# S trategic 

# P lan 2010-2 0 1 5

Department of Toxic Substances Control

Restoring Communities and Protecting California’s Future - Cradle to Cradle1
DTSC 2010

- 2015 Strategic Plan



### TABLE OF CONTENTS

A Message from the Department of Toxic Substances Control’s A cting Director

.............................................................. 2 Acknowledgements

................................................................................................ ........................................................... 3
Summar y
................................ ................................................................................................ ............................................ 4
Our 2010

- 2015 Goals

................................................................................................ ........................................................... 6
D TSC Overview

................................................................................................ ................................................................... 7
The DTSC Performance Management System

.................................................................................................................... 10
The Strategic Planning P rocess at DTSC

............................................................................................................................. 11
Mission and V ision

................................................................................................ ............................................................... 13
V alues

................................................................................................ ................................................................................ 13
DTSC 2010

- 20 15 Strategic Plan G oals and the Governor’s Action Plan for C alifornia ’s E nvironment

................................ . 15
DTSC 2010

- 2015 Strategic Plan Goals and Objectives

......................................................................................................... 16
I mplementing the DTSC Strategic P lan

.............................................................................................................................. 202
DTSC 2010

- 2015 Strategic Plan 

### A M ESSAGE FROM THE D EPARTMENT OF TOXIC SUBSTANCES CONTROL ’S A CTING 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 th e revival of old businesses and t he 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 witn ess 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 profit s and creating jobs. For the Department of Toxic Substances Control (DTSC) , this means bei ng 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 insigh t into and the understanding of how we will attain our goals of being a transparent, accountable, and responsible public agency. Our goals call for collaboration a nd cooperation across programmatic boundaries , stakeholders and the public which will requir e the best from all of our multi

disciplinary 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 e conomic 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 envisione d. We will continue to protect California’s environment and its people

– cradle to cradle. Maziar Movassaghi Act ing Director3
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 compris ed 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 C orey 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 Externa l 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 ef forts of staff workgroups that were formed for the goals. Again, in addition to their regular duties, workgroup members led by Strategic Planning Leadership Tea m members finalized the draft objectives and strategies for concurrence by the DTSC Executive T eam. 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 Mov assaghi, Trina Gonzalez, Jeff Wong, Rick Brausch, Mercedes Azar4
DTSC 2010

- 2015 Strategic Plan 

### SUMMARY As part of the California Environmental Protection Agency, DTSC was established to protect California against threats to publ ic 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 identifyi ng 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 strat egic planning process and the performance measurement sy stem are essential parts of the P erformance Ma nagement initiative and are crucial to driving work processes linked to measured performance.5
DTSC 2010

- 2015 Strategic Plan6
DTSC 2010

- 2015 Strategic Plan 

### OUR 20 10

- 20 1 5 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 knowled ge 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 orga nizational 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.7
DTSC 2010

- 2015 Strategic Plan 

### DTSC OVERVIEW As part of the California Environmental Protection Agency, DTS C 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 was te 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 h as sponsored Green Chemistry seminars, continues to conduct scientific research with and through academic and industry partnerships, and is working closely with partner s tate 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. DT SC 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 th at community. The goal is to restore the environment of communities without creating major repercussion s 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 within8
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 clean up 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 curr ently investigates, cleans up 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.
Wit hin 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 landf ills 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 so me 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 rigoro us environmental review and cleanup process under DTSC's ove rsight to ensure that these properties have been cleaned to a level that protects students and staff who will work a nd play at the new school.

SAFEGUARDING COMMUNITIES Since becoming the sole Resource Conservation and Recovery Act (RCRA) authorized Calif ornia 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 to ensure9
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 ari se 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 fac ilities. 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 technologie s. 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 sup port 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 red uction efforts and “cradle to cradle” designs by industry.10
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 conc urrence 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 Performan ce 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 Perfor mance 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 Re view. 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 Check11
DTSC 2010

- 2015 Strategic Plan 

### THE STRATEGIC PLANNING PROCESS AT DTSC
In 2007, the DT SC 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 change s 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

- disciplinary staff 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 provide d 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 surface d 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 (Deput y) 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, are posted 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 complete the 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 prod uction 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 whe n the plan is developed, executives adopted a process that has the plan review ed 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 wel l as being responsive to current needs, capabilities, and resources. All goals, obje ctives, and strategies that have not been achieved or withdrawn by executive leadership are carried over from one plan to the next.12
DTSC 2010

- 2015 Strategic Plan13
DTSC 2010

- 2015 Strategic Plan 

### OUR MISSION IS. . . To provide the highest level of safety, and to protect public health and the environment from toxic h arm. 

### 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 c learly 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 th at 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 to cultivate 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.14
DTSC 2010

- 2015 Strategic Plan INNOVATION

 Decision making and sound judgment are used for the difficult ch oices 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 thro ugh 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 a pplies the best engineering, geology, and science principles to each unique set of c ircumstances 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.15
DTSC 2010

- 2015 Strategic Plan 

### DTSC 20 10

- 20 1 5 STRATEGIC PLAN GOALS AND THE GOVERNOR’S ACTION PLAN FOR CALIFORNIA’S ENVIRONMENT

DTSC 2010

- 20 15 STRATEGIC PLAN GOALS G oal 10

- 1: DTSC programs maximize protection of human health and the environment, and the restoration of communities impacted by toxic harm

. G oal 10

- 2: DTSC demonstrates leadership in developing and utilizing the scientific, technological, and engineering knowledge that protects public health and the environment.
G oal 10

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

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

- 5: DTSC is a leader in the ide ntification and reduction of toxic harms and restoration of communities with a deliberate focus on communities with potentially disproportionate environmental impacts.
G oal 10

- 6: Through implementation of the Green Chemistry Initiative, DTSC drives Calif ornia 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 indep endence 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 enfor cement of existing laws

Action Plan

Initiative

DTSC Goal Initiative 1 Initiative 2 Initiative 3 Initiative 4 Initiative 5 Initiative 6

Goal 1 X X X X X Goal 2 X Goal 3 X Goal 4 X Goal 5 X X X Goal 6 X X16
DTSC 2010

- 2015 Strategic Plan 

### DTSC 2010

- 20 15 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 inf ormation sharing and avoid oversight duplication through coordination with other agencies and stakeholders. Objective 10

- 1.2 : By July 2011, complete i ntegration 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 practice s 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 Novembe r 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 ex ternal 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 Californ ia 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 infr astructure that have the capacity and capability to provide high quality data for sound science to17
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 ed ucating, 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 cus tomer 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 anal ysis 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 proce sses 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 und erstanding 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 P erformance M anagement 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 Perf ormance 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 labo ratory 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 Impr ovement 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.18
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 Enforc ement 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 Response Team. 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 redu ction 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. Objectiv e 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 Initi ative, 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 technolo gy 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, distribu tors, 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.19
DTSC 2010

- 2015 Strategic Plan 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 regula tions. 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 perfo rmance, reliability, safety and toxicity, resource consumption, waste and disposal, climate change, energy efficiency, water conservation, and costs.20
DTSC 2010

- 2015 Strategic Plan 

### IMPLEMENTING THE DTSC STRATEGIC PLAN Plan deployment is directed by the strategies within the plan. The strategies identify due 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 all associated strategies. 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 Manager s 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 th e 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 strat egies an d/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 “equit y.” Unintended consequences of change may significantly affect the very customers that the agency is committed to serving. Those affects, especially in the case of to xic harm, may be irreparable.