Zachary Themer - Writing Sample

ENVIRONMENTAL PROTECTION AGENCY INCLUSION STRATEGY PLAN
A FRAMEWORK FOR
BUILDING STRUCTURAL
INCLUSION
Implementing a Sustainable Inclusion Strategy at the EPA
Environmental Protection Agency
1200 Pennsylvania Ave, N.W
Washington, DC 20460
Office of Diversity, Advisory
Committee Management and
Outreach (ODACMO)
p. 202-564-2294
www2.epa.gov

★ 1 ★
TABLE OF CONTENTS
Executive Summary on Inclusion ................................................................................................................. 2
What is Inclusion? ............................................................................................................................................ 3
What are the Benefits of Inclusion? .............................................................................................................. 3
What are the Elements of Inclusion? ............................................................................................................ 3
Fairness ................................................................................................................................................. 4
Openness .............................................................................................................................................. 6
Supportiveness ..................................................................................................................................... 8
Cooperativeness ................................................................................................................................ 10
Empowerment ................................................................................................................................... 12
Implementation of Elements ........................................................................................................................ 14
Key Figures in Implementation .................................................................................................................... 14
Additional Resources ..................................................................................................................................... 15

★ 2 ★
EXECUTIVE SUMMARY ON INCLUSION
As the nation’s premier and model employer, it is integral that the federal government
maintains itself as an inclusive entity to encourage the fulfillment of its goals. Through this, a
superior public service can be provided to the citizens of the United States. As well, it should
be the goal and desire of the EPA to recruit, retain, and develop a diverse and high-
performing workforce that draws on all segments, factions, and areas of society. By targeting
these employees that value fairness, diversity, and inclusion, the EPA can become and
continue to be an ideal and model employer and provider of public service.
In line with the magnitude of importance for this project of inclusion, is the scope of people
that it will impact. Simply put, this inclusion strategy will impact all members of not the EPA,
but the entire federal government and populus of the United States. This strategy will most
strongly impact the employees of the EPA that will work directly in the revamped and
redeveloped workplace. Whether or not the citizens of United States actively see it, the EPA
is consistently playing a role in the lives of everyday citizens, whether that be through
environmental regulations, encouragement of recycling, or public initiatives to help clean and
revitalize the Earth. Regardless of the activity, the people of the United States depend on the
employees of the EPA, and it is up to the agency and those employees to provide an
exemplary quality of public service. With a more diverse, inclusive, a fair workplace, such a
service is attainable and realistic. For this reason, inclusion is not a topic that solely concerns
the average scientist or intern at the EPA, but every individual in the United States as it is a
civic duty to maintain and structure an inclusive environment within the federal government.
This report will service as a guide for not only defining and articulating what inclusion is, but
also the factors, elements, and contingents that compose it. By defining and detailing these
factors and ideals, the EPA will lay out a framework through which its various offices and
regions can be inclusive, whether that be through training sessions, dialogue, or the
implementation of “Best Practices” that litter this report. Through all of these notes, an
emphasis of inclusion will be made in each and every office across the EPA as such an
emphasis is an integral component of employee lifecycle stages of retainment, development,
and promotion.

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WHAT IS INCLUSION?
Inclusion is a culture that connects each employee to his or her specific organization.
Through this practice, collaboration, flexibility, and fairness are encouraged, enhanced, and
cultivated. Furthermore, inclusion leverages diversity throughout the specific organization so
that all individuals are able to participate and contribute their full potential and abilities.1
WHAT ARE THE BENEFITS OF INCLUSION?
Inclusion cultivates a culture that encourages collaboration, flexibility, and fairness. Through
this, individuals are enabled to contribute their full potential to the organization’s mission,
and further retention. From this established culture, a more productive and diverse EPA is
created through which worker productivity can increase as a supportive, welcoming, and fair
work environment is fostered. As such, when employees feel included, perceive they have a
voice, and are given opportunity to develop and maximize their potential, the employer
creates an organization of choice and becomes a model employer.
WHAT ARE THE ELEMENTS OF INCLUSION?
Inclusive elements are behaviors are those practices and ideals that leverage, encourage, and
honor the uniqueness of every individual’s talents, beliefs, and ways of life. They go above
and beyond the differences of individuals, and instead use those differences by honoring the
group identities all people possess, while also not restricting individuals to certain identities
or ways of activity.
For the EPA, the elements of Inclusion reflect those laid out by the Office of Personal
Management in the Employee Viewpoints Survey (EVS). Specifically, the OPM has
developed a “New-IQ Index” that measures five specific factors that each reflect certain
degrees of inclusion within the workplace via surveys distributed to employees throughout
the agency. These five factors, as carefully and precisely identified by the OPM, are “Fair,
Open, Cooperative, Supportive, and Empowerment”.2
1 "Government-Wide Diversity and Inclusion Strategic Plan 2011." Office of Personal Management, n.d. Web. 16 July
2014. http://www.opm.gov/policy-data-oversight/diversity-and- inclusion/reports/governmentwidedistrategicplan.pdf.
2 "2013 Federal Employee Viewpoints Survey." OPM.GOV. Office of Personal Management, n.d. Web. 17 July 2014. <
http://www.fedview.opm.gov/2013/Reports/ResponsesW.asp?AGY=ALL>.

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v Inclusive Element: Fairness
The inclusive element of FAIRNESS is the quality of making judgments that are free from discrimination.
It is to treat all individuals as equal, to contribute balanced, meaningful, and appropriate criticisms, judgment,
and respect to each and every individual within an office.
Best Practices to Promote in the Office for Leaders
ü Take appropriate and swift steps to deal with poor performers that cannot or will not
improve.
ü Recognize differences in performance in employees and determine causes of
differences and deal with them with a balanced approach
ü Reward employees based strictly on job performance rather than disparate factors
outside of the workplace
ü Absolve yourself and the office of personal favoritism, arbitrary actions, political,
and personal motivations that are unrelated to the quality of an individual’s job
performance.
ü Reaffirm that employees will be given equal opportunity to perform and be
recognized for their job performance.
ü Be equitable and respectful of each individual. Strict and stringent rules that keep
employees along a rigid line are not necessary
ü Notice and speak up when employees appear or are excluded.
ü Be prepared to give honest feedback to employees regardless of personal preferences.
Best Practices to Promote in the Office for Individuals
ü Be absolved of the attitude of violating basic human rights through actions such as
discrimination, obstruction of individual’s rights for employment, or the violation of
veteran’s preferences requirements.

★ 5 ★
ü Be aware of your own biases and how your verbal, nonverbal, and physical
communication can demonstrate respect to others.
ü Recognize how your identity may interact with that of another employee. Be
receptive to those differences and recognize how to utilize those differences to
improve the office.
ü Recognize the personal aspects, personalities, and emotions of fellow employees in
order to connect with each individually and comfortably
ü Be willing to accept criticism and similarly, be willing to provide criticism to your
fellow employees if it is warranted.
ü Understand that it is best for office’s mission to provide the same collaborative
techniques to each and every fellow employee.

★ 6 ★
v Inclusive Element: Openness
The inclusive element of OPENESS is that the office as a whole and each employee has the personal
ability and means to entertain and be receptive to new, non-customary, and untraditional ideas, and to change
one’s behavior according to the implementation of these ideas. As such, individuals actively engage with one
another, not for personal benefit, but for the benefit of others and the office as a whole as dialogue, expression,
and exchange are openly and freely encouraged.
ü Reward the expression of creativity, innovation, and originality.
ü Be committed to a workforce representative of all segments of society, regardless of
gender, religion, heritage, or culture.
ü Work well with employees of different backgrounds and identities.
ü Create and encourage forums for dialogue and input between employees.
ü Take the time to connect with each employee through authentic, personal, and
meaningful conversation
ü Be curious about employees and open up about your own personality. Be more than
a forceful leader, be an individual and person.
ü Be vulnerable and willing to take suggestions from employees
ü Encourage employees to express their respective identities and cultures.
ü Don’t model oneself as perfect and ideal. Share data and information to the fullest
extent possible with all individuals in the office.
ü Be willing to hear and respond to individual’s concerns.
ü Provide meaningful and thought-out responses to questions and concerns. Don’t
hesitate to question employees in return
ü Foster an environment of constructive criticism that allows employees to express
opinions, desires, or suggestions without fear or reprisal

★ 7 ★
ü Engage and take part in open dialogue and discussion with fellow employees.
ü Recognize differences with fellow employees and recognize your own. Establish
relationships and a positive work environment based on those differences.
ü Be willing to hear and respond to fellow employee’s concerns
ü Take the time to take part in meaningful discussion with all employees in the office.
ü Have the courage to say what you may believe or what needs to be said.
ü Be willing to respond and hear individual’s concerns in the office.
ü Listen to other employees as an ally rather than as a critic or skeptic. Be willing to
accept ideas that do not conform to match your own.
ü Engage a broad range of perspectives, personalities, and beliefs.
ü Provide meaningful, though-out, and constructive responses to questions. Don’t
hesitate to question employees in return.

★ 8 ★
v Inclusive Element: Supportiveness
The inclusive element of SUPPORTIVENESS concerns the comfort, aid, and confidence individuals
feel within the office. Along these lines, it also concerns the levels of opportunity, knowledge, and
approachability that an individual has within the office. Individuals should feel as if they can go about their
work with the knowledge and understanding that fellow employees and supervisors will stand behind their
efforts with confidence, pride, and audacity in a means that will improve the quality of the entire office.
ü Understand that employees have other commitments outside the office. Respect
those commitments and attempt to accommodate all employees fairly.
ü Give employees suggestions to improve their job performance. Be creative and give
each employee personalized input and suggestions.
ü Be focused, respectful, and thoughtful when employees are talking to you. Make
them aware that you value their input.
ü Treat each employee with universal, appropriate, and sufficient respect.
ü Be frequent in updating employees on their job performance. Make them aware of
where they are excelling, or could use improvement.
ü Actively and continually invite and engage new voices in discussions. Provide room
for dissent and agreement. Make all employees feel as if their opinion has some value,
weight, and importance.
ü Make employees aware that there is more that matters than just their job. Reassure
employees that their lives outside the office are important and valued by the EPA.
ü Encourage employees in their pursuits inside and outside of the office. Encourage
them to be ambitious and proud in what they do throughout their lives.
ü Provide incentives for employees for quality work. Make them feel as if there is a
reason, purpose, and goal-orientated mindset to their work.
ü Make sure all employees are aware of recruitment activities or possible promotions.
Show that you are open to their job and personal growth and development.

★ 9 ★
ü Make fellow employees aware of what you are doing, and find relationships between
your work and that of your coworkers. Discover ways your works may overlap,
intersect, or somehow be formated together.
ü Ask for input from fellow employees and consider their advice. Likewise, provide
input to your coworkers, while being respectful and constructive in your criticism
and praise.
ü Encourage fellow employees to discuss their lives outside of the office and pursue
those passions outside the office.
ü Create events to spend time with fellow employees, showing that you value them
outside of simply being coworkers or associates within the office.
ü Converse with fellow employees regarding not only their job performance, but also
your own.
ü Demonstrate, explain, or exchange means of improvement with fellow employees.
Show a commitment to their success within the office.
ü Listen to what fellow employees have to say, offering feedback to their comments
and follow-up questions.
ü Treat other employees with the same respect you fell that you deserve.
ü Share responsibilities with fellow employees to demonstrate respect, dedication, and
respect towards them.
ü Be open with fellow employees and ask for feedback regarding your struggles or
successes.
ü Take action on the advice of fellow employees and a commitment to the efforts they
put into your success, and that of the entire office.
v Inclusive Element: Cooperativeness

★ 10 ★
The inclusive element of COOPERATIVENESS concerns the commitment members of the office have
to working with each to formulate new ideas, techniques, dialogue, exchange, and the overall success of the
office. Furthermore, it concentrates that employees are compelled to work with and encourage their fellow
employees, not out of self-interest or promotion, but out of the interest of the office and the sustainment,
completion, and realization of the Agency’s goals.
ü Promote communication between the various work units in the office, whether that
be regarding projects, goals, needed resources, or future events and session.
ü Support collaboration between work units in order to sustain and fulfill various
objectives concerned with accomplishing the Agency’s mission.
ü Promote a sense of teamwork and unity in the office that has all employees focused
on achieving the Agency’s goals together.
ü Raise awareness and concern about the overall benefits and performance, effective
teamwork, diversity, and inclusion.
ü Establish a culture and atmosphere of interdependence amongst employees
ü Ensure that teams, rather than individuals, are working towards introducing and
implementing the tools of inclusion, diversity, unity, and teamwork
ü Share organizational learning and skills of your own with others.
ü Demonstrate the steps you took to achieve your current position, as well as how you
would go about procedures. While doing so, also encourage employees to pursue
their own methods of success and completion of work.
ü Foster a continual atmosphere of growth, codependence, and unity that requires all
employees to jump on board.
ü Specify to your employees when you want them to work, and establish situations
where they may work together, whether that be training sessions, out of office hang-
outs, or conferences in and out of the office.
ü Educate and demonstrate to employees the improved performance of not only
individuals, but the entire agency through collaboration.

★ 11 ★
ü Demonstrate to fellow employees the methods you utilize in performing your work.
Show how you developed those methods and how they benefit you.
ü Communicate with fellow employees regarding not only your own work, but theirs
as well. Be aware of their current projects and how you may be able to help them.
ü Attempt to settle employee disputes between each other rather than directly going to
the manager or supervisor for aid.
ü Make other employees aware of your work projects and don’t hesitate to ask them
for support and guidance in your own work.
ü Be welcome to feedback from employees and demonstrate a commitment to
improving based on the feedback from fellow employees.
ü Attempt to find means through which employees can complete work goals in teams,
rather than as individuals.
ü Approach employees and ask them if they need any assistance in their work.
Welcome back the same assistance with regards to your own work.
ü Attend all workshops available in order to develop camaraderie with your fellow
employees and a sense of unity throughout the office.
ü Solicit advice from your supervisor regarding any opportunities possible for
employees to get together and collaborate with one another.
ü Commend employees when they perform quality work.
ü Provide constructive criticism to employees. Be an ally to them, not a competitor.
You all work towards the Agency’s ultimate mission. Personal ambitions or personal
performance do not supersede such a goal.
ü Make other employees aware of the goals of the Agency and how you can all work
together in order to realize those goals.

★ 12 ★
v Inclusive Element: Empowerment
The inclusive element of EMPOWERMENT concerns that all employees feel as if they have
the means to accomplish their work, fulfill the Agency’s mission, and have a distinguished
value within the office. Furthermore, it should concern whether an employee can enter the
workplace with the knowledge that they are valued and do work that is important, valued,
and respected. Everyone should feel as if they have a certain degree of freedom,
responsibility, and independence on the job and can make some input into not only their
own work, but all work across the Agency.
ü Provide all employees with the necessary and relevant information to perform their
jobs well.
ü Encourage employees to think outside the box and develop new and improved ways
of completing tasks around the office.
ü Make use of all talents an employee has within the office. Play to their strengths and
minimize their weaknesses.
ü Ensure employees have a feeling of personal pride, respect, and value in their work
and the work processes around the office.
ü Show that employee ideas are being supported in the office. Make all employees feel
as if they have a role in shaping the dynamics and functions of the office.
ü Relate to employees the value their personal work has in the realization of the
Agency’s goals and missions.
ü Give employees some degree of independence in their work. Prevent yourself from
becoming overbearing in the office.
ü Provide employees with tools and resources that will make them feel as if they have a
valued task in the office that has resources dedicated to it.
ü Ensure that employees remain focused with regards to their work and the overall
work of the office.

★ 13 ★
ü Give employees leadership responsibilities in projects, committee sessions, or
training sessions.
ü Make employees aware of and inform them of wellness options such as the
compressed schedule and teleworking.
ü Ensure that you have all of the relevant and necessary information on hand to
perform your job well.
ü Feel confident in coming up with new means of performing you own work and
various functions around the office.
ü Make use of your talents in the workplace and find areas where your talents can be
maximized.
ü Reduce your weaknesses and the detriments they have on your work. Make sure
other employees and your supervisors are aware of your strengths.
ü Maintain a sense of empowerment with regards with your work. Be confident in
what you do and take pride in every action.
ü Commit yourself to realizing the agency’s mission and realize that you have a distinct
role in fulfilling it.
ü Don’t be afraid to complete work without getting every direction from a fellow
employee or superior.
ü Embrace opportunities to demonstrate leadership, imitative, and careful thought
within the office.
ü Remain focused on your work and remain determined to demonstrate your ability to
fulfill assigned projects and missions.

★ 14 ★
IMPLEMENTATION OF ELEMENTS
With the Executive Order 13583 being signed three years ago, an extensive diversity dashboard and
strategy plan in place, and a similarly detailed inclusion dashboard being rolled out currently, the
Inclusion Strategy Plan of the Environmental Protection Agency will be rolled out and implemented
immediately upon the submission and ratification of this report.
Unlike other initiatives, where plans and strategies can be implemented in a single day to bring about
a desired effect, the Inclusion Strategy Plan of the EPA will be a gradual, constantly refining, and
continually revised process. The Strategy does not call for new initiatives such as training sessions
and lectures as much as it calls for a change in dialogue, exchange, and above all: environment. In
order for the EPA to become more inclusive and have a workforce that truly feels fair, open,
cooperative, supportive, and empowered, there must be a shift in the environment.
The environmental switch for the EPA, in order for the Inclusion Strategy Plan to succeed, cannot
happen overnight or can be pinpointed to a desired process. Rather, employees, supervisors, and
leaders across the Agency must make a commitment to abandon the rather faire bureaucratic system
in place, instead insisting on way that focuses on engagement, conversation, and overall
improvement in standards. When people start to envision themselves, their groups, and the entire
Agency in the frame of mind of “We”, rather than “I”, improvement will truly begin. For it is in this
instance that people will not only commit themselves to improving others and the entire Agency,
but also themselves. With a mindset of “We”, individuals can develop a vested interest in the
Agency’s mission, and truly see their integral and strategic role and importance in the
accomplishment of that mission.
Now, the EPA will not be able to introduce and fully implement this “fluid” Inclusion Strategy Plan
over the course of a day, week, or even month. It will take several months and even years as
individuals switch their mindsets and take time to fully buy into the missions, initiatives, and goals of
the Agency. However, when this Inclusion Strategy becomes fully implemented within the EPA, the
overall diversity, wellness, and performance of the Agency will gradually and continually improve as
an inclusive Agency is one that can be used as a future model of success, achievement, and
performance for all government agencies and organizations everywhere.
KEY FIGURES IN IMPLEMENTATION
The implementation of the gradual and extensive Inclusion Strategy Plan at the Environmental
Protection Agency will depend on all individuals across the Agency. Every individual will have to
make a commitment to a part of the plan and understand their integral role in fulfilling the goal and
missions of the Agency. Whether it be having extended conversations at the lower level, to the
upper management attending training sessions and engaging with other employees, the Inclusion
Strategy Plan will require that everyone associated with the Agency make an extensive effort to
improve not only their own inclusion, but those of others as well.

★ 15 ★
While the Inclusion Strategy Plan certainly calls for all individuals to be involved, it is important to
note that the plan will start from the top and upper and levels of the Agency to the lower levels. As
important as it is to have a stable base in place to have inclusion take place, employees will never be
receptive to the plans unless there is a serious commitment from their superiors. Furthermore, it is
the responsibility of the leaders to implement the plan and fully embrace it. By doing this, the
supervisors, managers, and superiors of the Agency can directly interact with those they oversee,
thus spreading the methods and purposes of the Strategy, while also demonstrating a commitment
to it as well.
ADDITIONAL RESOURCES
Outside of the extensive references provided throughout the document, additional resources can be
found at the links and resources listed below. These figures were used in conjunction with the
formation of this document. Furthermore, some resources serve as excellent informational
references, detail, and utility with the use of this inclusion strategy.
• EPA Diversity Dashboard:
http://www.epa.gov/ncct/download_files/chemical_prioritization/CSS_DASHBOARD_
Nov2012.pdf
• President Obama Executive Order 13583:
http://www.whitehouse.gov/the-press-office/2011/08/18/executive-order-establishing-
coordinated-government-wide-initiative-prom
• OPM Inclusion Dashboard:
http://www.opm.gov/policy-data-oversight/diversity-and-inclusion/

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