North

North Carolina Department of Environment and Natural Resources

Working Strategic Plan

Table of Contents

I. Introduction to Strategic Plan

II. Process

Process Flow Chart

III. Mission Vision, Values and Priorities

IV. Glossary

V. Priority Strategic Targets
Characteristics
Commitments
Additional Targets
Clean Water
Clean Air
Stewardship of Natural Resources
Sustainable Development
Environmental Awareness / Outreach 13
Organizational Excellence

V. Implementation Plan Format

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I. Introduction to DENR's Strategic Plan

By most indicators, North Carolina has improved the quality of its environment and natural resources over the last three decades. However, as North Carolina grows we cannot expect such positive trends to continue if we do not plan for the future. As the state's population grows, more development of land increases non-point pollution and sedimentation, more automobiles increase ozone and carbon monoxide pollution, and more people increase demand on wastewater treatment facilities and natural areas. Industry and roads, agriculture and hog farms also add to the environmental challenges faced by North Carolina.

The Department of Environment and Natural Resources believes that economic prosperity and a healthy environment can reinforce each other if we plan for the continued growth of North Carolina. The Department recognizes that it cannot address every problem. It cannot be everything to everyone. However, as the state's population increases faster than the Department's budget, it is more important than ever to use our limited resources in the most strategic ways possible.

In the past, DENR has, for the most part, dealt with environmental problems in a narrow program-by-program manner. Now, we are creating strategies to address environmental problems in a holistic manner. The quality of air, land, and water are inextricably linked, and thus DENR's strategic plan is based on integration and teamwork.

Planning is a time-intensive process. However, quality planning creates efficiency and focus. It reduces the fuel so that the fires of working in a state agency are avoided or at least burn less furiously. The better the Department plans, the more it targets preventing pollution before it is created and raising environmental awareness. Those efforts, in the end, are cheaper than mitigating pollution or natural resource damage that has already occurred.

The strategic planning process has been like building an airplane while it is being flown. DENR can never say that the airplane is entirely complete. With this strategic plan, DENR commits to a process of continuous and systematic improvement.

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II. Process

DENR's strategic planning process is captured in the flow chart on the following page.

Phase I: Vision (September ­ October, 1997)
Senior leadership gathered information from both internal and external sources. Program reviews were held to give senior leadership an opportunity to meet with each division to learn their perspective of both issues and processes. During the same time period, a series of focus groups were held (business interests, environmentalists, local governments, agricultural interests, and DENR central and regional office staff) to gather feedback on the department's activities and identify opportunities for improvement. Also, a review of environmental issues and trends was conducted. All of this information was used by Senior Staff to develop a mission, a vision, values, and six priority areas (see pages 4 ­ 5.)

Phase II. Initial Teams (November - December, 1997)
Teams were created for each of the six priority areas. Teams consisted of people from all levels and all divisions in the Department. The teams met for a month, commented on the mission, vision, and values, and drafted a broad set of objectives for each priority. Senior Staff and Division Directors met at a day-long retreat to finalized the Mission, Vision, and Values and agree on the priority objectives.

Phase III. Target Teams (January ­ April, 1998)
Phase III was the most intensive in the planning process. New teams were assembled and trained to develop specific targets and measures. Teams met as many as eight times. Some teams created subcommittees, some teams held day-long meetings. In the end, the teams presented Senior Staff with 138 possible targets. The leaders from each of the teams organized a list of targets for Senior Staff review.

Phase IV. Senior Staff Review, Implementation Plans, and Implementation (May ­ September, 1998)
Senior Staff reviewed and evaluated the team targets, and narrowed the list to one to two targets per priority area. Senior Staff champions were chosen for each target. Champions will create Implementation Plans for each target. The champions will work with appropriate divisions to develop Implementation Plans including measures, and implement the target.

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IV. Glossary

Priority: One of six areas of strategic focus for the Department.

Objective: A sub-category of the priority. Each priority has several objectives.

Target: Specific goals that can be measured. Each objective may have several targets.

Priority Target: The highest priority targets chosen to be included in the DENR strategic plan.

Champion: The Senior Staff person who is responsible to implement and achieve a priority target.

Strategic Teams: The teams created to draft targets for each of the six priorities.

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V. Priority Targets

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Characteristics
Under the six priority areas, DENR has identified ten priority targets. The ten targets will guide DENR for the remainder of the current administration and perhaps beyond. All divisions should be engaged in at least one of the targets.

The priority strategic targets share several characteristics:
  • Meeting the target will significantly move North Carolina forward in the priority area.
  • They are cross-divisional.
  • They are as SMART as feasible. SMART stands for:
    • Specific
    Measurable
    Aggressive but attainable
    Results-oriented
    Time-Bound
    Some strategic team targets have been modified to make them more SMART.

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    Commitments
    DENR makes the following commitments regarding the priority strategic targets:

    Senior Staff champion. The crosscutting nature of the priority targets requires the dedication of Senior Staff to move the target forward, and thus the effort to implement each priority target will be led by a Senior Staff champion. The expectations of the champion are that he / she will:
  • provide active leadership
  • demonstrate consistent involvement
  • own the process
  • be responsible for outcomes
  • make the target a top priority in his / her work schedule


    • Implementation Plan. An Implementation Plan for each top priority will be developed by the Senior Staff champion. A format is presented on page 15.

    Measures. All targets are crafted to be measurable so that DENR can evaluate success, make decisions based on data, and continually improve efforts to reach the target.

    Implementation. The champion will work with appropriate divisions to implement the priority target. The champion may assemble an interdivisional team as needed to meet the priority target.

    Tracking / accountability system. The champion will report quarterly to the rest of Senior Staff on the progress being made to meet the priority target. Tracking will consist of a review of the following:
    Progress on action items
    Measures. If feasible, measure should be graphed over time. Possible measures are listed under each priority target (pages 8 ­ 14), and final measures will be chosen by the champion.

    Expansion budget. These targets will receive special consideration by Senior Staff in the expansion budget cycle.

    Division responsibility. All divisions will work to infuse appropriate priority targets into their work plans. They will work with appropriate champions to implement actions and measure progress.

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    Additional Targets
    There are multiple targets developed by the priority teams that are not included in this strategic plan. Many of them are being accomplished by the divisions, but are not highlighted in the strategic plan. Other targets will be stepping-stones to meet the targets emphasized in the strategic plan. Champions are encouraged to review the master list of team targets to see if they offer insight to achieve the priority target. Finally, the Department cannot do everything, so many targets identified will not be accomplished at this time.

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    Clean Water
    We will restore and protect the quality of North Carolina's waters

    Target: Increase surface waters that meet their designated use by 20% from 1994 to 2004

    Team Reference: 1.1.2

    Possible Measures:
  • Percent of waters meeting designated use
  • Number of management strategies or Total Maximum Daily Loads (TMDLs) developed to reduce the number of impaired water bodies on the State's 303 (d) list
  • Ratio of the number of acres of mines reclaimed each year to the total number of acres disturbed in mining
  • Number of stream miles impaired by sediment
  • Acres on which agricultural best management practices (BMPs) are in place
  • Percent of NC Agriculture Cost Share Program funds spent in watersheds of impaired waters
  • Number of public water systems where source water quality leads to violations of drinking water standards
  • Miles of streams / rivers protected by forested buffers
  • Safe water in recreational areas
  • Number of acres of wetlands restored
  • Net total loss/gain of wetlands in North Carolina
  • Percent of shellfish acreage open to harvesting
  • Measure for habitat protection plans


    • Champions: Bill Holman, Jimmy Carter, Michael Williamson and Sherri Evans-Stanton.

    Near Term Tasks:
  • Identify baseline number for 1994
  • Review 20% goal to ensure that it is aggressive but attainable
  • Identify specific streams / river areas to be taken off of the 303(d) list by the year 2000.


    • Target: Protect the quality of ground water to achieve the goal that 100% of ground water used for drinking water meets health based standards by 2008

    Team Reference: 1.2.1, 1.2.2, 1.2.3, 1.2.4, 1.2.10, 1.2.11

    Possible Measures:
  • Percent of aquifers used for drinking water that meet ground water quality standards
  • Percent of ambient monitoring wells that meet ground water quality standards
  • Number of potential ground water contaminant sources geo-located in source areas of wells used for drinking water
  • Percent of contaminant sources controlled in areas where ground water is used or may be used for drinking water
  • Percent of drinking water wells drilled by State Commission Certified well drillers
  • Percent of counties covered by local well inspection programs
  • Percent reduction in drinking water well contamination
  • Number of industries adopting P2 ground water protection strategies
  • Percent increase in permitted facility monitoring wells that meet ground water quality standards
  • Number of river basins with determinations of vulnerability to ground water contamination.


    • Champions: Bill Holman, Jimmy Carter, Michael Williamson, Sherri Evans-Stanton and Michael Shore

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    Clean Air
    We will aggressively work to assure clean air and improved visibility for all North Carolinians

    Target
    Ensure that all North Carolinians breathe air that meets the new health-based standard for ozone

    Team Reference
    2.2

    Possible Measures:
  • Percent of counties in attainment with new ozone standards
  • Number of non-attainment days per year for ozone in North Carolina
  • Annual emissions of precursors to ground level ozone


    • Champions: Bill Holman, Bill Holman, Jimmy Carter, Michael Williamson, Sherri Evans-Stanton and Michael Shore

    Near Term Task
    Outline strategy for completing an Air Quality Plan by 2003

    Target
    Improve visibility in the Southern Applachian Mountains by one deciview by 2008

    Team Reference
    2.3

    Possible Measures:
  • Deciviews in mountain areas (one deciview is a perceptible change in visibility to the human eye.)



    • Champions: Bill Holman / Jimmy Carter

    Near Term Task
    Plan Governor's Air Conference
    Develop process for adopting an Air Quality Plan to improve visibility by 2006

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    Stewardship of Natural Resources
    We will preserve, conserve, restore, and manage our natural resources and promote their responsible use now and in the future

    Target
    Develop a set of natural resource indicators and a tracking process by 2000 that can be used for proactive management of our natural resources

    Team Reference
    3.3 (modified)

    Possible Measures
  • Development of natural resource indicators by 1999
  • Development of a process for tracking indicators and distributing information to decision-makers by 2000


    • Champions
    Sherri Evans-Stanton / Kristin Cozza

    Near Term Task
    Establish a team of natural resource managers, data collectors, and data users to propose and develop indicators

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    Sustainable Development
    We will provide leadership to ensure that a healthy environment and prosperous economy reinforce each other for present and future generations of North Carolinians

    Target
    Develop a policy for evaluating and mitigating the cumulative and secondary impacts of projects by the year 2000

    Team Reference
    4.1.4

    Possible Measures:
  • Number of local governments that consider and act on the secondary impacts of growth as they develop infrastructure
  • Number of permits that make requirements based on cumulative and secondary impacts


    • Champions: Dan McLawhorn / Michael Shore

    Target
    Provide leadership for an interdepartmental team to develop a "Smart Growth" strategy for North Carolina by April 1999

    Team Reference
    4.1.3

    Possible Measures:
  • Number of acres of land developed per year
  • Percent of local governments with land use plans
  • Number of local governments that have made a commitment to fight sprawl
  • Number of sprawl inducing state subsidies that are removed
  • Number of state incentives in place to encourage smart growth
  • Number of local governments that link land use and transportation planning
  • Number of state agencies that have made a commitment to encourage smart growth
  • Policy changes by state agencies
  • Number of brownfields redeveloped


    • Champions: Bill Holman, Michael Williamson, Michael Shore and Sherri Evans-Stanton

    Near Term Tasks
    Create interdepartmental team

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    Environmental Awareness / Outreach
    We will foster a statewide environmental ethic through community outreach and partnerships, education, and hands-on learning experiences

    Target
    Increase participation in environmental awareness and education opportunities offered by DENR by 20% from 1998 to 2002 in order to raise the level of environmental understanding of the public

    Team Reference
    5.1.2

    Possible Measures:
  • Number of teacher and student educational opportunities offered
  • Number of workshops and trainings offered
  • Number of participants in each of the above measures


    • Champions: Sherri Evans-Stanton / Kristin Cozza

    Near Term Task
    Review 20% goal to ensure that it is aggressive but attainable

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    Organizational Excellence
    We will be a model of excellence in public service by emphasizing continuous improvement in communication, teamwork, customer focus, and measurable results

    Target
    Create a data management system by 2004 that coordinates information across programs and makes key environmental and performance data easily accessible to decision makers and the public

    Team Reference
    6.8

    Possible Measures:
  • Number of datasets linked within divisions and across the department
  • Percent of divisions with completed and updated Information Technology Plans
  • Number of datasets available on the internet


    • Champion: Michael Williamson

    Near Term Tasks
    Monitor Information Resource Management Board teams

    Target
    Reinvent DENR to work better, cost less, and get results that people care about.

    Strategic Team Reference
    6.5.1 expanded

    Possible Measures:
  • Satisfaction rating of customers from random survey
  • Number of customer service complaints received
  • Number of facilities to earn ISO 14000 certification
  • Number of divisions to institute the Quality Initiative
  • Percent of divisions that employ metrics to measure progress and make decisions
  • Reduction in backlog and cycle time for permit applications


    • Champion: Michael Williamson or new Assistant Secretary for Administration

    Near Term Tasks
    Inventory existing government reinvention effort in DENR (e.g. ISO 14000, customer service, Performance Partnership Agreement, Metrics and Measurement, Quality Initiative, Permit Reform Implementation Team)

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    VI. Implementation Plans
    The primary purpose of the Implementation Plan is to develop a road map on how the champion will (1) ensure implementation of the target and (2) measure progress. Champions are free to develop their own format for the Implementation Plans, but plans should be brief and include the following:

    Activity Timeline. The timeline should include actions to implement the target along with approximate dates for accomplishing each task.

    Outcome Measures. This measure -- sometimes referred to as an environmental indicator -- should be used to evaluate the environmental benefits realized through work on the priority target. Measures should be tracked over time and graphed. Multiple measures could be tracked. An example would be air quality ozone concentrations in metropolitan areas per year.

    Performance (Output) Measures. This measure should quantify DENR activities which help to achieve the priority target. Measures should be tracked over time and graphed. Multiple measures could be tracked. An example would be the number of animal waste facilities permitted per year.

    Stakeholder Involvement. Stakeholders may need to be involved to implement some of the priority targets. Such stakeholders should be listed with strategies for involving them.

    Responsible Parties. The Implementation Plan should identify divisions that are involved and their role. If a team is created, then team members should be identified. If there is a particular person or program that is taking a leadership role that should be indicated as well.

    Barriers.Barriers that hinder progress in achieving the priority target should be identified, along with strategies to overcome such barriers.

    Resource Issues.The Implementation Plan should list significant resources needed -- people, funds for contracting, equipment, facilities, etc. If new resources are needed to achieve the target, those resources should be identified as part of the Implementation Plan.

    For some targets, an Implementation Plan may consist of combining plans from appropriate divisions. In other cases, a unified plan may be developed. Champions should be prepared to report quarterly on progress made in implementation in terms of each of the seven categories mentioned above.

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