Over the past couple of months, I have had a number of opportunities to hear from staff and managers in headquarters and the field about how EM can be best aligned to support the mission. I want to take this opportunity to update you on the progress we've made and the path forward.

During the manager and staff off-site meetings in September each group was asked to provide their perspectives on Roles, Responsibilities, Authorities, Accountability, and Alignment (R²A³), Strategic Direction, and Employee Empowerment.  I have also had meetings with the field managers, deputy assistant secretaries and office directors to discuss what they see as the top issues we need to be tackling as a program and how we can improve the productivity and function of EM.  I have even received a number of proposed organizational charts from individuals. 

Throughout this process I have appreciated the openness of everyone in sharing their thoughts and ideas.  We have taken a number of steps to move these efforts forward to ensure we are best positioned to execute our mission whether it is in the field or headquarters. 

As discussed at a headquarters all hands meeting last month, a team led by Richard Moorer is working through the recommendations from the off-site meetings to identify actions that can be "fast-tracked," those issues that might need the assistance of broader teams to tackle, and other longer term issues.  The action plans will be completed and the teams identified to begin work on their issues by Thanksgiving. 

Informed by all of these meetings and discussions with many of you, I have been working with the Senior Leadership in EM to develop a plan to reorganize EM headquarters to optimize our ability to get the job done.  Although this is still a work in progress, I want to keep you informed and share my thoughts about the framework under consideration for the new organization and the anticipated path forward. 

As with any large organization like EM, we anticipate need for the traditional offices of safety, communications, budget, human capital, project management, acquisition and contracting to support the key activities of the program.  One of the questions I have engaged many of you on is how headquarters can best assist the field in those program areas that might have cross-cutting synergies.  To that end, I believe that aligning offices that support the key mission areas based on the scope of clean-up work (groundwater, HLW, SNM, MLLW, TRU, etc.) can strengthen and better align support to the field.  I am currently working with the deputy assistant secretaries to consider how a transition to this type of framework could be implemented.   

Once a reorganization plan is developed it will be provided to the Departmental leadership for approval and the Union for their review.  When the package is provided to the Union, a proposed organizational chart will be shared with all staff.  At that time, we encourage you to share your thoughts about the plan with the Union and/or your supervisor.   

A headquarters reorganization along these lines generally takes a few months to fully implement and put into place.  By next month, we expect to submit the reorganization package for review.  We plan to work in partnership with the Union and the Department to complete the reviews expeditiously and begin implementation before the end of the year.  In preparation for these steps, we have already partnered with the Union to discuss the framework for the new organization.    

I imagine you may have a number of questions about how this reorganization may impact you and you may have already heard about various proposals.  At this time we are considering proposals and there is still work to be done.  I want this to be an open process and as plans about the new organization become more certain, I intend to convey them as expeditiously as possible.  I ask for your patience as we work through this transition and that each of us continues to keep our focus on our most important task at hand--executing our clean up mission.  In the meantime, if you have questions, please direct them to Sandra Waisley at 202-286-0387 or your Union representatives.  NTEU Chapter 228 President Barry Clark can be reached at 301-903-3670.  In DC, Chapter 213 President Carolyn Haylock can be contacted at 202-586-7452.

I greatly appreciate all of your input, the willingness to share your opinions and ideas and your commitment to the program.  I look forward to continuing to work with you as we move forward to make EM even more successful.

Sincerely,