Fulfill and promote the Department of Environment and Energy mission and program responsibilities by:
Developing and maintaining an efficient and positive work atmosphere
Open communication within the department throughout all levels of staff
Open communication with the public, elected officials, regulated community and other
government agencies, to promote assistance, compliance, permitting and regulatory functions.
Assure the department, through the effective and efficient administration of your division, provides the optimum service possible to the public and regulatory community we serve.
Implement management decisions by conveying a positive attitude.
Use the Management GEMBA (where value is created) sheet to convey successes, constraints and to identify significant areas requiring Executive team assistance for problem solving or direction.
Continually seek opportunities to promote the openness, inclusiveness, and diversity (including but not limited to succession planning and employee development) in our workforce habits and attitudes. Complete objectives of the division workplan, the Department Strategic Plan, EPA Work Planning Documents, DOE Work Planning Documents, and appropriated budget in the daily activities of the Division. You will strive to achieve the objectives of:
*Agency procurement, fixed asset, and bill paying processes,
*Providing reasonable assurance operations are effective and efficient,
*Financial statements are reliable, and
*Staff comply with policies and procedures, applicable laws, and regulations as they pertain to agency operations.
Budget/Internal Controls/Asset Management
Manage the budget allocation for the Division programs according to state guidelines and department policies and procedures, and MBE/WBE goals. Ensure efficient and effective use of the allocation. Carry out financial activities for the division in a conscientious manner and within allocation appropriation and time frames established. Update division management quarterly, advising of status of your budget's personal service limitation and expense and equipment
1. Ensure timesheets are developed, recorded, accurate and submitted for
processing by 9 am each Monday (including your own)
2. May 15 is the presumed cut-off date for Fiscal Year Purchasing unless otherwise directed
3. Meet (in person or by conference call) at least annually with EPA for PPG and
workplan review and adjustments. Or meet with DOE for State Energy Program
Grant review and adjustments.
5. Meet at least quarterly with budget officer to develop and test budget accuracy
As part of the Department's strategic planning and annual review process, develop a division workplan/situational analysis/planning document according to the requirements and schedule provided.Participate in the annual management planning cycle and meet established deadlines.Key elements of this cycle include the situational analysis, budget, legislation development and support, staffing plans, program workplans and any computer hardware or software plans.
Annual work planning should be completed and ready for implementation by July 1.
Each employee you manage or directly supervise should be aware of their workplan commitments and have an adequate personal performance plan developed with SMART goals measuring successful implementation of the workplan commitments.
Production & Tracking/Reporting
Develop and coordinate program/division work-plans with an open attitude always focused on meeting the program needs while realizing the department, division, EPA priorities, DOE priorities, and focus work production on these priorities. Develop a fair and realistic work-plan with appropriate programs, and then strive to improve upon the outlined efforts by implementing innovations to improve efficiency. Provide a divisional performance update during monthly director meetings.
Develop accurate metrics for program performance monitoring and planning:
As appropriate contribute to the maintenance and updating of the ECOSResults web page,
Complete IIS data entry and check corresponding EPA program databases for consistency,
Complete plan to begin voluntary compliance tracking and reporting internally. Work with other divisions to coordinate one plan for the agency.
Coordination with other Divisions
Generally, this should include coordinating work-plan activities, special projects, improvement initiatives, better coordination procedures, training initiatives, etc. for all staff that are a part of your workplan commitments. This also includes coordinating with both the program and the staff you supervise.
Develop legislative proposal ideas by August 1 unless otherwise informed,
Participate in the regulation process,
Actively track Federal CFR for rule amendments and new rules, provide meaningful and timely comments, and keep upper management aware of developing rules and statutes, and Coordinate training needs and opportunities.
Participate in feedback discussions on all aspects of division/program operations. his includes correspondence on the accuracy and effectiveness of Activities Lists, work-plans, Inspection manuals, Enforcement manuals, and assistance to the programs in assessing or developing program directions and associated directives. Likewise, open two way communication with your direct reports regarding workplans, work products, and emerging issues will be required. Highlight problem areas and offer ideas for solution whenever possible and inform the executive team and programs about resource needs. All this information will be used for the annual 528 report. Have staff document with pictures during inspections and follow existing Inspection & Enforcement (I&E) procedure for reports and other documentation. For other activities, when appropriate, take pictures and provide to PIO.
Customer Service/Compliance Achievement & Enforcement
Manage the work production of the division to optimize productivity and effectiveness. Assure that the work output achieves program, division, and department goals. Meet the requirements of work-plans. Utilize partners where available (e.g. Department of Health and Human Services, Game and Parks, Natural Resources, Attorney General, Agriculture, USDA-NRCS, US Army Corps of Engineers, University of Nebraska Extension, EPA, DOE, DED and other government entities, volunteer groups, etc.)
Efficiency and Responsiveness
Search for efficiency improvements in all aspects of your responsibilities. Ensure that responses are provided to both internal and external requests. This should include improved coordination between divisions, programs and activities, (eg: planning permitting and enforcement) seeking better tools to assist our efforts; better utilization of historical and independent information, databases, studies, etc. Include actions taken to improve efficiencies in monthly Director reports to be used as part of the 528 report. Include a listing of the effort, along with a short summary of its effectiveness at the end of each reporting year. Work to utilize key tools into your daily activities, e.g. GIS data, Data validation within DEE and EPA (ensure data reported is accurate and up to date in EPA databases utilized to populate other EPA applications such as ECHO), environmental indicator information, monthly metrics to access.
Develop a management tracking board
Use GEMBA form developed from QDIP worksheets to advance ideas and improvements to upper management
Develop and actively participate in Lean Six Sigma and Visual Process improvement
Attend huddles regularly and develop process improvements in coordination with our
Process Improvement Coordinator (PIC)
Work with PIC to identify at least 3 areas in your division for process improvements.
Actively participate and adhere to a meaningful and measurable timeline for production improvements, savings or a combination of improvements that can demonstrate environmental/energy/economic protection/conservation/improvement.
Annual ideas to be included in the paper performance plan document and also on the monthly GEMBA sheet.
Assure the work products of the division are of high quality, are prompt and responsive, and conform to appropriate laws, regulations, and agency policies. Develop QAPPs according to EPA guidance, sampling and other relevant guidelines, and ensure QAPPs are approved by the agency QA/QC manager according to the approved agency Quality Management Plan (QMP).
Professionalism/Personal Impact/Personal Development
Effectively plan and manage all personnel matters for the Division. This should include annual performance planning and appraisals, providing necessary and appropriate counseling, guidance direction and motivation for all employees. Each employee should have at least 5 SMART goals.
Annual SMART GOALS to be entered in the Employee Development Center and also included on the paper Performance Planning document.
Meet at least quarterly and/or on an as needed basis with those you directly supervise to discuss their performance.
Continue to pursue, promote, and actively seek diversity in our workforce, in our knowledge and understanding of our coworkers, and the public we serve.
Continue to build trust, confidence, and comradery in the office.
Assure that every person in the Division performs at an acceptable level by creating a positive and effective work atmosphere with frequent oversight and adequate opportunity for feedback.
Identify and address poor performance issues through guidance, performance evaluations, and discipline when necessary.
Encourage rotations, temporary assignments, etc., to increase perspectives of other program or unit activities.
Ensure staff comply with applicable personnel laws, regulations, and policies and procedures.
Assure each employee has an accurate and up to date (no more than 3 years old) position description document and that work assigned reflects the work described in the document
Prepare a training plan for all employees in the Division annually within dates set for performance management training. Develop and implement a comprehensive training plan for you and the staff in your division within the limits of assigned budget and the requirements of the director. Allow time for each employee to perform some community outreach activities. Use LinkedIn Learning training modules for your management training.
Assure all managers have good supervisory, management, and diversity training and they apply this training within their daily operations.
Develop a training schedule for yourself according to your job description and management training rule requirements to include: communications, diversity, leadership, negotiations, and other management training of interest. Coordinate training approaches with the departmental training coordinator.
*Attend as many of the DEQ-U opportunities as possible, supporting division team
*Attend WW/DW technical training opportunities
*Retake as a refresher the NIMs 100/200/700/800 series
*Take Linked In courses related to leadership, mentorship, management,
communication, hiring, Access.
Developed by the Division Administrator with Deputy Director support for issues specific to each divisional program/staff you supervise, to ensure the issues are important to management and necessary/achievable by your division.
Identify three of the most significant environmental areas or specific issues of importance to management that are necessary/achievable in your division. Look for ways to address these issues in work-plan activities such as inspections, sampling, joint or cooperative efforts, etc. Include a summary of these activities in the annual summary mentioned above.
These three items would be documented in the Performance Planning Document.