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Introduction
The Goals, objectives, and strategies serve as a blueprint for the Board as
it accomplishes its mission and aspires to its vision. The Goals and objectives
represented in this plan serve to focus the efforts of the Board toward clearly
stated issues and levels of performance. The strategies put specific actions
into place to support the accomplishment of the Goals and objectives. Finally,
the performance measures indicate how well the results achieved compare to the
targets established through the Goals, objectives, and strategies.
One of the primary Goals of the Board is to focus the process of supporting
the hierarchy, mandates, and objectives of the act. To this end, the waste
hierarchy references both waste diversion mandates and the safe handling of
solid waste for disposal. In order to most effectively focus the Board's efforts
in these areas, it is imperative that all existing programs be evaluated and
subsequent decisions made as to whether they contribute substantially and
effectively to the fulfillment of the Board's mandates. This Goal and its
accompanying objectives and strategies also communicate the need for program
prioritization and building technical expertise internally to further the
successful support and accomplishment of the act.
The Board can most effectively support local jurisdictions' ability to reach
and maintain California's waste diversion mandates by achieving its Goal of
either supporting jurisdictions directly, or through the promotion of waste
reduction practices and market development to business and the public. The
objectives and strategies of this Goal are more specifically reflected through
the accomplishment of activities, and through existing programs such as the
development and dissemination of tools and technical assistance, facilitating
local jurisdictions' increased participation in waste prevention and diversion
programs, and increasing sustainable markets for recovered materials amongst and
across jurisdictions.
The Board is also focusing its efforts on programs and activities that
directly impact the appropriate management of solid waste, and other California
generated wastes that require special handling. This encompasses most of the
programs being addressed in "The Other 50" percent Initiative through the
Board's Permitting and Enforcement Division, as well as other programs
throughout the Board that address the safe management of waste streams that
require special handling, such as used oil, household hazardous wastes, tires
and metallic discards. All of these efforts contribute to (1) preventing
pollution from harming the environment; (2) improving the waste management
infrastructure; and, (3) providing education, training and technical assistance
to all of the Board's customers.
Key to the Board's accomplishment of its mandates is its ability to meet or
exceed the needs of those it serves. Therefore, it is imperative that the Board
maintain a customer focus as it carries out its mission. A concluding Goal of
this plan is to ensure that the needs and expectations of those served by the
Board, internally and externally, are identified and integrated into the
processes used to develop and deliver the Board's products and services. The
objectives and strategies furthering this Goal center on increasing levels of
internal and external customer satisfaction, promoting program integration and
collaborative partnerships, and not only conducting annual planning in key
program areas but also incorporating customer requirements of those processes
into the planning and implementation of the Board's programs and processes. The
Board strives to maintain a high level of satisfaction among its external
customers. It is also recognized, however, that in a regulatory environment,
there may be instances when external customers may not be in agreement with
Board actions or decisions. Despite this, the Board and its staff is committed
under all circumstances to providing quality customer service.
Together, these Goals, objectives, strategies, and performance measures
mutually support one another as the Board strives toward greater program
integration and quality product and service delivery to its customers.
Goals
Goals are issue-oriented statements that reflect the realistic priorities of
the organization and chart the future direction of the organization by focusing
its actions toward clearly defined purposes and policy intention. Within the
scope of the mission, Goals move the organization toward the realization of its
vision.
The key strategic Goals describe what the Board intends to
accomplish and achieve by the year 2001. The Board has adopted and identified
four fundamental Goals. By accomplishing these Goals, the Board will move closer
to its future vision. The key strategic Goals are:
- To support the Integrated Waste Management Act of 1989 (as amended) and
the waste management hierarchy, mandates, and objectives the law created.
- To support local jurisdictions' ability to reach and maintain
California's waste diversion mandates.
- To ensure compliance with California and federal waste management
statutes and regulations while maximizing protection of the public health
and safety, and the environment.
- To ensure that the needs of constituents and staff are met through the
integrated delivery of quality products and services. The Board does this by
constantly evaluating its own programs for effectiveness and responsiveness.
Objectives, Strategies, And Performance Measures
Goal 1: To support the Integrated Waste Management Act (the Act) of
1989 (as amended) and the waste management hierarchy, mandates, and objectives
the law created.
Objectives:
- To justify their existence, evaluate all current and proposed Board
programs and support activities in relation to achievement of this Goal by
July 1, 1997, and annually thereafter.
- Increase staff technical expertise to provide leadership and accurate,
comprehensive, and useful solid waste information to successfully support
the act by December of 2000.
Strategies:
- Establish criteria for evaluating all existing and proposed Board
programs.
- Based on the evaluation of existing programs, implement one of the
following actions for each program: (1) eliminate, and establish proposed
dates for sunset of; (2) retain; (3) expand; (4) refocus; or (5) transfer
either internally or externally (to the public or private sector).
- Using the evaluation criteria on proposed programs, implement one of the
following actions: 1) establish new, priority programs; or (2) create
innovative or incubator pilot programs that can be transferred to other
sectors upon completion of the pilot.
- Establish cross-functional teams as primary work units to deliver Board
products and services.
- Redirect staff to priority programs, where needed, based upon program
evaluation.
- Create incentives for staff and management to implement these
strategies.
- Evaluate existing Board databases for effectiveness, utility, and
accuracy.
- Create a training program to increase and expand staff expertise.
- Evaluate the most effective methods for disseminating technical
expertise.
- Establish the Board as a comprehensive information clearinghouse to
provide easily accessible information to public and private entities.
- Establish a leadership role for the Board by actively participating in
national and international professional organizations.
Output Measures:
- Number of existing programs evaluated by September 30, 1997.
- Number of databases evaluated by September 30, 1997.
- Number of Board programs providing information to customers via the
Internet/Intranet.
- Number of tools (such as case studies, models, publications, outreach
activities, workshops, and training) developed and disseminated to customers
to assist in meeting diversion mandates and in protecting public health and
safety, and the environment.
Outcome Measures:
- Percent of existing programs evaluated that are identified for
elimination, retention, expansion, refocusing, or transfer by 9/30/97.
- Percent of programs for which resources are allocated consistent with
the priorities established through the evaluation.
Goal 2: To support local jurisdictions' ability to reach and maintain
California's waste diversion mandates.
Objectives:
- To ensure each jurisdiction effectively plans, designs and implements
diversion programs that direct materials to sustainable markets by December of
2001.
- To develop and provide effective tools and program implementation assistance
for local jurisdictions to reach and maintain their disposal reductions, and to
reach 50 percent statewide disposal reduction, by December 2001.
- To assist in increasing the formation of sustainable markets, with a focus on
priority materials (as identified in the Board's 1996 Market Development Plan,
Meeting the 50 Percent Challenge), for an additional 13 million tons per year of
recovered materials by January of 2000.
- To increase constituent participation in waste prevention and market development
programs through effective waste diversion, communication, and education by
December of 2000.
Strategies:
- Provide assistance and education to local governments, businesses, schools, and
State facilities to implement and assess programs.
- Develop, distribute, and maintain case studies, models, and examples of
successful programs to lower local government and private industry costs.
- Facilitate partnerships and cooperative efforts among State, local, and private
entities to lower the cost of diversion and to increase its benefits.
- Assist State, local, and private entities to obtain facility and program
financing through loans, grants, and private investment.
- Assess and document local governments' efforts to implement programs and reduce
disposal. Take corrective actions as needed.
- Annually consider "streamlining" options to reduce jurisdictions' and
businesses' costs of compliance.
- Continuously improve Board programs to meet the needs of the public and private
sectors.
- On a statewide basis, target our efforts on priority materials.
- On a regional basis, focus on those materials that will enable jurisdictions to
reach their disposal reduction Goals.
- Use a cross-functional approach to assist jurisdictions and the private sector.
Output measures:
- Reduction in the number of tons disposed annually statewide.
- Percent increase in the level of overall financing to ensure sustainable markets
for secondary materials.
Outcome measures:
- Percent of jurisdictions meeting planned levels of diversion.
- Percent of businesses recognized for waste reduction and recycling practices.
- Percent of jurisdictions in compliance with planning and diversion mandates.
- Percent increase in number of tons of market capacity per year for recovered
materials.
Goal 3 : To ensure compliance with waste management statutes and regulations
while maximizing protection of public health and safety and the environment.
Objectives:
- Prevent pollution from harming California's environment by promoting and
overseeing State and local waste management programs by December of 2000.
- Improve California's waste management infrastructure directly through our own
efforts and by supporting local governments and private businesses by December
of 2000.
- Provide focused education, training, and technical assistance, and build an
information network on waste management practices and infrastructure by July of
1998.
Strategies:
- Fund remediation of all identified (as of January 1997) high risk solid waste
sites and Rank 1 tire disposal sites by the year 2001.
- Meet and maintain the mandated 18-month state inspection frequency for solid
waste landfills and waste-to-energy facilities.
- Reduce the number of solid waste facilities on the "Inventory of Facilities
Which Violate State Minimum Standards" as of January 1997, by 25 percent by the
year 2001 (excluding long-term violations), with an evaluation of progress every
two years, and an overall Goal of eliminating all facilities from the inventory
by targeting technical assistance efforts on all listed facilities.
- Update all solid waste facility permits (older than five years as of January
1997) by July 1998, except those that are addressed in a Board approved Local
Enforcement Agency (LEA) workplan, to support compliance with State law.
- Implement training and technical assistance programs that meet Board, LEA, and
operator needs, including programs with a specific focus on rural California, by
July 1998.
- Reduce the number of LEA Evaluation Corrective Workplans by 50 percent by
December 1999.
- Ensure that appropriate enforcement actions are taken by LEAs and/or the Board
to address threats to public health and safety, and the environment.
- Meet all deadlines for receipt of strategic information from our customers, and
include the information in our databases within 30 days of receipt, by October
1997.
- Meet the Board-approved schedule for slotting waste management facilities and
operations into the regulatory tiers, and meet all mandated permit-processing
deadlines.
- Establish a statewide infrastructure of collection sites and programs sufficient
to properly manage California generated wastes that require special handling.
- Provide and support statewide and local public outreach and education programs
that promote recycling and proper management of California generated wastes that
require special handling.
- Evaluate proposed diversion activities and end uses for recycled materials and,
where concerns are identified, take appropriate action to minimize impacts on
public health and safety and the environment.
Output Measures:
- Number of approved closure plans for solid waste landfills.
- Percent increase in the number of diversion facilities issued solid waste
facilities permits or otherwise approved.
- Increase in capacity to use, treat or dispose of waste that requires special
handling.
- Percent of facilities with outdated solid waste facilities permits revised to
bring current.
- Percent decrease in number of Rank 1 tire sites that remain to be remediated and
number of tires cleaned up.
- Percent decrease in number of high risk solid waste disposal sites to be
remediated.
Outcome Measures:
- Number and types of violations cited by LEAs and the Board and subsequent
appropriate enforcement action taken.
- Percent reduction in the amount of improperly managed, Board-regulated waste.
- Percent of tires from cleanup that are directed to end uses.
- Percent reduction from 1997 in the number of facilities on the inventory of
solid waste sites which violate state minimum standards.
- Percent reduction from 1997 in number of LEAs on Evaluation Corrective Workplans.
Goal 4: To ensure that the needs of constituents and staff are met through the
integrated delivery of quality products and services. The Board does this by
constantly evaluating its own programs for effectiveness and responsiveness.
Objectives:
- Institute in all programs feedback systems that identify constituent and staff
needs and expectations. Conduct annual program assessments and planning that are
responsive to this information. Begin implementing by July 1, 1998, with full
implementation in place by 2001.
- Continually build collaborative partnerships into all program planning and
implementation activities.
Strategies:
- Identify primary customers for all key processes.
- Establish customer feedback systems for key processes.
- Measure customer satisfaction for all key processes through the administration
of customer survey techniques.
- Improve customer relationships through staff training in customer satisfaction
tools and techniques.
- Use feedback information to focus process improvement efforts.
- Establish cross-functional work efforts in the development and delivery of
products and services that focus on the needs of primary customer groups.
- Incorporate the internal integration strategies identified in the Program
Integration Plan.
- Expand access, internally and externally, to nonconfidential Board information
with particular emphasis on the expanded use of the Board's technological
environment.
- Join with public agency and private sector interests in developing and
delivering an integrated training system for waste management personnel,
focusing on areas of highest priority.
- Ensure that all information maintained by the Board is accurate and up to date.
- Conduct annual planning for all key programs.
- Build a standardized integration component into all planning efforts.
Output Measures:
- Number of key processes with customer feedback systems in place.
- Number of staff trained in conflict management and customer satisfaction.
- Percent increase in managers and supervisors participating in training focused
on increasing management competence.
Outcome Measures:
- Percent of customers satisfied with products and services delivered within each
key process.
- Percent of waste management personnel satisfied with the products delivered
through the Integrated Training Program.
- Percent of customers satisfied with products and services produced by chartered,
cross-functional work efforts.
- Percent of customers satisfied with the level of responsiveness to requests for
information and guidance.
- Percent of key programs with annual plans.
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