# Presentation: 356040

## FY02 ASA Presentation Manage NIH Environmental Compliance and Pollution Control Activities

**Prepared by:****   **
- Jim Carscadden
- Valerie Nottingham
- Terry Leland
- Ed Pfister
- Mark Miller
- Swati Damle
- Ed Rau
- Office of Research Services
- National Institutes of Health
**18 November  2002**

**Notes:**
Here is an ASA Presentation file to help you prepare your presentation for the Performance Management Conference to be held at the Natcher Conference Center on 18 November.  

OQM must receive your final PowerPoint presentation file by Monday, 11 November.  Please email this file to kaplanc@ors.od.nih.gov.

Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it.

Copy this file to your computer and name it for your ASA.

Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.  

To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

## Slide 2

## Slide 3

## Environmental Compliance and Pollution Control Responsibilities

- Construction project review for compliance with environmental regulations and NIH standards;
- Coordinates permits serving as the NIH Point of Contact for regulatory issues;
- Develops regulatory reports as necessary to respond to routine permit requirements and address new requirements;
- Investigate reports of Environmental Releases -report to appropriate entity as needed;
- Work with DES Project Officers on construction issues;
- Manage NEPA Compliance - review  all major actions which could impact the environment;
- Manage the Underground Storage Tank Program;
- Provide guidance to laboratory staff on waste management procedures including sanitary sewer wastes; and
- Promote Pollution Prevention and Waste Minimization Initiatives.

## Service Group Block Diagram

- Our Service Group’s five discrete services cover approximately 55 percent of the work of the NIH Environmental Protection Branch (EPB) for FY02.
- All responsibilities and activities can be placed under one of two essential groupings, as shown below.

**Notes:**
Discuss the relationship between your Service Group and the discrete services included in the group.  

This would be the place to point out any difficulties you had with establishing performance measures for your existing discrete services (e.g., because they do not accurately reflect the work you do or the services you provide to customers).

You may also highlight suggested changes to the service group focus, or to the discrete service composition.   

If you want to insert your block diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Discrete Services

- Manage NIH Environmental Compliance and Pollution Control Activities (five discrete services)
- DS 1:  Manage Permit Acquisition
- DS 2:  Manage Permit Compliance
- DS 3:  Respond to Environmental Emergencies
- DS 4:  Manage NEPA (National Environmental Policy Act) Process
- DS 5:  Conduct Photographic Equipment Silver Recover Unit Inspection and Consultation

## Customer Perspective

**- Customer Value Proposition**
**- Customer Segmentation**
**- Customer Satisfaction**

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## Customer Value Proposition

- Provide professional guidance from highly trained scientific personnel to assist the NIH in meeting and/or exceeding all necessary environmental standards such that the NIH can continue to be an important leader in responsible environmental management.

## The Pollution Control Section and the Environmental Compliance Team have the NIH as their primary customer.

Majority of services outlined herein are provided to NIH in concert with those services provided by DES.

Some Pollution Prevention services are provided by EPB directly on behalf of NIH.

Customer population for Discrete Service 1 (Permit Acquisition) and Discrete Service 2 (Permit Compliance) are the same

- Majority of services outlined herein are provided to NIH in concert with those services provided by DES.
- Some Pollution Prevention services are provided by EPB directly on behalf of NIH.
- Customer population for Discrete Service 1 (Permit Acquisition) and Discrete Service 2 (Permit Compliance) are the same

**Customer Segmentation**

**Notes:**
Insert bullet statements summarizing your findings from your customer segmentation graphs, or insert the actual graphs if you desire.  

If you have more than one graph, you will need to add additional blank slides to your presentation, and import your graphics to those slides. To insert a slide, choose “Insert”, then “New Slide” from the menu, select the type of slide to insert, and then click “OK”.
Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Segmentation Data:
Which segments are your primary customers?  
Which NIH customers are not currently your customers?  Why?
If you have multiple year data, how has your customer base changed over time?
What does the information show about who you are and are not serving?  What does this mean for your service area?
Have you chosen growth as your service strategy?  If so, how is this reflected in your chart (i.e., which segments will you target for growth)?

## Customer Segmentation:DS 1 Permit Acquisition - Environmental Permits

**Notes:**
If you added unique customer measures, insert bullet statements summarizing your findings here or the graphs if informative.  

For example, you may show a graph depicting repeat customers or new customers, or revenue from new customers or new services.

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Delete this slide if you have no additional unique customer measures.

## Customer Segmentation:DS 1 Permit Acquisition - Environmental Permits

## Customer Segmentation:DS 2  Permit Compliance - Clean Air Act Emission Sources

## Customer Segmentation:DS 2 Permit Compliance – Clean Air Act Emission Sources

## Customer Segmentation – DS 4 NEPA Reviews

- NEPA Reviews are required for “any major federal action.”
- We conduct 10 to 30 reviews per year.
- Most reviews are for building construction.
- Results of reviews are:
- “No Further Action”
- “Categorical Exclusion”
- “Environmental Action”
- “Environmental Impact Statement”

## Customer Segmentation – DS 4 NEPA Reviews

## Customer Segmentation – DS 5 Silver Recover Unit Consultation

- NIH has more than 24 research institutes/centers which may have laboratories.
- Institutes/centers vary widely in the number of laboratories they include.
- Any  laboratory at NIH could have photographic equipment.
- It is not possible to accurately predict which labs have photographic equipment and therefore should be aware of the importance of silver recovery.
- Continual surveys of the entire campus are required to accurately maintain baseline data.

## Customer Segmentation – DS 5 Silver Recover Unit Consultation

- Silver Recovery Units are required on all photo processing equipment to capture silver discharges.  Required by the NIH Wastewater discharge permit as well as by Hazardous Waste Generation regulations.
- Due to continuous changes in locations of laboratories and research, customer segmentation fluctuates annually.   Any laboratory in any Institute could acquire or remove photo processing equipment at any time.
- Due to personnel changes, employees responsible for the darkroom changes frequently.
- All Institute laboratories must be surveyed annually maintain accurate documentation and ensure compliance.

## The Environmental Compliance Team and the Pollution Control Section are regulatory groups.

While customer satisfaction is important,  it is not the driver for required environmental compliance or pollution control actions.

Informal customer comments indicate that necessary and critical responsibilities for compliance may not be well understood or welcomed.  

- While customer satisfaction is important,  it is not the driver for required environmental compliance or pollution control actions.
- Informal customer comments indicate that necessary and critical responsibilities for compliance may not be well understood or welcomed.

**Customer Satisfaction**

**Notes:**
Insert bullet statements summarizing your findings from your customer satisfaction graphs, or insert the actual graphs if you desire.  

If inserting your radar charts or scatter diagram, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for summarizing your Customer Satisfaction Data:

Which ratings are highest?  Which are lowest?  Why?
How do the ratings compare to the data collected in the internal business perspective?  For example, if the average satisfaction with timeliness is low and your response time measure in the process perspective indicates that 97% of the time you delivered within agreed upon schedules, then the discrepancy needs to be investigated.
How do you compare to ORS overall?
What did you learn from reviewing all your comments?
Which areas will you concentrate your improvement efforts on and why?

## Internal Business Process Perspective

**Notes:**
Transition Slide for your Customer Perspective data and findings.

## Internal Business Process Perspective

- DS 1:  Manage Permit Acquisition
- DS 2:  Manage Permit Compliance
- DS 3:  Respond to Environmental Emergencies
- DS 4:  Manage NEPA (National Environmental Protection Act) Process
- DS5:  Conduct Photographic Equipment Silver Recover Unit Inspection and Consultation

## DS 1: Manage Permit Acquisition

## DS 4:  Manage NEPA Process

## DS5:  Conduct Photographic Equip-ment Silver Recover Unit Inspection and Consultation

## Our Service Group completed three deployment flowcharts for five discrete services.

The process for permit compliance is extremely variable, therefore the process map for DS 2 was not drawn.

The process of responding to emergencies (such as spills, underground leaks, etc.) is too variable to be captured in a simple flowchart, therefore the process map for DS 3 was not drawn. 

- The process for permit compliance is extremely variable, therefore the process map for DS 2 was not drawn.
- The process of responding to emergencies (such as spills, underground leaks, etc.) is too variable to be captured in a simple flowchart, therefore the process map for DS 3 was not drawn.

**Conclusions from Discrete Services Deployment Flowcharts**

**Notes:**
Each Service Group was required to complete a deployment flowchart on every discrete service in their Service Group.  After reviewing these flowcharts, summarize what you learned from this analysis. 

Ideas for summarizing conclusions from your Deployment Flowcharts:
Did it lead to suggestions for changing the process?  
Did it lead to identifying process measures?  
Have you made any changes in your processes already based on what you learned?  
What impact should these changes have in process performance, customer satisfaction?  
How would you know if the changes achieved expected results?

If particularly useful, you may want to include a copy of a deployment flowchart.  Realize that in most cases, it will be difficult for your audience to readily see your chart in this format.   However, you could focus on a section that you changed. 

If you choose to insert any deployment flowcharts, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Using our staff’s scientific/engineering expertise, EPB designed and implemented the processes NIH has used for over 20 years to comply with the various environmental compliance and pollution control regulations and requirements. 

EPB does not have primary control of the time expended in connection with most of these processes; that is, our activity time – the amount of time EPB personnel are actively working on our part of the process – is a small proportion of the total time expended in these activities.

Therefore, we need to work cooperatively with all NIH requestors, but primarily DES, to continue to improve the various processes.

- EPB does not have primary control of the time expended in connection with most of these processes; that is, our activity time – the amount of time EPB personnel are actively working on our part of the process – is a small proportion of the total time expended in these activities.
- Therefore, we need to work cooperatively with all NIH requestors, but primarily DES, to continue to improve the various processes.

**Conclusions from Discrete Services Deployment Flowcharts**

**Notes:**
Each Service Group was required to complete a deployment flowchart on every discrete service in their Service Group.  After reviewing these flowcharts, summarize what you learned from this analysis. 

Ideas for summarizing conclusions from your Deployment Flowcharts:
Did it lead to suggestions for changing the process?  
Did it lead to identifying process measures?  
Have you made any changes in your processes already based on what you learned?  
What impact should these changes have in process performance, customer satisfaction?  
How would you know if the changes achieved expected results?

If particularly useful, you may want to include a copy of a deployment flowchart.  Realize that in most cases, it will be difficult for your audience to readily see your chart in this format.   However, you could focus on a section that you changed. 

If you choose to insert any deployment flowcharts, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

## Process Measures Tracked this Year

**DS 1:**  **Permit Acquisition**. Analysis of in-house vs. overall cycle and activity time for permit acquisition.
**DS 2:  Permit Compliance. **Monitor WSSC discharge vs. number of notices of violations [Essentially this is a comparison of the number of monitoring events against the number of violation resulting from those events].
**DS 3:  Emergency Response. **Document emergency response time (baseline).
**DS 4:  NEPA. **Analysis of in-house vs. overall cycle and activity time for conducting NEPA reviews.
**DS 5:  Silver Recovery. **Assess effectiveness of pollution control education by documenting silver recovery interventions vs. silver recovery unit acquisitions.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – General Findings

- This year’s process measures do not capture the breadth of required compliance actions.  For example, for emergency response, the overall time necessary to ensure environmental compliance is more meaningful than the time to respond.
- That is, the time involved in working on the emergency and cleaning up the problem is what is important.
- Additionally, as noted earlier, we must work with those who have primary control over the processes in which we are involved.
- For example, there are several initiatives in place involving closer coordination and cooperation between EPB and DES.
- These initiatives will affect what is measured next year in this Service Group.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – Specific Findings

**DS 1 (Permit Acquisition):**
- Cycle time analysis not the best measure, even though it documents the distribution of duties and time required.
- Better measure would be to measure discrete elements and how they relate to the total so that ANY area of improvement can be identified.
- No useful data was collected in FY02.
- In FY02, we processed approximately 75 permits.
- Total  acquisition time ranged from 2 months to 2 years.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – Specific Findings

**DS 2:  (Permit Compliance):**
- Monitoring of discharge and documentation of violations will continue.
- Total number of Notices of Violations by WSSC during FY02.
- All violations were pH violations.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## DS 2 - Results of Source Investigation of 14 pH Excursions 1999-2002

**Process Measures – Specific Findings**

**Notes:**
If you added unique customer measures, insert bullet statements summarizing your findings here or the graphs if informative.  

For example, you may show a graph depicting repeat customers or new customers, or revenue from new customers or new services.

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Delete this slide if you have no additional unique customer measures.

## Process Measures – Specific Findings

**DS 3:  (Environmental Emergency Response):**
- Response time not the best measure; it is always either immediate or within minutes.
- Better measure is how long the different types of responses take.
- During the current year, we have handled many responses; response time was minimal ranging from 1 to 25 minutes.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – Specific Findings

**DS 3:  (Environmental Emergency Response):**

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – Specific Findings

**DS 4:  (NEPA Reviews):**
- Cycle time analysis not the best measure.
- No useful data collected.
- Better measure is monitoring the percentage of projects that undergo NEPA review (beginning with the checklist), because more projects should be reviewed than are currently.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – Specific Findings

**DS 5 (Silver Recovery Consultation):**
- Successful Pollution control education:
- Several hundred laboratory areas were surveyed for silver recovery units.
- Approximately 80 educational visits were completed with personnel responsible for these units.
- 11 darkrooms did not have silver recovery units attached to photoprocessing equipment.
- All 11 acquired and attached silver recovery units following visits.

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Process Measures – Specific Findings

**DS 5 (Silver Recovery Consultation)**

**Notes:**
Each Service Group was required to come up with a unique process measure for every discrete service.  List those measures here.  A simple way to do that is indicated above.  

Also summarize any data that was collected on these process measures, and the findings from that data.  If relevant, include graphs showing your process measures data.  

You should indicate how these unique measures helped you assess the performance elements of your team’s value proposition.   

For example, if you indicated that you provide timely and cost efficient services, then show the percentage of times that your services were delivered within agreed upon schedules.  Then, in the financial perspective you can show how your unit cost has changed over time, or how your rates compared to other service providers.  You may also show how your response time to service requests has changed over time.

## Learning and Growth Perspective

**Notes:**
Transition Slide for your Learning and Growth Perspective data and findings.

## Unclear what was taken into account in compiling this data.

Compilation of data is not representative of the actual numbers of staff in Pollution Control Section and Environmental Compliance Team.

Several questions were raised in regard to our Service Group’s data:

Are data collected solely by HNAM numbers?
How were Commissioned officers of the Public Health Service dealt with in regard to awards, etc.?

- Compilation of data is not representative of the actual numbers of staff in Pollution Control Section and Environmental Compliance Team.
- Several questions were raised in regard to our Service Group’s data:
- Are data collected solely by HNAM numbers?
- How were Commissioned officers of the Public Health Service dealt with in regard to awards, etc.?

**Conclusions from Turnover, Sick Leave, Awards, EEO/ER/ADR Data**

**Notes:**
Summarize your findings and conclusions from the Learning and Growth data provided to your Team.  If useful, insert any Learning and Growth graphs from the feedback packages provided by OQM.  

Refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for conclusions on Turnover, Sick Leave, Awards, EEO/ER/ADR:
How has the employee turnover in your area impacted your ability to deliver excellent service to your customers?
Have you not had turnover in your area?  How does that impact your ability to stay current with customers’ ever changing demands for services?
Does your EEO/ER/ADR data indicate issues that need to be addressed in your work place?
What has been the cumulative impact of sick leave usage, and the need to address workplace issues through the ADR, EEO and ER processes in servicing NIH or ORS customers?
Do the awards provided to your employees seem to match with the service they are delivering to their customers?  In answering this question, please relate to the customer satisfaction data and indicators of service performance (e.g., cycle time, unit cost, quality). 

## Managing NIH’s environmental compliance and pollution control activities requires a broad range of knowledge, skills, and abilities, including:

Scientific/technical expertise in chemistry, biology, biochemistry, chemical engineering, construction engineering, civil engineering, toxicology, physics, laboratory science.

Accurate and up-to-date information about environmental laws and regulations.

Knowledge and capabilities in risk management, environmental management, storm water management

Communication skills, including research, technical writing, and public speaking.

- Scientific/technical expertise in chemistry, biology, biochemistry, chemical engineering, construction engineering, civil engineering, toxicology, physics, laboratory science.
- Accurate and up-to-date information about environmental laws and regulations.
- Knowledge and capabilities in risk management, environmental management, storm water management
- Communication skills, including research, technical writing, and public speaking.

**Analysis of Readiness Conclusions: **_Current Required Skills and Abilities_

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## EPB has these skills in the breadth and depth required to effectively meet today’s workload

Trends and events that will affect our ability to continue to support our mission include:

NIH Master Plan requirements over the next few years, which reflect significant growth for NIH
Increasingly stringent regulations from federal, state, and county environmental agencies
“Decommissioning”  emerging as a critical issue in view of the extensive NIH construction and renovation activities

These trends will not likely change the required skills and abilities described earlier

- Trends and events that will affect our ability to continue to support our mission include:
- NIH Master Plan requirements over the next few years, which reflect significant growth for NIH
- Increasingly stringent regulations from federal, state, and county environmental agencies
- “Decommissioning”  emerging as a critical issue in view of the extensive NIH construction and renovation activities
- These trends will not likely change the required skills and abilities described earlier

**Analysis of Readiness Conclusions:**_Projected Required Skills and Abilities_

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## Environmental compliance and pollution control activities are managed for a wide range of NIH locations, not just the Bethesda campus

Baltimore
Fisher’s Lane
Navy Medical Center buildings
Poolesville
Rocky Mountain Labs
Puerto Rico

NIH’s Master Plan calls for extensive growth in FY04 requiring current skills and abilities.

- Baltimore
- Fisher’s Lane
- Navy Medical Center buildings
- Poolesville
- Rocky Mountain Labs
- Puerto Rico
- NIH’s Master Plan calls for extensive growth in FY04 requiring current skills and abilities.

**Analysis of Readiness Conclusions:**_Meeting Our Mission Requirements Through Hiring, Contracting, and Training_

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## Will need at least two to three FTEs (full-time equivalents) in order to keep up with the projected growth at NIH and the increasing regulatory requirements and constraints.

The focus of the growing workload will likely fluctuate even as it rises; we will use contractors to deal with both fluctuations and shortfalls as well as with staff hiring.

- The focus of the growing workload will likely fluctuate even as it rises; we will use contractors to deal with both fluctuations and shortfalls as well as with staff hiring.

**Analysis of Readiness Conclusions:**** **_*Meeting Our Mission Requirements Through Hiring, Contracting, and Training*_

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## EPB needs a sound and dependable environmental management system to monitor and track compliance and control activities.

We are engaged in researching such systems.

3-month demonstration project will begin later this month.

Beyond this system, we need to keep current on the advancements in environmental science and technology

- We are engaged in researching such systems.
- 3-month demonstration project will begin later this month.
- Beyond this system, we need to keep current on the advancements in environmental science and technology

**Analysis of Readiness Conclusions: **_*Projected Tools and Material Requirements*_

**Notes:**
Summarize the major findings from the Analysis of Readiness questions reviewed by your team.  

Ideas for Analysis of Readiness Summary:
Do you expect major changes in the service group value proposition, or in the composition of discrete services ( 3 - 5 years from now)?
What new skills and abilities are needed by your workforce?
How do you plan to address fluctuations in discrete service demand?
What changes in technology or tools, if any, are needed or desired?  How do you know?  Is it based on best practices or benchmarking studies? If so, please explain.
What is the team doing to address the changes needed?  What is the plan? What are the possible consequences of not implementing the changes in the time needed?

## Financial Perspective

**Notes:**
Transition Slide for your Financial Perspective data and findings.

## Cost of NIH environmental compliance:  Priceless!

Because of the number of variables involved in any environmental action  it is not meaningful to try and break out unit costs.

***Because of the number of variables involved in any environmental action  it is not meaningful to try and break out unit costs.***

**Unit Cost Measures**

**Notes:**

If you choose to insert your unit cost graphs, refer to page 4 of this presentation for directions on how to insert charts/diagrams/graphs from other programs into PowerPoint.  

Ideas for Summarizing your Unit Cost Measures:
How did you define unit cost for each discrete service?
If you didn’t define unit cost for each discrete service, why not?
Is your unit cost going up or down or remaining stable?  Why?
What do you anticipate next year and in the future?

## Conclusions and Recommendations 

**Notes:**
Transition Slide for your Conclusions and Recommendations.  

## Conclusions from FY02 ASA

- The environmental compliance and pollution control Service Group at NIH will always have opportunities for improving the effectiveness and efficiency of its activities.
- Most of these opportunities can only be accomplished through our working in close cooperation and coordination with other organizational units in NIH.
- A close look at emerging trends that will affect us in the future shows increased activity in the area of decommissioning.
- NIH guidelines will be issued to comply with ever stricter Federal and state regulations.

**Notes:**
Use this slide to summarize your conclusions from the FY02 ASA.

Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What services, products, or processes have you identified for improvement?
What have you already implemented based on your findings?

## Delete environmental emergency response as a Discrete Service 
Coordinate with OBSF and make decision by December 2002

Add Manage Decommissioning Activities as a new Discrete Service
Coordinate with OBSF and make decision by December 2002

Implement an Environmental Management System by end of FY03
Pilot/demonstration project will be up and running this year
Results of pilot will determine acquisition schedule

Retain management of NEPA activities within EPB to continue the most efficient use of all NIH technical and scientific expertise.

- Coordinate with OBSF and make decision by December 2002
- Add Manage Decommissioning Activities as a new Discrete Service
- Coordinate with OBSF and make decision by December 2002
- Implement an Environmental Management System by end of FY03
- Pilot/demonstration project will be up and running this year
- Results of pilot will determine acquisition schedule
- Retain management of NEPA activities within EPB to continue the most efficient use of all NIH technical and scientific expertise.

**Recommendations**

**Notes:**
Use this slide to summarize your recommendations.

Ideas for Recommendations:
How do you recommend making improvements for the future?
What recommendations can you implement without higher-level approval?
If you need approval from higher authority to implement a recommendation, clearly state who that would be, and the date by which you need the decision.