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NACEPT Workforce Charge Questions – 02/11

1. Scientific and Technical Competencies to Meet Tomorrow's Challenges 

Given the complexity of EPA’s mission, the rapid pace of scientific and technological 

advances, and shifts in policy, science, engineering and other technical competencies, 

what are the competencies necessary to support EPA’s mission today and ten years from 

now so that EPA is prepared for tomorrow’s challenges? What technical competencies 

will become new priorities for the Agency? In accomplishing this charge, NACEPT 

should evaluate EPA’s broader mission and determine the most effective means for 

aligning the workforce to address change. Specifically, NACEPT should develop 

realistic future scenarios that capture evolving mission priorities and their drivers, then 

identify the scientific and technical competencies required to successfully accomplish 

developing mission areas. 

2. Strategies for Recruiting Scientific and Technical Expertise 

Evaluate the programs and tools currently available to EPA that seek to obtain and retain 

scientific and technical expertise to determine their relative efficacy in providing 

measurable shifts in needed competencies. Based on the tools available to EPA for 

acquiring specific technical competencies, what specific strategies are recommended that 

will most effectively maintain a world-class workforce that is prepared to meet and 

exceed mission requirements? Are EPA’s current programs sufficient, or could they be a 

part of a larger, more strategic approach to addressing shifting technical competencies?

What strategies are needed to best meet the competencies identified in NACEPT’s first 

advice letter (e.g., contractors, training of current staff, permanent hires, post-doctoral or 

other fellowships, etc.)? 

3. Strategies for Retaining and Developing Diverse Talent and Leadership 

Given the complexity of EPA’s mission, the rapid pace of scientific and technological 

advances, and shifts in policy, science, engineering and other technical competencies, 

how can EPA best attract and retain superior executive leadership talent that can 

effectively direct and challenge its workforce so that the Agency maintain its position as 

an environmental leader?

How can EPA best position its Senior Executive Service (SES) members to lead and 

support a highly technical and evolving workforce? 

4. Culture Change and One EPA 

What might a “typical” developmental path look like in an organization that focuses on 

the leadership capabilities and culture required to achieve One EPA?
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What measures could the agency put in place that would best exemplify progress in 

achieving One EPA and measure the associated leadership capabilities and culture?

5. Ensuring Diversity

How can EPA best ensure access to a diverse and technically astute SES applicant pool? 

What can EPA do to ensure diverse applicants selected into the SES are retained, 

developed, and promoted? What can EPA do to ensure its SES corps is held in high 

esteem?

Given the broader concept of diversity that EPA is espousing to (diversity in thinking 

styles, educational backgrounds, family experiences, etc.), how can EPA define and then 

track/measure diversity in this broadest sense? 

Additional NACEPT Suggestions:

Examine issues related to the entire employee pipeline, not just issues related to SES and 

people just coming into the Agency

Look at the entire hiring process to determine why it takes the Agency so long to make a 

firm offer

Address the physical environment for workers as a way of attracting and retaining the 

workforce

Highlight the skills and training needed for effective collaboration

Look at soon to retire people as a resource for preserving institutional knowledge via oral 

histories (write-ups of interviews, videos, other forms)