Strategic Plan 2010-2015

Department of Toxic Substances Control

Restoring Communities and Protecting California’s Future - Cradle to Cradle
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DTSC 2010-2015 Strategic Plan

TABLE OF CONTENTS

A Message from the Department of Toxic Substances Control’s Acting Director .............................................................. 2 

Acknowledgements ........................................................................................................................................................... 3 

Summary ............................................................................................................................................................................ 4 

Our 2010-2015 Goals........................................................................................................................................................... 6 

DTSC Overview ................................................................................................................................................................... 7 

The DTSCPerformance Management System .................................................................................................................... 10

The Strategic Planning Process at DTSC ............................................................................................................................. 11

Mission and Vision ............................................................................................................................................................... 13 

Values ................................................................................................................................................................................ 13 

DTSC 2010-2015 Strategic Plan Goals and the Governor’s Action Plan for California’s Environment ................................. 15 

DTSC 2010-2015 Strategic Plan Goalsand Objectives......................................................................................................... 16 

Implementing the DTSC Strategic Plan .............................................................................................................................. 20
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DTSC 2010-2015 Strategic Plan

A MESSAGE FROM THE DEPARTMENT OF TOXIC SUBSTANCES CONTROL’S ACTING DIRECTOR

As we look forward to a new fiscal year, signs of life appear to be returning to many 

sectors of the state’s economy and it appears that our economic freefall has bottomed out. 

Along with the revival of old businesses and the emergence of new businesses, we can 

also see a changing economic landscape that will have an impact on everyone. We now 

must determine how best to address those changes.

Uncertainty and instability can affect people at all levels – leaders, staff, stakeholders, and 

the public – leaving them paralyzed and risk averse. However, as we witness reviving 

sectors of society, we recognize that it is critical to aid, support, and guide emerging green 

industries while helping established organizations achieve and maintain a viable and 

sustainable business model. It is vital to look for future opportunities to ensure that 

businesses develop in a way which minimize impacts on public health and the 

environment as well as generating profits and creating jobs. For the Department of Toxic 

Substances Control (DTSC), this means being transparent, accountable, and responsible. It 

also means being open to changes and suggestions from the regulated communities and the impacted communities we serve.

DTSC executive leadership is committed to a dynamic strategic plan that provides insight into andthe understandingof how we 

will attain our goals of being a transparent, accountable, and responsible public agency. Our goals call for collaboration and 

cooperation across programmatic boundaries, stakeholders and the public which will require the best from all of our multidisciplinary staff in order to succeed. 

As an agency charged with securing the safety of the public and sustaining the protection of California’s environment, we are

the stewards for future generations. Today’s planning is critically important to achieve the envisioned future of a cleaner and 

safer environment. We must be aware, agile, forward-thinking and prudent as we make changes to programs to ensure that 

they both provide that protection,and meet the business and economic needs of the state.

Strategic planning is the key process by which we can not only plan our future direction, but by which we can communicate 

that future so that all interested parties understand. We must remain ambitious and focused on our work, develop new and 

innovative ideas, and strategic thinking to enable us to be “global leaders in environmental excellence” as we have envisioned. 

We will continue to protect California’s environment and its people – cradle to cradle. 

Maziar Movassaghi

Acting Director
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DTSC 2010-2015 Strategic Plan

ACKNOWLEDGEMENTS

While the DTSC Executive Team is ultimately responsible for the strategic plan, there are many individuals on staff who 

contributed to its development and continue to actively support the process.

The Strategic Planning Leadership Team was established in January 2010, and its members immediately took on the tasks 

associated with the annual plan revision and updating efforts. This was done in addition to their regular work and all 

performed admirably. The team is comprised of:

Jennie Verardo, Co-leader Office of Performance Management

Donn Diebert, Co-leader Cleanup Program 

Adrianne Howze Administrative Services/Financial Planning 

Maria Aliferis-Gjerde Office of Legislative and Regulatory Policy

Corey Yep Office of Legislative and Regulatory Policy

Tyrone Smith Pollution Prevention and Green Technology

Dylan Clark Enforcement and Emergency Response

Florence Gharibian Enforcement and Emergency Response

Randi Jorgensen Office of External Affairs

Manpreet Kaur Workforce Development & Systems Improvement

Odette Madriago, Acting Chief Deputy Director provided support and advice as the Team Sponsor.

The work of finalizing objectives and strategies was accomplished through the committed efforts of staff workgroups that were 

formed for the goals. Again, in addition to their regular duties, workgroup members led by Strategic Planning Leadership Team 

members finalized the draft objectives and strategies for concurrence by the DTSC Executive Team. Workgroup members were: 

Goal 1: Stewart Black, Patrice Bowen, Steve Hui, Corey Yep, Orchid Kwei, and Keith Kihara. Workgroup Leader: Donn Diebert 

Goal 2: Bruce LaBelle, Dana Howard, Charles McLaughlin, Eduardo Nieto, Jeff Wong, Karen Matthews, Linda Bunyan, Mike 

Sorensen, Pauline Batarseh, Ray LeClerc, Rebecca Trapp, Ron Troyer, and Michael Cave. Workgroup Leaders: Maria 

Aliferis-Gjerde and Tyrone Smith

Goal 3: Barbara Cook, Jim Marxen, Lorraine Larsen-Hallock, Carole Mah, Paul Blais, Jon Cordova, Ron Troyer, and Sangat Kals.

Workgroup Leaders: Adrianne Howze and Randi Jorgensen 

Goal 4: Carol Northrup, Hossein Nassiri, Denzil Verardo, Kim Poh, Karen Matthews, Rebecca Trapp, Albert Hernandez, and 

Don Plain. Workgroup Leaders: Dylan Clark and Manpreet Kaur 

Goal 5: Patrice Bowen, Florence Gharibian, Barbara Cook, and Steve Hui. Workgroup Leaders: Donn Diebert and 

Adrianne Howze 

Goal 6: Maziar Movassaghi, Trina Gonzalez, Jeff Wong, Rick Brausch, Mercedes Azar
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DTSC 2010-2015 Strategic Plan

SUMMARY

As part of the California Environmental Protection Agency, DTSC was established to protect California against threats to public 

health and degradation of its environment by regulating hazardous waste; cleaning up existing contamination; and preventing 

pollution by working with businesses to reduce their hazardous waste and toxic materials. DTSC is also a leader in identifying 

potential new pollutants.

As a part of the initiative to improve its operations, DTSC voluntarily adopted the Performance Management process developed 

by the California Performance Review (CPR), the Governor’s 2004 initiative to improve state government operations by 

reducing costs, improving efficiency, and eliminating duplicative or unnecessary functions. The CPR definition of Performance 

Management was “the unified use of strategic planning, performance measurement, budgeting for results, and performance 

review.” 

The DTSC strategic planning process and the performance measurement system are essential parts of the Performance 

Management initiative and are crucial to driving work processes linked to measured performance.
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DTSC 2010-2015 Strategic Plan
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DTSC 2010-2015 Strategic Plan

OUR 2010-2015 GOALS. . .

Goal 10-1: DTSC programs maximize protection of human health and the environment, and the restoration of communities 

impacted by toxic harm. 

Goal 10-2: DTSC demonstrates leadership in developing and utilizing the scientific, technological, and engineering 

knowledge that protects public health and the environment. 

Goal 10-3: DTSC is responsible, accountable, and transparent to its stakeholders, the public, and staff. 

Goal 10-4: DTSC is committed to ongoing expansion of internal capacity and capability, and organizational excellence. 

Goal 10-5: DTSC is a leader in the identification, restoration and reduction of toxic harms with a deliberate focus on 

communities with potentially disproportionate environmental impacts. 

Goal 10-6: Through implementation of the Green Chemistry Initiative, DTSC drives California to become the leader in 

innovation, use, and manufacture of safer, ever more environmentally benign chemicals and products. 
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DTSC 2010-2015 Strategic Plan

DTSC OVERVIEW

As part of the California Environmental Protection Agency, DTSC was established to protect California against threats to public 

health and degradation of its environment by regulating hazardous waste; cleaning up existing contamination; and preventing 

pollution by working with businesses to reduce their hazardous waste and toxic materials use. DTSC is also a leader in 

identifying potential new pollutants that may harm the public 

or the environment.

DTSC is a major contributor to the well-being of environmental, 

social and economic systems of the state. In 2009, DTSC was 

authorized to lead the governmental role for the Green 

Chemistry Initiative and pursue that role by encouraging 

environmentally friendly design, manufacture, packaging, and 

distribution of products. While the initiative is still in its 

infancy, DTSC has sponsored Green Chemistry seminars, 

continues to conduct scientific research with and through 

academic and industry partnerships, and is working closely with 

partner state agencies like the Office of Environmental Health 

Hazard Assessment (OEHHA). 

In 2007, DTSC began its Environmental Justice (EJ) Enforcement

Initiative by bringing together governmental entities and 

communities disproportionately affected by toxic harm that 

were close to industrial sites, transportation corridors, and toxic 

materials use, handling, treatment and disposal. Through the 

Initiative, DTSC staff tap into community intelligence about 

environmental problems, collaborate with other government 

officials to research and investigate cases, and report back to 

community members. DTSC leadership balances the impact of any site mitigation within EJ communities because it may have 

an effect on the economic well-being and health of that community. The goal is to restore the environment of communities

without creating major repercussions on the local economy which may rely on the very industry which could potentially cause

harm to public health and the environment.

California has vast amounts of unproductive land that is not being used 

because it is contaminated with toxic materials and chemicals. Known 

as brownfields, these properties are returned to productive use through 

DTSC’s efforts. Examples of some of the 100,000 brownfields site 

throughout the state include Santa Clara’s Rivermark development, a 

master-planned urban village on the site of the historic Agnews 

Developmental Center which had left behind lead, pesticides, and 

solvents; and the Habitat for Humanity development in East Oakland 

which replaced brownfields with home ownership opportunities for 

low-income families. For every dollar spent cleaning up a brownfields 

site, an additional seven dollars of economic activity is generated within 
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DTSC 2010-2015 Strategic Plan

five miles of the site. Redevelopment of a site is not just making the site useable; it has a positive spillover effect in the 

immediate surrounding area.

Annually in California, more than 100,000 privately and publicly owned facilities generate two million tons of more than 800 

types of hazardous wastes. DTSC encourages the cleanup of these facilities through several programs that offer economic, 

liability, or efficiency incentives.

DTSC also ensures that all new, existing and proposed public school sites are environmentally safe for California’s children. 

Additionally, DTSC currently investigates, cleansup or provides technical assistance at more than 160 current or former military 

installations statewide, addressing such unique challenges as residual unexploded ordnance and explosives, and chemical and 

biological munitions.

Within DTSC, there are three focused, mission-critical business functions.

RESTORING COMMUNITIES

Thousands of California properties, including former industrial plants, military bases, small and large businesses, and landfills 

have been identified as having chemical contamination from previous land uses. DTSC is actively investigating or cleaning up 

more than 1,000 sites where releases of hazardous materials to soil, soil gas, groundwater, and surface water have been 

documented. Prompt action is needed at some of these sites to prevent migration of the contaminants in groundwater and 

possible human health impacts. Many of these sites are of high concern due to their proximity to EJ communities or schools. 

Cleanup of brownfields sites is a top DTSC priority. Brownfields restoration benefits communities by making land available for 

housing, as commercial properties that generate jobs and tax revenues, and for open space. Federal and state governments 

recognize that cleanup of brownfields properties will free previously unavailable land for productive reuse and protects the 

environment by taking development pressures off undeveloped and open land. Timely investigations and cleanup of 

brownfields have been found to promote economic development and reinvestment in California through post-cleanup 

development and sustainable reuse.

All proposed school sites that will receive state funding for acquisition or construction are required to go through a rigorous 

environmental review and cleanup process under DTSC's oversight to ensure that these properties have been cleaned to a level 

that protects students andstaff who will workand play at the new school.

SAFEGUARDING COMMUNITIES

Since becoming the sole Resource Conservation and Recovery Act (RCRA) authorized California state agency in 1991, DTSC has 

implemented the Hazardous Waste Control Law (HWCL) within Division 20, Chapter 6.5 of the Health and Safety Code as the 

exclusive set of hazardous waste handling requirements in this state. DTSC ensures compliance with these statutes by issuing 

permits, inspecting facilities, and registering hazardous waste transporters. DTSC’s primary goal for these facilities are toensure 
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DTSC 2010-2015 Strategic Plan

that they are safely managed so no harm is done to the general public and the environment through an accidental release of a 

hazardous waste or material.

Enforcement work is done primarily through inspections, monitoring, compliance assistance, training and investigative 

activities, and by quick response to emergency toxic material situations that arise around the state. DTSC’s enforcement staff

members are among the first on-the-ground personnel to help emergency responders with much needed information on 

location of facilities in the area and information about hazardous materials located at those facilities. They build relationships at 

every level of government and in communities to ensure there is a level of transparency and trust.

PROTECTING FUTURE GENERATIONS

DTSC conducts research and promotes pollution prevention through scientific and engineering innovation, knowledge transfer, 

and technology diffusion. It is also responsible for the evaluation and demonstration of innovative environmental technologies. 

The main goal of pollution prevention is to help California businesses reduce their pollution and become better stewards of the 

environment by instituting business practices that DTSC studies and makes available to businesses. DTSC’s goal is to promote 

and support informed regulatory decision-making, encourage independent research on pollution prevention methods 

including Green Chemistry approaches, promote the development and adoption of new environmental technologies, and foster 

continued voluntary source reduction efforts and “cradle to cradle” designs by industry. 
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DTSC 2010-2015 Strategic Plan

THE DTSC PERFORMANCE MANAGEMENT SYSTEM

DTSC has voluntarily adopted, and adapted, the Performance Management System that was developed by the California 

Performance Review (CPR) in 2004 with concurrence of the governor and the Department of Finance. The CPR was the 

governor’s initiative to improve state government operations by reducing costs, improving efficiency, and eliminating 

duplicative or unnecessary functions. The definition of Performance Management developed by the CPR was “the unified use of 

strategic planning, performance measurement, budgeting for results, and performance review.” 

The strategic planning process and the performance measurement system are essential parts of the Performance Management 

initiative and are crucial to driving work process designs linked to measured performance. It meets the requirements of 

California Government Code Section 11800 which mandates Strategic Planning, Performance Measurement, and Performance 

Review. DTSC is one of several departments in California state government to address these mandates. 

The DTSC Performance Management System, based on the CPR model is:

VISION VALUES MISSION

STRATEGIC PLANNING

DTSC PERFORMANCE MANAGEMENT

Environmental

Scan Analysis SWOT

Goals

Objectives

Strategies

ANNUAL PLANS

PERFORMANCE MEASUREMENT

Core Programs

Outcomes

Measures

Data Collection

Analysis

Targets

PERFORMANCE AGREEMENTS WITH SCHEDULED REVIEWS

METRICS

Vision, Mission, and Values 

Check
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DTSC 2010-2015 Strategic Plan

THE STRATEGIC PLANNING PROCESS AT DTSC

In 2007, the DTSC executive leadership team adopted a new process for strategic plan development and deployment as part of 

its Performance Management system. It is designed to produce a dynamic document that guides the department and is 

responsive to the constant changes in the environment in which DTSC operates. In early 2010, the Strategic Planning 

Leadership Team was established to lead the process. Under the sponsorship of the DTSC Chief Deputy Director, the team is 

made up of cross-programmatic, multi-disciplinarystaff from core and shared services programs.

The DTSC strategic planning process involves:

 Each year in March, executive leadership meets to complete a SWOT (Strengths, Weaknesses, Opportunities, and 

Threats) analysis. Input into the analysis is provided by Performance Managers who oversee DTSC branches. The 

executives review the goals and objectives and determine which need to be carried over into the revised plan. New 

goals and objectives are developed as needed. New strategic challenges are surfaced and discussed within the context 

of the strategic advantages that the executives have identified. Once the revised goals and objectives receive 

concurrence, they are assigned to workgroups led by members of the Strategic Planning Leadership Team.

 The workgroups, which include cross-functional staff as well as executive members, each work on a goal, developing 

objectives and strategies for a specific goal.

 The draft objectives and strategies are reviewed by the appropriate program Deputy Director (Deputy) and Assistant 

Deputy Director (ADD) and Performance Managers who will have the strategies assigned as part of their annual 

Performance Agreements. Due dates are identified for the strategies, which will roll up to determine due dates for the 

objectives, as well as any new resources needed to complete the strategies.

 In early June, final draft goals and objectives are presented to executive leadership for review and concurrence.

 The final approved goals and objectives, which become department policy, areposted on the DTSC intranet and public 

website prior to the beginning of the new fiscal year on July 1. As policy, these cannot be changed without the 

approval of the executive leadership, the Director, or the Chief Deputy Director. Since the strategies are operational 

and included in Performance Agreements, program Deputies or ADDs have the ability to make revisions to them unless 

those changes affect the accomplishment of the objective, in which case the changes must be approved as a policy 

change.

 In October, January, April, and August, Quarterly Status Updates for each objective are developed and presented to 

executives. Proposed changes to due dates, wording, or content of objectives as well as any barriers or additional 

resources needed to completethe strategies are considered by DTSC executives.

The DTSC strategic plan has a five-year planning time horizon. However, DTSC executive leadership recognized that a primary 

deficiency in the strategic planning process for many state agencies is the production of a static, quickly outdated plan. In order 

to enable flexibility and the ability to react to new situations and challenges that may not be evident, or even imagined when 

the plan is developed, executives adopted a process that has the plan reviewed and revised annually. The revised plan has a 

new five-year planning horizon, so the process never reaches an end. For example, the 2008-13 Strategic Plan was replaced on 

July 1, 2009 by the 2009-14 Strategic Plan which was replaced on July 1, 2010 by the 2010-15 Strategic Plan. The intent is to 

have a consistently current plan that will be positioned to overlap electoral changes in administration and leadership as well as 

being responsive to current needs, capabilities, and resources. All goals, objectives, and strategies that have not been achieved 

or withdrawn by executive leadership are carried over from one plan to the next.
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DTSC 2010-2015 Strategic Plan

OUR MISSION IS. . .

Toprovide the highest level of safety, and to protect public health andthe environment from toxic harm.

OUR VISION IS. . .

We will be global leaders in environmental excellence using sound science, promoting green technology and seeking 

continuous improvement, for a healthy, sustainable, and prosperous California.

WE VALUE. . . 

LEADERSHIP

 Sincere, honest, and professional leaders at all levels are able to create a clear vision and communicate how to 

get there.

 Consistency and fairness are demonstrated and dissenting opinions are welcomed without retribution.

 Transparency is maintained by clearly defined processes.

 Integrity is modeled and expected at every level in the organization.

 The public is shown the value of having an effective environmental protection agency in DTSC.

RESPECT

 DTSC staff is recognized as the most important resource that the department has.

 Each individual’s contributions and commitment to work excellence and public service is recognized and valued.

 Employee performance is nurtured through impartial management support and opportunities to learn and grow.

 DTSC strives tocultivate an environment that attracts, retains, harnesses, and leverages the values of Diversity within 

our workforce while extending this value to the communities and public we serve.

 Effective communication is a goal at every level and in all actions – internally and externally.

 DTSC balances outreach and education to the regulated community with enforcement.

TEAMWORK

 DTSC staff work together with an understanding of each other’s experience, knowledge, roles, and responsibilities 

under an effective leadership system.

 Cross-training is encouraged to share knowledge and foster understanding of the contribution of each staff member to 

the organization.

 Risk taking is supported.
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DTSC 2010-2015 Strategic Plan

INNOVATION

 Decision making and sound judgment are used for the difficult choices required to get DTSC where it must be.

 DTSC plays an important role in defining future issues and developing innovative solutions.

 DTSC staff are empowered to think outside the box and challenged to suggest ways of improvement, and are 

supported through training opportunities and networking events with the public, stakeholders, and other agencies.

COMMITMENT

 Protecting public health and the environment is the number-one priority of DTSC.

 DTSC works to ensure environmental justice at all levels.

 DTSC applies the best engineering, geology, and science principles to each unique set of circumstances at each site 

while ensuring statewide consistency in application of scientific principles.

 Excellence is consistently demonstrated through high-quality work with a commitment to the highest standards.
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DTSC 2010-2015 Strategic Plan

DTSC 2010-2015 STRATEGIC PLAN GOALS AND 

THE GOVERNOR’S ACTION PLAN FOR CALIFORNIA’S ENVIRONMENT

DTSC 2010-2015 STRATEGIC PLAN GOALS

Goal 10-1: DTSC programs maximize protection of human health and the environment, and the restoration of communities 

impacted by toxic harm.

Goal 10-2: DTSC demonstrates leadership in developing and utilizing the scientific, technological, and engineering 

knowledge that protects public health and the environment. 

Goal 10-3: DTSC is responsible, accountable, and transparent to its stakeholders, the public, and staff. 

Goal 10-4: DTSC is committed to ongoing expansion of internal capacity and capability, and organizational excellence. 

Goal 10-5: DTSC is a leader in the identification and reduction of toxic harms and restoration of communities with a 

deliberate focus on communities with potentially disproportionate environmental impacts. 

Goal 10-6: Through implementation of the Green Chemistry Initiative, DTSC drives California to become the leader in 

innovation, use, and manufacture of safer, ever more environmentally benign chemicals and products.

GOVERNOR’S ACTION PLAN FOR CALIFORNIA’S ENVIRONMENT INITIATIVES:

1. Cut Air Pollution Statewide by up to 50% --and restore independence from foreign oil

2. Protect California’s rivers, bays, and coastline

3. Solve California’s electrical energy crisis

4. Protect and restore California’s parks and open spaces

5. Restore our urban environments

6. Protect California’s environment through tough enforcement of existing laws

Action Plan 

Initiative

DTSC Goal

Initiative1 Initiative2 Initiative3 Initiative4 Initiative5 Initiative6

Goal 1 X X X X X

Goal 2 X

Goal 3 X

Goal 4 X

Goal 5 X X X

Goal 6 X X
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DTSC 2010-2015 Strategic Plan

DTSC 2010-2015 STRATEGIC PLAN GOALS AND OBJECTIVES

GOAL 10-1: DTSC programs maximize protection of human health and the environment, and the 

restoration of communities impacted by toxic harm.

Objective 10-1.1: By July 2012, DTSC’s Brownfields and Environmental Restoration Program (Cleanup Program) as lead will 

develop an initiative to help protect water resources from contaminated sites within DTSC’s jurisdiction. 

The purpose of the initiative is to enhance information sharing and avoid oversight duplication through 

coordination with other agencies and stakeholders. 

Objective 10-1.2: By July 2011, complete integration of the One Cleanup Program to the extent allowed by law. 

Objective 10-1.3: By June 2012, Cleanup Program will define DTSC’s long-term stewardship practices and implement 

strategies that minimize financial impacts to the general public. 

Objective 10-1.4: By May 2011, DTSC’s Climate Change Team will develop a process to comply with AB 32 and Climate Action 

Team mandates related to climate change. 

Objective 10-1.5: By June 2012, the Cleanup Program will work with the Office of External Affairs to promote sustainable 

developments through brownfields remediations. 

Objective 10-1.6: By November 2012, the Enforcement and Emergency Response Program will increase compliance rates for 

specific sectors of hazardous waste treatment/storage/disposal facilities and transporters. 

GOAL 10-2: DTSC demonstrates leadership in developing and utilizing the scientific, technological, and 

engineering knowledge that protects public health and the environment.

Objective 10-2.1: By December 2014, facilitate external knowledge transfer by expanding public-private partnerships, 

enhancing communication with external counterparts including business, community, academia, scientific 

associations,environmental groups, state, federal and local governments.

Objective 10-2.2: By November 2012, develop new scientific and technological knowledge that will enhance DTSC’s capacity 

for sound policy and decision-making processes and promote new environmental technologies and 

alternatives. 

Objective 10-2.3: By July 2011, develop and implement a plan for a sustainable process to facilitate internal knowledge, 

innovation and development that transfers knowledge internally and potentially externally. 

Objective 10-2.4: By June 2011, implement actions to enable staff to utilize DTSC’s existing Geographical Information 

System (GIS) software in concert with other relevant California stakeholders. Concurrently, develop a 

long-term plan to integrate GIS capabilities into the day-to-day activities at DTSC.

Objective 10-2.5: By December 2011, the Environmental Chemistry Lab will lead development of state-of-the-art laboratory 

and infrastructure that have the capacity and capability to provide high quality data for sound science to 
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DTSC 2010-2015 Strategic Plan

support enforcement, site cleanup, green chemistry, pollution prevention, and investigations of chemicals 

of emerging interest. 

GOAL 10-3: DTSC is responsible, accountable, and transparent to its stakeholders, the public, and staff.

Objective 10-3.1: By December 2010, the Office of External Affairs will coordinate with DTSC’s programs to ensure that 

communication channels are the most effective in educating, informing, and involving stakeholders. 

Objective 10-3.2: By December 2011, Administrative Services will implement practices and mechanisms to foster an 

environment of open communication with customers and continuous improvement in support of customer 

service. 

Objective 10-3.3: By December 2010, with Administrative Services as the lead, create and implement a method of standard 

of repeatable surveys/reports for employees, and internal and external customers to insure reliable 

collection and analysis of data to support our performance measurement system. 

Objective 10-3.4: By July 2012, the Office of Legislative and Regulatory Policy will work with the Office of Technology 

Services and Information Support to lead efforts to improve business processes for DTSC programs by 

requiring electronic submittals to EnviroStor. 

Objective 10-3.5: By October 2010, the Office of External Affairs will develop and deploy a coordinated and unified 

communications effort to increase public familiarity with and understanding of DTSC mission, vision, and 

strategic goals. 

GOAL 10-4: DTSC is committed to ongoing expansion of internal capacity and capability, and 

organizational excellence. 

Objective 10-4.1: By July 2011, with the Performance Measure Utilization Team as lead, provide DTSC staff with a 

Performance Management system centered on data and targets, along with the training and support to 

enable timely, and effective data-based management decisions. 

Objective 10-4.2: By January 2011, with the Office of Performance Management as lead, demonstrate organizational 

performance excellence at DTSC. 

Objective 10-4.3: By December 2011, develop an ISO 17025 quality management system for DTSC's Environmental 

Chemistry Laboratory to help ensure a state-of-the-art laboratory quality management in a continuous 

improvement environment, and to develop the knowledge base in DTSC for quality management systems. 

Objective 10-4.4: By October 2010, with Administrative Services’ Office of Workforce Development and Systems 

Improvement as lead, implement a consistent, enterprise-wide project management methodology.

Objective 10-4.5: By July 2011, with the Office of Civil Rights as lead, develop a Diversity Program within DTSC.
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DTSC 2010-2015 Strategic Plan

Objective 10-4.6: By January 2011, with Administrative Services’ Human Resources as lead, develop and implement a 

recruitment, hiring, and retention process that meets existing and future projected workforce staffing 

needs. 

Objective 10-4.7: By April 2011, with the Enforcement and Emergency Response Program as lead, enhance DTSC’s capability 

to provide emergency response support in natural disaster, homeland security, and other major incidents 

by establishing a multi-discipline DTSC Emergency ResponseTeam.

Objective 10-4.8: By January 2011, develop and enhance the Office of Criminal Investigations through internal restructuring 

and realignment to more effectively integrate criminal and scientific investigations. 

GOAL 10-5: DTSC is a leader in the identification and reduction of toxic harms and restoration of 

communities, with a deliberate focus on communities with potentially disproportionate 

environmental impacts.

Objective 10-5.1: By July 2011, the DTSC Environmental Justice (EJ) Coordinator in collaboration with other DTSC programs, 

including the Office of External Affairs, and EJ stakeholders, will develop an Environmental Justice Plan to 

enable the identification and reduction of environmental harms in EJ communities while concurrently 

building public trust.

Objective 10-5.2: By July 2013, Enforcement and Emergency Response Program and the Cleanup Program will develop a 

series of pilot projects to implement the Community Environmental Justice Action Plan.

GOAL 10-6: Through implementation of the Green Chemistry Initiative, DTSC drives California to become 

the leader in innovation, use, and manufacture of safer, ever more environmentally benign 

chemicals and products.

Objective 10-6.1: By July 2012, California is established as a pollution prevention and green technology leader through 

adoption of feasible and cost-effective pollution prevention and green technology measures. 

Objective 10-6.2: By July 2012, through public-private partnerships, increase California’s capacity to develop a workforce 

trained and educated in green chemistry principles; conduct green chemistry research and develop new 

ideas; and commercialize those ideas resulting in gains for the state’s economy and environmental quality. 

Objective 10-6.3: By July 2013, create an Online Product Ingredient Network to disclose chemical ingredients in products 

sold in the state to allow consumers and businesses to make safer choices for raw material and feedstock, 

chemical intermediaries; and also for suppliers, wholesalers, producers, manufacturers, distributors, 

retailers, consumers and end-users to make better informed choices of products.

Objective 10-6.4: By December 2011, create an Online Toxics Clearinghouse to increase knowledge about toxicity and 

hazards for chemicals and compounds.
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Objective 10-6.5: By December 2011, accelerate the Quest for Safer Products, creating a systematic, science-based process to 

evaluate chemicals of concern and alternatives to ensure product safety and reduce or eliminate the need 

for chemical-by-chemical bans through regulations.

Objective 10-6.6: By December 2015, establish a systems-oriented green design and engineering philosophy that will 

promote innovation, and through lifecycle thinking will allow consideration and balancing of different 

factors including product performance, reliability, safety and toxicity, resource consumption, waste and 

disposal, climate change, energy efficiency, water conservation, and costs.
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DTSC 2010-2015 Strategic Plan

IMPLEMENTING THE DTSC STRATEGIC PLAN

Plan deployment is directed by the strategies within the plan. The strategies identifydue dates, those responsible for carrying 

out the strategies and resources identified beyond those that would result from efficiencies or internal redirection. The due 

date of the objective is based on a roll-up of the due dates of allassociatedstrategies. 

Each of the strategies that are to be addressed in the current fiscal year – beginning, continuation, or completion – is assigned 

to a DTSC Performance Manager through the annual Performance Agreement process. Performance Managers are mid-level 

staff members who oversee branches of a program area. As “implementers” of the strategic plan, DTSC Performance 

Managers have field-level responsibility for completing the strategies. Performance Agreements are reviewed quarterly and 

the status of the strategies contained within them are reported out to the executive leadership through the Quarterly Status 

Update of the plan. During these quarterly reviews, executive leadership has the ability to postpone, alter, or delete strategies 

and/or objectives if it becomes apparent that it will not be possible to complete them within the current fiscal year. The 

Performance Agreement would then be changed to reflect that direction. 

Regular review provides the opportunity for DTSC leadership to focus the plan on current trends and emerging issues. While 

change in government often seems slow and government agencies less able to react to rapid changes than businesses, this is 

somewhat purposeful. The “bottom line” for government must be “equity.” Unintended consequences of change may 

significantly affect the very customers that the agency is committed to serving. Those affects, especially in the case of toxic 

harm, may be irreparable.