Recipe for a GSU Balanced Scorecard for GSU

GSB SWOT Analysis

Scott Warren

12/15/2010

Office of Geology

Strengths, Weaknesses, Opportunities and Threats

Analysis Process Document for 2010-2012

Prepared by:

Berkeley, Chatsworth, Cypress and Sacramento

Geological Services Units under the direction of

Karen Baker, Office of Geology Performance Manager

Led by and Complied by

Scott Warren

12/15/2010

Executive Summary

Preparation of the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis for the Office of Geology has been an iterative process. The process began with facilitated staff meetings in each Region in July 2010 and culminated in December with staff and supervisors refining the observations and developing Action Items, assignments, tracking and a schedule. The total time investment for this effort was around 480 person hours.

The work group identified a number of Strengths, Weaknesses, Opportunities and Threats that could be expected to influence the Office of Geology’s future and proposed actions to: leverage the Strengths; bolster the Weaknesses; seize the Opportunities; or neutralize the Threats. The supervisors and approximately 10 percent of the staff invested themselves into the process.

Budget constraints, the PE/PG memorandum, the anticipated focal shift from investigation to remediation, the expanded use of GIS and modeling tools, and development of integrated multi-discipline guidance and training are perceived as the primary Opportunitiesahead. Anticipated Threatsinclude continuing budget constraints, hiring limitations and huge operation and maintenance costs as Superfund projects transfer to the State. As in previous years, our Strengths reside primarily in our technical capabilities and broad experience, but we feel we can leverage our strengths by strengthening our relationships with the Programs and helping them incorporate the Triad approach, green technologies and Performance Based management. Finally, we must bolster ourWeaknesses including raising awareness of our capabilities and better understanding our clients’ needs so we respond appropriately. Costs will take center stage.

Along with implementing the actions outlined in the text of this document, the Office of Geology proposesa new Strategic Plan initiative geared towards Office of Geology, Engineering and Special Projects Office and Superfund Team collaboration to look for new, innovative, green ways to optimize and improve remedial system operation and maintenance activities to reduce the looming costs where possible.

Contents

Executive Summary

Introduction

Office of Geology 2010 SWOT Results

(Strengths, Weaknesses, Opportunities and Threats)

Office of Geology Mission

Office of Geology Vision

Office of Geology Values

Office of Geology SWOT 2010

Summary of Anticipated External Expansion Areas - Opportunities

Opportunity 1 Short Term Internal Process (from the BSC) Development

Opportunity 2 Intermediate Term Internal Process & Financial (from the BSC) Development

Opportunity 3 Intermediate Term Internal Process (from the BSC) Development

Opportunity 4 Intermediate to Long Term Scientific Leadership

Opportunity 5 Intermediate Term Internal Process & Employee (from the BSC) Development

Summary of Anticipated External Contraction Areas - Threats

Threat 1 Short Term Internal Process & Employee (from the BSC) Development

Threat 2 Intermediate Term Internal Process & Financial (from the BSC) Development

Threat 3 Short Term Internal Process and Employee (from the BSC) Development

Summary of Internal Strengths to Leverage

Strength 1 Intermediate Term Internal Process (from the BSC) Development

Strength 2 Intermediate Term Internal Process (from the BSC) Development

Strength 3 Intermediate to Long Term Scientific Leadership (from the BSC) Development

Summary of Internal Weaknesses to Bolster

Weakness 1 Short Term Customer Service (from the BSC) Improvement

Weakness 2 Short Term Customer Service (from the BSC) Improvement

Weakness 3 Intermediate and Long Term Internal Process (from the BSC) Improvement

Recommended Strategic Plan Initiatives for 2010-2012

Office of Geology Initiative 1

Appendices

Appendix A GSUs Role in the Cleanup Process GSU’s Role in the Cleanup Process

GSU’s Role in the Cleanup Process

Process Continuum

Appendix B SWOT Process

SWOT Analysis

External Evaluation

Internal Evaluation

Appendix C 2008 SWOT Summary

Appendix D R2 (Berkeley) 2010 SWOT

Appendix E R3/4 (Chatsworth/Cypress) 2010 SWOT 7/19/2010

Appendix F R1 (Sacramento) 2010 SWOT 7/29/2010

Appendix GUnit SWOT Comparisons

Appendix HConsolidated Office of Geology SWOT

Appendix I Abbreviated SWOT and Suggested Strategies

Appendix J 2010 SWOT Agenda and Schedule

Introduction

This outline was prepared to facilitate the Office of Geology staff evaluation of the environment within which we operate. The outline provided the context within which GSB operates and guided staff through an assessment of strengths and weaknesses relative to the external environment (environmental market place) which has matured over the years as well as the laws, regulations, DTSC structure and processes that constrain our daily activities.

While the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis focused primarily on Office of Geology, it also considered our role within the DTSC Cleanup program. The evaluation highlighted conditions outside of Office of Geology that can positively or negatively affect GSB and identify perceived Office of Geology strengths and weaknesses that will help us succeed, and/or must be bolstered.

The approach consisted of performing Regional (Unit) SWOTs that were then refined and the top five perceived issues for each Region were then ranked according to expect importance. Office of Geology Supervisors and staff representatives then consolidated the Regional SWOTs and developed an aggregate Office of Geology SWOT which is presented on the following pages. This aggregate SWOT along with the narrative discussing anticipated Opportunities, potential Threats, and perceived Strengths and Weaknesses has been prepared to use as a strategic planning tool for Office of Geology and Executive Staff.

The process for performing this SWOT analysis was generally as follows:

• Prepare SWOT Description, outlining the general continuum in which Office of Geology operates and describing the purpose and elements of a SWOT analysis.
• Have Unit Supervisors meet with staff up to two weeks before the actual Unit SWOT to explain the process and discuss Regional influences
• Conduct individual/combined Unit SWOT meetings to discuss perceived conditions for each Unit.
• Have the individual Units finalize and rank the top five issues in each category (Strength, Weakness, Opportunity and Threat) for their Unit.
• Assemble the Performance Manager, Supervisors and one staff member from each Unit to consolidate the Unit SWOTs and develop a consolidated Branch SWOT, and to devise a plan to leverage Strengths and bolster Weaknesses identified in the SWOT analysis.
• Develop strategies to implement the plan developed above, including projected resource estimates and constraints.
• Share the plan with Executive staff.

Office of Geology 2010 SWOT Results

(Strengths, Weaknesses, Opportunities and Threats)

The following narrative present the results of the Strengths, Weaknesses, Opportunities and Threats analysis (SWOT) prepared by the Office of Geology, fall 2010. The results of the SWOT and proposed actions are aligned with the Balanced Score Card (BSC) and/or a specific Strategic Plan goal/objective in the DTSC Strategic Plan and the Office of Geology Mission, Vision and Values. Where possible, the proposed actions are listed as short term, intermediate term or long term wins. The Office of Geology Mission, Vision and Values is provided below and the results of the SWOT follow.

Office of Geology Mission

To provide DTSC project teams with geologic expertise that enable sound decisions using the best technologies and approaches to protect public health and the environment.

Office of Geology Vision

An integral part of the DTSC team and a global leader in applying geologic science and engineering for environmental solutions.

Office of Geology Values

Technical decisions based on sound, appropriate science.

Office of Geology SWOT 2010

Summary of Anticipated External Expansion Areas - Opportunities

Looking at large opportunities ahead, several topics rose to the surface as strategically important. The key strategic Opportunities identified below are listed in their order of significance, beginning with the most significant:

Opportunity 1 Short Term Internal Process(from the BSC) Development

1. Budget constraints may result in an increased (or possibly a decreased) use of Office of Geology services in programs. We anticipate thatprograms that previously used their own resources to complete geologic work may call on Office of Geology for support. Additionally, the release of the Professional Engineer/Professional Geologist (PE/PG) legal opinion and reductions in Program staffing through attrition and minimal rehiring may result in more work for Office of Geology.
2. The Office of Geology Management Group (Management Group) will develop a strategy to evaluate and track any changes in the need for technical services by:
3. The Office of Geology Supervisors will compare/contrast the Program list of projects vs. the Office of Geology list of projects in EnviroStor (for their region) to identify projects that do not currently use GSU support,
4. Having the Supervisors ensure all work requests for GSU staff are initiated on EnviroStor so we can use it to track workload and to show our real workload.
5. The Management group will raise our profile by:
6. Scheduling quarterly meetings with the Regional Office of Geology Supervisors and the Regional Program Performance Managers to advocate for the Office of Geology and forecast upcoming workload,
7. Placing announcements in the DTSC news highlighting;
8. New staff and their capabilities,
9. Staff capabilities and specialties,
10. New capabilities obtained through training,
11. Innovative projects.
12. The Management Group will build relationships, capabilities and synergies by:
13. Scheduling periodic meetings with Engineering Special Projects Office (ESPO) and inviting ESPO staff to participate in the Office of Geology meetings.
14. Developing a White Paper in conjunction with ESPO on soil gas parameters protective of groundwater,
15. Developing a groundwater remediation optimization guidance in conjunction with ESPO,
16. Hosting an Engineering, Geology, Toxicology and GIS summit every two years,
17. The Management Group will compile a list of “backlog” tasks and projects in case our workload allows us to tackle backlogged tasks including O&M and CME Inspections;
18. Office of Geology will work proactively to develop and prioritize (based on threat) a list of sites for CME’s and/or Operation and Maintenance Inspections (Strategic Plan 10-1.6 By Nov. 2012, the Enforcement and Emergency Response Program will increase compliance rates for specific sectors of hazardous waste treatment/storage/disposal facilities and transporters)
19. The Management Group will track progress by evaluating progress quarterly via the Supervisors meetings.

Opportunity 2 Intermediate TermInternal Process & Financial(from the BSC) Development

1. As projects move away from an emphasis on site characterization towards remediation, Office of Geology should affirm our role in subsurface remediation and clarify that geologists have a major role in site remediation. Additionally, we should strengthen our relationship/partnership with ESPO.
2. The Management Group will:
3. Build relationships with Regional Performance Managers and Supervisors through quarterly meetings,
4. Regional staff will build relationships with the Project Managers by aligning Office of Geology outputs with project needs and conditions.
5. Incorporate Triad approach including understanding project timeframes, performance goals, financial considerations, proposed use and exit strategy,
6. Staff will coordinate with the DTSC Project Manager and other stakeholders to ensure environmental protection is maintained but simultaneously ensuring that the Site Investigation/Remediation process and schedule are adhered to, with minimum disruption.
7. Highlight staff and project achievements and showcase remediation talents by presenting accomplishments in at least two Regional Staff meetings (per Region, per year),
8. Publishing at least two relevant Office of Geology articles per year in the DTSC News (2 total for entire Office of Geology),
9. The Management Group will track progress quarterly by reporting back in the monthly Supervisors meeting.
10. The Management Group will track projects moving to remediation to help forecast future needs.
11. The reporting will be used to compose the annual strategic plan updates.

Opportunity 3 Intermediate TermInternal Process(from the BSC) Development

1. Office of Geology must integrate geotechnical and hydrogeological aspects into the GIS system. The GIS Team provides several good opportunities to do this; the Interstate 710 Project, the San Gabriel Groundwater Team and the Modesto project.
2. The Management Group will select two Office of Geology staff to advocate for Geological interests in the GIS Team
3. John Naginis and John Karachewski will represent the Office of Geology on the GIS Team to implant Geology and Modeling requirements into the DTSC GIS process and thereby into the State Information technology grand plan.
4. Dot Lofstrom and Scott Warren will contact Gabrielle Windgasse and the GIS Team regarding the Modesto project and how we can assist.
5. The Management Group will track progress through monthly updates at the Supervisors meetings.

Opportunity 4 Intermediate to Long Term Scientific Leadership

[from the Strategic Plan Goal 10-2 (DTSC Demonstrates Leadership in Developing and Utilizing the Scientific, Technical and Engineering Knowledge that Protects Public Health and the Environment), Objective 10-2.1 (By Dec. 2014, facilitate external knowledge transfer by expanding public-private partnerships, enhancing communication with external counterparts including business, community, academia, scientific associations, environmental groups, and state and federal and local governments) and 10-2.2 (By Nov. 20102 develop new scientific and technical knowledge that will enhance DTSCs capacity for sound policy and decision-making processes and promote new environmental technologies and alternatives)]

1. Provide Scientific Leadership and CalEPA wide training and involvement in the development and use of DTSC Guidance and where appropriate American Society for Testing Materials (ASTM) and Interstate Technology and Regulatory Council (ITRC) standards.
2. The Management Group will:
3. Develop a training program to forecast needs and capabilities for providing internal and external training,
4. Develop a series of specialized in-depth technical seminars/workshops for Toxicologists/Geologists and Engineers,
5. Topics may include:
6. Groundwater Sampling Guidance (Theo Johnson),
7. Vapor Intrusion Guidance (Dan Gallagher),
8. Soil Gas Advisory (Craig Christmann),
9. Note: training on the SGA will include training to the Water Board
10. Instruct staff to send notices to Brian Lewis of upcoming training as early as possible for evaluation and Office of Geology distribution,
11. Work with the Training Office to evaluate outside training that can be brought in for internal training,
12. Continue hosting GeoSym (interagency trainings),
13. Update the 1995 Hydrogeologic Guidance Documents,
14. Work with the Central Valley Water Board to develop integrated groundwater protection workplans (leadership and resource leveraging),
15. Work with the Environmental Indicators Office to develop guidance for interpreting Environmental Indicators for soil, groundwater and land restored to use (new; Scott Warren and Mike Sorenson will clarify).
16. The Management Group will track progress by monitoring the number of trainings provided, symposia hosted, personnel trained, documents completed.

Opportunity 5 Intermediate Term Internal Process & Employee(from the BSC) Development

1. Establish liaison workgroup Between the Office of Geology and the Human and Ecological Risk Office (HERO), to facilitate communication between the two “Offices”, since work completed by the Office of Geology is directly impacted by HERO decisions and strategies. One of the primary goals will be to establish a venue to provide joint training by Office of Geology and HERO staff, in such fields as: soil gas collection, vapor intrusion, statistical sampling and lead cleanup goals.
2. The Management Group will build relationships, capabilities and synergies by:
3. Scheduling periodic meetings with Engineering Special Projects Office (ESPO) and inviting ESPO staff to participate in the Office of Geology meetings.
4. Developing a White Paper in conjunction with ESPO on soil gas parameters protective of groundwater,
5. Developing a Groundwater remediation optimization guidance, in conjunction with ESPO,
6. Hosting an Engineering, Geology, Toxicology and GIS summit every two years,
7. The Management Group will track and report progress in the monthly Supervisors meetings.

1. (Gray items indicates the item was determined by Office of Geology Supervisors to be lower priority) The Pollution Prevention drinking water Team (P2dw) provides a model that the Office of Geology should evaluate for relevance and potential applicability in developing relationships with Water Districts and Water Boards.

Summary of Anticipated External Contraction Areas - Threats

Office of Geology is facing numerous threats in 2010 and beyond. Some are the direct result of intense budgetary pressure being felt throughout California government and some are the result of a general contraction of a mature environmental market where the primary financial driver will shift from government paid assessment to redevelopment driven. As a result, a general decrease in site cleanup work should be expected.

The key strategic Threats identified below are listed in their order of significance, beginning with the most significant:

Threat 1 Short Term Internal Process & Employee(from the BSC) Development

1. California State budget woes have resulted in furloughs, hiring difficulties, travel restrictions and other constraints which may result in difficulties backfilling positions, especially Supervisors. The restrictions outlined above could impact our ability to maintain a technical leadership position.
2. The Office of Geology Management Group will:
3. Develop a training program to forecast needs and capabilities for providing internal and external training,
4. Develop a series of specialized in-depth technical seminars/workshops for Geologist/Toxicologists and Engineers,
5. Topics may include:
6. Groundwater Sampling Guidance (Theo Johnson),
7. Vapor Intrusion Guidance (Dan Gallagher),
8. Soil Gas Advisory (Craig Christmann),
9. Instruct staff to send notices to Brian Lewis of upcoming training as early as possible for evaluation and Office of Geology distribution,
10. Work with the Training Office to evaluate outside training that can be brought in for internal training,
11. Establish an internal training program designed to increase Office of geology expertise in emerging technical issues and/or in areas where we have a limited number of staff with the right expertise (based on Office of geology expertise tables and IDPs).
12. Evaluate the effectiveness of web-based trainings and track available web-based training for wider use,
13. Participate in the development of cutting edge guidance documents such as the following:
14. Groundwater remediation optimization (with ESPO),
15. Developing a White Paper on soil gas parameters protective of groundwater (with ESPO)

1. Collaborate with others to develop and provide training on the new guidance,
2. Work with the clients to understand their needs and raise their awareness of the service we can provide and the value we add.