The Agency’s Central Office contains the Agency Secretary’s Office, Office of Human Resources, and four divisions: Planning, Enforcement, Management Services, and Information Technology.

The Agency’s strategic plan expresses its mission, its primary goals, the trends and concerns which it must address, its strategies for doing so, and its measures of success. The Agency’s plan focuses on goals and issues which cut across the departments, which are over-arching in nature. Each department of the Agency has developed a strategic plan for its operation in the years 2001 - 2005. The Central Office has defined its strategic plan for accomplishing the Agency’s mission for this time-frame in the same way as have the three departments.

In doing so, the Central Office has drawn from the strategic planning of the Agency’s three operating departments, and from the experience of its personnel. All members of the Central Office staff actively participated in planning for 2001 - 2005 at a retreat on March 31, 1999 and subsequently. Their work is presented here.

Together with the strategic plans for the Agency and operating departments, this plan will drive the actions and inform the decisions of the Central Office and the Agency in the years 2001 - 2005. It will specifically guide the Agency in developing annual operating plans and making budget decisions for these years.

The mission of the Agency is to protect, sustain, and enhance Vermont’s natural resources, for the benefits of this and future generations.

The mission of the Central Office is to provide the leadership to enable the Agency to succeed in its mission.

The work of the Central Office staff is focused on achieving each of the Agency’s Comprehensive Goals:

• To promote the sustainable use of Vermont’s natural resources,
• To protect and improve the health of Vermont’s people and ecosystems,
• To promote sustainable outdoor recreation,
• To operate efficiently and effectively as an Agency so that we fulfill our mission.

The work of the Central Office is expressed as a set of eight programs rather than a summary of the efforts of each organizational division of the Central Office. These programs describe what we, as a team, will accomplish in order to achieve the Agency’s mission and support each department in accomplishing its goals.

• Programs

Following is the strategic plan for each of the Central Office’s eight programs:

• Leadership
• Management Services
• Communication, Education and Training
• Policy and Planning
• Regulatory Review Coordination
• Legal Services
• Enforcement
• Information Technology

Each program has a goal. Following a statement of that goal are a review of the current status of the program and a summary of trends and concerns which need attention in the next five years.

Each program has one or more outcomes which measure the Central Office’s progress toward meeting the goals. Outcomes tell what progress we intend to accomplish by the year 2005. The outcomes are followed by strategies which describe existing or new efforts that may be implemented in the next five years to help achieve the outcome. Milestones are included for some of the strategies and represent target dates and accomplishments of strategies.

• Leadership

Goal: To provide the leadership (which includes coordination, support, management systems, and processes) to enable the Agency to succeed in its mission.

General Review: The Agency is comprised of three departments and the Central Office. The departments are defined and organized into traditional natural resource and environmental units: Forests, Parks and Recreation; Fish and Wildlife; and Environmental Conservation. Each department has its own identity in terms of issues and responsibilities, funding sources, and customers (or segments of the public to be served). Yet each department has expanded well beyond its traditional limits and they collaborate extensively.

In addition, other public agencies and private interests play significant roles in relation to Vermont’s natural resources in the performance of their duties, and so do members of the public in their daily lives. In the Lake Champlain Basin, the State of New York and the Province of Quebec are key partners in this mission, as are other Vermont state, regional, local and federal agencies of government, and public interest groups. We must communicate and coordinate well with the public, and with these agencies, with educational institutions and with business interests on the full range of natural resource issues in order to succeed in our mission.

Trends and Concerns: The challenge for the Secretary and Agency management team is to enable the departments to accomplish their specific missions and fulfill their unique responsibilities while ensuring that the issues that over-arch the individual departments are addressed with a high level of efficiency and quality. The Central Office must also ensure that the administrative and technical support services provided to all parts of the Agency meet the needs of the staff and achieve a high level of consistency, coordination, and efficiency.

The over-arching issues which the Agency must successfully address in the next five years include planning and managing:

• Sustainable use of Vermont’s natural resources;
• Responsible land development practices, including decisions on public investment and the processes of regulatory review;
• Our watersheds as complex whole systems;
• Public involvement and education;
• Our effectiveness on these and other issues.

It is also possible that new issues will arise over the five years which this plan addresses, which requires the plan to be dynamic.

Outcome: The Secretary’s Office leads the Agency toward the accomplishment of our mission. The Secretary and Deputy Secretary have a clear vision of the Agency’s success, and implement it both within and outside the Agency, with partners in natural resource management, including the Vermont Legislature, and with the general public.

Outcome: The Agency continuously improves the efficiency and effectiveness of its operations and the quality of its service. It does so at all levels of the organization and places a priority on it in assessing individual and organizational performance. Participative management, customer orientation, and continuous improvement in quality and effectiveness will characterize how we do business.

• Coordination of policy issues that cut across department activities to ensure that our investments, efforts, and results provide optimum resource management and public service.
• Analysis of opportunities to partner with public, private, and non-profit entities to achieve optimum accomplishment of the Agency’s mission.
• Integration of the Agency Strategic Plan, department plans, technology plans, and other plans that relate to our mission in order to achieve optimum common success.
• Linking the Agency’s budget request, tracking, and analysis to the performance measures that we select through our strategic planning process.
• Analysis of business functions that cut across departments to determine ways to deliver services to our internal and external customers with greater efficiency and quality.

Performance Measure: During the next five years, ANR will modify practices, rules, and systems to save employees 5 percent of their time.

Outcome: The Secretary and Agency Management Team understand that the skills and experience of the Agency’s staff are critical to success in our mission. Great emphasis is placed on the continuous professional development of staff in order to meet the Agency’s changing needs, and on developing a culture and process of decision-making that empower the staff to make decisions that strengthen their organizational and personal success.

• Providing and supporting appropriate professional development
• Encouraging communication, coordination, and informed decision-making to take place at the appropriate levels of the Agency.
• Measuring personal and organizational performance on the effectiveness with which we have empowered the Agency’s staff in decision-making.

Performance Measure: By 2005, ANR will reflect its improved efficiency and quality of service through an increase in the ratio of staff to managers by 10 percent.

Performance Measure: Each year the Agency will survey a representative sample of its staff to assess their perception of professional development, empowerment, improved efficiency, and quality of service.

Outcome: By 2001, excellent customer service is understood by all Agency staff to be a fundamental part of our jobs and critical to success in our mission. It is part of our individual professional development and a focus of our continuous effort to improve the way we do business. We have developed and are using measures of our performance in customer service. Vermonters and visitors are treated with respect in their dealings with us and come away feeling positive about their experience with us.

Goal: Manage the financial, operational, information systems, and human resources infrastructure of the Agency in accordance with applicable laws and regulations in order to achieve success in the strategic priorities and goals of the Agency.

General Review: The Agency Central Office provides financial, human resources, information systems and facilities management and general business administration for the Agency. In doing so, it recognizes the unique identity and needs of each department, and works closely with department staff to achieve effective, high-quality support. It also serves as the central point of coordination between the Agency and other elements of Vermont State Government on these matters, and seeks to achieve economies of scale and efficiency where possible.

Trends and Concerns: The period of 2001 - 2005 will be extremely dynamic and challenging for the Agency in managing its finances and information systems because The State of Vermont plans to replace its existing financial management and human resources management automated systems in this timeframe. Both endeavors will require a significant commitment of funds and personnel to accomplish successfully.

In addition, information management and communication technology is changing rapidly, and there is huge potential for the Agency to perform its mission with a higher level of efficiency and quality of service through the wise employment of available technology. However, doing so will require clear vision, sound strategies, persistence, and considerable investment in automated systems and staff training.

There is also a continued need to recruit, train, retain, and empower Agency staff. Successful implementation of the Agency’s strategic plan depends on its personnel at all levels to provide leadership, high-quality customer service, and effective teamwork. It requires people who are forward looking and striving for continuous improvement in how we perform as an Agency, and a willingness to assess that performance.

Outcome: Implementation of the new State of Vermont financial management system.

2. Develop processes and procedures for implementation of the modules (budget, purchasing, accounts payable, inventory, general accounting).

3. Train appropriate staff.

4. Obtain necessary equipment and software.

Outcome: The Agency has the best, most highly motivated team of employees possible.

Outcome: Implement the HRMS Upgrade

Milestone: By 2002, phase out in-house HRMS duplicate system after the new HRMS system is on line.

Outcome: Coordinate facilities needs for the Agency of Natural Resources.

4. Develop a process and time schedule for routine maintenance and upgrade of ANR facilities.

Performance Measure: During the next five years, ANR will lower its administrative overhead costs as a percentage of its total budget by 2 percent.

• Communication, Education and Training

Goal: To become more effective stewards with the support of Vermonters and to foster a deeper appreciation of Vermont’s natural resources among residents and guests to the state.

General Review: Through its strategic planning process, the Agency of Natural Resources has identified a citizenry that is knowledgeable about natural resources as one of the top priorities in need of improvement. Strategies for achieving that goal include improving public outreach and education, developing education coalitions, improving effectiveness of communication, and using the media effectively. This plan identifies ways that Central Office staff can contribute to achieving these goals.

As described in the Agency’s mission statement, we are the stewards of Vermont’s natural resources. The Central Office does not presently offer education programs to Vermont’s citizens. However, members of the Central Office staff, led by the Secretary and the Director of Media and Public Relations, share an important responsibility to inform Vermonters about global, national, statewide, and regional environmental issues. The Secretary is the most visible spokesperson for the Agency.

Trends and Concerns: There is a continuing, and perhaps growing, need to communicate with and involve all of the public in the full range of natural resource and development issues in Vermont. Many of these issues are complex and evolving rapidly. All require continued attention and effort by many individuals and organizations if we are to succeed in our mission. A public that is informed and engaged as partners in the stewardship of Vermont’s natural resources is essential.

Outcome: By 2001, the Agency demonstrates the value of Vermont’s natural resources and defines the role of the Agency and of all residents and guests to this state in protecting those values. It does so through a wide range of communications strategies.

Strategy: The Secretary uses his or her position as a member of the Governor’s cabinet to generate an increased awareness and deeper appreciation of Vermont’s natural resources.

Strategy: The Director of Media and Public Relations leads and coordinates Agency communications, public information, and education efforts with the Agency’s departments.

Strategy: The Director of Media and Public Relations provides oversight and training for the departments’ communication and public involvement efforts when necessary.

Strategy: The Secretary focuses special attention on priority issues each year.

Strategy: The Director of Media and Public Relations will continue to oversee the dissemination of news releases and intra-Agency publications. The Director will also take the lead in developing the annual assessment reports and the annual budget summary document (also known as The Green Book.).

Strategy: The Director of Media and Public Relations and the Director of Information Management will develop the process for making timely information increasingly available through electronic means.

1. During the next five years the ANR will increase public awareness of issues effecting our natural resources by 10 percent. Means of measuring will include polling and the level of input to Agency outreach efforts.

2. During the next five years The Director of Media and Public Relations will lead Agency efforts with the Vermont Department of Education and school districts to make natural resource curricula more widely available to Vermont students.

Goal: To increase awareness and understanding, both internally and externally, of the Agency’s strategic plan, and to facilitate communication about its implementation.

Outcomes: By 2005, the Agency will routinely use a high-quality, user-friendly, internet and intranet site as a primary vehicle for communication regarding the Agency and Department strategic plans to all interested parties.

Strategy: Work with IMS and with department personnel to create an attractive and easy-to-use strategic planning home page in 2001.

Strategy: Produce the Agency Strategic Plan 2001 - 2005 in concert with the Agency’s annual environmental assessment and the Green Book as engaging documents that will foster a better understanding of the Agency’s mission, goals, primary issues, strategies for dealing with them, and measures of success. Distribute this document to other agencies and partners, legislators, and the public.

Strategy: The Planning Division will develop a database of Agency strategic planning partners (public agencies, legislators, organizations with natural resource and development concerns, and other interested parties) with whom we will communicate regarding issues, activities and updates.

Outcome: By 2005, the Central Office will operate in a way that communicates clearly to all parties the Agency’s policies on growth, planning, and development review.

Strategy - The Planning Division will develop an interagency strategy and policy team to coordinate the state’s policies and concerns on patterns of growth and development throughout Vermont.

Strategy - The Planning Division will use Act 250 cases to implement State policies on natural resources, growth and development.

Strategy - The Planning Division will document key agency policies for distribution to the regulated community; use the Agency home page and e-mailings to distribute key policies; encourage developers to make presentations regarding significant projects to an Act 250 inter-agency review team; and attend public meetings of industry groups to educate the regulated community about key Agency development and resource protection policies.

Outcome: Involved ANR employees will be trained annually in the law and procedure of Act 250. By 2005, this will be part of their performance assessment and individual training plan and will be a continuing process.

Strategy: The Planning Division will take the lead in identifying necessary levels of knowledge, skills, and experience on the law and Act 250 for ANR staff. It will define the most effective methods for imparting this professional development and will continually assess its effectiveness and opportunities for continuous improvement.

Strategy: The Planning Division will conduct quarterly meetings with the inter-agency Act 250 review team to review key policies on growth, planning and development; and evaluate effectiveness of inter-agency coordination.

• Policy and Planning

Goal: To support the Agency Secretary and Management Team with the processes of planning and management that will enable them to provide the leadership, coordination, decision-making and communication necessary for the Agency to succeed in its mission.

General Review: Planning and policy-making occur at several levels within the Agency. Some of it is broad and long-term in nature; some is tightly focused and detailed. The challenge for the Agency and the Central Office is to establish effective relationships and expectations for these processes so issues that should be addressed at the Agency level are addressed there, and coordination that should occur among the departments does so effectively.

The Agency also must coordinate its policies, plans and strategies with other parties within and outside Vermont state government. To do so effectively, it must develop, refresh and improve the necessary relationships and processes.

Trends and Concerns: Both the overarching issues that the Agency must successfully address between 2001 - 2005 and those that are more specific to the Agency’s departments require continuous improvement in the way we plan and manage our decision making, our investments and our operations.

Comprehensively planning for and managing Vermont’s lands, waters, other natural resources and our enjoyment of them on a sustainable basis in the face of increasing development pressure will be a major challenge. Providing excellent public service and efficient operations that take advantage of current technology and best management practices are essential to success in the Agency’s mission and goals.

The Agency is advancing in a process of strategic management that began in 1994. It is continuously assessing its performance and seeking ways to learn from its experience. The result is a dynamic cycle that occurs at both the Agency and department levels which is now taking us into the period of 2001 - 2005 and beyond in very real terms. The point of leadership and coordination in this effort within the Agency is the Planning Division of the Central Office.

Outcome: By 2001, The Secretary’s Office develops, communicates, and implements Agency policies through effective use of the Agency’s Strategic Plan, through consultation with the Agency’s staff and through close working relationships with the Office of the Governor, the Governor’s Cabinet, the Legislature, other state agencies and departments and various interest groups. Agency policies are both derived from and expressed in the Agency’s Strategic Plans.

Strategy: The Central Office coordinates and oversees the development of Agency and inter-Agency policies and memoranda of understanding (MOUs), ensures their consistency with the Strategic Plan, and monitors their implementation.

Outcome: By 2005, strategic planning within the Agency will be the primary process by which all staff:

• Define their goals;
• Communicate and coordinate their strategies;
• Measure their performance.

Strategy: The Central Office continuously reviews and improves the efficiency of our planning process and the ways we manage to our plans. Use the planning process as the basis for developing and coordinating annual operating plans and budgets, for coordinating with partners outside the Agency, and for assessing both individual performance and progress on our goals and stated outcomes.

Strategy: The Central Office defines and implements a training program for all Agency employees on making strategic planning part of their work product. Continuously improve plan development, implementation and performance measurement.

Strategy: Meet with Vermonters to talk about all aspects of managing Vermont’s natural resources, from defining the issues, to developing strategies, to follow-up evaluation.

Strategy: As an integral part of strategic planning and performance measurement, develop realistic indicators and benchmarks to be included in the departments’ operations which will allow assessment of the success of the Departments and the Agency in all significant aspects of their mission. Include performance measures in annual operating plans and in the Agency’s financial management system. Link these operating plans to individual work plans and performance evaluations.

Outcome: By 2005, ANR policies on growth and sprawl will be communicated and coordinated at every level within the Agency and with all appropriate parties outside the Agency.

1. The Agency growth analyst coordinates intra-agency work teams on reviewing and revising ANR policies on growth and sprawl.

2. Review Agency grant, loan, and investment decisions in relation to their contribution to sprawl; modify decision making accordingly.

3. Develop testimony in individual Act 250 cases.

4. Work toward pro-active policy and planning that will direct infrastructure and other ANR investment.

5. Use Inter-Agency Development Cabinet and Sub-Cabinet to refine state policies on growth and development and to coordinate growth and development policies among various state agencies.

Outcome: The Planning Division is responsible for leadership and coordination within the Agency in emergency planning.

Strategy: Develop and implement appropriate training for all Agency personnel.

Strategy: Employ Internet and other appropriate communication technologies so all Agency staff are proficient in responding effectively to the full range of emergencies.

Outcome: By 2005, the Central Office coordinates, oversees and refines Agency policies related to outdoor dispersed recreation on state and private lands.

Strategy: An intra-Agency team convened by the Deputy Secretary addresses issues and policies concerning outdoor recreation.

Outcome: The Planning Division oversees the Agency’s MOU with the Agency of Transportation.

Strategy: The Planning Division convenes and chairs an intra-Agency team which addresses policy and regulatory concerns that arise from AOT projects.

Strategy: The Planning Division coordinates inter-agency training sessions for AOT, ANR, and other state employees concerning AOT processes, policy and regulatory concerns.

Outcome: By 2005, the Planning Division coordinates and works closely with regional and local governmental agencies on priority issues related to the Agency’s mission.

Strategy: Identify areas of mutual concern with regional planning commissions, individually and collectively, and pursue coordinated strategies. Work with regional planning commissions on GIS development and application as an initial common interest.

Outcome: The Planning Division continues to play a key inter-agency leadership role in the Lake Champlain Basin Program and closely integrates its plans and activities with those of other partners in the LCBP.

Strategy: Play a leadership role in the LCBP’s Executive Committee by chairing and coordinating an inter-agency committee concerning the Lake Champlain Basin.

Strategy: The Planning Division coordinates within the Agency and state government concerning policy, planning, and technical issues arising from the LCBP.

Strategy: The Planning Division provides the LCBP Program Manager with effective coordination, support, and supervision.

Strategy: The Planning Division will lead in coordinating and managing Agency components in implementing the LCBP Opportunities for Action.

Outcome: By 2001, The Deputy Secretary oversees the Agency’s Watershed Basin Planning Process, coordinating all facets of this comprehensive approach to development and natural resource management.

Strategy: The Deputy Secretary regularly convenes intra-agency meetings to provide leadership and policy review. He is supported in this process by the Planning Division and by the OMS financial management and information technology staff.

• Regulatory Review Coordination

Goal: To provide timely, consistent, and objective review and response to permit applicants, public and private partners, and regulatory decision makers regarding applications for permits from the Agency of Natural Resources and other state and federal entities, including Act 250, Public Service Board (PSB), Corps of Engineers, and the federal NEPA process.

General Review: The Planning Division serves the lead role within the Agency for coordinating review of projects in the regulatory process, with an emphasis on Act 250, PSB and federal proceedings. This work is accomplished through teams and committees. The Division also coordinates with other state and federal agencies. The Planning Division, through its legal staff, represents the State in Act 250 and other formal regulatory proceedings.

Trends and Concerns: In an effort to provide better customer service, the Planning Division provides case management services for large, complex projects which have the potential for significant impacts on natural resources, public investments, other aspects of the ANR’s mission.

Agency policy often has to be developed or refined to meet regulatory process needs. Coordinating and developing policy is also the responsibility of the Division, but the short time frames of regulatory forums make this aspect of regulatory review very disruptive to other Agency priorities.

Regulatory review and policy development will become more complex as the Central Office addresses issues of how the Agency’s policies and decisions may contribute to sprawl. The Agency will develop tools and techniques for stimulating desirable growth.

Outcomes: By 2001, development projects of concern to the State are reviewed by all appropriate parties within the Agency through a process that is led and coordinated by the Planning Division. This process meets high standards for quality, fairness, and efficiency. It uses appropriate technology well. Agency participants are well trained in both the process and the applied technology.

Strategy: A designated person within the Planning Division will take the lead in developing this process and technology application, in concert with staff from other departments. This process will be tested on development projects and refined in 2001. This intra-Agency process will be linked to related processes in other agencies in order to achieve state agency reviews that serve as benchmarks for others in terms of efficiency, quality and fairness.

• Legal Services

Goal: To use the Agency’s legal staff to achieve the Agency’s strategic objectives, and to do so in a manner that complies with all applicable laws and regulations..

General Review: Legal staff (attorneys and paralegals) are attached to the three departments and the Central office, and are coordinated by the General Counsel of the Agency. The General Counsel’s role is to provide legal supervision and consistency of legal advice throughout the Agency. (Day to day supervision and work assignments occur within the individual work units.) The Central Office also provides leadership for the legal staff in establishing priorities and objectives in order to achieve the goals of the Agency. Finally, the General Council provides direct legal advice to the Secretary and the Agency management team on matters of Agency-wide importance, and to the Director of Human Resources on personnel and human resource isues for all Agency departments and offices.

Trends and Concerns: As presently organized, the legal staff is dispersed throughout the Agency’s departments. While this allows for a close working relationship with the clients, it also presents an ongoing challenge in terms of legal coordination and workload issues among the attorneys and paralegals. It will thus remain a priority to periodically review how we deliver legal services to determine whether an alternate management model should be implemented.

Outcome: Through the General Counsel and the Planning Division, the Central Office provides legal coordination and representation of the Agency in Act 250, Water Resource Board, Federal Energy Regulatory Commission, and other administrative proceedings, including internal contested cases held by the Agency or one of its departments. The emphasis of this work is on representing the strategic interests of the Agency.

Strategy: Advance the Agency’s strategic interests through coordinated participation in all appropriate legal and administrative proceedings, including those listed above. Select cases to participate in, and develop legal positions in those cases, to further the Agency’s strategic goals, to ensure compliance with the rule of law, and to uphold the Agency’s interpretation of laws, regulations, and policies within its purview.

Outcome: Through the General Counsel, the Agency Secretary ensures adherence to the rule of law in implementing the Agency’s policies and programs. The Agency’s legal staff, through their respective departments and divisions, is focused on compliance with laws, regulations, and policies, by the regulated community as well as by the Agency itself. At the same time, Agency legal staff further the Agency’s mission and priority issues, and works to achieve the Agency’s goals, as well as those of the departments, by providing effective and coordinated legal services.

Strategy: The General Counsel and other members of the legal staff coordinate the Agency’s legal positions, strategies, and policies within its various departments, as well as with those of other state and federal agencies and boards, and the Attorney General’s Office. He or she does so in a conscious effort to achieve success in the Agency’s mission, especially on those issues identified as being of highest priority to the Agency. The General Counsel refers matters to the Attorney General’s Office in order to seek legal representation in federal and state court to defend the Agency’s permitting, enforcement, and other regulatory decisions, and to further the Agency’s priorities.

Strategy: The General Counsel provides direct legal services and advice, leadership and effective coordination on legal matters related to enforcement (with the Director of Enforcement), personnel and human resources public records, legislation and other crosscutting legal issues.

Strategy: The General Counsel leads or participates in the hiring of legal staff throughout the Agency, and provides opportunities for professional development and training of the legal staff through staff retreats, internal and external meetings and seminars, and the purchase of legal reference materials.

• Enforcement

Goal: Respond to and investigate complaints of environmental offenses, and where appropriate, initiate enforcement proceedings against the violators responsible for those offenses.

General Review: Enforcement in the Agency of Natural Resources is the process of responding to and investigating complaints of environmental offenses and, where appropriate, initiating proceedings against the violators responsible for those offenses. It is primarily the work of the Enforcement Division in the Agency’s Central Office. The investigative section of the Enforcement Division provides investigative services to the Department of Environmental Conservation, the Department of Forests, Parks and Recreation, the Environmental Board, the Department of Agriculture, Food and Markets, and the Office of the Attorney General.

The Enforcement Division shares the vision and common goals of the Agency and its departments. The Division strives to maintain a healthy relationship with all state, federal, and municipal agencies and governmental units with which it interacts, as well as the citizenry of the State of Vermont. It is one of the Enforcement Division’s primary goals to foster these relationships, and to provide an efficient and equitable enforcement function to the Agency and ultimately the citizens of Vermont.

Trends and Concerns: A common thread throughout the Division’s plans and efforts for the years 2001 - 2005 will be to fully utilize emerging technology in ways that should greatly increase efficiency and effectiveness within the Division and, as a result, the Agency as a whole.

If this plan is to be effective, the continuing commitment of the Central Office to provide and support the necessary staff, equipment, and training will be essential.

Outcomes: The Enforcement Division provides timely and consistent enforcement with an emphasis on the needs of each program’s clients.

Strategies:

• Communicate with clients on a regular basis to identify their needs and priorities.
• Gauge effectiveness through routine communication with program clients.
• Identify areas that need improvement (strengthening investigative powers, for example) and develop applicable solutions (e.g., proposed legislation).
• Ensure adequate Division staffing. Consider the need for a paralegal position in 2001.
• Continue to provide attorney training in a variety of areas.
• Investigate the potential use of targeted enforcement by specific media (e.g., water quality violations) or by specific industry class.
• Continue the prompt movement of enforcement cases, whether in settlement or at hearing.
• Continue the appropriate use of supplemental environmental projects as an alternative to straight monetary penalties in the settlement of cases.

Outcome: The Enforcement program communicates and coordinates effectively, both within the Agency and with clients and partners outside the Agency. The Enforcement Division continually assesses its performance in this respect, and seeks ways to increase its effectiveness.

Strategies:

• Continue routine communications, case evaluations, and reviews with the Attorney General’s Office, and other state and federal agencies, as needed.
• Continue routine communications, case evaluations and reviews with DEC programs, Environmental Board, and the Department of Forests, Parks and Recreation.
• Develop a plan to share appropriate database information with client staff.
• Improve and utilize telephone and video conferencing, and other techniques to limit meetings and improve communications.
• Work with DEC to institute its proposed compliance policy, including clarification of DEC inspector roles and responsibilities versus those of Environmental Enforcement Officers (EEOs).

Outcome: The Enforcement Program provides timely, thorough, and professional investigative services to all clients.

Strategies:

• Conduct case reviews.
• Implement a central complaint receipt desk with a toll-free number, and provide adequate well-trained staff. (This project would have to be implemented by the Central Office but is strongly supported by the Division).
• Provide all necessary equipment, tools, and training for EEOs.
• By 2001, provide full remote Internet access with query capability to Division databases by EEOs.
• By year 2002, provide remote access (from EEO vehicles) to GIS and other pertinent Agency data.
• Expand use of GPS technology.
• Improve telephone and electronic communication capabilities of EEOs. Explore possibility of real time audio/video links from EEO vehicles to office.
• Identify conflicts, inefficiencies, and other problems created by current statutes, rules, and regulations. Craft and promote solutions to those problems such as changes to legislation, policies, etc., including providing EEOs with all necessary legal authorities.
• Continue to enhance EEO security by providing all necessary equipment, training, and policies.

Outcome: The Enforcement Program has an effective statistical data tracking, record management and distribution capability, and continues to improve upon it through training, investment in technology, client feedback, and process improvement.

Strategies:

• By 2001, have all databases converted to Microsoft Access and be fully integrated and relational.
• Investigate, evaluate, and implement technological methods for electronic reporting and archiving of information, such as EEOs receiving complaints and filing reports (including photos) electronically.
• Work with the Central Office in an effort to clarify procedures for handling public document requests.

Outcome: The Enforcement Division effectively raises public awareness regarding its role and the results of its efforts.

Strategies:

• Continue with regular press releases to inform the public and others of completed enforcement actions.
• Work closely with various media to more fully inform the public about the Division’s role and efforts.
• By 2001, create Division Internet and Intranet sites to disseminate general information and enforcement actions, including those cases handled by the Attorney General’s Office.
• Make presentations to various civic groups and governmental agencies.
• Develop consistent working relationship with environmental reporters within the state.

Outcome: The Enforcement Program provides the best possible service by maximizing the efficiency, effectiveness, and professionalism of the Division.

Strategies:

• Provide all necessary equipment and training to do the job.
• Encourage and actively promote individual professional growth.
• Create career ladders where appropriate.

Goal: Improve and expand the use of information technology across the Agency. This will include general coordination of local and wide-area networking, GIS, document management, website applications, security, communications and user support at varying levels to central, regional, outpost and mobile staff.

General Review: The Information Technology Division (I.T.) Reports to the Deputy Secretary. Among its primary duties is technology support of the Agency's administrative functions.

IT coordinates the use of office automation tools and innovative information technologies for the entire Agency. These tools include, for example, public and in-house Website, geographic information systems (GIS), imaging, document management, networking, and database management. IT cooperates with technology custodians in the departments and consults with department and Agency staff as needed.

IT is the computer mapping section for the Agency. It cooperates with a DEC specific component. It houses data in the statewide GIS software format. More than 100 GIS databases are envisioned for use in ANR programs, and most Agency divisions have contributed data to the system. Complete databases are available for use as planning tools and as bases for further refinement.

IT has two World Wide Web servers. The Intranet server is limited to ANR staff members and is located inside the state security firewall. An Internet server is located outside the firewall and is available to the public. A GIS web server will be added during FY2000.

IT has set up pilot document management systems and has gained considerable experience in converting paper documents to electronic images.

In the past, IT has made attempts at setting up training and has had some limited success in certain situations such as GIS training.