Highly Effective Marketing Plan 1.0.0.1 serial key or number
Highly Effective Marketing Plan 1.0.0.1 serial key or number
------- EXECUTIVE SUMMARY BSD supervisors and managers met Tuesday, July 7 through Thursday, July 9, 1992 to develop an BSD strategic plan. The major themes from the strategic planning process were good science, good data, and reduction of dependance on contractors. The process included candid discussions of ESD's current reality and driving forces, and critical issues of how BSD operates. The current realities and driving forces discussions, in particular, were part of a Force Field Analysis. This is an analytical technique used in strategic planning to identify a vision of the future, and then to identify the (driving) forces pushing towards the envisioned future, along with the (restraining) forces that impede progress for attaining the future reality. A second technique, a SWOT analysis, was used to identify the Strengths, Weaknesses, Opportunities, and Threats to attaining a given mission. For each mission, an action plan was then developed. The concept of the action plan is to address any restraining force identified, and to use ESD's strengths to take advantage of opportunities to overcome weaknesses and eliminate threats to success. This draft strategic plan for FY '93 and beyond is the product of the planning initiatve. The plan outlines goals and objectives and recommends action for achieving ESD's mission. The ESD's mission and key activities includes the following: Human/Financial Resources Provide sound management of human and financial resources. Maintain and enhance a technically and scientifically skilled, dedicated, and diverse staff, through the excellence of our recruitment, career development, training, management, and leadership. Key activities to attain the objective include full implementation of total quality management principles, enhanced external recruitment focusing upon cultural diversity, assessment and provision of training needs. Budget Support Attain stability in the Region 5 ESD budget, to support services and provide continuity for ESD's nationwide policy. Key activities include alignment of client service requests with Division capabilities, and effectively presenting budget needs. Technical Support Provide fully equipped field and lab support to produce physi- cal/chemical/biological data of known quality to be used for environmental decision making. Assure EPA's QA/QC policies are implemented and provide quality leadership, services, and products to Environmental Programs. We will clarify existing technical capabilities and ensure provision of technical skills forecast as necessary to support regional programs. Environmental Sciences Division Long Term Strategic Plan
------- Compliance/Enforcement Reduce Risk to Public Health and the Environment by supporting a strong Regional Compliance/Enforcement program. The key direction is to align customer needs, to optimize service provision, and to effectively use environmental indicators to gauge the impact of compliance/enforcement efforts. Communication - Communicate Vision, Mission, Goals, Priorities, and Expertise to its customers and policy makers. Efforts will focus upon marketing services to our clients. Data Management and Assessment - Manage and use Environmental Data to develop information to identify problems, assess their relative risks to Human and Environmental Health, and identify information gaps that exist for identifying emerging problems and trends. We will meet with clients to assess needs pursuant to provider/customer alignment; develop REMAP; and develop environmental indicators/state of the environment report for Region 5. Multi-Media Leadership - To achieve multi-media leadership by directing and guiding geographic initiatives that identify relative risks, consolidate media requirements, and achieve environmental results. Key activities include development of environmental indicators for geographic initiatives and effective use of data. Pollution Prevention - Promote Pollution Prevention (P2) for attaining Environmental Results in all Program activities. Efforts will focus upon in-house activities for pollution prevention. The key thrust of this mission redirection will be a fundamental change from capacity to capability. This will include developing and maintaining current and future needs, technical transfer to states, quick response to emergencies, and strategic thinking. Implementation of these strategic redirections ofESD activities will constitute a fundamental change in our approach to client services. That fundamental change is moving from a focus upon capacity (routine production) to a focus upon capability (non-routine and provision of emergency services and technical assistance). This will require identifying current and future technical support needs; developing and maintaining needed expertise; technical transfer and coordination with State agency counterparts (enabling the States), response to regional priority initiatives and emegencies and perhaps, most importantly, strategic planning. Thus, ESD will need to be the cutting edge in order to address environmental issues in key geographic areas; respond to special problems; handle emergency situations efficably; and stay abreast of future program needs. ESD will, in particular, ensure that we have the ability/expertise (i.e. capability) on-board to oversee all functions that we contract out. 11 Environmental Sciences Division Long Term Strategic Plan
------- STRATEGIC PLANNING SESSION INTRODUCTION Preparatory to starting the BSD strategic planning process, all participants engaged in an afternoon of strategic planning training. The session began with a review of the process (see Page 4) and an overview of how the process was to work. We were to start in plenary session to develop a vision and mission statement. Subgroups were then to analyze each mission statement, and to develop key action plans for mission accomplishment. Interspersed throughout the session, we were to hear from clients on their perspectives for our consideration during development of the strategic plan. SUMMARY OF REMARKS BY INVITED GUESTS Great Lakes National Program Office James Giattina represented the office, and expressed support for the value of the strategic planning process being undertaken. He spoke of the office forming a closer relationship with the program offices and states. New areas of emphasis include a shift from ARCS demonstrations to identifying sediment problem areas, then to follow-up with technical assistance; habitat protection and restoration (working closely with FWS/Nature Conservancy) to develop a strategy and targeting; embracing monitoring on the lakes; and data integration. The shift in how we do business is to bring people to the table, versus direct action ourselves. Such partnership endeavors is much more frustrating, but is part of doing business. He felt that GLNPO can be a significant advocate for EMAP, and that we need to recognize a style issue of who do you serve. There is a dearth of leadership in information management. ESD has an opportunity to step back and look at data, to evaluate data and to target where we need to go. Office of Regional Counsel Bert Frye spoke on the role of ORC as a client support organization, and issues of concern to that office. Waste Management Division William Muno, Norm Niedergang, andJodi Traub addressed the group on general program priorities for the Division, in Superfund and RCRA. Some time was spent on the importance of SACM, and the need to work together to ensure the success of that initiative. Office of Public Affairs Margaret McCue and Don DeBlasio discussed the role of OPA and communicating with the public. There is a big gap between when people take samples and when information is available (public perception), and the length of time that it takes to prepare a QAPP is further problematic, re: why it takes so long to produce data. We were encouraged to think about how to assist in environmental education. Opportunities included getting the word out on QAPP improvements (Rich Zdanowicz), perhaps producing a good science newsletter, and more outreach. They also recommended pulling (key) accomplishments up front in the weekly report, and including charts in our reports on improvements. Environmental Sciences Division Long Term Strategic Plan
------- Water Division Barry DeGraff represented Dale Bryson, whose last minute conflict prevented his attendance. Barry acknowledged the need to change to a supplier to ESD on what the needs are, and for more cooperation. He wants to see increased attention to QA, and to minimize duplication of efforts. Water Division is also considering doing a strategic plan, and will be developing goals and objectives. Cites ESD as true partners to WD. He feels that ESD has an unbiased view of what is going on in all programs, and this affords them opportunities in multimedia efforts. The important function is strong technical support to the programs. Planning and Management Division Milt Clark discussed risk reduction and measurable objectives as part of doing strategic planning, and the Agency's ten themes. Air and Radiation Division David Kee provided a handout of Air and Radiation Environmental and Management Goals, and discussed points from the handout. The goals are: o Reduce air toxics emissions to protect public health and to reduce deposition to the Great Lakes o Attainment of the national ambient air quality standards for ozone, carbon monoxide, and paniculate matter. o Reduction of the emissions of stratospheric ozone depletors and of population exposure to ultraviolet radiation. o Reduction of population exposure to environmental tobacco smoke and excessive radon levels. o Reduction of the emissions of acid rain precursors o Reduction of the emissions of global climate change precursors and to Improve Delivery Systems. PLENARY SESSION The meeting divided into two groups to independently develop a vision statement and a set of mission statements for the Division, using brainstorming and multivoting. The groups were then reconvened to consolidate ideas. The following vision statements garnished the top (multi) votes (one is to be selected): o In Partnership for Environmental Protection o Solving Environmental Problems Through Good Science o In Partnership for Environmental Protection Through Good Science and Good Service o Protecting Health and Environment Through Quality Science and Quality Service Subsequent to the session, the following vision statement was selected: "Protecting Health and Environment Through Quality Science and Quality Service" Environmental Sciences Division Long Term Strategic Plan
------- The group consolidated the mission and multivoted on the top eight of eleven mission statements for which to carry the analysis further. The eleven are: Human Relations Technical Support Enforcement Data Assessment Data Management Multimedia Communications P2 Policy Budget Contract Management The balance of the strategic planning session was spent in consecutive small workgroup sessions, concurrently developing four mission statements at a time. For each mission statement, the group developed a force field analysis that identified the current state (of affairs) and the desired state relative to the mission. Driving forces (towards the desired state) and restraining forces (factors preventing movement towards the desired state) were then identified, along with an assessment of whether each identified factor was controllable by division personnel. A SWOT analysis was then conducted to identify the (internal organizational) strengths and weaknesses, and (external to the division) opportunities and threats. This step was necessary to ensure that the action plan would take advantage of opportunities and use strengths to overcome weaknesses and mitigate threats. Goals and objectives were then developed for each mission statement, using a brainstorming technique. The final phase of the planning process occurred subsequent to the strategic planning session, by follow-up meetings of the small mission statement workgroups. This step involved the preparation of an Integrated Action Plan for each objective. From this long term strategic plan, then, activities are to be selected for accomplishment in the coming fiscal year. Those activities are then incorporated into the Division's current year workplan. The Force Field Analysis, SWOT analysis, and Integrated Action Plan for the each of the eight mission statements are attached. Environmental Sciences Division Long Term Strategic Plan
------- Environmental Sciences Division 1 Mission Statements Workgroup Members William H. Sanders III Corinne S. Wellish Bea Ayala Loretta Lehrman Noel W. Kohl Valerie Jones Boniface Thayil Curtis Ross George Schupp John Surarnerhays Wayne Davis Gordon Jones Denise Boone Kevin Bolger Phyllis A. Reed Mary Setnicar John Ward Abeer Hashem John Connell Anthony Restaino Margaret Jones David Turpin Maynard Shaw Charles Elly Chi Tang James Adams Dennis Wesolowski Willie Harris Jatinder Singh A.R. Winklhofer Philip Gehring Richard Zdanowicz Susan Menconi Ethel Crisp Environmental Sciences Division Long Term Strategic Plan
------- ESD's MISSION STATEMENT #1: HUMAN/FINANCIAL RESOURCES Provide effective management of human and financial resources. Maintain and enhance a technically and scientifically, skilled dedicated and diverse staff thru the excellence of our recruitment, career development, training, management and leadership. Critical Issues Identification and Assessment (IDA's) is an analysis that provides sufficient understanding of our organization. This then allows us to develop realistic goals, objectives, and strategies after identifying our internal issues (Strengths & Weaknesses) and our external issues (Opportunities & Threats). RESULTS OF CRITICAL ISSUES IDA's: a. Morale, career ladder, turnover b. Crisis Management versus good science c. Insufficient resources d. Duplication/clear roles e. Fear of change/risk taking Force Field Analysis is a technique developed by Dr. Kurt Lewin who suggested that "driving forces" move a situation toward change while "restraining forces" block that movement. When there is no change, Dr. Lewin believed that the opposing forces are equal or the restraining forces are too strong to allow movement. He also believed that changes occur, either personally or organizationally, and that in order to apply the force field technique effectively, one must first assess the "current realities" (where we are today) and the "future realities" (where we would like to be many years away). The following codes were used by the group during application of this technique: Environmental Sciences Division Long Term Strategic Plan
------- 1.
------- 3. RESULTS OF S.W.O.T.
------- The Goals and Measurable Objectives Formulation Process results from focusing on those driving and restraining forces for which we have some level of control. This then leads to development of a Long-Term Goal Statement which reflects what we must accomplish organizationally in order to fulfill our Mission Statement. Short-Term, measurable, tangible, and achievement-oriented Objective Statements contribute to the realization of our Goal Statement GOAL STATEMENT: Recruit, maintain and enhance a technically and scientifically skilled, dedicated and diverse staff. OBJECTIVE STATEMENTS: 1. By beginning of FY 1995, all staff and managerial training for mission accomplishment is attained. 2. By beginning of FT 1995, a system is in place to effectively manage emergency crises and shifting priorities. 3. By beginning of FY 1994, a system is in place to effectively balance work priorities with allocated resources. 4. By beginning of FY 1995, the Division's culture is one of continuous improvement (Big Q). 5. By beginning of FY 1995, an external recruitment system will be in place emphasizing multicultural diversity. 6. By beginning of FY 1995, staff has state-of-the-art equipment and technology that empowers employees to attain peak performance. Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES OBJECTIVE #1: By October 1,1994, all required staff and managerial training for Mission accomplishment attained. ACTION STEPS Assess state of IDP implementation Assess training needs against ESD's Mission Statements Assess system's current availability to provide necessary training Identify gaps between what is needed and what is available Develop plan for closing the gaps Modify existing tracking system and notification system for training opportunities Develop tracking system for the accomplishment of training ACcMffiAimJTY Each Supervisor in concert with employee Each Supervisor in concert with each employee Administrative Officer in concert with each Branch Chief and Section Chief Each Branch/Section Chief in concert with Administrative Officer and Human Resources Officer Each Branch/Section Chief in concert with their employees Administrative Officer, Computer Analyst, and Regional Training Officer Administrative Officer, Computer Analyst, and Regional Training Officer DATE DUE j 2/1/93 2/1/93 3/15/93 4/1/93 6/1/93 1/1/93 10/30/93 RESOURCES 0.01 FTE 0.02 FTE 0.01 FTE 0.02 FTE 0.01 FTE 0.05 FTE 0.05 FTE FEEDBACK MECHANISMS Written report to Division Director from each Branch Chief by 2/15/93. Written report to Division Director from each Branch Chief by 2/15/93. Written report to Division Director from each Branch Chief by 4/1/93. Written report to Division Director from each Branch Chief by 4/1/93. Written report to Division Director from each Branch Chief by 6/1/93. Written report to Division Director/Branch Chiefs from Administrative Officer by 1/1/93. Written report to Division Director/Branch Chiefs from Administrative Officer by 11/15/93. TOTAL = 0.17 FTE Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES OBJECTIVE #2: By the beginning of 1995, a system is in place to manage emergencies and shifting priorities. ACTtOHSWS - Identify common sources of crises Assess impact of crises on the workload and the organization Develop strategies to deal with crises in conjunction with our clients. Implement the strategy Assess value of new strategy vs old crises management Revise as needed ACCOtHrrABILTIT Branch Chief Branch Chief Branch Chief Division Director/ Branch Chief/ Section Chiefs Branch Chief Branch Chief/Division Director BtlEUATE 4/1/93 9/93 01/94 03/94 01/95 Ongoing RESOWO* 0.05 FTE 0.05 FTE 0.20 FTE 0.15 FTE 0.10 FTE 0.10 FTE MECHANISMS Report Quarterly on Status starting 7/1/93 to Division Director Report Quarterly on Status starting 10/1/93 to Division Director Report Quarterly on Status starting 2/94 to Division Director Report to Division Director and staff by 4/94. Obtain Staffs buy-in Report to Division Director and Client offices by 2/95 Report to Division Director and Staff quarterly Environmental Sciences Division Long Term Strategic Plan 10
------- INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES OBJECTIVE #3: By beginning of FY 1994, a system is in place to effectively balance work priorities with alkx resources. ACWNSI^S Review other Division/Offices strategic plans and align ESD's strategic plan as appropriate. Review Headquarter's strategic plan and align ESD's strategic as appropriate. Align ESD's workplan with other Divisions/Offices workplan. Conduct reality check on the above 4 action steps against Administrator's 10 themes. Develop MOA with OPPTS and Division/Office Directors to address work elements, work priorities, and allocated resources. ^CCOGNmBIUW Branch/Section Chief, Division DD, Program Analyst Branch/Section Chief, Division DD, Program Analyst Branch/Section Chief, Division DD, Program Analyst Branch/Section Chief, Division DD, Program Analyst Division Director, Division DD, Branch/Section, Program Analyst maumM 2 mos. upon receipt 2 mos. upon receipt 1 mo. upon receipt 1 mo. 3 mos. 10*01*0* .5 FTE .5 FTE .5 FTE .5 FTE .3 FTE MECHANISMS Written Report to Division Director from Division DD and Branch Chief; Meet with Program Offices; Written Process. Written Report to Division Director from Division DD and Branch Chiefs; Agenda Item at Division Director's Meeting; Written Process. Written Report te Division Directoi from Division DD and Branch Chiefs; Agenda Item at Division Director's Meeting; Written Process. Written Report tc Division Director; Written process. Written Report t( OPPTS and all Division/Office Directors; Agenda Item at Division director's meeting. Environmental Sciences Division Long Term Strategic Plan
------- ': :-: £ V<«'tVtyv£ifi1iS*i**i***£> '-"SSS-SS:'::: :&¥*: : s AtrripN:::j^| EPS ;:;:;;K::;;:2Sp: -l^itv- i:"!!!^:':''-:.' ' ::'^:iliil :;;1? Assess new system against old system. Revise as needed. '^&mmmm':'' ?'%= :i:l!*:'l':'. .:f.' "::"':"' Branch/Section Chief, Division DD, Program Analyst Branch/Section Chief Division DD, Program Analyst ' '-xif tMT6*l*ik Hf ;' t$& ' : 1 lM£,lAt«L
------- INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES Objective Statement #4: By beginning of FY 1995, the Division's culture is one of continuous improvement (Big Q). ACTtOf? STEPS Conduct BSD employee attitude survey. Conduct ESD supervisory attitude survey. Analyze data, develop action steps, and provide feedback to all ESD employees. Conduct "just-in- time" TQM training. Properly implement QAT process, including sponsor ID, FADE check-in, integration of staff time and normal workload. Conduct inventory of existing processes in ESD for possible QAT TQM treatment. Establish Employee Suggestion Box. Assess current signatory level and pursue delegation to the lower possible level. Conduct TQM training for all supervisors and X% staff. Establish Y% of staff as TQM facilitators. ACCOWFABmiT Division Management Analyst Division Management Analyst Division Management Analyst Division Managers and TQM Manager Division Managers TQM Manager Division Managers Division Executive Secretary Division Managers TQM Manager, Division Managers Division Managers TIMETABLE November 1992 November 1993 November 1994 November 1992 December 1992 December 1993 December 1994 March 1993 November 1992 March 1993 January 1993 June 1993 March 1993 April 1993 RUSOURCI^S .05FTE .05FTE 0.05 FTE 0.01 FTE 0.05 FTE 0.1 FTE 0.01 FTE 0.01 FTE 0.1 FTE 0.05 FTE FEEDBACK MECSAMSJ& Analytical Report on progress Analytical Report on progress Analytical Report on progress to all employees Status Report Interim and final reports on QAT progress Report to Division Director with recommendations System operational and advertised Report to Division Director Status report Status report Environmental Sciences Division Long Term Strategic Plan
------- AcntM'Sinf^ Assess "Q" knowledge and attitudes. Do multi-cultural diversity survey. Make recommendations for establishing better alignment of performance standards with TQM principles. Establish a system that makes the demonstrated practice of TQM a prerequisite to supervisory career development. Establish a full-time TQM "Guru" for TQM training, facilitating QATS and advocacy. Continue regular management retreats to foster continuous improvements. Make recommendations for the establishment of a Divisional on-time culture for meetings. Awmrnmmiy' TQM Manager MCD Task Force TQM Manager Deputy Director Division Director Deputy Director TQM Manager WtiEKXSttM; . June 15, 1993 November 1992 March 15, 1993 June 1993 October 1992 September 1993 March 15, 1993 \.rfcWM|. 0.05 FTE 0.05 FTE 0.05 FTE 0.25 FTE 0.1 FTE 0.05 FTE FEEDBACK MECaAJJISSIS Analytical report Report Comments from staff System is in place and is incorporated in qualification criteria Detail approved Conference report Comments from staff Environmental Sciences Division Long Term Strategic Plan 14
------- INTEGRATED ACTION PLAN: HUMAN RESOURCES OBJECTIVE 5: By October 1, 1994, educate ESD personnel to the importance of multicultural diversity to a successful work environment ACTION STEPS Assess multicultural baseline and name members of recruitment workgroup. Identify and assess current information exchange and education efforts. Develop education strategy for Division ID and assess current recruitment mechanisms (academic relations program, special emphasis programs) Assess future needs of positions by discipline Draft a recruitment strategy for ESD Finalize recruitment strategy Measure exit rate and multicultural diversity ACCXJUNTABEUTY Division Director Recruitment Workgroup Recruitment Workgroup Recruitment workgroup 3sc's, 3Bc's and A.O. lead and S.S.A. Recruitment Workgroup Recruitment workgroup and D.D. Recruitment workgroup Administrative Officer TIMETABLE 2nd Quarter FY'93 2nd Quarter 3rd Quarter FY'93 3rd Quarter 4th Q.FY'93 2nd Q.FY'94 October 1, 1994 October 1, 1993 and Annually Thereafter ^SOURCES .03 FTE .03FTE 0.1 FTP 0.05 FTE 0.05 FTE 1>*-1>*4AI VU .A r*W K B>JE!riJuFJjtlf!l[\jr.Oh. MECHANISMS Submit to PMD and ESD Management Comments from all ESD Management Comments from all ESD Management Comments from all ESD Management Comments From all ESD Management Comments From All ESD Management D.D ESD Management Environmental Sciences Division Long Term Strategic Plan 15
------- INTEGRATED ACTION PLAN: HUMAN/FINANCIAL RESOURCES OBJECTIVE 6: By FY '95, staff has state-of-the-art equipment and technology that empowers employees to attain peak performance. ACIfOKSfEPS Update computer utilization plan/strategy Procure PC's to attain 1:1 PC: employee ratio Identify and assess needs of power users Provide technology for electronic based presentation (ovation and sub notebook PC) Survey needs for employee connectivity to LANS outside BSD Take required action to connect relevant employees Provide cutting- edge technology for GIS applications Provide accessibility for regional staff for laboratory data (RLIMS) Provide latest technology for sample analysis on-site ACCOUNTABILITY Division Computer Specialist Deputy Director (MBTF) Division Computer Specialist Division Director Division Computer Specialist Division Computer Specialist Chief, GISMO Director, CRL District Office Directors TIMETABLE January 30, 1993 November 1994 January 1993 February 28, 1993 January 1993 February 1994 June 1994 June 1994 FY1994 RESOURCES 0.05 FTE «._ 0.01 FTE 00.5 FTE 00.1 FTE 0.05 FTE 0.05 FTE 0.05 FTE FEEDBACK: MECHANISMS Report Annual court with % of goal Report to management Equipment and software in place and system on line to train employees Report to management Report of on-line employees Enhanced productivity Data is readily transferred. Enhanced productivity. Environmental Sciences Division Long Term Strategic Plan 16
------- ESD'S MISSION STATEMENT #2- BUDGET SUPPORT Attain stability in the Region 5 ESD budget to support services and provide continuity for ESD's nationwide policy. DESIRED STATE o Adequate resources o Stable resources o Resources allocated by regional need o Direct allocation of resources o GSA gives adequate notice/planning lead time. EPA/GSA provides resources to EPA to compensate. Region agrees to maintain capitol equipment budget for FY 93/94. New lab is built that meets all environmental compliance rules. o Adequate EPA staff to carry out mission so less contractors are needed. EPA can manage contractors adequately. o Equitable distribution of contingency funds based on core adequate planning for F1FRA/TSCA contract dollars. CURRENT STATE UNSTABLE BUDGET DRIVING FORCES o Program needs ESD services (D) o Maintain core capabilities (D) o Need for Regional in house technical, capability and equipment (D) o Multi-Media is administrative theme o Contract management issues may lead to increased EPA Fit's o Peace dividends o FTFRA/TSCA contract $ to Regions Environmental Sciences Division Long Term Strategic Plan 17
------- DESIRED STATE STABLE BUDGET RESTRAINING FORCES o ESD not recognized as equal partner in budget process (D) o No Assistant Administrator at Headquarters o Uncertainty of capital EQ. Budget o No clear visible support from 19th floor o Lack of total buy-in by program offices in Multi-Media o Excessive contracting out limits tech. cap. development o Small amounts of FTFRA/TSCA contract $ difficult to spend DRIVING FORCES o ESD move toward strategic planning (D) o ESD lead role in EMAP and environmental indicators (D) STRATEGIC LEVERS o Marketing plan o Arrange meeting with RA/DRA (discuss capital equipment budget, etc.) o Development operating/spending plan for contracts dollars o Management with Division Directors to discuss multi-media and ESD role (e.g., data collection/analysis/integration) Environmental Sciences Division Long Term Strategic Plan - 18
Environmental Sciences Division Long Term Strategic Plan 19
------- INTEGRATED ACTION PLAN: ATTAIN STABILITY IN REGION 5 BUDGET OBJECTIVE: Develop annual needs assessment for program and support services to use for budget/resource negotiations as defined by DPM B-l. ACTION STEPS Develop budget needs (field and Lab) based on data collected through the technical support mission statement. Prepare BSD budget using previous year's data, out year projections as defined by DPM B-l and analysis using Technical Support, Objective 1. ACCOIIKTABIOTV Each Branch Chief, Administrative Officer Each Branch Chief, Administrative Officer TIMETABLE 4/30/93 July 15, annually RESOURCES 0.3 FTEs 0.2 FEEDBACK MECHANISMS Draft budget to Division Director Draft budget to Division Director. Environmental Sciences Division Long Term Strategic Plan 20
------- ESD MISSION STATEMENT #3 - TECHNICAL SUPPORT Provide fully equipped support capability to produce good scientific data of known quality to be used for environmental decision-making. CURRENT SITUATION Crisis management. Fragmentation. Unskilled staff. Not competitive with market. Under funded. Administrative overload. Inefficient use of meetings. No long term environmental planning. DESIRED STATE New state of art field and laboratory equipments/facilities/personnel to meet current project needs.
------- GOAL STATEMENT To have in place a strategy to improve the quality of technical support/capability which meets regional needs. OBJECTIVES 1. By Mid FY 1993, identify technical support capability and priorities from our customers for five year period with yearly updates by Mid Fiscal year. 2. By 4th Quarter FY 1993, develop an implementation plan strategy to satisfy customers' new and expanded needs and update annually. 3. Maintain existing capability consistent with projected needs. Environmental Sciences Division Long Term Strategic Plan 23
------- INTEGRATED ACTION PLAN: TECHNICAL SUPPORT OBJECTIVE 1: By mid-FY 1993, identify technical support capability and priorities from our customers foi five year period with yearly updates by Mid Fiscal Year. ACTION STEPS Form a task group to identify technical capability. Assess ESD's current capability. Review existing National and Regional program strategies and assess ESD's capbility to meet program needs. Meet with customers to identify needs and priorities. Consolidate customers needs and priorities against BSD current capabilities. Brief customers with preliminary needs and priorities. Finalize the report and brief senior management ACC0IINTABELITY BSD Director Task Group to meet with appropriate program members. Task Group Task Group Task Group Task Group TIMETABLE Completed April 15, 1993 May 15, 1993 May 30, 1993 June 15, 1993 July 1, 1993 'RESOURCES 0.01 FTE 0.02 FTE 0.10 FTE 0.10 FTE 0.05 FTE 0.02 FTE »/* j*jf j*y%T)fe A, f^m? MECHANISMS" " A memo designating existance of the task group A report Meeting summaries Present summary to Division Director and customers, allow additional comments A workshop Briefing meeting and final report Environmental Sciences Division Long Term Strategic Plan 24
------- INTEGRATED ACTION PLAN: TECHNICAL SUPPORT OBJECTIVE 2: By 4th Quarter FY 1993, develop an implementation plan strategy to satisfy customers' new needs and annually. ACTION mm$ Review report (from Objective 1) to identify new and expanded capability needs and priorities. Develop projected human resources and financial needs and develop an implementation schedule. Present the implementation schedule to customers through meetings and memos. Obtain customers' commitment. Implement through appropriate staffing, human resource development and procurement actions. Report progress to customers Repeat the process annually Repeat the process annually to maintain existing capabilities consistent with projected needs. ACCOUKTABILIW ESD Managers ESD Managers ESD Managers ESD Managers ESD Managers ESD Managers ESD Managers ESD Managers TIMETABLE July 30, 1993 August 30, 1993 September 30, 1993 FY'94 FY'94 Quarterly RESOURCES 0.01 FTE 0.02 FTE 0.01 FTE 0.01 FTE To be determined 0.02 FTE FEEDBACK MECHANISE A summary report A list Meetings/Memos Memos from customers Procurement Requests, Person Actions and Training Reports Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: TECHNICAL ASSISTANCE IJECTTVE 3: Maintain existing capability consistent with projected needs. ACTION STEPS Review report (from Objective 1) o identify existing capabilities to be naintained or eliminated. Develop a human resources and financial requirement list for those capabilities to be naintained and identify prorated cost imong customers. Develop an implementation diedule and present he implementation chedule to customers through neetings and/or nemos. Obtain customers' commitment. Implement through appropriate staffing, luman resource ievelopment nd procurement actions Report progress to customers. Repeat the process nnually. ACCOSINTABimT BSD Managers BSD Managers BSD Managers BSD Managers BSD Managers BSD Managers BSD Managers TIMETABLE 1 July 30, 1993 August 30, 1993 Septmber 30, 1993 FY'94 FY'94 Quarterly RESOURCES 0.01 FTE 0.11 FTE 0.02 FTE 0.01 FTE To be determined 0.02 FTE FEEDBACK MECHANISMS A summary report A list A schedule of meetings and/or memos. Memos from customers PRs, Personnel Actions and training Reports Environmental Sciences Division Long Term Strategic Plan 26
------- ESD MISSION STATEMENTS - COMPLIANCE/ENFORCEMENT PROGRAM To reduce risk to public health and the environment by supporting a strong REGIONAL COMPLIANCE/ENFORCEMENT PROGRAM. CURRENT REALITY 1) PTSB has direct responsibility for compliance/enforcement program; 2) ESD has support responsibility, for c/ep; 3) No ESD representation at AA level; 4) Multimedia c/ep in design stage; 5) Limited outreach program; 6) No input into c/ep strategies and policies other than PTSB personnel. FUTURE REALITY 1) PTSB become model c/ep; 2) ESD provide broader range and more efficient, c/ep; 3) HQ establishes AA for ESDs; 4) Fully implement mm c/ep; 5) Triple the outreach program; 6) Full ESD partnership in c/ep strategies and policies. DRIVING FORCES: 1) Motivation of staff 2) Reporting to public 3) Customer satisfaction 4) Clear and enforceable regulations 5) Public 6) Strong state programs 7) Field experience 8) Data rich RESTRAINING FORCES; 1) Budget 2) HQ commitments (STARS) 3) "Bean-counting" 4) Conflicting agenda between program 0/ORC/HQ 5) Vague and unenforceable regulations 6) Staffing levels 7) Vested interests 8) Weak state programs 9) No direct responsibility for C/EP 10) Lack of full partnership 11) No ESD Representation at AA level Environmental Sciences Division Long Term Strategic Plan 27
------- RESULTS OF SWOT ANALYSIS FOR COMPLIANCE/ENFORCEMENT PROGRAM STRENGTHS Provide specialized skills i.e. Multimedia inspection capabilities, Lab Analysis, Data Analysis and Management, Risk Analysis Specialists, Quality Assurance, Case Development Specialists Data Rich Program Responsibilities Public Interest Legislative mandates Hdqts/Regional Agency initiatives (MMEI, GEI, REG/RISK Pz, 33/50) Program flexibility by Hdqts Current contract climate WEAKNESSES THREATS Data not fully organized integrated or accessible or publicized Duplication of efforts vs. QAPPs No direct responsibility for non-PTSB enforcement Vagueness of regulations Budgetary constraints for outreach Program dependency No BSD representation at the AA level 536 S. Clark Bldg. Renovation Coordination with ORC Region 5 Hdqts (Program Segment) Lack of Hdqts support for ESDs GOAL To improve compliance/enforcement clients' satisfaction with ESD support services. OBJECTIVE #1: By the end of the FY '93, improve the quality and efficiency of ESD support to compliance/enforcement data collection activities. OBJECTIVE #2: By the beginning of FY '94, have in place a risk based/environmental data base inspection targeting process. OBJECTIVE #3: By the beginning of the fourth quarter of FY '93, develop an inspection approach that utilizes all tools to achieve toxic reducation/environmental results. Environmental Sciences Division Long Term Strategic Plan 28
------- INTEGRATED ACTION PLAN: COMPLIANCE/ENFORCEMENT PROGRAM OBJECTIVE #1: By the end of FY'93, evaluate and improve where necessary the compliance/enforcement capabilities of BSD. ACTION STEPS ; Identify C/E tools. Assess ESD's current capability to use tools (quality, quantity, timeliness, efficiency). Ask for feedback from ESD management and staff. Develop methods to fill gaps identified in #2 (training). Research constituents and clients' needs for compliance and enforcement program support (internal) and develop draft report. Ask for feedback from ESD management and staff. Send clients (for services) a final report of above information. Hold meetings with clients to discuss our evaluation of our alignment with their needs. Develop action plan after meetings to align ESD capabilities with client needs. For program (PTSB) assure that Regional Review (by Hdqtrs.) assesses our C/E capabilities. PTSB align program implementation with results of Headquarters' review. Where appropriate, establish QATs (include staff participation) to improve quality and efficiency of capabilities and services. Implement QAT recommendtions. ACCOUNTABILITY Branch Chiefs Branch Chiefs Branch Chiefs and Division Director Branch Chiefs Branch Chiefs Branch Chiefs Division Director Branch Chiefs and Division Director Branch Chiefs PTSB PTSB Branch Chiefs Branch Chiefs TIMETABLE April 15, 1993 April 15, 1993 April 21, 1993 May 7, 1993 May 7, 1993 May 21, 1993 May 30, 1993 June 15, 1993 July 1, 1993 July 30, 1993 August 30, 1993 TBD TBD RESOURCES 0.01 FTE 0.20 FTE 0.10 FTE 0.2 FTE 0.05 FTE 0.02 FTE 0.10 FTE 0.02 FTE 0.1 FTE 0.20 FTE 0.10 FTE 0.2 FTE 0.05 FTE FEEDBACK MECHANISMS A list Status Report Status Report A list Draft report Status report Report to clients Meeting Summary Action Plan A report Report to Division Status report Status report Environmental Sciences Division Long Term Strategic Plan
------- ACTION STEPS Reevaluate and report progress to BSD staff and management, Headquaters, and clients. Establish Workgroup to review compliance and enforcement strategies that carry through FY '95. Review compliance and enforcement strategies that carry through FY '95. ACCOUNTABILHY Branch Chiefs and Division Director Workgroup Workgroup TIMETABLE As part of quarterly reporting process. March 30, 1994 April 30, 1994 RESOURCES 0.02 FTE 0.10 FTE 0.20 FTE fEEDlsAClKlll ME^im^m Status report Workgroup established Report to Division Director Environmental Sciences Division Long Term Strategic Plan 30
------- INTEGRATED ACTION PLAN: COMPLIANCE/ENFORCEMENT PROGRAM OBJECTIVE #2: By the beginning of Fiscal Year 1994, have in place a risk based/environmental data based inspection targeting process.1 ACTION STEPS Review results of assessment (Mission #8, Goal #2, Objectve #1). Review current targeting approaches. Develop proposed targeting process. Discuss proposed process with enforcement clients and ORC. Develop final process. Pilot test in geographic area. Review test results and revise as appropriate. TOTAL :: :.:...:.:::.*.:.*:.:..:; AXraJUNTABffirrlP* Workgroup Workgroup Workgroup Workgroup Workgroup CDO/EDO Workgroup ''^TtWtiiKkBJLE^V? October 30, 1993 October 30, 1993 December 30, 1993 January 30, 1994 February 28, 1994 June 30, 1994 July 30, 1994 ^nftiiftctfr. 0.05 FTE 0.05 FTE 0.01 FTE 0.02 FTE 0.01 FTE 0.05 FTE 0.91 FTE 0.92 FTE FEEDBACK MECHANISM Summary Summary Draft report Briefings Report Report Report 1 No activity in FY '93 - Will evaluate National Workgroup effort in FY '93, and then evaluate the need for this objective in beginning of FY '94. Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: COMPLIANCE/ENFORCEMENT PROGRAM OBJECTIVE #3: By the beginning of the fourth quarter Fiscal Year 1993, develop an inspection approach that utilizes all available tools to achieve toxic reductions/environmental results. ACTION STEPS Identify available enforcement and voluntary tools, and associated evidence/data requirements. Develop a proposed approach/strategy to obtain the additional evidence/data as part of inspections to maximize opportunities for clients to use all applicable enforcement and voluntary tools. Discuss proposed approach and strategy with enforcement clients and ORC. Revise proposed approach/strategy, as appropriate. Pilot test the proposed approach/strategy . Review test results and devise implementation strategy. TOTAL ACCOUNTABILITY CDO/EDO CDO/EDO CDO/EDO CDO/EDO CDO/EDO CDO/EDO TIMETABLE January 30 '93 March 30, '93 April 30 '93 May 30, '93 August 30, '93 November 30, '93 KESOmCES 0.01 FTE 0.01 FTE 0.02 FTE 0.01 FTE 0.05 FTE 0.01 FTE 0.92 FTE FEEDBACK MECHAHBMS Summary Draft report Briefings Report Report Final report Environmental Sciences Division Long Term Strategic Plan 32
------- BSD MISSION STATEMENT #5 - COMMUNICATIONS To communicate ESD's vision, mission, goals, priorities and expertise to its customers and policy makers. MARKETING WmtGiWKX a r* -* Opportunities ; »E^T«|«NffOI&^4ii /-, . 4. within Division within Region T 1 *»*»- RESULTS OF SWOT ANALYSIS FOR COMMUNICATIONS GOAL [Strengths] Articulate Speakers Technical Expertise Outreach (Program Activity) Data Rich Multi-culturally Diversity Multimedia Division [Opportunities] Weekly Report Multimedia Focused TOM QAT Participation Trained Facilitator International Training [Weaknesses] Lack of Recognition by Division Not Aggressive Lack of Systematic and Timely Communication Flow [Threats] Non-functional Image Abolishment of ESD To improve ESD's outreach to the Region by BOY' FY'95. OBJECTIVE Implement existing ESD's Marketing Plan to ensure that ESD's services/products are effectively and continuously promoted to the Region. Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: COMMUNICATIONS JECTIVE: To promote ESD's services/products more effectively to own customers and policymakers by FY *95, improve reach to the Region and alignment by BOY '95. ;Acnojf STEPS Jpdate workplan to nclude current 2SD/Regional and National initiatives. Review updated vorkplan to provide eedback. deactivate FY '91 Marketing Plan Committee Jrepare Fact Sheets to Branches Dbtain Client and HQ DPPTS Feedback Schedule briefing with :ustomer to define :SD Service for the annual work planning jrocess Develop and negotiate mnual MOA between iQ OPPTS and PTSB per Headquarters' timetable Schedule regular 5riefings to prepare quarterly reports to "urther continuous improvements. ' ACCOIWT^BttMjt Rich Winklhofer/Branch Chiefs Director/Deputy Director Deputy Director/Branch Chiefs Deputy Director Division Director/Branch Chiefs Director/Deputy Director Director/PTSB Branch Chief Division Director .*;TGMtE1Va8]yB'.' November '92, '93 and '94. December 92, 93 and 94. October 1993. April 1994. June/Annually 4th Quarter Annually Ongoing ffiESOUilCES : .05 .05 .05 .05 .05 .05 .05 .01 FEEDBACK MECHANISMS Report Report Report Final Document Report Clients' comments, concerns and needs. Report Conference Report Environmental Sciences Division Long Term Strategic Plan 34
------- BSD MISSION STATEMENT #6 - DATA MANAGEMENT AND Manage and use environmental data to develop informatoin to identify problems, assess their relative risks to human and environmental health, and identify information gaps that exist for identifying emerging problems and trends. DATA ASSESSMENT MISSION; 1) From a M.M./ multi program perspective, and in partnership with regional programs, assess the environmental status and problems in the region and their relative risks. 2) Identify environmental trends and information gaps to direct future data acquisition activities. DATA MANAGEMENT MISSION; 1) Use scientific information and environmental data to identify problems. 2) Assess their relative risk and identify information gaps that exist for identification of emerging problems. CURRENT AND FUTURE REALITIES Current Realities; 1) Abundance of data, but some Q unknown. 2) Much of data provided not being used. 3) Unclear link between data and risks. 4) Needed data not provided. 5) Not anticipating emerging problems. 6) Clients do not know all our capabilities. 7) Not fully supported by other offices (e.g. OHEA). 8) Inadequate tie to external sources. 9) Use of data unclear. Future Realities; 1) Abundance, but known Q. 2) ESD produces relevant data to clients, used in making programmatic decisions. 3) Data is used to evaluate attainment of beneficial uses. 4) Data used by program managers to drive decisions. Environmental Sciences Division Long Term Strategic Plan 35
------- FORCE FIELD ANALYSIS: DRIVING AND RESTRAINING FORCES Driving Forces: 1) Public and Congress Question: What is state of environment? 2) Shift in program management to using environmental indicators/data. 4) EMAP/REMAP/GEMAP. 5) TQM principles. 6) Pollution Prevention. 7) Agency/Regional culture/themes. Restraining Forces; 1) Uncertain data Q. 2) Heavy focus on administrative beans. 3) Communication gap- data providers and data users. 4) Databases difficult to access (e.g. STORET is not user friendly). 5) Inadequate attention and design of base regional program (H2O mostly). 6) Lack of buy-in on using data. Environmental Sciences Division Long Term Strategic Plan 36
------- RESULTS OF SWOT ANALYSIS FOR DATA MANAGEMENT AND ASSESSMENT STRENGTHS WEAKNESSES Established Quality Assurance plans. Technical capability/expertise. Specialized equipment (e.g., GISMO). Assess to scientific information (including multimedia). LANs (interconnectivity). Specialized data management skills. Lead in managing databases (air, water, TSCA, FIFRA, EPCRA(TRI)). Existing hardware and software capability to manipulate and display data. Some data validation steps missing. Unknown quality of some data. Data not in useful form for clients. No data base for all media. Information gaps. DQOs not used enough. All data uses not known. Lack of alignment with clients on data needs (identify clients needs). Lack of access to some databases. Data in many programs not even entered into databases. OEP0SMNITIES THKE&tS Good science theme of Agency. Education of clients on data availability. Multimedia approach. Geographic initiative. Risk reduction approach. Great Lakes (ISP). Region 5 comparative risk approach. Environmental indicators approach. EMAP/REMAP. Clients want useful data (information). Public need to identify emerging problems. Interagency T.F. on water quality monitoring. Use of our data to affect national/regional policies. Lack resources from clients. Inappropriate use of data (beyond scientific credibility). Limited access to data managed by others. Political influence on data results. GOAL: Environmental data is used to improve the environment. OBJECTIVES; 1) By FY'94, data is provided to clients that is used to drive program decisions. 2) By FY'96, R-EMAP implemented to identify trends and emerging problems in coordination with other programs. 3) By the beginning of 1996, meaningful Environmental Indicators are developed that can drive decisions and influence strategic planning. Environmental Sciences Division Long Term Strategic Plan 37
------- INTEGRATED ACTION PLAN: DATA MANAGEMENT AND ASSESSMENT Objective #1: By FY '94, data is provide to clients that is used to drive Program decisions. ACTION snaps Prepare memo from BSD Director to other Directors and seek input on method to determine client data needs. A. Preliminary identification of client data needs for decision making. B. Client review of preliminary data needs. C. Compare ESD Capabilities with client needs. Draft plan for implementation of objective #1. Finalize implementation plan - elements available for incorporation into the FY 94 Work Plan. ACCOtm&mm ESD Director GIS Mgmt Office GIS Mgmt OfGce GIS Mgmt Office GIS Mgmt Office GIS Mgmt Office TIMETABLE 1/22/93 5/21/93 6/26/93 7/30/93 9/18/93 11/30/93 ^TOm Staff support .12FTE .12FTE .12FTE .12FTE .10FTE FEEDBACK MECHANISMS Memo from clients stating their support and nominating their representatives Workgroup report Workgroup report Workgroup report Comments from Clients Comments from clients and ESD Director Environmental Sciences Division Long Term Strategic Plan 38
------- INTEGRATED ACTION PLAN: Environmental Data is used for ecosystem management and comparative risk assessment decision-making. OBJECTIVE #2: By FY '96, Region 5's Environmental Monitoring and Assessment Program (R-EM is fully implemented and institutionalized such that is identifies ecosystem related trends and allows al decision-makers, at the Regional and State levels, to appropriate adequate resources to prevent furthe degradation of adversely impacted ecosystems. ACTION STEPS 1. Develop/submit to Deputy Division Director SF-52 and position description for full-time GS-13/14 REMAP Technical Coordinator position to be located in BSD. 2. Submit the above to Human Resources Branch for approval to post vacancy announcement 3. Approval by HRB received, advertise and fill the vacancy. 4. Complete REMAP/R-EMAP Informational Training for all Regional employees. 5. Develop Scope of Work to ORD for EMAP/REMAP Workshop for States/other agencies. 6. ORD approves Submit Scope of Work 7. Conduct EMAP/REMAP Workshop 8. Define and address clients/customers needs via FY '94 REMAP proposals development process. 9. Conduct "EMAP-like" technical evaluation of all draft REMAP proposals. 10. Present draft FY '94-95 REMAP proposals to Region 5 Senior Management for approval. 11. Submit Region 5's REMAP proposals) to ORD for peer review and final approval. 12. Receive ORD approval and implement projects). ACCOUNTABILITY Region 5's REMAP Manager ESD Deputy/Division Director ESD Deputy/Division Director REMAP Manager and Great Lakes Program EMAP Technical Coodinators REMAP Manager ORD Project Officer REMAP Manager with external ORD contract support REMAP Technical Steering Committee Members REMAP Technical Steering Committee Members REMAP Manager and "Champion" of each proposal Regional Administrator Region 5, States, and other participating agencies DATE 0UE 06/30/93 07/15/93 10/01/93 03/31/93 03/31/93 04/30/93 05/06/93 04/02/93 06/30/93 07/26/93 09/01/93 2nd QT, FY'94 RESOURCES 0.01 FTE for vacant position 0.03 FTE 0.01 FTE and contract funds To be determined To be determined To be determined To be determined i/i^'i**¥Yfr A -fw* f CJ&IJEJj'.r&^.'JY MECHANIS Progress Report Progress Report Progress Report Progress Report Progress Report Progress Report Progress Report Progress Report Progress Report Progress Reporl Progress Report Progress Repori Environmental Sciences Division Long Term Strategic Plan
------- ACltON STIIPS 13. Complete REMAP projects) sampling activates 14. Release final REMAP projects) report 15. Develop tracking system to monitor cost-savings due to EMAP/REMAP implementation. 16. Publish "Region 5's State of the Ecosystems Report" ACCOUNTABILITY Same as above Same as above Same as above Same as above DA'fiB »UE 2rdQT, FY'95 4th QT, FY'95 ZndQT, FY'94 10/01/95 RESOURCES To be determined To be determined To be determined FEEDBACK MECHANISM Progress Report Progess Report Progress Report Progress Report Environmental Sciences Division Long Term Strategic Plan 40
------- INTEGRATED ACTION PLAN: DATA MANAGEMENT AND ASSESSMENT OBJECTIVE #3: By the beginning of 19%, meaningful Environmental Indicators are developed that can drive decisions and influence strategic planning. ACTION STEPS Assign an Environmental Indicators advocate/champion/ coordinator Define Customers of Environmental Indicators Preliminary Identification of Environmental Indicator Needs Final Identification of Environmental Indicator Needs Provide Meaningful Environmental Indicator Data (On Going FY 94) Refine existing Indicators and ID new ones State of the Environment Report (Regional) Evaluate Program Integrate Media Program Environmental Indicators Integrate External Indicators e.g. GLNP, Task Force on WQ Monitoring, EMAP, HQ AAships, OPPE/OPPTS,OIRM (data management) Issue State of the Environment Report (Public) ACCOUNTABILITY Division Director Champion/ Branch Chief Champion/ Branch Chief Champion/ Branch Chief Champion Branch Chief/Supervisors Champion Branch Chief/Supervisor Champion and PA Division Director Division Director Chief Champion Champion Champion and PA Division Director TIMETABLE 1/93 4/93 06/93 08/93 12/93 03/94 05/95 on going 07/95 10/95 06/96 REsomm OFTE OFTE 0.20 FTE 0.20 FTE . 0.50 FTE / Ort 0.20 FTE 1.05 FTE $10,000 0.10 FTE 0.20 FTE 0.20 FTE 0.05 FTE FIiUwDIBACJv MECHANISM Report to ESD Division and Regional Directors Report to Division Directoi and Clients for Review Final Report Based on Directc & Client Review Report to Division Directoi Quarterly Report to Division Directoi Report distribute! to all Regional Offices Biannual meetings Re: Effectiveness of Strategy and Accomplishment Report Quarterly to Division Directors and Deputy Regional Administrator Report Quarterly to Division Directors and Deputy Regional Administrator Report to all Agency offices Environmental Sciences Division Long Term Strategic Plan
------- BSD MISSION STATEMENT #8: MULTIMEDIA LEADERSHIP To achieve multimedia leadership by directing and guiding geographic initiatives that identify relative risks, consolidate media requirements, and achieve environmental results.
------- GOAL #1 - Provide integrated environmental assessments to direct and guide geographic initiatives. OBJECTIVE #1 By the beginning of fiscal year 1994, provide an integrated environmental assessment of the SEMI to establish baseline conditions. OBJECTIVE #2 By the beginning of fiscal year 1995, and annually there-after, provide integrated "state-of-the-environment" assessments to monitor progress and results achieved in the GEI and SEMI. GOAL #2 - Provide integrated "state-of-the-environment" assessments of Region 5 to direct and guide regional initiatives. OBJECTIVE #1 By the beginning of Fiscal Year 1994, and annually there-after, develop a "state-of-the-environment" report of Region 5. OBJECTIVE #2 By the beginning of Fiscal Year 1995, develop a comparison assessment of geographic initiatives vs. region-wide approaches to achieve environmental results. GOAL #3 - Reduce lead exposures in Region 5 to the fullest extent practicable with particular emphasis on reducing risks to children. OBJECTIVE #1 By the beginning of Fiscal Year 1994, and annually there-after, assess available blood lead levels and "state-of-the- environment" for lead (multimedia sources and household sources) in Region 5 to guide and direct lead strategy implementation. OBJECTIVE #2 By the beginning of Fiscal Year 1994, develop and implement an awareness abatement and community outreach program. OBJECTIVE #3 Achieve a 50 percent reduction in lead emissions from lead sources in Region 5 by 1995. GOAL #4 - To achieve a leadership role to establish a process to develop a strong Region 5 multimedia investigation process that uses all available tools to achieve toxic reductions/environmental results. OBJECTIVE #1 By the beginning of Fiscal Year 1994, have in place a risk based/environmental data based inspection targeting process. OBJECTIVE #2 To develop an inspection approach that utilizes all available tools to achieve toxic reductions/environmental results. Environmental Sciences Division Long Term Strategic Plan 44
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL*1 OBJECTIVE #1: By the beginning of fiscal year 1994, provide an integrated environmental assessment of SEMI to establish baseline conditions. Acjpftj^EE.FSf. 1. Establish Environmental Asssessment (EA) Workgroup #1 to provide integrated EA of SEMI. 2. Identify available data sources (i.e. state, Federal, local, and private). 3. Identify indicators consistent with SEMI goals/objectives, and inform SEMI work groups. 4. Compile available data. 5. Refine goals and objectives for SEMI 6. Develop presentation format of data using state-of-the-art technology. 7. Prepare and present assessment of baseline conditions in SEMI. Identify additional data needs if appropriate. TOTAL ACCOUNTABILITY Division Director Environmental Assessment Group (BAG) #1 BAG BAG BAG BAG BAG TIMETABLE 1/31/93 5/1/93 5/1/93 8/1/93 9/1/93 10/1/93 2/1/94 RESOURCED 0.01 FTE 0.2 FTE 0.1 1.0 0.1 0.5 2.0 FTE FEEDBACK: MECHANISMS Workgroup established Lists for SEMI List of indicators Database Report to SEMI Workgroup Formats Baseline assessment report for SEMI OBJECTIVE #2: By the beginning of fiscal year 1995, and annually thereafter provide integrated "state-of-the-environment" assessments to monitor progress and results achieved in SEMI (no activity in FT '93). ACTION STEPS 1. Review available data sources and indicators. 2. Compile available data. 3. Prepare and present "state- of-the-environment" report for SEMI. 4. Annually repeat Steps. TOTAL ACCOUNTABILITY Environmental Assessment Group (BAG) EAG BAG TIMETABLE 03/31/94 06/30/94 09/30/94 RESOURCES 0.1 FTE 0.3 0.3 0.7 FTE FEEDBACK ME£#A*8SM$;::- Updated list of data sources and indicatoi Database Report to SEMI wor group Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL#22 OBJECTIVE #1: By the beginning of Fiscal Year 1994, and annually thereafter, develop a "state-of-the-environment" report of Region 5. ACTION STEPS ; 1. Identify available data sources using GEI/SEMI indicators. 2. Compile available data. 3. Develop presentation format using state-of-the- art technology. 4. Prepare and present sta te-of-the-environment report. Identify additional data needs, if appropriate. 5. Annually, repeat Steps 1 -4. TOTAL ACCoflNTABitrry Environmental Assessment Group (EAG) BAG EAG EAG EAG TBIETABLE 01/31/93 04/30/943 05/31/94 09/30/94 RESOURCES 0.2 FTE 1.0 0.1 0.5 1.8 FTE t'f uffifrtf^ift A ^**^tF if |>lvl f Jy/Trt>lSfc- MECHANISMS- List of data sources Database Formats Report to senior management OBJECTIVE #2: By the beginning of Fiscal Year 1995, develop a comparison assessment of geographic initiatives vs. region-wide approaches to achieve environmental results ACTION STEPS 1. Evaluate and compare GEI/SEMI and regional data sets. 2. Prepare and present report of findings of comparative assessment. TOTAL ACCOtlNTABIOTY Environmental Assessment Group (EAG) EAG TIMETABLE 06/30/94 09/30/94 RESOtmCES 0.3 FTE 0.3 0.6 FTE : t*;C*ti*¥i\l£l A V"**fc^* "JP f?m/m r jfrfySyji-Pfc- .MECHANISMS Database Report to senior management 2 Evaluate Goal #1 activities in September '93 to determine if these two objectives are feasible. Environmental Sciences Division Long Term Strategic Plan 46
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL #3 OBJECTIVE #1: By the beginning of Fiscal Year 1994, and annually thereafter, assess available blood lez levels and "state-of-the-environment" for lead (multimedia sources and household sources) in Region 5 to guide and direct lead strategy implementation. ACTOH StEM 1. Establish Environmental Assessment Group #2 to assess blood lead levels. 2. Identify available data (i.e. state, Federal, local, and private). 3. Identify indicators consistent with lead strategy objectives (to include household lead). 4. Compile available data. 5. Compare blood lead ambient lead, and household lead levels with emission sources 6. Develop presentation format using state-of- the-art technology. 7. Prepare and present assessment. Identify additional data needs, if appropriate. TOTAL ACCOTNTAMLTTV Division Director Environmental Assessment Group (EAG) n EAG EAG EAG EAG EAG HMETABIB 1/31/93 5/1/93 8/1/93 8/1/93 9/1/93 9/1/93 1/1/94 RESOURCES 0.1 FTE 0.1 0.5 0.05 0.1 0.3 1.15 FTE F£iWliiii MECHANISMS Workgroup established List of sources List of indicators Database Charts/ Maps Formats Reports Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL #3 OBJECTIVE #2: By the beginning of Fiscal Year 1994, develop and implement an awareness, abatement, and community outreach program (no activity in FY '93 will focus on outreach in FY '94). ACTION STEPS 1. Determine target audience and areas based on data compiled in Objective #1. 2. Develop awareness/outreach/ abatement strategy. 3. Implement awareness/outreach/ abatement strategy. 4. Evaluate strategy implementation and revise as appropriate considering annual assessment findings. TOTAL ACCOUNTABILITY Environmental Assessment Group (BAG) EAG/OPA EAG/OPA EAG TIMETABLE 11/30/93 01/31/94 01/31/94 09/30/94 RESOURCES 0.1 0.1 0.5 0.2 0.9 FTE FEEDBACK MECHANISMS List Strategy document Literature presentations, and press releases Report of findings and recommendations Environmental Sciences Division Long Term Strategic Plan 48
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL #3 OBJECTIVE #3: Achieve a 50 percent reduction in lead emissions from lead sources in Region 5 by 1995. ACTION snaps 1. Identify sources and baseline data. 2. Identify facilities currently participating in the 33/50 and other voluntary programs; and identify also to what degree are in place, SEPs and enforcement/ permit agreements. 3. Map locations of contributing facilities, ambient lead, and blood lead data. 4. Target and prioritize sources. 5. Develop a coordinated multimedia approach to achieve the desired reductions. 6. Obtain regional program concurrence on the multimedia approach. 7. Coordinate and track implementation of the approach by regional programs. 8. Report progress toward achieving the objective. 9. Evaluate multimedia approach implementation and revise as appropriate. TOTAL ACCOCNTABILITY PTSB/MQAB PTSB GISMO EAG #2 EAG EAG EAG EAG/PTSB EAG TIMETABLE 3/30/93 4/30/93 5/30/93 6/30/93 9/30/93 10/30/93 FY '94 FY '94 Semi- Annually RESOURCES 0.1 0.05 0.1 0.05 0.1 0.02 0.01 0.01 0.2 0.64 FEEDBACK MECHANISMS List of sources ant data base List Maps Prioritized list Report Concurrence Men Report Report to senior management Report and briefi Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL #43 OBJECTIVE #1: By the beginning of Fiscal Year 1994, have in place a risk based/environmental data based inspection targeting process. ACTION STEPS 1. Review results of assessment (Goal #2, Objective #1). 2. Review current targeting approaches. 3. Develop a proposed targeting process. 4. Discuss proposed process with enforcement clients and ORC. 5. Develop final process. 6. Pilot test in geographic area. 7. Review test results and revise as appropriate. TOTAL ACCOTJNTABlLrnr Environmental Assessment Group (EAG) EAG EAG EAG EAG CDO/EDO EAG TIMETABLE 10/30/93 10/30/93 12/30/93 01/30/94 02/28/94 06/30/94 07/30/94 RESOURCES % 0.05 0.05 0.1 0.02 0.1 0.5 0.1 0.92 FEEDBACK MECHANISMS Summary Summary Draft report Briefings Report Report Report 3 No activity in FY '93 - will evaluate National workgroup effort in FY '93 and then evaluate the need for this objective by beginning of FY '94. Environmental Sciences Division Long Term Strategic Plan 50
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL #4 OBJECTIVE #2: By the beginning of fourth quarter Fiscal Year 1993, develop an inspection approach thi utilizes all available tools to achieve toxic reductions/environmental results. ACTION SWS 1. Identify available enforcement/voluntary tools, and associated evidence/data requirements. 2. Develop a proposed approach/strategy to obtain the additional evidence/data as part of inspections to maximize opportunities for clients to use all applicable enforcement/voluntary tools. 3. Discuss proposed approach/strategy with enforcement clients and ORC. 4. Revise proposed approach/strategy, as appropriate. 5. Pilot test the proposed approach/strategy. 6. Review test results and devise implementation strategy TOTAL ACTOUNT^BI&fl *V: ;-::&:;f ^i&pX- CDO/EDO CDO/EDO CDO/EDO CDO/EDO CDO/EDO CDO/EDO TIMETABLE ;r--fj-f ".- 1/30/93 3/30/93 4/30/93 5/30/93 8/30/93 11/30/93 RESOURCES 0.1 0.1 0.02 0.1 0.5 0.1 0.92 . ': ::v.v::*::; imjiv;:-:;:- . .: .'. ;'V-v:; MECHANISMS Summary Draft report Briefings Report Report Final report Environmental Sciences Division Long Term Strategic Plan
------- BSD MISSION STATEMENT #9: POLLUTION PREVENTION Promote Pollution Prevention (P2 ) for attaining Environmental Results in All Program Activities. Current State Limited number of P2 programs in ESD Desired State Maximize P2 programs in ESD Driving Forces * Long term cost savings * Provides environmental benefit * Congressional mandate - P2 Act * Reduces current cost of waste disposal at CRL, CLP and state laboratories Restraining Forces * Requires investment of capital and human resources * Requires changes in operating procedures * Realignment of resources * Limited success stories * Concerns and resources * Client interest * Reduces regulatory burden * Right thing to do * Inspector contact with public * Data evaluation by AMS (Air and Water Databases provides P2 opportunities) * QAPP implementation by QAS * Limited awareness * Lack of P2 training for staff * Limited awareness * HQ business as usual * Client business as usual Environmental Sciences Division Long Term Strategic Plan 52
------- RESULTS OF SWOT ANALYSIS FOR POLLUTION PREVENTION STRENGTHS - Leadership TSCA - PCB - Clean Sweeps Program - Data analyses and display capabilities (i.e, GISMO data (FIFRA, TSCA, EPCRA - Lead P2 program in house - Active P2 outreach on-going - MM - perspective - Conduct SPCC inspections - Contact w/ regulated industry thru inspections - Use of SEP & EPCRA PCB's WEAKNESSES OPPORTUNITIES - Enhancing cross program relationships * Expand data available in PPIC through SEPs ** Expand knowledge & use of PPIC - Regional Leadership - Any permitting - Lab operations & equipment - Any outreach program - Intuitively acceptable - IPM Programs - Expand use of SEPs in FIFRAyTSCA THREATS IPM Programs (Pesticedes) May not cut across all programs, eg SF Lack of incentives All voluntary - min. consequence for failure Not providing P2 information during inspection Inherent conflict between P2 and enforcement Inadequate funding for lab equipment. - Changing the way you do business - Shrinking EPA FTE's (Inadequate) - Inherent conflict between P2 and Enforcement - Competes with meeting STARs Commitment - Resource intensive - Turf infringement in Region - Proprietary-Competitive Edge threat (w Industry). ** PPIC= Pollution Prevention information clearinghouse * SEP = Supplemental Environmental Project GOAL Maximize Pollution Prevention (P2) in all ESD programs and support functions. OBJECTIVES 1. Increase knowledge and awareness of P2 for all ESD employees by Mid FY 94 (April 1, 1994). 2. Provide ESD P2 expertise to all Media Programs for outreach activities by FY 95. 3. By the beginning of Fiscal Year 1994, and annually thereafter, assess available blood lead levels and "state of the environment" for lead (multimedia sources and household sources) in Region 5 to guide and diret lead strategy implementation. Environmental Sciences Division Long Term Strategic Plan 53
------- INTEGRATED ACTION PLAN: POLLUTION PREVENTION OBJECTIVE #1: Increase knowledge and awareness of P2 for all ESD employees by Mid FY94 (April 1,1994). ACTtOJ* StEPS Assure all ESD employees attend Region's P2 training Assess specific P2 training needs for ESD staff i.e. CRL, PTSB, District Offices Identify existing training to meet needs Develop program specific P2 training for CRL, PTSB, to fill unmet needs Conduct specific training for ESD staff Establish a P2 program awards workgroup Establish award crtieria and draft award plan Finalize awards plan ACCOUNTABILITY Each Branch Chief with PTSB P2 coordinator in lead B. Thayil and P2 strategic planning group P2 Coordinator P2 Coordinator Program Staff Deputy DD (Chair) Workgroup Workgroup TIMETABLE Consistent with Regional strategy 9/30/93 By end of 7/31/93 By end of FY '93 9/30/93 By end of 1st Quarter FY94 By end of 2nd Quarter FY '94 3/30/93 6/30/93 9/30/93 HESOtmCSS 0.25 FTE 0.1 FTE 0.05 FTE 0.25 to 0.50 FTE 0.25 FTE TOTALS 0.05 FTEs FEEDBACIC MECHANISMS Comments from employees after training completed Survey Responses List of available training materials to Branches for inclusion in IDPs Review by Regional P2 workgroup Training Evaluations NA Comments on draft awards plan Present to DD Environmental Sciences Division Long Term Strategic Plan 54
------- INTEGRATED ACTION PLAN: POLLUTION PREVENTION OBJECTIVE #2: Provide ESD P2 expertise to all Media Programs for outreach activities by FY '95. ACHON STEPS Develop a generic P2 fact sheet Finalize the generic fact sheet Identify sources of program specific P2 information Receive, analyze and categorize P2 information received (including case studies) Develop P2 information for all major sources Package P2 information and case studies Memo from Division Director to Division and Office Directors AOCOIINTABIL1W District Offices with P2 Coordinator District Offices with P2 Coordinator All Branches All Branches Branch Chiefs with P2 Coordinator in Lead Branch Chiefs with P2 Coordinator in Lead Division Director TMETAB&8, 6/30/93 9/30/93 6/30/93 9/30/93 3/30/94 3/30/94 4/30/94 RESOURCES 0.04 FTE 0.01 FTE 0.04 FTE 0.05 FTE 0.02 FTE 0.02 FTE 0.01 FTE FEEDBACK , 1 MECHANISMS Comments from ESD Branches and other Divisions Present fact sheet to DD Regional P2 Workgroup Approval from Program Divisions as required. Present to DD Division Director Division Director Environmental Sciences Division Long Term Strategic Plan
------- INTEGRATED ACTION PLAN: MULTIMEDIA LEADERSHIP GOAL #3 OBJECTIVE #3: By the beginning of Fiscal Year 1994, and annually thereafter, assess available blood lead levels and "state-of-the-environment" for lead (multimedia sources and household sources) in Region 5 to guide and direct lead strategy implementation. ACTION S1*EPS 1. Establish Environmental Assessment Group #2 to assess blood lead levels. 2. Identify available data (i.e. state, Federal, local, and private). 3. Identify indicators consistent with lead strategy objectives (to include household lead). 4. Compile available data. 5. Compare blood lead ambient lead, and household lead levels with emission sources 6. Develop presentation format using state-of- the-art technology. 7. Prepare and present assessment. Identify additional data needs, if appropriate. TOTAL ACCOUNTABILITY Division Director Environmental Assessment Group (EAG) #2 EAG EAG EAG EAG EAG TIMETABLE 9/01/93 10/01/93 11/01/93 11/01/93 12/31/93 12/31/93 102/01/94 RESOURCES! Vf/v;V£^;;;"-4J|.:.v!: 0.1 FTE 0.1 0.5 0.05 0.1 0.3 1.15 FTE inEEDBA'.^KiM? :":l' ' iMECHAI^BM^:. . Workgroup established List of sources List of indicators Database Charts/ Maps Formats Reports Environmental Sciences Division Long Term Strategic Plan 56
-------
GOOD FRIEND INTERNATIONAL HOLDINGS INC.
8 September 2020
Gamma Communications plc
Unaudited results for the six months ended 30 June 2020
Increase in revenues, profitability and cash generation
Gamma Communications plc ("Gamma" or "the Group"), a leading, technology-based provider of communications services to the business market in Western Europe, is pleased to announce its unaudited results for the six months ended 30 June 2020.
Six months ended 30 June | |||
2020 | 2019 | Change (%) | |
Revenue | £177.3m | £158.2m | +12% |
Gross profit | £93.1m | £78.1m | +19% |
Gross margin | 53% | 49% | |
Profit from operations | £26.3m | £21.8m | +21% |
Adjusted EBITDA | £36.1m | £30.4m | +19% |
PBT | £26.2m | £21.7m | +21% |
Adjusted PBT | £28.0m | £22.8m | +23% |
EPS (Fully Diluted, "FD") | 22.1p | 19.4p | +14% |
Adjusted EPS (FD) | 23.5p | 19.2p | +22% |
Total dividend per share | 3.9p | 3.5p | +11% |
Cash generated by operations | £32.2m | £27.4m | +18% |
Cash generated by operations / adjusted EBITDA | 89% | 90% |
All adjusted measures set out above and throughout this document which are described as "adjusted" represent Alternative Performance Measures ("APMs") and are separately presented within the statement of comprehensive income or reconciled in the Financial Review section or segment note and are applied consistently. Where reference is made to adjusted EPS this is stated on a fully diluted basis. Definitions of APMs are included in the Financial Review. Our policy on the use of APMs is included in note 2.
Key Highlights
The Group had a strong financial performance across all business units with positive growth across all key product categories during the first half. COVID-19 had a minor impact on the overall financial performance of the business, with cancellations and bad debt at their normal low, pre-COVID-19 levels.
Financial highlights
The main business units continued to perform well:
Revenue grew by 12% from £158.2m to £177.3m. Organic revenue growth in the period was 9% (from £158.2m to £171.7m across the Group), with organic gross profit increasing by 15% (£11.5m) from £78.1m to £89.6m.
UK Indirect business continues to grow strongly with a focus on the existing partner base. Gross profit increased from £55.9m in H1 2019 to £64.5m in H1 2020 (+15%).
UK Direct business (which now includes Exactive) continues to deliver very positive growth, with gross profit increased from £17.9m in H1 2019 to £22.4m in H1 2020 (+25%).
Overseas business saw gross profit increase from £4.3m in H1 2019 to £6.2m in H1 2020 (+44%). Voz Telecom, which was acquired in April 2020, is included in this performance.
Product highlights
There was continued strong growth across the major product groups in the United Kingdom:
The number of installed SIP Trunks increased from 1,016,000 at 31 December 2019 to 1,100,000 at 30 June 2020 (+8%).
The number of Horizon (Cloud PBX) users increased from 522,000 to 560,000 (+7%) in the first six months of 2020. The main growth area continues to be in the SME segment which is the market segment Horizon has been developed to serve.
Collaborate, the fully integrated Unified Communications upgrade to Horizon which was launched in March 2019, saw an increased rate of sales driven by the COVID-19 pandemic.
In Europe at 30 June 2020 we had 65,000 Cloud PBX seats.
Acquisitions
During the period we have continued to execute our strategy through two acquisitions which strengthen our UCaaS product capabilities and expand our geographical footprint in Europe:
In February 2020, we acquired Exactive Holdings Ltd ("Exactive"), a unified communications specialist with expertise in Microsoft Teams. This will help us to deliver our strategic objective of further developing our UCaaS proposition by enabling us to configure Microsoft Teams as a full UCaaS solution for those customers who require it - these customers tend to be larger in size.
In April 2020 we acquired VozTelecom OIGAA360, S. A. ("Voz Telecom"), a well-established provider of cloud communication services in Spain, which provides us with access to the nascent Cloud PBX market in Spain.
In addition, after the end of the period, we acquired HFO Holdings AG ("HFO") in Germany and GnTel B.V. ("gnTel"), a Cloud PBX provider in the Netherlands. As a consequence of these acquisitions we now have over 100,000 Cloud PBX seats in mainland Europe. The adoption and penetration of cloud services in the business market is very low across mainland Europe, and we are now able to bring our experience of developing the Cloud PBX market in the UK into the Dutch, Spanish and German markets.
Each of our acquisitions has been integrated into our group operating model. This has ensured that they have quickly become part of the group and reduced the level of management time required on integration.
Whilst acquisition activity has been high during the first seven months of 2020 (we have bought four companies and the cash outflow for acquisitions in the period was c£45m), each acquisition has been funded from internally generated cash flow and we believe it has been the most cost effective way to build a footprint to take advantage of the future acceleration in UCaaS uptake in continental Europe.
Digital programme
We have also continued to invest in our Digital Programme which has progressed well during the period, and has delivered real benefits across our direct channel business. This investment includes the launch of a digital platform (the "Gamma Hub") which is the first iteration of our integrated Dealer partner platform which will afford us full visibility of sales leads and opportunities across our dealer network. The continued digitalisation of key operational and business processes is driving improved levels of automation, efficiency and overall customer experience.
Andrew Taylor, Chief Executive Officer, commented:
"We have delivered a strong business performance and a very good set of financial results in the first six months of 2020, with both our UK and European businesses continuing to develop and grow positively. We have begun to successfully knit together our desired Western European footprint and we are working with the local management to accelerate our growth in Cloud PBX in Europe.
"Despite the COVID-19 pandemic, our product performance was positive, and we continued to strengthen our market capabilities through the development and launch of new products and services. During the period we have reinforced the execution of our UCaaS strategy, which is progressing very well, with the strengthening of both our geographical reach and overall product capabilities. As ever, we have continued to strengthen both our direct and indirect channel propositions across all markets, with a focus on positively supporting our partners and our customers"
Enquiries:
Gamma Communications plc
Tel: +44 (0)333 006 5972
Andrew Taylor, Chief Executive Officer Andrew Belshaw, Chief Financial Officer
Investec Bank plc (NOMAD & Broker)
Tel: +44 (0)207 597 5970
Virginia Bull
Patrick Robb
Tulchan Communications LLP (PR Adviser)
Tel: +44 (0)207 353 4200
James Macey White
Matt Low
Notes to Editors
Gamma is a leading supplier of Unified Communications as a Service (UCaaS) to the business markets in Western Europe. Providing a range of Unified Communications, Mobile and Connectivity services, Gamma provides robust and secure solutions that enable organisations to communicate, collaborate and offer a better customer experience.
Gamma's largest market is in the UK where the company's network-based services are supplied to the SME, public sector and enterprise markets, through a large network of over 1,000 channel partners and its own direct sales and support capabilities. In addition, Gamma owns UK-based Unified Communications infrastructure provider Telsis, which also has a small presence in Germany, and Exactive, which specialises in Microsoft Teams.
In the Netherlands, Gamma owns DX Groep which owns Dean One (a telecom and internet provider supplying VoIP, Mobile and Broadband services through over 600 channel partners), Nimsys (an ICT specialist for workspaces and multi-tenancy buildings), Schiphol Connect (the communications and high speed internet service provider at Schiphol Airport in the Netherlands) and gnTel (a Cloud PBX provider).
In Spain, Gamma owns Voz Telecom which is the fourth largest Cloud PBX business in Spain (after the established telecoms providers such as the Mobile Network Operators "MNOs").
In Germany, Gamma owns HFO Holdings (a leading provider of IP telephony services in Germany).
.
Chairman's statement
I am pleased to present the unaudited results for the six months ended 30 June 2020
Overview of results
Group revenue for the six months ended 30 June 2020 increased by £19.1m to £177.3m (2019: £158.2m) an increase of 12% on the prior half year. On an organic basis the growth in the period was 9% from £158.2m to £171.7m. Adjusted EBITDA for the Group increased by 19% to £36.1m (2019: £30.4m). Fully diluted earnings per share for the half year increased by 14% to 22.1p (2019: 19.4p). Adjusted fully diluted earnings per share for the half year increased by 22% to 23.5p (2019: 19.2p).
The cash generated by operations for the first half was £32.2m compared to £27.4m in H1 2019. The closing cash balance for the period was £42.5m compared to £53.9m at the end of December 2019, this was after investing £21.5m on acquisitions, including £1.7m of deferred consideration, and also spending £6.1m on capital expenditure. We have continued to pay a dividend in line with our pre-COVID-19 progressive policy and this resulted in a cash outflow of £6.6m in the first half.
The first half of 2020 was dominated by the COVID-19 pandemic and has been challenging for all businesses. The products and services which Gamma sells are often critical for the end users to carry on their business. Gamma was able to continue to support its customers and performed well during the pandemic because our people were able to adapt quickly to the new working environment. Our customers, partners and suppliers were also very supportive. Our financial performance was maintained because our commercial model involves the majority of sales being invoiced monthly on a recurring basis. This has meant we have not only weathered the crisis but we have continued to grow - albeit with our growth levels slightly reduced due to the much lower economic activity in the second quarter.
The business has continued to perform well:
Our UCaaS products have helped many of our end users to run their businesses effectively in difficult circumstances. We have (through the use of our own products) been able to fully support our channel partners and end customers throughout the "lockdown" period.
The business has grown and remained cash generative during this period. We have not taken advantage of any of the government support schemes which have been made available in any of the countries in which we operate; it should be noted that we did not take any funds which formed part of the UK COVID-19 Job Retention Scheme (or Furlough). We have continued to pay dividends in line with our previous dividend policy.
We have been pleased to provide some support for end user business customers who have been unable to trade due to the pandemic. We offered a "hibernation" scheme whereby customers who were not using the service could opt not to pay for it. This reduced cash and profit by £1.2m in the first half due to the lost gross profit associated with those users. The scheme ended on 30 June. The majority of users who had been in hibernation have now reverted to paying customers - they have not cancelled the service. However a number of these end users are not actually trading yet.
The COVID-19 pandemic impacted our ability to deploy deals we won in Q1 and initiating new projects in Q2 which has had an impact on our sales pipeline in our Direct business. We therefore, expect a small hiatus in new projects starting towards the end of 2020 and in the first part of next year which will affect the level of growth of the Direct business unit in the early part of 2021. Since the half year, sales activity has returned to pre-COVID-19 levels.
We have strengthened our product capabilities and our geographic footprint through acquisition:
In February 2020 we acquired Exactive, a UK Microsoft Teams specialist. Since the acquisition, we have been able to leverage Exactive's strengths and capabilities to win a number of new customer contracts with organisations such as Metro Bank, Fraser Nash, Northern Marine and Baillie Gifford.
We have entered into two new countries both of which have significant PBX bases and very low cloud penetration. We acquired Voz Telecom (Spain) in April 2020 and HFO Holdings (Germany) on 1 July 2020.
Since the period end, we have expanded our business in the Netherlands through the acquisition of gnTel on 17 July 2020. I would also like to welcome Gerben Wijbenga who joined Gamma on the 3 August 2020 as country CEO of our combined Dutch business.
Board and Governance
This morning we were pleased to announce the appointments of Charlotta Ginman and Xavier Robert onto the Board of Gamma Communications plc as Independent Non-Executive Directors with immediate effect.
Having qualified as a Chartered Accountant, Charlotta Ginman worked in investment banking with Deutsche Bank and JP Morgan. She left banking to hold a number of senior roles within Nokia and became CFO of its listed "spin out", Vertu. She holds a number of non-executive roles at both AIM and fully listed businesses and is also the chair of the audit committee at Keywords Studios plc and Polar Capital Technology Trust plc.
Xavier Robert has acted as a non-executive for many private companies - in many cases he has acted as Chair of the Board or the Remuneration or Audit Committees. He is a French national and lives in the UK. He has significant experience of international M&A. Xavier is Head of UK at Bridgepoint Private Equity and was their Global head of TMT from 2011 to 2018.
On 2 June 2020, the Nominations Committee appointed Martin Lea as Senior Independent Director.
On 5 June 2020, it was decided to rotate the Chair of the Remuneration Committee. Martin Lea stood down as its chairman after six years and handed over to Henrietta Marsh who joined the Board in April 2019. Henrietta has been a member of the committee since joining the Board.
In addition, on 3 August 2020, the Board decided to create a separate Environmental, Social and Governance ("ESG") Committee. This committee will be chaired by Martin Lea and will consist of a mixture of non-executive and executive directors.
We continue to adhere to the QCA Corporate Governance Code (2018 edition) (the 'QCA Code').
Employees
Gamma now has 1,355 employees (30 June 2019: 1,079). We continue to invest in all our employees and in particular we assist apprentices to gain valuable work experience, to continue their education and to obtain nationally recognised qualifications. At present, we have 23 apprentices employed in the UK in IT, HR, Infrastructure Support, Software Development, Sales and Customer Service. We have a good track record of offering permanent employment at the end of these apprenticeships and expanding opportunities for apprentices across the business remains a priority for Gamma. We consider diversity to be an important part of Gamma's culture and run a number of programmes across our business to support and promote this.
We are making a significant investment in people to strengthen the foundations for our business. We are building our capabilities in HR, Systems & Support, European management and governance and UCaaS productdevelopment. This will support our business both now and in the future which is particularly important as we anticipate growth.
We continue to encourage all employees to own shares in the Company. In the UK we launched this year's SAYE scheme in April 2020 and 449 employees subscribed which brought the total employees in the SAYE scheme to 718. We also have 164 employees who are buying shares monthly through our SIP scheme and 880 in total who hold shares through the SIP Trust. We are currently working to establish the most efficient way for our new colleagues in Europe to own Gamma shares should they wish to do so.
The Board recognises the high levels of support from Gamma's employees during this difficult period which have enabled uninterrupted services to be provided to most customers, some of which have been delivering vital services. Many have made significant personal sacrifices as they have had to juggle work commitments with changed family circumstances and we thank everyone for their dedication and support.
Environmental
As a business which enables other companies to reduce their carbon footprint by communicating and collaborating from multiple sites and thereby avoiding travel, we continue to challenge ourselves on our own environmental credentials. We run a certified CarbonNeutral© network and we have also now committed to supporting the UN Sustainable Development Goals.
Dividend
Gamma remains committed to a progressive dividend policy which has increased between 10-15% every year since we listed in 2014. Gamma has paid one third of the dividend as an interim dividend with the final two thirds paid as a final dividend once the results for the full year are known. Having carefully considered the interests of all stakeholders, including shareholders, and noting that the Group has continued to be cash generative and has not availed itself of Government support, the Board has decided to continue with this policy.
The Board is pleased to declare an interim dividend, in respect of the six months ended 30 June 2020, of 3.9 pence per share (2019: 3.5 pence) an increase of 11% which will be payable on Thursday 22 October 2020 to shareholders on the register on Friday 25 September 2020.
Current trading and outlook
Our performance subsequent to 30 June 2020 has continued to be strong, and we remain optimistic about Gamma's future growth prospects. We are seeing net additions start to return to pre-COVID levels and we have not seen any increase in bad debts from our historical low levels. Therefore, having reviewed our levels of trading over the summer period, we anticipate our full year revenue being within the expected range (which was itself raised following our trading update issued on 20 July) and our adjusted EBITDA and adjusted EPS are anticipated to be at the top end of the expected range. Company compiled expectations for the full year are Revenue (£369.0m-£394.3m), adjusted EBITDA (£72.1m-£75.1m) and adjusted EPS (43.5p-49.9p).
Richard Last
Chairman
Chief Executive Review
I would like to start by welcoming our new colleagues into the Gamma family. We acquired Exactive and Voz Telecom in the first half as well as HFO and gnTel in July. I am pleased to say that all our business units - existing and new - have performed very well, and I am happy to report another excellent set of financial results for the first half of 2020.
Cisco DCNM Installation and Upgrade Guide for LAN Fabric Deployment, Release 11.4(1)
Editing Network Properties Post DCNM Installation
The Cisco DCNM OVA or the ISO installation consists of 3 network interfaces:
dcnm-mgmt network (eth0) interface
This network provides connectivity (SSH, SCP, HTTP, HTTPS) to the Cisco DCNM Open Virtual Appliance. Associate this network with the port group that corresponds to the subnet that is associated with the DCNM Management network.
enhanced-fabric-mgmt (eth1) interface
This network provides enhanced fabric management of Nexus switches. Associate this network with the port group that corresponds to management network of leaf and spine switches.
enhanced-fabric-inband (eth2) interface
This network provides in-band connection to fabric. Associate this network with the port group that corresponds to a fabric in-band connection.
The following figure shows the network diagram for the Cisco DCNM Management interfaces.
During Cisco DCNM installation for your deployment type, you can configure these interfaces. However, from Cisco DCNM Release 11.2(1), you can edit and modify the network settings post installation.
 Note | We recommend that you use appmgr commands to update network properties. Do not restart network interfaces manually. |
You can modify the parameters as explained in the following sections:
Modifying Network Properties on DCNM in Standalone Mode
Note | Execute the following commands on the DCNM Appliance console to avoid a premature session timeout. |
To change the Network Properties on Cisco DCNM Standalone setup, perform the following steps:
Procedure
| Step 1 | Initiate a session on the console, using the following command: appmgr update network-properties session start |
| Step 2 | Update the Network Properties using the following command: appmgr update network-properties set ipv4 {eth0|eth1|eth2} |
| Step 3 | View and verify the changes by using the following command: appmgr update network-properties session show {config | changes | diffs} |
| Step 4 | After you validate the changes, apply the configuration using the following command: appmgr update network-properties session apply Wait for a few minutes before you can logon to the Cisco DCNM Web UI using the eth0 Management Network IP address. |
Sample Command Output for Modifying Network Parameters in the Cisco DCNM Standalone Setup
The following sample example shows how to modify the network parameters post installation for a Cisco DCNM Standalone setup.
Modifying Network Properties on DCNM in Native HA Mode
Note | Execute the following commands on the DCNM Appliance console to avoid a premature session timeout. Ensure that you execute the commands in the same order as mentioned in the following steps. |
Note | Native HA nodes must be considered as a single entity. When you change the Active node eth1 IP address, you must also change the Standby node eth1 IP address. When you change the eth0 IP address in any node, you must change the eth2 IP address for that node. |
To change the Network Properties on Cisco DCNM Native HA setup, perform the following steps:
Procedure
| Step 1 | Stop the DCNM Applications on the Standby node by using the following command: appmgr stop all Wait until all the applications stop on the Standby node before you go proceed. | ||
| Step 2 | Stop the DCNM Applications on the Active node by using the following command: appmgr stop all | ||
| Step 3 | Initiate a session on the Cisco DCNM console of both the Active and Standby nodes by using the following command: appmgr update network-properties session start | ||
| Step 4 | On the Active node, modify the network interface parameters by using the following commands:
| ||
| Step 5 | On the Standby node, modify the network interface parameters using the commands described in procedure in Step Step 4. | ||
| Step 6 | After you validate the changes, apply the configuration on the Active node by using the following command: appmgr update network-properties session apply Wait until the prompt returns, to confirm that the network parameters are updated. | ||
| Step 7 | After you validate the changes, apply the configuration on the Standby node by using the following command: appmgr update network-properties session apply | ||
| Step 8 | Start all the applications on the Active node by using the following command: appmgr start all
| ||
| Step 9 | Start all the applications on the Standby node by using the following command: appmgr start all | ||
| Step 10 | Establish peer trust key on the Active node by using the following command: appmgr update ssh-peer-trust | ||
| Step 11 | Establish peer trust key on the Standby node by using the following command: appmgr update ssh-peer-trust |
Sample Command Output for Modifying Network Parameters in the Cisco DCNM Native HA Setup
The following sample example shows how to modify the network parameters post installation for a Cisco DCNM Native HA setup.
Note | For example, let us indicate Active and Standby appliances as dcnm1 and dcnm2 respectively. |
Changing the DCNM Server Password Post DCNM Installation
The password to access Cisco DCNM Web UI is configured while installing the Cisco DCNM for your deployment type. However, you can modify this password post installation also, if required.
To change the password post installation, perform the following steps:
Procedure
| Step 1 | Stop the applications using the appmgr stop all command. Wait until all the applications stop running. |
| Step 2 | Change the password for the management interface by using the appmgr change_pwd ssh {root|poap|sysadmin}[ command. Ensure that the new password adheres to the following password requirements. If you do not comply with the requirements, the DCNM application might not function properly:
|
| Step 3 | Start the application using the appmgr start all command. |
Changing the DCNM Database Password on Standalone Setup
To change the Postgres database password on Cisco DCNM Standalone setup, perform the following steps:
Procedure
| Step 1 | Stop all the applications using the appmgr stop all command. Ensure that all the applications have stopped using the appmgr status all command. |
| Step 2 | Change the Postgres password by using the appmgr change_pwd db command. Provide the new password at the prompt. |
| Step 3 | Start the application using the appmgr start all command. Ensure that all the applications have started using the appmgr status all command. |
Example
Changing the DCNM Database Password on Native HA Setup
To change the Postgres database password on Cisco DCNM Native HA setup, perform the following steps:
Procedure
| Step 1 | Stop all the applications on the Standby appliance using the appmgr stop all command. Ensure that all the applications have stopped using the appmgr status all command. |
| Step 2 | Stop all the applications on the Active appliance using the appmgr stop all command. Ensure that all the applications have stopped using the appmgr status all command. |
| Step 3 | Change the Postgres password by using the appmgr change_pwd db command on both Active and Standby nodes. Ensure that you provide the same password at the prompt. |
| Step 4 |
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