CIWMB Strategic Plan, November 1997

Appendices A and B

Appendix B: Methodology Statement

Appendix A: Organization and Program Structure

Integrated Waste Management Board Organization Chart

Program Structure

Board Member Offices

Mission
The Board members of the CIWMB and their staff provide guidance and leadership for the statewide implementation of the California Integrated Waste Management Act. The act's primary goals are to conserve natural resources by diverting 50 percent of the solid waste going to landfills by the year 2000 and protecting the environment by ensuring the State's solid waste is managed effectively and safely.

To achieve this, Board members provide policy and programmatic direction to address the State's solid waste management needs. In doing so, the Board members work closely with local governments, the private sector, and the interested public.

Appointed by both the Governor and Legislature, Board members bring different perspectives to the collective decision-making process. Through open public hearings, Board members encourage the discussion of new ideas and ensure that State laws and Board policies are applied fairly and consistently. Additionally, Board members participate in various public forums throughout the State to solicit public input and promote integrated waste management practices.

Executive Office

Mission
The Executive Office is dedicated to serving the needs of the Board and staff, the public, industry, and other governmental agencies. Our mission is accomplished by providing Boardwide program coordination and consistency, and staff leadership in the implementation of California's integrated waste management laws in a fair, responsive, and professional manner.

Legal Office

Mission
The Legal Office is committed to providing counseling, advice, and comprehensive problem-solving to the Board, Board staff, and affected public and agencies in an ethical, accurate, and responsive manner.

Office of Legislation

Mission
"The Office of Legislation provides thorough and objective State and federal legislative bill analyses, and facilitates communication between the Board and the Legislature. While identifying and communicating various perspectives on the policy and programmatic impacts of legislation, we offer technical assistance and legislative information to Board members and staff, the Legislature, the Governor, the regulated community, and the public.

Policy and Analysis Office

Mission
The Policy and Analysis Office is dedicated to applying an integrated perspective to:

• Providing specific and broad based analyses and reports.
• Assisting program development.
• Facilitating information exchange for the Board and other public and private entities.

Public Affairs Office

Mission
The mission of the Public Affairs Office is to develop and implement strategies to increase public awareness of California's integrated waste management goals.

Our mission is accomplished by:

• Providing the public with a toll-free recycling hotline, outreach activities and publications.
• Providing the media with written and verbal interpretations of the Board's programs, access to the Board and coordination of press events.
• Assisting the Board with media coverage, exhibit coordination, information distribution, and writing, editing, and graphic design.

Administration and Finance Division

Mission
The mission of the Administration and Finance Division is to maintain the highest level of administrative and technological support services in a cooperative, professional, and positive manner. These services are provided for the California Integrated Waste Management Board (CIWMB), other government agencies and the public to ensure the continuity, integrity, and enhancement of Board operations.

Administrative Services Branch

• Human Resources
• Business Services
• Contracts
• Library
• Training

Financial Assistance Branch

• Accounting and Audits
• Budgets
• Grants
• Economic Forecasting

Information Management Branch

• Application Services
• Network Services
• Support Services

Waste Prevention and Market Development Division

Mission
The mission of the Waste Prevention and Market Development Division is to promote resource conservation by providing a range of services, from waste prevention to market development, to enhance government and business waste reduction efforts.

Waste Prevention, Business Education and Assistance Branch

• Waste Prevention and Market Development Technology Services
• Business Education and Assistance
• Waste Prevention Program Development

Secondary Materials Compliance and Technology Branch

• Special Projects
• Business Development and Secondary Materials Compliance
• Markets Research and Development

Secondary Materials Assistance Branch

• Public and Private Procurement
• Market Analysis and Services

Recycling Business Assistance Branch

• Recycling Business Development
• Loan Program

Permitting and Enforcement Division

Mission
The mission of the Permitting and Enforcement Division is to protect the public and environment and to balance the concerns of the public, the regulated community, other government agencies, and the Board through:

• Regulation of solid waste and waste tire facilities.
• Remediation of solid waste disposal problems.
• Training and certification of LEAs.
• Provision of solid waste and tire facility information.

LEA/EA Branch

• LEA Operations
• Enforcement Agency

Enforcement Branch

• Headquarters
• Region One
• Region Two

Permits Branch

• Permits North
• Permits South
• Financial Assurances
• Environmental Review
• Nontradtional Facilities

Closure and Remediation Branch

• Closure and Remediation North
• Closure and Remediation Central
• Closure and Remediation South
• Corrective Actions

Solid Waste Facility Management Branch

• Facility Files
• Health and Safety

Diversion, Planning and Local Assistance Division

Mission
Our mission is to assist public agencies, business and industry, the public, and the Board, through furthering cost-effective and efficient waste management practices, to create a healthier environment and economic culture.

Our staff dedicates itself to providing information, technical, and financial assistance and tools, and program oversight and analysis consistent with legislative mandates."

Used Oil and Household Hazardous Waste Branch

• Used Oil Recycling Analysis
• Grants and Household Hazardous Waste
• Used Oil Certification

Public Education and Programs Implementation Branch

• Southern California Outreach Services
• Public Education and Assistance
• Public Diversion Assistance

Waste Characterization Analysis Branch

• Northern
• Southern

Office of Local Assistance

• Bay Area
• Central
• South
• North

Appendix B: Methodology Statement

 The current strategic planning effort was initiated through the formation of a Strategic Planning Project Core Team led by the Assistant Director, Executive Office, with the assistance of the supervisor of the Policy and Analysis Office and the Board's Quality Improvement Coordinator. This core team was responsible for examining the requirements of this project, developing a collaborative process for drafting all of the elements of the Strategic Plan, and for ensuring that the plan was developed in a timely and effective manner. Each of the draft elements was presented to the full Board, during regular monthly public meetings, for consideration and adoption.

The effort to draft a vision for the Board that describes where it wants to be as an organization was led by the Board's Executive Director and all of the Board Members. Based on this input, a vision statement was drafted that incorporates the aspects of the future direction of the Board that are the most important to the leadership of this organization. The mission and value statements were developed by a strategic planning team that included the core team, along with two representatives of the Board's Executive Staff and three Board Member Advisors.

The core team led the effort to draft and finalize the remaining elements necessary to complete the Board's 1997 Strategic Plan. Development of the key strategic goals was accomplished through the larger strategic planning team. Development of objectives, strategies, and performance measures was accomplished through division level workgroups, led by Division Deputy Directors and facilitated by members of the core team. The development of action plans will be accomplished through the program managers and supervisors responsible for the program activities targeted in the objectives and strategies. The monitoring and evaluation plan was drafted by the core team with the assistance of the strategic planning team and members of Executive Staff.

All of the Board's current and recent planning initiatives, and all of the individual office and division mission statements, were reviewed in order to ensure alignment of the Board's Strategic Plan with existing internal planning efforts that incorporate both internal and external input. The input received from Board staff and management during the Program Integration Plan was utilized in the development of the draft mission and values statements. The results of all of these efforts were integrated into the 1997 strategic planning process to ensure that all input was considered and that the Board's 1997 Strategic Plan reflects the key strategic goals and objectives identified through the initiatives described above.

Numerous other documents were considered in the development of the elements of the Board's 1997 Strategic Plan. These documents included key Administration initiatives such as the Governor's California Competes Initiative; legislative direction; Senate Bill 1082 (Chapter 418, Statutes of 1993) requiring the institution of "quality government programs" in all of Cal/EPA's boards and departments; budget language; pertinent Executive Orders issued by the Governor; the Cal/EPA 1996 Strategic Plan; and pertinent statutory and regulatory language. In this way, the Board has ensured that its Strategic Plan is in alignment with the goals of the Administration and the Legislature.

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Last updated: September 8, 1997