Assure that DNR's workforce and procurement choices mirror the diversity of Missouri. The Department of Natural Resources is an array of programs striving to protect and enhance our natural resources. This diversity of programs brings strength to the department and the opportunity to provide quality services in light of changing priorities, ongoing issues and new challenges. A diversity of staff brings strength to our decision making and actions.
America's workforce is changing. It is a workforce of individuals who bring different resources and perspectives to the workplace. The same is true of those who call Missouri home. DNR must deal with that change on an ongoing basis.
The department's focus is on enhancing the diversity of our staff and increasing purchases made from minority- and women- owned businesses. The department strives to increase the diversity of staff throughout DNR, with the desire to increase diversity in the upper salary ranges that are typically supervisory, managerial or specialized technical positions. To accomplish this, a comprehensive effort to encourage minority and female students to pursue degrees in the natural resource field to training throughout one's career must be undertaken.
To enhance diversity in Missouri's business community, DNR seeks to increase purchases from minority- and women-owned businesses. Efforts will be taken to identify what types of goods and services the department purchases, targeting our efforts to identify minority- and women-owned businesses that can provide those items and communicating that information both within the department and with other state agencies. Currently, 4.43 percent of DNR's purchases are from minority-owned businesses and 1.17 percent from women-owned businesses. DNR will aggressively strive to meet and exceed the targeted goals of 10 percent and 5 percent respectively.
Enhance DNR's ability to operate effectively and efficiently to address resource needs. The Department of Natural Resources has opportunities to collaborate and communicate with the many stakeholders involved in natural, energy and cultural resource use, protection and preservation. With sound, unbiased information and forums for exchange, we can increase our collaborative efforts with the public, the regulated community, various governmental agencies and others impacted by our actions. To accomplish this, the multitude of data collected by the department needs to be made more available in a variety of formats from traditional paper copies to the electronic media.
To provide excellent public service, DNR will focus on several operational areas. Facilities for our staff are not sufficient and the demand for our data, products and services is more than our current capability. To alleviate that need, the department will build a new office building that uses energy efficiency and environmentally sustainable building practices. The department envisions this building to be both a commitment to our mission and an opportunity for others to learn how to utilize environmentally protective construction. In addition, present DNR buildings will be renovated.
To continuously improve our public service, DNR must provide career enhancement opportunities for all employees. DNR traditionally has a low turnover rate, which may change during the next several years with the new retirement options. To meet this challenge, the impact of these changes must be assessed, and new options developed.
Assure that DNR's workforce and procurement choices mirror the diversity of Missouri
Statewide data of minorities and women earning more than $40,000 per year
Increase minority and female representation for DNR
Minority and female representation for DNR
- Review DNR's work environment, selection and workforce development processes; determine where improvements are needed.
- Develop training programs for all personnel who participate on interview panels to improve the entire interview process, create a list of individuals who should participate on the panel to assure that diversity is represented and select employees to monitor the interview process to ensure that diversity considerations are institutionalized into the process.
- Address communications issues at the work-unit level that effect the potential for more productive activity and have a negative effect on increased diversity. Key skills to be targeted are: listening skills, conflict resolution, performance planning, team building.
- Enhance the diversity throughout the department, by aggressively recruiting minorities and women for the department, especially for underutilized positions. Continue to improve the working relationship with colleges and universities throughout Missouri to recruit recent graduates.
- Through workforce development opportunities such as training and mentoring, increase both the pool of applicants and successful competitors for all positions with focus in the upper 25 percent salary ranges.
- Consider interviews from open competitive merit class certificates for all vacancies in underutilized classes and inclusion of minorities and women on interview teams for those positions.
- Continue education efforts to help employees understand and value diversity, and effectively increase and retain diversity.
- Conduct analysis to determine the rate at which women and minorities are leaving the department and why. Track trends over time. Use analysis to set a benchmark from which to improve.
- Survey DNR staff regarding their feelings about diversity, expectations, benefits, fairness and affirmative action goals. Also, survey exiting employees prior to departure to determine parting feelings about DNR's diversity achievements (or lack of).
- Continue to communicate to staff the benefits of diversity and inclusionary policies and train all supervisors in management practices designed to support diversity objectives.
Percent of purchases from Minority and Women Business Enterprises (statewide)
Increase the percentage of DNR total dollars in purchases from Minority and Women Business Enterprises by 2003 as follows:
- Minority Business Enterprises: from 4.43 percent to 10 percent.
- Women Business Enterprises: from 1.17 percent to 5 percent.
Percent of purchases from Minority Business Enterprises and Women Business Enterprises for DNR
- Identify what types of goods and services comprise the majority of the division's purchases. Then target efforts to locate, register and utilize minority and women vendors for these products and services. DNR's Contracting and Compliance Team will facilitate this effort and share the results with the Office of Administration, Division of Purchasing and Materials Management.
- Develop divisional procurement plans to assign goals at or above agency goals. Each division is responsible to assign appropriate goals to its purchases based on a thorough analysis of certified/registered firms as prime contractors, sub-contractors and suppliers. Assessment of progress will be part of each division director's performance expectations.
- Provide training to staff in the implementation of Minority and Women Business Enterprises' procurement goals. Develop a program to recognize outstanding contributions or achievements made to staff.
- Increase the minority vendors list through the identification of potential contracting
- Develop standard solicitation language and use in all bid documents in excess of $25,000.
- Maximize the use of its discretionary purchasing authorization for goods and services costing less than $3,000 to increase purchases from Minority and Women Enterprises.
- Develop a Minority and Women Enterprises brochure and page on the DNR website to increase awareness.
Enhance DNR's ability to operate effectively and efficiently to address resource needs
Efficient and effective public service is the cornerstone to the operation of the department and attainment of its mission. Being operational, there is no measure for this outcome.
Increase access to all DNR information, products and services.
- Prioritize application and use of spatial data such as Geographic Information System technology as a basic means of data collection, dissemination and analysis.
- Enhance DNR's website to include Web-enabled applications and e-business applications so that staff and the public have better, quicker access to our products and services. Continuously evaluate current efforts to make the department accessible through all information sources.
- Implement a program to use the Internet and departmental home page as a source for citizens and employees to monitor and comment on the progress of our work (outcomes measures), planning and policy development efforts to include the strategic plan, state parks conceptual development plans and policies.
- Collect and manage Missouri-specific energy data and provide user-friendly access through electronic and printed reports.
- Revisit the Information Strategic Plan to update progress and make further recommendations.
- Continuously evaluate DNR's outreach efforts, such as State Fair and Earth Day, to ensure they improve access to DNR's information, products and services and are reaching the people we need to reach.
Provide adequate facilities for the public and work environment for all DNR staff.
- Provide technical assistance and guidance for the design and construction of the DNR Green Building to demonstrate energy efficiency, renewable energy, and sustainable processes to state agencies and the general public.
- Provide technical assistance to DNR facility operators to identify and implement energy efficiency and renewable energy measures through the Energy Efficiency in State Government Facilities Program, to achieve the benefits of an improved work environment for state employees.
- Renovate the facilities housing the Division of Geology and Land Survey to provide for an adequate, uniform staff work environment and to decrease inefficiencies in operations inherent in an older structure.
- Continue relocation of DNR staff from the Jefferson Building to the DNR Green Building, and other locations if needed, to meet work environment needs for all DNR staff in the Jefferson City area.
- Maintain annual funding for the replacement of worn or unsafe state park equipment while continuing to develop an equipment life-cycle replacement system requesting annual expansion equipment when necessary for infrastructure support, maintenance or public service enhancements.
- Continue to develop a Missouri state park foundation with a broad-based membership and board to enhance citizen interaction and the division's ability to provide creative programs and services.
- Facilitate an Environmental Management System as a pilot project between the divisions of Environmental Quality and State Parks as a proactive formalized approach to environmental compliance for water, air and land resources by January 2003.
Enhance employees' ability to provide excellent customer service.
- Utilize components of the department's and divisional strategic plans as a portion of performance planning and appraisals.
- Assess the impact of changes in DNR's and Missouri's workforce and determine the implications on the department's ability to provide the quality products and services. Through this effort, develop a program that provides staff with opportunities to grow their skills and enhance their experience.
- Coordinate with the Office of Administration to review and update the training offer to DNR managers to better reflect individuals' needs and experience.
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