Environmental Protection Agency
XYZ Division
Our Vision
Healthy ecosystems through ecologically-informed exposure science
Our Mission
To inform decisions supporting ecosystem protection and restoration
by providing a sound biological foundation for ecological exposure
science
Our Focus
To provide unique, relevant, high impact science that provides
enduring solutions to critical Agency needs, we will focus our
resources and capabilities in characterizing molecular through
ecosystem-level endpoints on achieving results in the area of:
Ecological Receptor Characterization
Our Strategic Positioning
We believe that
exposure science has
not taken sufficient
account of ecology;
therefore, we must
clarify and
communicate a vision of
ecological exposure to
the exposure science
community.
We believe that current
technical and scientific
advances offer
opportunities for better
understanding ecological
exposures; therefore, we
must be at the table early
to influence planning of
future research to advance
environmental protection.
We believe that to be
sought after as experts
in ecological exposure
research we must define,
build, and communicate
a brand that is relevant
to EPA and the scientific
community.
Strategic Plan 2010-2012
Rev. 4/1/2011
Our Goals and Objectives
A. Scientific Leadership
Provide scientific leadership in developing solutions to ecosystem
protection.
1
2
Base
-line
FY2010
Actuals
FY2011
Target
FY2011
To-Date
FY2012
Revised
Increase visibility
and impact in the
peer-reviewed
literature.
Number of first-author external publications (published
or in press)
12
20
16
11
18
Total number of Division-authored publications
23
29
33
22
37
Increase visibility
and impact at
relevant scientific
meetings.
Chair/session organizer (as defined by proposing
content, inviting speakers, and chairing session)
11
10
12
1 (?)
5
Platform and poster presenters (including instances
where we are first author and not present)
26
22
42
21 (?)
30
Increase
leadership in the
scientific
community.
Scientific organization committees / scientific
workgroups and review panels
13
39
13
0 (?)
TBD by
Sci Cncil
Scientific editorial boards
3
11
3
1
3
External awards (outside CENTER) for scientific
accomplishments
3
3
3
0
3
Scientific presentations to partners and stakeholders
9
3
10
1
TBD by
Sci Cncil
3
B. Integration and Partnerships
Base
-line
FY2010
Actuals
FY2011
Target
FY2011
To-Date
FY2012
Revised
Percent of scientific FTE reported by Science
Council to be working on multidisciplinary,
cross-branch research that applies systems
approaches to solve environmental problems
responsive to client needs
0
TBD
25%
TBD
30%
Percent of scientific FTE reported by Science
Council to be engaged in integrated
transdisciplinary research involving effective
external partnerships to solve complex,
environmental problems as defined by ORD’s
research program
0
TBD
10%
TBD
30%
Promote sustainable solutions to ecosystems protection through
integrated transdisciplinary research and effective partnerships.
1
Increase the proportion
of scientific FTE
working on Science
Council approved
projects that promote
sustainable solutions to
environmental
problems through
effective partnerships
and integrated
transdisciplinary
research.
C. Culture
Promote and maintain a positive work environment that is missionfocused, scientifically engaging, and productive.
Base
- line
FY2010
Actuals
FY2011
Target
FY2011
Actuals
FY2012
Revised
NA
NA
NA
TBD
65%
1
Increase the percentage of employees who believe DIVISION has a
workplace that is conducive to scientific productivity (as measured by
those survey). – revised objective
2
Increase the percentage of employees who believe DIVISION maintains a
work environment that is conducive to accomplishing the mission of
DIVISION (as measured by a rating of 5-7 on employee survey question).
35%
48%
50%
TBD
65%
3
Increase the percentage of employees who believe DIVISION maintains a
work environment that is conducive to scientific engagement (as
measured by a rating of 5-7 on employee survey question).
34%
38%
50%
TBD
65%
4
Increase the percentage of employees who believe DIVISION has a
positive work environment (as measured by a rating of 5-7 on employee
survey question).
60%
57%
65%
TBD
65%
5
Increase % of employees who believe their work is important to CENTER
(as measured by survey) . – new objective
NA
NA
NA
TBD
75%
6
Increase % of employees who believe their work is important to CENTER
Mission (as measured by survey) . – new objective
NA
NA
NA
TBD
75%
7
Increase % of employees who believe their work is important to
DIVISION’s Mission (as measured by survey) . – new objective
NA
NA
NA
TBD
75%
Our CSFs / Barriers
Our Strategies
Priority Strategy
A1
Implement division publication and communication policies; revise PARS to reflect these
policies.
• Establish clear Division policy that scientists are expected to publish, communicate and
engage in the scientific community regularly, that these activities must be missionrelevant, and that quality and impact are as important as quantity.
• Require that publication and communication plans be incorporated into initial project
planning to ensure relevant, high quality research communications and scientific
engagement are of high quality.
• Revise PARS agreements to more directly encourage and measure scientific productivity
reflected by publications and presentations, activity in scientific workgroups, review
panels, and editorial boards.
• Standardize and clarify data gathering for scientific leadership to ensure accurate
representation of our scientific accomplishments; reflect outside CENTER planning
activities and publication reviews in the clarification and data collection
• Lack of available travel funds
• Lack of technical help in fieldwork, lab
work
• Poor IT support and too much paper work
• Inefficient procurement processing (EAS)
• Project planning and communications that
doesn’t account for writing
• APM internal writing responsibilities
• Unsuccessful results
• Too much administrative overhead
A2
Develop a division-wide travel strategy to ensure presenters can go to meetings.
A3
Develop and implement resource strategy (e.g., equipment and computational capability).
A4
Utilize clearance procedures and briefings to engage clients/stakeholders in the process to
have greater visibility and impact.
A5
Finalize guidance on the alignment of the Division’s scientific research in relation to other
CENTER and CENTER organizations (niche) to focus our research and demonstrate
scientific leadership.
A6
Implement a recruiting strategy to ensure productive scientists and managers are hired.
CSFs
A7
Define roles and responsibilities for senior scientists; with an emphasis on mentoring.
B1
Develop guidance for determining effectiveness of integration to ensure participation in
integrated transdisciplinary research
B2
Maintain Science Council to identify and prioritize integrated science within the division
B3
Identify and establish partners interested in our work to increase number of effective
outside partnerships and clients.
B4
Develop engagement strategy to ensure DIVISION aligns with CENTER priorities
B5
Develop criteria that recognizes scientific engagement to achieve increased participation in
CENTER planning
B6
Establish communication with upper CENTER management to determine appropriate level
of planning engagement
C1
Communicate and reinforce DIVISION, CENTER, missions through written materials such
as web pages, DIVISION Wired, and wall signs so that all staff have understanding of
mission.
C2
Establish permanent division leadership that exemplifies our cultural ideals, actively
supports our mission, holds staff accountable and recognizes superior accomplishments
(beyond job description) to promote mission and increase positive work environment.
C3
Give more time for science by: 1) utilizing on-site contract for technical support; 2)
transferring administrative responsibilities, including purchasing and WAM duties as
possible, to new division secretaries and others; and 3) establishing clear roles linked to
PARS CJEs – scientist, technician, WAM – to increase accountability.
C4
Maintain a monthly meeting/seminar series across the division and CENTER to reinforce
mission, increase scientific engagement, communicate research across the division, give
opportunity to present to a friendly group, and recognize division accomplishments as they
occur so that staff have a positive outlook on our workplace.
C5
Establish formal guidelines and responsibilities for mentorship.
C6
Deploy better virtual communication tools for communication with CENTER IO and ensure
more face time with staff.
C7
Implement a communications plan to increase response rate on culture survey.
C8
Clarify roles and responsibilities of DIVISION scientists for hands-on research, planning,
training and other duties.
C9
Institute a regular social function for informal research discussions.
CSFs
• Quality science
• Time to write or participate in scientific
activities
• Motivation to write
• Scientist with the ability to write
• Publishable project/research opportunities
• Productive collaborators
• External opportunities to collaborate with
scientific community
Barriers
• Visionary scientific leadership that
encourages integration and recognizes
opportunities
• Scientists versed in systems thinking
• Communication within and among
divisions, CENTER, and clients that
facilitates the identification and
implementation of integrated projects
• Partners interested in work
• Aligning research with CENTER priorities
Barriers
• Lack of alignment of PARS and TQB with
integrated research vision
• Lack of control in funding collaborators
• Lack of investment in corporate vision
• Mismatch in timing between DIVISION
planning and CENTER program planning
• Unclear the level of scientist and in which
level of planning we should engage
CSFs
• Knowing mission of DIVISION, CENTER
and CENTER
• Division management supporting the
mission
• Well defined roles (for productivity)
• Good role model for the culture we want
• Balanced contribution from scientific staff
• Buy-in from staff on assignments
• Achieving scientific leadership
• Communication up/down the organization
• Feedback from staff
Barriers
• Lack of consequences for not being
productive, engaged scientifically,
mission focused, or positive
• Lack of permanent division management
• Lack of time for scientific engagement
• Amount of time to get approvals,
processes
Our Guiding Principles
Attitude:
We value a positive work environment; therefore we hire people with a positive attitude,
award positivity, and discourage complaining, negativity, and demeaning attitudes.
Hard Work:
We value and recognize hard work; therefore we hire, reward, and promote individuals
with the highest work ethic.
Visionary:
We value people who see the big picture; therefore we challenge each other to think
outside the box and discourage ideas that are only self-serving and don’t incorporate
DIVISION goals.
Integrity:
We value personal integrity; therefore we hire and promote those individuals with the
highest ethical standards.
Communication:
We value individuals who effectively communicate their science within and outside the
organization; therefore we reward and encourage presentations, publications, participation
in science organizations, and other outreach activities.
Knowledgeable:
We value employees who are experts in their scientific discipline; therefore we encourage
people to keep up and publish in their field, and seek and reward those who are
recognized as experts in their field.
Collaboration:
We value collaboration; therefore we reward and encourage effective teamwork.
Priority Strategies
A1
Implement division publication and communication policies; revise PARS to reflect these
policies.
A2
• Establish clear Division policy that scientists are expected to publish, communicate and
engage in the scientific community regularly, that these activities must be mission-relevant,
and that quality and impact are as important as quantity.
• Require that publication and communication plans be incorporated into initial project
planning to ensure relevant, high quality research communications and scientific
engagement are of high quality.
• Revise PARS agreements to more directly encourage and measure scientific productivity
reflected by publications and presentations, activity in scientific workgroups, review panels,
and editorial boards.
• Standardize and clarify data gathering for scientific leadership to ensure accurate
representation of our scientific accomplishments; reflect outside CENTER planning
activities and publication reviews in the clarification and data collection
Develop a division-wide travel strategy to ensure presenters can go to meetings.
A3
Develop and implement resource strategy (e.g., equipment and computational capability).
A6
Implement a recruiting strategy to ensure productive scientists and managers are hired.
B4
Develop engagement strategy to ensure DIVISION aligns with CENTER priorities
B5
Develop criteria that recognizes scientific engagement to achieve increased participation in
CENTER planning
Communicate and reinforce DIVISION, CENTER missions through written materials such as
web pages, DIVISION Wired, and wall signs so that all staff have understanding of mission.
Maintain a monthly meeting/seminar series across the division and CENTER to reinforce
mission, increase scientific engagement, communicate research across the division, give
opportunity to present to a friendly group, and recognize division accomplishments as they
occur so that staff have a positive outlook on our workplace.
Deploy better virtual communication tools for communication with CENTER IO and ensure
more face time with staff.
C1
C4
C6
C8
Clarify roles and responsibilities of DIVISION scientists for hands-on research, planning,
training and other duties.
Leader