performance indicators that will be used to
measure progress toward the outcomes.

+-----------------------------------+-----------------------------------+
| **Goal 2 Outcomes**               | **Performance Indicators**        |
+-----------------------------------+-----------------------------------+
| 1\. Research resources are        | A.  Increased resources for       |
| increased.                        |     high-priority NRMRL research. |
|                                   |                                   |
|                                   | B.  Increased use of CRADAs,      |
|                                   |     Interagency Agreements        |
|                                   |     (IAGs), Strategic             |
|                                   |     Environmental Research and    |
|                                   |     Development Programs, and     |
|                                   |     Regional Applied Research     |
|                                   |     Efforts (RARE).               |
|                                   |                                   |
|                                   | C.  Increased number of customers |
|                                   |     accessing NRMRL's core        |
|                                   |     competencies.                 |
|                                   |                                   |
|                                   | D.  Increased number of outside   |
|                                   |     users.                        |
|                                   |                                   |
|                                   | E.  Increased amount of in-kind   |
|                                   |     support.                      |
+-----------------------------------+-----------------------------------+
| 2\. Organizational recognition    | A.  Increased use of NRMRL        |
| from government, regulators,      |     research data for             |
| industry, peers, and the public   |     environmental decision making |
| is increased by demonstrating the |     by program offices and        |
| impact of NRMRL's research in     |     regions; increase number of   |
| solving important environmental   |     documented regulations and    |
| problems.                         |     rule-making activities based  |
|                                   |     on NRMRL's research.          |
|                                   |                                   |
|                                   | B.  Increased peer-reviewed       |
|                                   |     publications, patents, and    |
|                                   |     technology commercialization  |
|                                   |     with applied outcomes         |
|                                   |     measured.                     |
|                                   |                                   |
|                                   | C.  Increase interactions with    |
|                                   |     the media.                    |
|                                   |                                   |
|                                   | D.  Increased requests from       |
|                                   |     clients for NRMRL expertise.  |
|                                   |                                   |
|                                   | E.  Increased requests for        |
|                                   |     technical support from        |
|                                   |     internal/external clients and |
|                                   |     technology vendors.           |
|                                   |                                   |
|                                   | F.  Increased national and        |
|                                   |     international collaborations  |
|                                   |     with strategic partners.      |
|                                   |                                   |
|                                   | G.  Increased invitations to      |
|                                   |     participate in national and   |
|                                   |     international meetings (e.g., |
|                                   |     as sessions chairs,           |
|                                   |     conference chairs, plenary    |
|                                   |     speakers, and steering        |
|                                   |     committee members).           |
|                                   |                                   |
|                                   | H.  Increased participation in    |
|                                   |     inter-agency and intra-agency |
|                                   |     working groups.               |
+-----------------------------------+-----------------------------------+

**External Factors**

External factors compel management to identify key stakeholders and
clients, evaluate high-priority research programs, and assess research
outcomes and impacts. An options analysis for improving outcomes and
impacts might include the crosswalk shown in **Table 2.3.**

  ----------------- ----------------- ----------------- -------------------
  **Stakeholder**   **Program         **Evaluation      **Desired Outcome /
                    Evaluation        Criteria**        Impact**
                    Measure**                           

  Congress          Public Opinion    Solutions         Funding Increase

  OMB               PART              Outcomes          "Effective Rating"

  EPA Program       EPA Strategic     Products,         Usefulness to EPA
  Office            Goals and Targets Outreach          decision making

  ORD               Multi-Year Plan   Delivered on      Sound Science
                    annual            schedule          
                    performance goals                   
                    and measures                        

  Regions, States   Technical Support Application       Sound Decisions

  Federal Agencies  IAGs and MOUs     National          Collaborations that
                                      Priorities        achieve results

  Industry          Technology        Innovation        Commercialization
                    Verification                        

  Scientific        BOSC, Division    Sound Science and Endorsement
  Community         Peer Reviews      Outcomes          
  ----------------- ----------------- ----------------- -------------------

For Goal 2, the external factors are:

> **Sustaining Relationships **The regions, states, and tribes have been
> key stakeholders and NRMRL clients who provide resources for NRMRL's
> research through programs such as RARE. These relationships give
> principal investigators and technology transfer specialists the
> opportunity to provide much needed guidance in implementing EPA
> programs. More often than not, EPA regions will pull together to
> provide funding for a single research project to address an issue of
> mutual concern. There is ample opportunity for NRMRL to apply its
> expertise; in fact, numerous synthesis documents have been completed
> because of these productive relationships.
>
> **Marketing Collaboration **Establishing and promoting external
> collaborations with other federal agencies, private industry,
> academia, and local communities are vital for NRMRL's future. NRMRL
> can garner respect and recognition by partnering with other
> organizations to move environmental research and technical support
> forward. Partnering brings additional expertise and resources to bear
> on important issues and enables NRMRL's partners to see meaningful
> results through measurable improvements in the environment. By working
> together, NRMRL maximizes EPA's ability to achieve its goals.

**Management Challenges**

Bold actions may be required to meet anticipated management challenges.
For Goal 2, the management challenges are:

> **\
> Increased Competition **Increased competition from similar research
> organizations (including the federal government, academia, and private
> foundations) makes it increasingly important for NRMRL to demonstrate
> its uniqueness, its specialized contribution, and its significant
> impact so that its research capacity can grow. Leveraging resources
> and expertise through collaborations is critical.
>
> **Budgeting Process **The budgeting process often places priority on
> visible, short-term issues. Such highly visible emergencies and events
> are emphasized in the priorities established through Congressional
> mandates or program office and regional needs. This approach conflicts
> with the stability needed over the long term to develop high-quality
> scientific results. However, planning and accountability measures
> related to the GPRA have been incorporated into multi-year planning,
> which sustains and enhances long-term research efforts that support
> laboratory core competencies.

**COLLABORATION**

**Goal 3: **Improve collaboration to achieve quality, value-added, and
recognized products and services

Solutions to complex, multimedia (i.e., air, ground water, surface
water, soil, and sediment), large-scale problems require the skills of
scientists, engineers, and subject matter experts from a variety of
disciplines and with various competencies. Collaboration, a mutually
beneficial relationship entered into in order to achieve a common goal,
enhances NRMRL's ability to adapt to future challenges. In its draft
"EPA 2006--2011 Strategic Plan: Charting Our Course,"^1^ EPA made
commitments to collaborate when doing so would produce more
comprehensive results than would be achieved by working alone.
Increasing labor and operational costs necessitate leveraging our
expertise and resources to the greatest extent possible. Thus,
collaboration is desirable and necessary for the long-term viability of
NRMRL's research programs. It will help NRMRL to be a vibrant and
recognized provider of environmental solutions.

1 http://www.epa.gov/ocfo/plan/06strat_plan.pdf

**Outcome**

Goal 3 has one outcome: Collaboration with internal and external
organizations is improved.

**Strategies**

**Table 3.1** shows the strategies needed to achieve the outcome.

+-----------------------------------+-----------------------------------+
| **Goal 3 Outcome**                | **Strategies**                    |
+-----------------------------------+-----------------------------------+
| 1\. Collaboration with internal   | A.  Actively pursue and implement |
| and external organization is      |     effective and efficient       |
| improved.                         |     mechanisms that enable both   |
|                                   |     internal and external         |
|                                   |     collaboration to further      |
|                                   |     environmental goals.          |
|                                   |                                   |
|                                   | B.  Expand development of         |
|                                   |     technology partnerships with  |
|                                   |     industry, using mechanisms    |
|                                   |     such as CRADAs and the        |
|                                   |     Environmental Technology      |
|                                   |     Verification (ETV) Program.   |
|                                   |                                   |
|                                   | C.  Develop a streamlined process |
|                                   |     that address administrative   |
|                                   |     and legal requirements for    |
|                                   |     collaboration.                |
|                                   |                                   |
|                                   | D.  Foster knowledge of available |
|                                   |     collaboration tools by        |
|                                   |     communicating what is         |
|                                   |     available, how to acquire     |
|                                   |     access, how these tools can   |
|                                   |     be used, and whom to contact  |
|                                   |     for information.              |
|                                   |                                   |
|                                   | E.  Keep information in databases |
|                                   |     current to enable internal    |
|                                   |     collaboration.                |
|                                   |                                   |
|                                   | F.  Develop a means for effective |
|                                   |     interactions between          |
|                                   |     scientists in different NRMRL |
|                                   |     organizational units and      |
|                                   |     locations.                    |
|                                   |                                   |
|                                   | G.  Use surveys to assess         |
|                                   |     progress and measure success  |
|                                   |     of collaborative efforts.     |
|                                   |                                   |
|                                   | H.  Improve documentation and     |
|                                   |     tracking of collaborative     |
|                                   |     research efforts.             |
|                                   |                                   |
|                                   | I.  Encourage problem solving in  |
|                                   |     teams, capitalizing on        |
|                                   |     cross-organizational          |
|                                   |     resources and expertise from  |
|                                   |     other laboratories, centers,  |
|                                   |     program offices, regions and  |
|                                   |     stakeholders (e.g., agencies, |
|                                   |     states, industry, and         |
|                                   |     academia).                    |
|                                   |                                   |
|                                   | J.  Notify internal and external  |
|                                   |     stakeholders of collaborative |
|                                   |     opportunities (e.g.           |
|                                   |     sabbaticals to academia and   |
|                                   |     research institutions,        |
|                                   |     details to other ORD          |
|                                   |     laboratories and program      |
|                                   |     offices, post-doctoral        |
|                                   |     programs, and visiting        |
|                                   |     scientist programs).          |
|                                   |                                   |
|                                   | K.  Improve collaborative skill   |
|                                   |     sets, identify research       |
|                                   |     needs, and establish          |
|                                   |     potential for collaboration   |
|                                   |     in specific technical areas   |
|                                   |     through use of workshops,     |
|                                   |     scientist-to-scientist        |
|                                   |     meetings, and symposia.       |
+-----------------------------------+-----------------------------------+

**Performance Indicators**

**Table 3.2** shows the performance indicators that will be used to
measure progress toward the outcome.

+-----------------------------------+-----------------------------------+
| **Goal 3 Outcome**                | **Performance Indicators**        |
+-----------------------------------+-----------------------------------+
| 1\. Collaboration with internal   | A.  Increased customer            |
| and external organization is      |     satisfaction with             |
| improved.                         |     collaborative efforts.        |
|                                   |                                   |
|                                   | B.  More environmental solutions  |
|                                   |     based on collaborative        |
|                                   |     systems approach.             |
|                                   |                                   |
|                                   | C.  Increased funding for and     |
|                                   |     number of collaborative       |
|                                   |     efforts fostered by CRADAs,   |
|                                   |     IAGs and other external       |
|                                   |     mechanisms.                   |
|                                   |                                   |
|                                   | D.  Increased funding for         |
|                                   |     collaborative research teams. |
|                                   |                                   |
|                                   | E.  Increased degree to which     |
|                                   |     collaboration is included in  |
|                                   |     promotion policies,           |
|                                   |     performance standards, and    |
|                                   |     awards.                       |
|                                   |                                   |
|                                   | F.  Improved quality of products  |
|                                   |     (such as more publications in |
|                                   |     high-quality journals) and    |
|                                   |     services fostered by          |
|                                   |     collaborative efforts.        |
|                                   |                                   |
|                                   | G.  Increased demand for          |
|                                   |     workshops,                    |
|                                   |     scientist-to-scientist        |
|                                   |     meetings, and symposia that   |
|                                   |     foster collaboration.         |
|                                   |                                   |
|                                   | H.  Increased use of and demand   |
|                                   |     for collaborative tools.      |
+-----------------------------------+-----------------------------------+

**External Factors**

External factors can affect progress toward successfully achieving the
outcome. For Goal 3, the external factors are:

> **Reduced Competition** Formation of and funding for
> cross-organizational EPA teams to address specific technical problems
> will reduce competition for available resources and eliminate
> redundant efforts. Successful collaboration may be enhanced through
> the involvement of stakeholders.
>
> **Incorporating Others** The continued direct involvement of regional
> and program offices in planning research will ensure that our clients'
> needs are clearly recognized and addressed. The direct involvement of
> other laboratories and centers in planning and conducting research
> will improve the quality and usefulness of the products. Multi-year
> plans, annual performance goals, and annual performance measures will
> reflect collaborative efforts. Collaboration at this level will
> require full buy-in from management and cooperation from staff with
> organizations outside of NRMRL. In the absence of formation of
> EPA-wide teams, individual principal investigators from NRMRL will be
> encouraged\
> to form ad hoc teams.

**Management Challenges**

Bold actions may be required to meet anticipated management challenges.
For Goal 3, the management challenges are:

> **Staffing** Having available resources to support sabbaticals,
> details, post-doctoral positions, and visiting scientists---in light
> of other resource demands---will be a challenge.
>
> **Legal and Administrative Requirements** Understanding and planning
> for the legal and administrative requirements that are involved in
> collaborations are management challenges. For example, use of EPA
> facilities calls for written agreements requiring review by EPA legal
> counsel. The reviews affect the time frame for initiating these
> collaborations.
>
> **Providing Focus** Having the resources to support attendance at
> scientific meetings, conferences, professional symposia, and technical
> seminars (all of which provide a venue for initiating collaboration)
> will be a challenge. NRMRL reaps great benefits by interactions with
> scientists from other ORD laboratories, industry, academic
> institutions, and state and local agencies. In addition, these
> meetings provide opportunities for NRMRL researchers from different
> geographical locations to interact and initiate collaboration.
> Typically, these interactions focus on the scientific and technical
> questions and approaches rather than on programmatic needs, and can be
> used to foster both formal and informal partnerships.
>
> **Identifying Expertise Through Collaborative Tools** Tools to
> facilitate collaboration, such as ORD's Biosketch database, can be
> useful for finding others who could serve as collaborative partners.
> Completeness of this information can directly benefit personnel and
> research programs. However, keeping databases up to date is a
> management challenge because of competing demands on scientific staff.
>
> **Stimulating Users** Collaboration is fostered by the recognition of
> outstanding research that itself directly benefited from
> collaboration. Collaboration will not be encouraged simply for the
> sake of collaborating. Rather, it must be used as an enabling process
> where it can benefit a project or produce a mission performance
> outcome.
>
> **Educating Users** Users are often unaware of the existence of
> collaborative tool sets or are untrained in using them. Furthermore,
> sharing information electronically can be limited by information
> security concerns or the information technology infrastructure.
> Collaboration requirements must be shared with ORD information
> technology planners so that the requirements can be incorporated into
> scientific research architecture and EPA's enterprise architecture. It
> is imperative that communication mechanisms be in place so that users
> know where to go for information.

**ORGANIZATION**

**Goal 4: **Improve organizational effectiveness and efficiency

While working to protect public health and the environment, EPA and
NRMRL are committed to good stewardship of public funds. For NRMRL, this
commitment means the laboratory must operate as effectively and
efficiently as possible. This will result in the development and
advancement of environmental solutions that contribute to achieving the
EPA mission while meeting our stewardship obligation.

A critical activity will be creating additional business process
efficiencies. Stream-lining or centralizing administrative and
communication procedures, both internal and external, is essential to
improving organizational efficiency. But organizational efficiency is
not "doing more with less"; rather, it's benefiting from the talents of
NRMRL's staff. NRMRL aims to do "more with more," that is, to do more
high-quality, high-value technical and administrative work by relying
more on the skills and creativity of NRMRL's staff.

**Outcomes**

Goal 4 has two outcomes:

1.  The effectiveness of NRMRL's operations is increased.

2.  Organizational efficiencies that provide consistent administrative
    and technical support are increased.

**Strategies**

**Table 4.1** shows the strategies needed to achieve each outcome.

+-----------------------------------+-----------------------------------+
| **Goal 4 Outcome**                | **Strategies**                    |
+-----------------------------------+-----------------------------------+
| 1\. The effectiveness of NRMRL's  | A.  Improve methods for tracking  |
| operations is increased.          |     resources that identify       |
|                                   |     outputs and outcomes to       |
|                                   |     ensure that resources are     |
|                                   |     used effectively.             |
|                                   |                                   |
|                                   | B.  Improve management controls   |
|                                   |     associated with meeting GPRA  |
|                                   |     and multi-year plan           |
|                                   |     deliverables.                 |
|                                   |                                   |
|                                   | C.  Improve research program      |
|                                   |     design by addressing PART     |
|                                   |     requirements.                 |
|                                   |                                   |
|                                   | D.  Institute a management        |
|                                   |     procedure to ensure and track |
|                                   |     consistent implementation of  |
|                                   |     NRMRL's quality assurance     |
|                                   |     system.                       |
|                                   |                                   |
|                                   | E.  Improve management controls   |
|                                   |     for NRMRL's fiscal            |
|                                   |     administration.               |
|                                   |                                   |
|                                   | F.  Improve management controls   |
|                                   |     for NRMRL's records           |
|                                   |     management system.            |
|                                   |                                   |
|                                   | G.  Improve management controls   |
|                                   |     for NRMRL's health and safety |
|                                   |     requirements                  |
|                                   |                                   |
|                                   | H.  Issue NRMRL annual reports.   |
|                                   |                                   |
|                                   | I.  Evaluate and implement        |
|                                   |     Continuity of Operations      |
|                                   |     Plans (COOPs) for all NRMRL   |
|                                   |     locations.                    |
|                                   |                                   |
|                                   | J.  Improve management controls   |
|                                   |     for compliance with ORD       |
|                                   |     clearance process.            |
+-----------------------------------+-----------------------------------+
| Organizational efficiencies that  | A.  Develop implementation plans  |
| provide consistent administrative |     for organizational units and  |
| and technical support are         |     link the plans to NRMRL's     |
| increased.                        |     Strategic Plan.               |
|                                   |                                   |
|                                   | B.  Establish and implement       |
|                                   |     standard practices for        |
|                                   |     providing services.           |
|                                   |                                   |
|                                   | C.  Provide current information   |
|                                   |     on finances, staffing         |
|                                   |     communications, and research  |
|                                   |     progress.                     |
|                                   |                                   |
|                                   | D.  Regularly communicate with    |
|                                   |     the ORD an EPA information    |
|                                   |     technology communities to     |
|                                   |     relay telecommunication, and  |
|                                   |     hardware and software needs;  |
|                                   |     take advantage of upgrades    |
|                                   |     and new technology            |
|                                   |                                   |
|                                   | E.  Develop and implement an      |
|                                   |     internal laboratory           |
|                                   |     communications plan.          |
|                                   |                                   |
|                                   | F.  Publicize methods, tools, and |
|                                   |     efficiencies that lead to     |
|                                   |     best practices within NRMRL.  |
|                                   |                                   |
|                                   | G.  Improve tracking of research  |
|                                   |     products; implement unified   |
|                                   |     Environmental Information     |
|                                   |     Management System (EIMS),     |
|                                   |     Science Inventory, and the    |
|                                   |     Technical Information         |
|                                   |     Management System (TIMS).     |
+-----------------------------------+-----------------------------------+

**Performance Indicators**

**Table 4.2** shows the performance indicators that will be used to
measure progress toward the outcomes.

+-----------------------------------+-----------------------------------+
| **Goal 4 Outcome**                | **Performance Indicators**        |
+-----------------------------------+-----------------------------------+
| 1\. The effectiveness of NRMRL's  | A.  Increased percentage of       |
| operations is increased.          |     planned milestones (such as   |
|                                   |     annual performance measures   |
|                                   |     and GPRA deliverables) met.   |
|                                   |                                   |
|                                   | B.  Increased compliance with     |
|                                   |     management integrity          |
|                                   |     requirements.                 |
|                                   |                                   |
|                                   | C.  Improved PART scores.         |
|                                   |                                   |
|                                   | D.  Initiated and maintained      |
|                                   |     performance monitoring        |
|                                   |     reports.                      |
|                                   |                                   |
|                                   | E.  Greater ease of access to     |
|                                   |     information used for          |
|                                   |     assessing management controls |
|                                   |     (such as budget, compliance   |
|                                   |     with quality assurance,       |
|                                   |     health and safety, and        |
|                                   |     records management).          |
|                                   |                                   |
|                                   | F.  Finalized COOPs.              |
|                                   |                                   |
|                                   | G.  Improved recognition and      |
|                                   |     remediation of Federal        |
|                                   |     Managers Financial Integrity  |
|                                   |     Act (FMFIA) weaknesses.       |
+-----------------------------------+-----------------------------------+
| Organizational efficiencies that  | A.  Increased consistencies       |
| provide consistent administrative |     between performance of        |
| and technical support are         |     NRMRL's Divisions and NRMRL's |
| increased.                        |     Strategic Plan.               |
|                                   |                                   |
|                                   | B.  Increased development and     |
|                                   |     implementation of practices   |
|                                   |     for providing consistent and  |
|                                   |     streamlined services.         |
|                                   |                                   |
|                                   | C.  Reduced administrative burden |
|                                   |     on technical staff.           |
|                                   |                                   |
|                                   | D.  Sustained success in          |
|                                   |     "Competitive Sourcing"        |
|                                   |     competitions for support      |
|                                   |     functions, as measured by     |
|                                   |     efficiency/cost ratio.        |
|                                   |                                   |
|                                   | E.  Improved internal             |
|                                   |     communications.               |
|                                   |                                   |
|                                   | F.  Clearer understanding of      |
|                                   |     roles and responsibilities.   |
+-----------------------------------+-----------------------------------+

**External Factors**

External factors can affect progress toward successfully achieving the
outcomes. For Goal 4, the external factors are:

> **Driving Forces** The President's Management Agenda (PMA)^2^ calls
> for management reform in government based on the principle that
> government should be citizen centered, results oriented, and market
> based. EPA's strategic plan discusses its commitment to the PMA. Of
> the PMA's five government-wide goals, four are related to increasing
> organizational effectiveness and efficiency: (1) competitive sourcing,
> (2) expanded electronic government, (3) improved financial
> performance, and (4) budget and performance integration. The fifth
> goal, strategic management of human capital, is discussed in Goal 5 of
> this plan.
>
> 2 http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf
>
> **Competitive Sourcing** EPA is committed to increasing efficiency
> through competitive sourcing. NRMRL is committed to winning these
> competitions in order to achieve the best value for the government and
> to create the most efficient organization possible.
>
> **E-Government Initiatives** E-Gov uses improved Internet-based
> technology for easier interaction with the government. EPA is pursuing
> opportunities to leverage electronic tools and capabilities to improve
> overall performance,\
> cost efficiency, accountability, and accessibility to services and
> information. Improved electronic processing will contribute to
> streamlining business processes.
>
> **Improving Financial Processes** EPA and NRMRL support high standards
> of integrity for financial performance and effective internal controls
> that improve performance in accordance with FMFIA. NRMRL is committed
> to using management controls that ensure the protection of our
> programs, operations, and functions from waste, fraud, abuse, and
> mismanagement.
>
> **Integrating Budget and Performance** Linking EPA performance
> measures to budget submissions and to rewards and performance systems
> is essential for achieving better performance, more informed decision
> making, increased accountability for results, and more transparent and
> comprehensive reporting of environmental results. NRMRL is committed
> to the performance necessary to achieve the goals of this strategic
> plan and will do so through annual implementation and performance
> plans. Every individual will understand how his or her work supports
> the organization's mission and strategic goals. Commitments made in
> ORD's multi-year plans will be an integral part of NRMRL's annual
> performance plans.

**Management Challenges**

Bold actions may be required to meet anticipated management challenges.
For Goal 4, the management challenges are:

> **Increasing Requirements** Having to meet an increasing number of
> requirements and having to respond to increasing oversight are
> significant management challenges for NRMRL, ORD, and EPA. Preparing
> for PART and BOSC reviews requires that significant levels of labor be
> directed away from conducting research. In addition, the roles and
> decision-making authority of NRMRL's managers are changing because of
> the new NPDs in ORD.
>
> **Impending Changes** Changes in ORD's administration, service
> delivery, and information technology will influence how NRMRL does
> business. EPA has been moving toward centralizing services; it is
> anticipated that this trend will be observed in ORD and in NRMRL.
>
> **Responsiveness to Parent Organizations** \
> Reacting to unanticipated requests from superiors or a parent
> organization while continuing to successfully complete the work at
> hand is a management challenge. Calls for information often create an
> unplanned burden on the workforce; this hampers efforts directed
> toward being efficient and effective. Organizational efficiency will
> be improved by implementing processes that move NRMRL toward a more
> proactive posture.

**WORKFORCE**

**Goal 5: **Develop a mission-focused, dedicated, and flexible workforce

NRMRL can be successful at providing solutions and providing quality
assistance to others only with an exceptional staff that includes
scientific and engineering, administrative, and managerial
professionals. NRMRL is developing a plan for ensuring the right skills
are in the right jobs in the right places at the right time to
effectively carry out its mission and to be more efficient in doing so.

NRMRL's path forward is to attract and retain the appropriate talent to
ensure the laboratory is a premier risk management research
organization. Our employees are our biggest asset. Without
mission-critical skill sets, NRMRL will not be able to carry out its
mission. But by hiring, retaining, and developing the right talent,
NRMRL will be the "employer of first choice" in a highly competitive
marketplace. To fulfill its current and future commitments, NRMRL will
ensure that staff members are properly trained and that workforce
outcomes will be met.

**Outcomes**

Goal 5 has two outcomes:

1.  Skill mix is improved.

2.  Performance and recognition system is improved.

**Strategies**

**Table 5.1** shows the strategies needed to achieve each outcome.

+-----------------------------------+-----------------------------------+
| **Goal 5 Outcome**                | **Strategies**                    |
+-----------------------------------+-----------------------------------+
| 1\. Skill mix is improved.        | A.  Evaluate core competencies    |
|                                   |     and develop a staffing /      |
|                                   |     succession plan.              |
|                                   |                                   |
|                                   | B.  Promote career development    |
|                                   |     and training; retrain         |
|                                   |     existing staff for acquiring  |
|                                   |     new skills, when necessary.   |
|                                   |                                   |
|                                   | C.  Create a culture that         |
|                                   |     encourages learning and       |
|                                   |     professional growth.          |
|                                   |                                   |
|                                   | D.  Hire adaptable and versatile  |
|                                   |     staff through unique internal |
|                                   |     and external staff processes  |
|                                   |     (such as staff and management |
|                                   |     rotations, details and        |
|                                   |     temporary assignments under   |
|                                   |     the Intergovernmental         |
|                                   |     Personnel Act).               |
|                                   |                                   |
|                                   | E.  Support principal             |
|                                   |     investigators with sufficient |
|                                   |     staff (e.g., post-doctorates  |
|                                   |     and technicians).             |
|                                   |                                   |
|                                   | F.  Promote visiting scientists   |
|                                   |     and staff sabbaticals to      |
|                                   |     enhance cross-organizational  |
|                                   |     ties and foster new           |
|                                   |     perspectives                  |
|                                   |                                   |
|                                   | G.  Develop and implement a       |
|                                   |     Diversity Action Plan.        |
+-----------------------------------+-----------------------------------+
| 2\. Performance and recognition   | A.  Establish common metrics to   |
| system is improved.               |     align performance standards   |
|                                   |     and awards with NRMRL         |
|                                   |     strategic goals.              |
|                                   |                                   |
|                                   | B.  Use and communicate award     |
|                                   |     systems, ensure timely        |
|                                   |     feedback on awards, and       |
|                                   |     improve tracking of awards.   |
|                                   |                                   |
|                                   | C.  Develop a means to link       |
|                                   |     administrative staff efforts  |
|                                   |     to research accomplishments,  |
|                                   |     and recognize those efforts.  |
|                                   |                                   |
|                                   | D.  Use the 360 degree feedback   |
|                                   |     evaluation process.           |
|                                   |                                   |
|                                   | E.  Foster a culture in which all |
|                                   |     staff members are treated     |
|                                   |     professionally and with       |
|                                   |     respect. Encourage mentoring, |
|                                   |     informal information          |
|                                   |     exchange, and communication.  |
|                                   |                                   |
|                                   | F.  Develop a laboratory-wide     |
|                                   |     career competency plan.       |
+-----------------------------------+-----------------------------------+

**Performance Indicators**

**Table 5.2** shows the performance indicators that will be used to
measure progress toward the outcomes.

+-----------------------------------+-----------------------------------+
| **Goal 5 Outcome**                | **Performance Indicators**        |
+-----------------------------------+-----------------------------------+
| 1\. Skill mix is improved.        | A.  Progress toward development   |
|                                   |     of cataloged and projected    |
|                                   |     skill mix with succession     |
|                                   |     planning that incorporates    |
|                                   |     retirements.                  |
|                                   |                                   |
|                                   | B.  Progress toward development   |
|                                   |     and implementation of         |
|                                   |     long-term training plan.      |
|                                   |                                   |
|                                   | C.  Increased number of staff     |
|                                   |     members participating in      |
|                                   |     rotational, detail, and       |
|                                   |     sabbatical assignments.       |
|                                   |                                   |
|                                   | D.  Increased integration of      |
|                                   |     human capital policies,       |
|                                   |     systems, and strategies that  |
|                                   |     monitor and evaluate emerging |
|                                   |     mission demands and related   |
|                                   |     human capital challenges, all |
|                                   |     accomplished through          |
|                                   |     workforce planning.           |
|                                   |                                   |
|                                   | E.  Increased participation in    |
|                                   |     leadership development        |
|                                   |     programs.                     |
+-----------------------------------+-----------------------------------+
| 2\. Performance and recognition   | A.  Increase use of metrics for   |
| system is improved.               |     rewards that are tied to      |
|                                   |     NRMRL strategic goals and     |
|                                   |     GPRA deliverables.            |
|                                   |                                   |
|                                   | B.  Increased documentation of    |
|                                   |     projects and deliverable for  |
|                                   |     PART process.                 |
|                                   |                                   |
|                                   | C.  Increased emphasis for        |
|                                   |     scientists to publish in      |
|                                   |     high-quality journals or make |
|                                   |     presentations at              |
|                                   |     high-visibility meetings,     |
|                                   |     thus producing national       |
|                                   |     experts and brining increased |
|                                   |     recognition to NRMRL.         |
|                                   |                                   |
|                                   | D.  Increased number of staff     |
|                                   |     applying for or being         |
|                                   |     nominated for awards.         |
|                                   |                                   |
|                                   | E.  Increased job satisfaction    |
|                                   |     and morale, as measured by    |
|                                   |     appropriate survey            |
|                                   |     instruments.                  |
|                                   |                                   |
|                                   | F.  Increased number of public    |
|                                   |     and societal recognitions,    |
|                                   |     appointments, and awards.     |
|                                   |                                   |
|                                   | G.  Increased requests by outside |
|                                   |     organizations for specialists |
|                                   |     from NRMRL to provide         |
|                                   |     expertise.                    |
+-----------------------------------+-----------------------------------+

**External Factors**

External factors can affect progress toward successfully achieving the
outcomes. For Goal 5, the external factors are:

> **Limiting Mechanisms** Government personnel regulations and resource
> constraints can limit NRMRL's ability to adequately compensate and
> reward staff.
>
> **Competing for Talent **NRMRL is faced with increasingly intense
> competition for the best individuals in their field. Federal controls
> on pay levels and the growing concerns over research resources may
> discourage the best individuals from actively considering EPA or ORD
> employment. Creative mechanisms to offset these forces will need to be
> identified and implemented.

**Management Challenges**

Bold actions may be required to meet anticipated management challenges.
For Goal 5, the management challenges are:

> **Aging Workforce** NRMRL's current workforce is aging. Within three
> to five years, more than 25 percent of NRMRL's staff will be eligible
> for retirement. Buy-outs and other incentives may intensify loss of
> critical staff. Therefore, succession planning is essential to NRMRL's
> continued progress.
>
> **Travel Impacts** Cost-saving efforts will reduce the number of
> scientific and engineering meetings in which NRMRL can participate.
> This can lessen NRMRL's ability to effectively disseminate research in
> an active forum; it can also lead to staff discouragement. Yet, the
> ability to travel for needed training will be essential in developing
> the skill sets necessary to execute NRMRL's mission.
>
> **Hiring the Right Expertise** NRMRL is faced with a hiring dilemma:
> depth versus breadth. Is it better to hire a highly developed expert
> with the knowledge, skills, and abilities for very defined topics or
> to hire a person with broader expertise that can be applied across a
> number of potential research requirements? Furthermore, NRMRL must
> decide on the merits of recruiting within different position
> categories (e.g., scientist/engineer, technician, administrative\
> or management professional).
>
> **Creating Workforce Efficiency** Under the government's application
> of Most Effective Organization,^3^ NRMRL may continue to face reduced
> staffing.
>
> 3 http://www.opm.gov/hr/employ/products/restruct/competitivesourcing.asp
>
> **Programs to Coordinate and Maximize Training Funds and Resources
> Through Workforce Planning** A workforce planning process is needed to
> ensure that NRMRL hires, retains, or contracts for the appropriate
> number of staff members with the competencies needed to carry out
> EPA's mission. NRMRL must implement planning exercises that assess by
> occupation and organizational unit predictive indicators of workforce
> effectiveness, such as the distribution of employee skills and
> competencies, attrition rates, projected retirement rates, and
> retirement eligibility.
>
> **Uniformity in Opportunity Access for Employees as They Prepare for
> New Roles Needed by the Laboratory** NRMRL must adopt human capital
> and succession plans and assessments (such as those offered by the
> Office of Personnel Management, the Government Accounting Office, and
> others) that align with ORD and EPA strategies. To establish goals for
> the workforce, NRMRL needs to use incentives and programs such as Most
> Effective Organization, ORD's multi-year plans,^4^ OPM's Human Capital
> Strategy,^5^ and the PMA. To develop a separate strategy, NRMRL can
> use existing programs for hiring entry level staff, such as the
> Federal Career Intern Program.^6^
>
> 4 http://www.epa.gov/osp/myp.htm
>
> 5 http://www.opm.gov/Strategic_Management_of_Human_Capital/Strategy.asp
>
> 6 http://www.opm.gov/careerintern

**APPENDICES**

**APPENDIX A**

**Trends**

In developing this strategic plan, we considered the changes that have
taken place all around us---politically, economically, socially, and
environmentally---since the last plan was issued. Some of these changes
have been dramatic, such as the terrorist attacks on September 11, 2001,
the Hurricane Katrina disaster, and the rapid rise of energy prices
(which has stimulated the search for renewable sources). All are having
a direct effect on the environment. Other changes---in technology, in
political perspectives, in environmental indicators, and in business
practices---may be associated with significant new trends, although
these trends are extremely difficult to predict.

Some of the changes are more difficult to capture as discrete events
than those listed above but may be even more influential with respect to
NRMRL's long-term future.\
Examples include the initial North American case of bovine spongiform
encephalopathy (mad cow disease); the introduction of hybrid vehicles
into the consumer market; the growing availability of broadband Internet
access, wireless communication devices, and global positioning system
(GPS) units; global outsourcing and economic growth; and indications of
climate change.

Among scientific and technological changes that bring newer
environmental issues are the rise of robotics, nanotechnology,
biotechnology, and genetic engineering. Ubiquitous computers, wireless
communications, and GPS capabilities provide opportunities to look at
monitoring in entirely different ways and also raise the expectations
for information availability. Computational capabilities are beginning
to address highly nonlinear systems that account for threshold,
critical-point, and self-organizing behaviors. These behaviors are now
being seen as keys to understanding how natural systems work and,
therefore, how to address environmental issues.

Water scarcity and the health of the supply and treatment infrastructure
are now more serious issues than lack of any treatment. Reducing
emissions from a broad range of small sources, such as open burning and
off-road vehicles, is now a key issue facing air quality managers,
whereas only a few short years ago, overcoming technical barriers to
controlling emissions from coal-fired utilities was the leading concern.
In some cases, international transport of air pollutants can be as
important as dealing with local sources of air pollution. The amount of
greenhouse gases already in the atmosphere will force us to address
adaptation issues regardless of what emission mitigation policies may be
adopted. The way we look at contaminated Superfund sites has undergone
changes, and brownfields redevelopment requiring full participation of
stakeholders has been established.

The world has moved from highly visible problems to much more subtle
issues, from sources with relatively well-defined emission
characteristics (and emitters) to more diffuse sources that are more
difficult to find and measure, and from problems with primarily
technical solutions to those that must be solved through changes in
personal behavior. Fundamentally, we are facing the classic point of
diminishing returns where pollution control is concerned; we have solved
the less costly and easier problems and are now facing the complex and
expensive ones.

Within EPA and ORD, the most visible change in the way research is
planned and funded is the shift toward NPDs. Although NRMRL line
managers continue to influence the technical aspects of the programs,
NPDs will take the stronger role in defining the basic structure and
direction of EPA's research programs. The increased complexity of
problems requires that we engage in partnerships with industries, other
governments (e.g., state, local, tribal, and foreign), other agencies,
and other EPA laboratories and centers. The shorter time scales of
technical development and the need to address the environmental
consequences of unexpected events place a premium on agencies that are
flexible and responsive. More partnerships, demonstrating contributions,
and being accountable all call for more effective communication.
Resource limitations mean that efficient use of resources is more
critical than ever. It is imperative that the best business practices
are used to plan, allocate, and track resources. To ensure the
flexibility necessary to be successful, NRMRL must maintain core
expertise in critical environmental risk management fields so that it
has the appropriate expertise to address the unforeseen problems that
will arise.

Some of these trends are technical and scientific. Others are more
closely related to how business will be conducted. All of them represent
potential challenges and opportunities for NRMRL. We realize that we
cannot foresee all possibilities. We know surprises will occur and that
some of them can have major impacts on NRMRL's direction. How we respond
to these trends will determine our level of success over the next five
years.

**APPENDIX B**

**ORD Principles -- Many People, One ORD**

We are a unified organization built from the vision, talents, and
contributions of all our people. Each of us must be both a "steward of
the whole" and an advocate for each individual. We create a work
environment that empowers all employees with the personal responsibility
and the right to exercise their leadership skills and to achieve their
full potential in support of ORD's shared mission and priorities. Toward
that end, we commit ourselves, corporately and individually, to the
following principles, recognizing that we are at our best when:

1.  **We are environmental stewards.** We behave, corporately and
    individually, in support of EPA's mission to protect the environment
    and human health.

2.  **We are a center of scientific excellence.** We provide reliable
    and responsive science that enables the best possible environmental
    decisions. We embrace innovation, collaboration, creativity, and
    risk taking as essential elements of scientific success*. I
    diligently use all of my talents to contribute significantly to our
    goals and to fulfilling our mission.*

3.  **We actively seek out partnerships that advance the quality,
    relevance, and impact of ORD's research.** With our partners, we
    meet shared environmental objectives by combining our unique talents
    to develop creative solutions to increasingly complex problems. We
    value and celebrate collaborations that enhance the quality and
    usefulness of our products*. I actively look beyond my own areas of
    expertise to see how my contributions combine with those of others
    to fulfill ORD's mission.*

4.  **We each exhibit leadership.** Leadership is not a position; it is
    an everyday behavior such as taking initiative, challenging the
    status quo, or expanding our vision of what is possible. Everyone
    has a responsibility to lead, to look for opportunities to do so,
    and to encourage others to lead. *I am responsible for developing
    and exhibiting my leadership.*

5.  **We trust each other and are worthy of each other's trust.** We
    base our decisions and actions on mutual trust and respect. We are
    honest, open, and diligent in applying our best efforts, and are
    jointly committed to ORD's success. We rely on each other. We follow
    through with our commitments. *I am mindful of others' trust in me,
    and I always behave with integrity.*

6.  **We communicate openly, honestly, and clearly.** Effective and
    timely communication fosters a transparent culture that builds
    mutual trust. *I both seek the information that I need and provide
    the information that others need in support of a culture of open
    communications.*

7.  **We make informed decisions at the most local level possible.** We
    engage in an open process that includes all relevant and affected
    parties. We quickly and clearly articulate decisions and their
    supporting rationale to all those affected. *We share responsibility
    to implement what is decided. I am responsible for actively
    participating in decision making at my level.*

8.  **We embrace our diverse perspectives.** We believe every person has
    a fundamental worth and each person's perspective matters. Our
    different disciplines, backgrounds, and cultures strengthen our
    organization and enhance our products and outcomes. When conflict
    arises, we value it as an opportunity to build mutual understanding
    and to strengthen relationships. *I seek to understand, appreciate,
    and engage others' unique talents, perspectives, and contributions.*

9.  **We are accountable for our actions.** We learn and understand what
    is expected of us as we work together to support ORD's mission.
    *Forever mindful that our work serves a public trust, I am dedicated
    to fulfilling our joint commitments and making the most of our
    resources.*

10. **We recognize and celebrate our accomplishments.** Our
    contributions to achieving ORD's mission and our living these
    principles are valued and celebrated. *I always recognize and
    celebrate others for a job well done.*

**APPENDIX C**

**Research Program Prioritization**

NRMRL selects research with the highest potential to improve
understanding of environ-mental risks while addressing national and
global environmental problems. Optimum\
return on NRMRL's research investment is obtained when scientific value,
measured in terms of objective information and scientific answers with
societal relevance, plays the leading role in setting priorities.
Establishing research priorities across disciplines, each\
of which embraces a large set of scientific questions, is a major
challenge.

NRMRL balances competing demands in the face of available resources and
technology to chart a program that addresses the most important
scientific needs. This makes optimal use of NRMRL's unique capabilities
for risk management research. Thus, NRMRL's research priorities reflect
scientific requirements, national priorities, and implementation
realities. Scientific criteria are paramount and drive the
prioritization process by defining science questions and ultimately by
determining potential projects. Application of criteria may vary with
specific circumstances, given the nature of the research questions being
considered and the potential impact of the answers.

**Threshold (Yes/No) Criteria **Threshold criteria must be met before
extensive resources can be allocated to a research program. An
evaluation of the state of the science requires resources to be
allocated before the program can be prioritized, so a small amount of
research time is used before the threshold criteria are applied. The
intent of threshold criteria is to ensure that these two fundamental
questions can be answered: Is this our job? Can it be done?

> ***Does the program clearly support the EPA and NRMRL
> missions? ***This question is the focus of the NRMRL mission statement
> on environmental solutions, and it positions EPA as our first and most
> important client. Research programs must therefore demonstrate that
> they support both the EPA and NRMRL missions. Research being conducted
> with and for entities other than EPA can also satisfy the NRMRL
> mission but cannot be considered to have met this criterion if it does
> not also clearly support the EPA mission.
>
> ***Has the state of the science been sufficiently evaluated to define
> a unique NRMRL contribution and a credible path toward achieving the
> desired outcomes? ***Making a "unique contribution" implies
> identifying gaps in the state of the science. Combined with the
> program relevance criterion, these gaps must be in areas that are of
> importance to achieving EPA's mission. New program proposals must be
> supported by sufficient scientific analysis to demonstrate NRMRL's
> unique scientific contribution and lay out a credible research plan
> that is likely to achieve the desired outcomes. At periodic intervals,
> existing programs must conduct sufficient progress reviews to
> demonstrate that NRMRL's efforts continue to provide unique
> contributions\
> to the state of the science and that the existing or revised research
> plan shows a credible progression toward timely achievement of
> projected outcomes.

**Bypass Criteria** Congress directs research priorities that are
recognized as benefiting society. Research that NRMRL is directed to
conduct by Congressional mandate must be carried out. In some instances,
other considerations that are largely political must also be taken into
account and may override the more detailed and established criteria.
Such considerations are applied or approved by the laboratory director.
The following are bypass criteria:

-   Congressional directives

-   Political considerations

**Ranking Criteria** Ranking criteria were developed to capture
different aspects of research considered critical for NRMRL to
accomplish its mission. Successful research programs will not
necessarily, and in fact will probably not, rank high in each area. But
the criteria allow anticipatory (long-term) and problem-solving
(short-term) research programs to be compared as objectively as
possible.

While fixed criteria cannot anticipate every possibility or every factor
that can influence the development of a research portfolio, the
application of these criteria will require subjective evaluation of the
relative strengths and weaknesses of each program as well as discussion
of the initial ranking results. The ranking criteria are:

> ***Impact: ***To what extent can outputs and outcomes be clearly
> articulated? If successful, to what extent will the program lead to
> outcomes with measurable positive environmental impacts? In this
> context, "impact" does not refer to addressing gaps in the scientific
> understanding, but rather to making a difference to environmental
> outcomes. Programs that can demonstrate a clear path toward making a
> measurable improvement in environmental quality are ranked highest
> under this criterion. Programs for which the environmental
> improvements are uncertain or not measurable, or cannot demonstrate
> how environmental improvements will result from the research products,
> must be ranked lowest.
>
> ***Alignment:*** How high is this work on EPA's list of priorities? To
> what extent is there a clearly defined client for the work? Through
> the threshold criteria (previously mentioned), programs are vetted to
> ensure they address work that is within the missions of EPA and NRMRL.
> The alignment criterion estimates the level of EPA priority for each
> research program. Programs that are given active support and are
> followed by the administrator are assigned high priority; those
> supported by the assistant administrator or regional administrator are
> slightly lower in priority; programs supported by the NPD, office, or
> a division are of moderate priority; and finally, programs that are
> supported at the branch, section, or staff level would be given low
> priority but are still above those programs without any clear EPA
> support. "Active support" means an ongoing awareness of a program's
> status and direction, direct budgetary or staff support, and support
> in EPA and Research Coordination Team discussions. The term implies
> EPA interest beyond text in research or strategic documents expressing
> interest in a program area.

How well does the research program demonstrate support for one or more
clients for whom the work is important? Although closely related to
"priority," this criterion recognizes that important, mission-oriented
research that is not a significant EPA priority can be conducted.
Research conducted for a specific client outside EPA, or work that is
not yet a priority at higher EPA levels, can provide valuable results
applicable to addressing future high-priority EPA issues. A program that
can demonstrate a clearly defined client is one that can show
program-specific support from one or more specific people. Clients do
not include general groups such as industry, states, or the public
unless specific persons who have requested or promoted the research can
be identified within the group.

**Resources:** To what extent are existing or potential resources
available to carry out the program plan? Are the necessary resources
(e.g., facilities, technical and administrative support, and expense and
travel funding) available to conduct this research, either from EPA or
other identified sources? If the resources are not clearly available, to
what degree can NRMRL demonstrate the ability to obtain the necessary
resources in the immediate future?

**Advances in Science:** To what extent does the work demonstrate
scientific leadership through innovative, high-quality scientific
inquiry that addresses high-risk environmental problems? Programs that
are ranked high under this criterion can demonstrate a scientific path
that fills critical research gaps. Highly ranked programs would
demonstrate innovative approaches to addressing the underlying problem
or to enabling research to move forward from its current state.
Low-ranked research would produce incremental advances that do not
enable fundamentally different approaches to addressing environmental
problems. Value is placed on work that is not being conducted elsewhere,
but it is more important for research to show a progression toward
needed solutions than simply to be unique.

**Many People, One ORD**

We are a unified organization built from the vision, talents, and
contributions of all our people. Each of us must be both a "steward of
the whole" and an advocate for each individual. We create a work
environment that empowers all employees with the personal
responsibility, and the right to exercise their leadership skills and to
achieve their full potential in support of ORD's shared mission and
priorities. Toward that end, we commit ourselves, corporately and
individually, to the following principles, recognizing that we are at
our best when:

1.  We are environmental stewards.

2.  We are a center of scientific excellence.

3.  We actively seek out partnerships that advance the quality,
    relevance, and impact of ORD's research.

4.  We each exhibit leadership.

5.  We trust each other and are worthy of each other's trust.

6.  We communicate openly, honestly, and clearly.

7.  We make informed decisions at the most local level possible.

8.  We embrace our diverse perspectives.

9.  We are accountable for our actions.

10. We recognize and celebrate our accomplishments.

For more details on ORD Principles, see Appendix B within.

**Goal 1: **Increase and improve scientific and\
engineering innovation and leadership to provide solutions to important
environmental problems.

**Goal 2: **Increase the impact, recognition, and research capacity of
NRMRL.

**Goal 3: **Improve collaboration to achieve\
quality, value-added, and recognized products and services.

**Goal 4: **Improve organizational effectiveness\
and efficiency.

**Goal 5: **Develop a mission-focused, dedicated, and flexible
workforce.