United States Environmental Protection Agency

Of fice of Administration and Resources Management **National Adv**  **isory**

**C ouncil for Environmental Policy**  **and Technology** 

**(NACEPT) Remarks Presented**  **by Nanci Gelb**  **Acting Principal Deputy**  **Assistant Administrator**  **Office of Administration**  **and Resources Management**  **and Raul Soto**  **Associate Assistant**  **Administrator Office**  **of Diversity , Outreach**  **and Collaboration**

**September 27, 2010** United States Environmental Protection Agency

Of fice of Administration and Resources Management 1 

# Overview 1. Current Challenges 2. Our Priorities What we have done, what we are planning to do, and what advice you would give us in the areas of:

• Executive Leadership Development

• Enhancing Diversity in the Workforce

• Workforce Planning 3. TimelineUnited States Environmental Protection Agency

Of fice of Administration and Resources Management 

# Current Challenges  Large component of workforce is retirement eligible  Potential for significant loss of institutional knowledge  Ensuring that staff has cross functional skills and competencies  Growing demand for increasing diversity in the workforce  A competitive labor market  Little growth in budget and FTE

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# Our Priorities  Workforce Planning (Scientific and Technical Occupations)

– Recruitment  Executive Leadership Development

– Succession Management  Ensuring Diversity (Agency - wide, all levels in the workforce)

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## Strategic Workforce Planning **Process**

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**D e m a**  **n d**
**S u ppl**  **y**
**G a p**  **A n a l**  **ysi s**  **S t r a**  **te g i**  **es a n**  **d S o**  **lu ti**  **ons S t**  **r a te**  **g i c**  **W o r k**  **fo r c**  **e P l**  **a n n i**  **n g D e**  **m a n d** 
**S u ppl**  **y**
**G a p**  **A n a l**  **ysi s**  **S t r a**  **te g i**  **es a n**  **d S o**  **lu ti**  **ons S t**  **r a te**  **g i c**  **W o r k**  **fo r c**  **e P l**  **a n n i**  **n g** 1

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Of fice of Administration and Resources Management 

# Workforce Planning: **What We Have Done**  Developed EPA’s 2006 Strategic Workforce Plan (SWP)  Identified 19 Mission Critical Occupations (MCOs) (2006)  Conducted Agency - wide competency assessments for employees and their supervisors for 12 priority MCOs (2007 - 2009)  Developed a retirement projection model for EPA’s workforce to enable planning around staff retirements (2008)  Refined DRAFT guidance (not published) to aid the Agency’s Local Level Workforce Planning (LLWP) process (2007 - 2010)

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# Mission Critical Occupations  Toxicologist  Public Affairs & Information Specialists  Mechanical Engineer  IT Specialist  Human Resources Specialist  Health Scientist  Grant Specialist  Financial Specialist  Physical Scientist  Environmental Engineer  Economist  Ecologist  Contract Specialist  Chemist  Biologist  Auditor  Attorney  Accountant  Environmental Protection Specialist

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Of fice of Administration and Resources Management 

# Workforce Planning: What Is Next?  Revisit and update The Strategic Workforce Plan to promote greater involvement on the part of our senior management.  Align Plan with the Agency’s budgeting process, the Administrator’s 7 Priorities, Program and Regional priorities, and our national recruitment efforts.  Ensure our National Strategic Recruitment Plan addresses our desire to enhance our diversity profile.  Incorporate evaluation measures/tools such as surveys and other mechanisms to give us feedback.  Final Product
– to develop a complete set of guidance, tools, and metrics for managers and supervisors.

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Of fice of Administration and Resources Management 

# Recruitment/Talent Sourcing: What is Next?  Currently in the process of updating our National Strategic Recruitment Plan to help expand and strengthen EPA’s nationwide recruitment efforts, improve the overall diversity of EPA’s workforce and eliminate barriers to employment  Improve training for national recruiters  Develop a strong branding and marketing campaign which takes advantage of Social Networking  Evaluate our systems such as EZhire as well as OPM’s USAJOBS tool  Establish mechanisms to frequently monitor, measure and evaluate progress

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## Workforce Planning **Discussion: What Advice Would You Give Us?**   Before we complete our Plan, are there any specific areas that you feel should be included?  Do we have the right 19 Mission Critical Occupations?  Have you used or seen an effective strategy that you feel we should incorporate in our approach? Especially one which can help us in our future scientific and technical requirements?  Is there any agency / company / organization that you would recommend we contact that has been successful in developing and implementing workforce and recruitment plans?

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## Executive **Leadership Development:**  **What We Have**  **Done**  Developed EPA Executive Development Strategy  Outlined what we want our Leadership Capabilities and Culture to look like  Maintained an active Executive Resources Board

– Makes recommendations on Agency - wide policies

– Promotes leadership and continuous learning for current senior executives and aspiring SESers to improve the overall management of the Agency

– Executive Development Committee focuses on insuring that EPA has a plan for its pipeline of employees to assume Agency leadership positions.

– Assesses and offers programs and developmental opportunities for senior executives at all stages in their careersUnited States Environmental Protection Agency

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**Orientation for New Senior**  **Executives EP**  **A Strategic Plan** 

**EP A**  **’ s**  **Human Capital Plan**  **EPA ’**  **s Employees are highly capable and perform to their highest pote ntial to**  **support the Agency mission. St**  **rategy**

**for Executive Lea**  **dership and Dev**  **elopment**
**Senior Advisors to Government**  **Employ ees**  **Aspiring Senior Executiv**  **es Curriculum**  **Strategic Workforce Plan Succession Plan**  **SES CDP** Strengthening the Agency ’ s W orkforce

**Budget & Annual**  **Plan Performance**  **Management**

**SES Mobility Mid**  **- career**  **Executive Development**  

# Executive Development StrategyUnited States Environmental Protection Agency

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## Leadership **Capabilities and Culture “One EPA”** 

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### Leadership Capabilities  New Thinking  Alignment  Outcomes  Ownership Leadership Culture  Purposefulness  “Count- on - ableness”  Synergy/Interdependence
–  Connectedness/Inclusiveness

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# Executive Development: **What Is Next?**  We have been evaluating models for High Impact Leadership Development for our executive corps.  We have researched “best practices” in the federal and private sectors which indicates that there are 10 elements required for a truly successful, high impact leadership development program.  We are adopting that model and are beginning to work on the first three which are: (1) a profile of leadership effectiveness (2) creating a leadership development curriculum that integrates learning with application (3) integration of core organizational and individual values into leadership development

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Of fice of Administration and Resources Management 

## Succession **Ma nagement:**  **What Is Next?**  Working on updating our Succession Management Strategic Plan

– Focus on leadership development

– Asking offices to identify their key leadership positions and those which require a unique set of skills

– Include strategies designed to close gaps between those in the SES and those prepared to move into these positions

– Evaluating and determining the readiness of current staff to assume leadership positions

– Developing programs and activities that include coaching and mentoring to develop and to train those in the pipeline

– Develop a knowledge retention program

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Of fice of Administration and Resources Management 

### Executive Development **Discussion: What Advice Would You Give Us?**   Are our Executive Development Programs and Activities sufficient?  What do you see as the barriers or obstacles that block the pathway of individuals who aspire to enter the senior executive ranks?  When should we begin to identify and develop leadership talent?  Are we using the right methods to identify future leaders?  Are we offering the right leadership training and development programs?  What are some successful strategies and methods for retaining institutional knowledge?

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# DIVERSITY AGENCY

**- WIDE** 

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### Themes in Diversity Practices

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# Facilitating One EPA

 **ODOC Intranet Site**  ► Comprehensive portal of EPA’s diversity p ortfolio and resources that includes:

- Wi kis

- Recruitment Toolkit

- Conference Toolkit

- Regional highlights

- Headquarters highlights

- Diversity Blog **External Af**  **fairs and**  **Env ironmental**  **Education Small**  **Business Programs**  **Human Resources**  **ODOC**

**Intranet Portal**  **Office of**  **Civ il**  **Rights HQ &** 

**Regional Efforts** 

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Of fice of Administration and Resources Management 

# Enhancing **Diversity : What is Next?**  Increasing Inter - Agency Collaboration between VA, DOI, NASA, DOJ, CIA, IRS, and USAID  ODOC is assessing other Federal partner’s diversity practices  Educating the public that EPA values diversity  Conducting a comprehensive review of current versus potential future state of diversity structures  Developing a variety of new tools to support managers and supervisors

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Of fice of Administration and Resources Management 

## Enhancing **Diversity Discussion: What Advice Would You**  **Give Us?**
 Has the NACEPT community studied the issue of diversity and how it impacts 21 st century technical and scientific organizations?  Are our strategies comprehensive enough to address EPA’s mission looking forward five years and beyond?  What are some of the best and latest techniques used to attract or draw underrepresented groups into the workforce, especially in the leadership ranks? What are the obstacles and barriers?  What are some of the policies and practices that can be enhanced or implemented to ensure that our culturally diverse workforce remains stable and grows?

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# Timeline Q1 FY 201 1 Q2 FY

201 1 Q3 FY

201 1 Q4 FY

201 1 Q1 FY

2012 Q2 FY

2012**W o** **r k** **f o** **r c** **e P** **l a** **n n** **i n** **g N** **a t** **i o** **n a** **l R** **e c** **r u** **i t** **m e** **n t** **S u** **c c** **e s** **s i** **o n** **M a** **n a** **g e** **m e** **n t** **N A** **C E** **P T** **R e** **s p** **o n** **s e**  Strategy Update Comment /Review Period Evaluation and Revision

Strategy Update Comment/Review Period Evaluation and Revision

Strategy Update Comment & Review Period Evaluation and

Revision

Wo rkforce Planning Interim Response National Recruitment Interim Response Succession Management Interim Response Full Report Implementation & Training
Implementation & Training
Implementation & TrainingUnited States Environmental Protection Agency

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# Summary  Successful Workforce Planning  Leaders Prepared to Lead  A **Diverse** , competent, capable workforce  **One EPA**United States Environmental Protection Agency

Of fice of Administration and Resources Management 

# EPA Resources
 Raul Soto, Associate Assistant Administrator, Office of Diversity, Outreach and Collaboration (202) 564 - 0229: soto.raul@epa.gov  VirDella Denwiddie, Acting Director, Human Capital Management Branch (202) 564 - 0948: denwiddie.virdella@epa.gov  Rosyletta “Roz” Simms, Chief, Human Capital Planning Branch (202) 564 - 5185: simms.rosyletta@epa.gov  Claire Milam, Lead, Executive Leadership Development, Executive Resources Division, (202) 564 - 7582: milam.claire@epa.gov  James Hiscock, Analyst, Human Capital Planning Branch (202) 546 - 7645: hiscock.james@epa.gov

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