Agenda

Moderator: Betsy Grim, Director Quality Assurance, OPP

Part 1: Quality Basics 1:30 2:30 Louis Blume, GLNPO QAM Quality Basics and Stages of Quality 2:30 2:45 Kevin Bolger, Region 5 QAM Regulations Requiring Quality 2:45 3:00 Marcia Damato, GLNPO QA Team Quality Implementation for grants

3:00 3:30 Break

Agenda
Moderator: Betsy Grim, Director Quality Assurance, OPP
Part 2: Integrating and Documenting Quality in Project Management Tom Huges, QAO, NHEERL and Cheryl Itkin, QAO, NCEA

3:30 3:50
3:50 4:10 4:10 4:20 4:20 5:00

Overview of other data

Documenting other data Break Hands on exercise

Agenda
Moderator: Betsy Grim, Director Quality Assurance, OPP 3:30 4:30 Louis Blume, GLNPO QAM 2:30 2:45 Kevin Bolger, Region 5 QAM 2:45 3:00 Marcia Damato, GLNPO QA Team Quality Basics Regulations Requiring Quality Quality Implementation for grants

3:00 3:30

Break

Quality Management Basics and Advanced Stages of Quality Systems

Louis Blume, U.S. EPA, Great Lakes National Program Office,
Project Level QA Training for EPA QA Managers

May 14, 2009 San Antonio, Texas

Louis Blumes QA Background

QA Manager, US EPA GLNPO, 1995 present

Chief of Planning, US EPA, Region 5, 1990 1992

ORD Regional Scientist, US EPA, Chicago, IL, 1989 1990
Soil Scientist, US EPA Office of Research and Development, Las Vegas, Nevada. 1985-1989

Relevant Accomplishments
Co-chaired EPAs National Workshop on Graded Approaches for QA Presented QA Symposia in Canada and Russia QA Manager: National Acid Deposition Soil Survey, Direct/Delayed Response Project, US EPA

M.S. Soil Science,Taxonomy / Morphology University of Georgia B.S. Forestry Michigan Tech University

We are here today to talk about

the advantages of a Quality System,

Versus a Quality Management

Plan.

Benefits of a Quality System

Provides an effective management process that assures fact based environmental decisions Applies Quality principles to non-laboratory oriented data collection activities
policy making, modeling, pollution prevention, economic assessments

Allows flexibility on how you implement data collection activities can result in significant cost savings! Provides your organization a management structure that promotes continuous improvement

EPA Order CIO 2105.0: Major Points

Defines requirements and implementation for quality systems which support U.S. EPA environmental programs directly or through extramural agreements Defines and broadens the scope of environmental data to include all input information to decision processes. Identifies QA roles and responsibilities for agency managers and staff

U.S. EPA Order CIO 2105.0:

Policy and Program Requirements for the mandatory Agency-Wide Quality System

Establishes policy and program requirements for the conduct of QA, for all environmentally-related measurements performed by or on behalf of U.S. EPA

Definition of Environmental Data

Any measurements or information that describe environmental processes, location, or conditions; ecological or health effects and consequences; or the performance of environmental technology. For EPA, environmental data include information collected directly from measurements, produced from models, and compiled from other sources such as data bases or the literature.
EPA Order 5360.1 A2, May 2000

Quality System

A structured, documented Management System describing an organizations Policies, Objectives, Principles, Authorities, Responsibilities, Accountabilities, and Implementation Plan to ensure Quality in its Work Processes, Products and Services Provides an organizations framework through: Planning, Implementing, Assessing, Improving, Documenting

Quality Management Systems can/should be based on a Graded Approach

Quality system requirements are commensurate with:
Importance of work Availability of resources Unique needs of organization Consequences of potential decision errors

GLNPOs Graded Approach to

Quality System Documentation

Replaced four-tiered category approach with new project categories:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. State agencies 1 to 4: QMP Tribal grants usually required Consortium grants Cluster grants Existing data/modeling Habitat/ecosystem restoration Ambient monitoring and research demonstration Volunteer monitoring Sediment assessment Pollution prevention and environmental education Repeating projects of similar scope 5 to 11: QAPP usually required

Quality Review vs. Peer Review

Quality Reviews of QAPPs focus on:

the process the chance for success technical details and validity of results, from a reproducibility standpoint

Peer Reviews are primarily driven by the discipline

Peer Review and Information Quality Guidelines

GLNPO believes that an effective quality system ensures

Implementation of Agency peer review policy (EPA document #100-B-00-001)
http://www.epa.gov/osa/spc/htm/2peerrev.htm

Adherence to OMBs federal Information Quality Guidelines or IQGs (67 FR 8451)

http://www.epa.gov/quality/informationguidelines/ http://www.whitehouse.gov/omb/inforeg/agency_info _quality_links.html

What Does OMB Direct Agencies Do to comply with the IQGs?

Adopt a basic standard of quality for disseminated information Apply the principles of information quality to each step of EPAs development of information
creation, collection, maintenance & dissemination

Enable affected persons to seek and obtain corrections to "Information* disseminated to the public by filing a Request for Correction (RFC)
*Information, dissemination, distribution, and influential information are further defined at http://www.epa.gov/quality/informationguidelines/

What is Quality?
Objectivity Presentation: is accurate, clear, complete and unbiased (transparency) Substance: accurate, reliable, and unbiased ..based on sound statistical and research methods Utility Usefulness of the information to its intended users, including the public Integrity Protection from unauthorized access or revision

Quality System
Policy/Regulations

QMP Quality System

Organization/Program QMP

Quality Assurance QAPP, SPP (DQO)

Project

Quality Control QAPP, SOP

Project

Specifications for Non-EPA Organizations

EPA Requirements for Quality Management Plans (QA/R-2) EPA/240/B-01/002 March 2001

Guidance for Developing Quality Systems for Environmental Programs (QA/G-1)

EPA/240/R-02/008 November 2002

EPA Requirements for QA Project Plans (QA/R5)

EPA/240/B-01/003 March 2001

Guidance for Quality Assurance Project Plans (QA/G-5) EPA/240/R-02/009 December 2002

QMPs vs. QAPPs

Quality Management Plans reflect activities and policies common to all projects. Quality Assurance Project Plans reflect specific projects.

QMP
QAPP QAPP QAPP QAPP

Quality Management Plan (QMP)

The QMP describes quality requirements and procedures for activities that support the collection, use, and communication of environmental data and information, including:
Project Planning Grants, contracts and interagency agreements Documents and records Technical Tasks Information Technology QA Assessments/Audits and corrective action responses
See EPA Requirements for Quality Management Plans (EPA QA/R-2)
http://www.epa.gov/quality/qa-docs/r2-final.pdf

Quality Assurance Project Plans (QAPPs)

Mandatory document for any data collection activity Describes how data and information will be collected, analyzed and assessed Describes the technical details and procedures to be used in the collection of data
See EPA Requirements for Quality Assurance Project Plans (EPA QA/R-5) http://www.epa.gov/quality/qs-docs/r5-final.pdf

Required Elements in a QMP

Management and Organization Quality System and Description Personnel Qualifications and Training Procurement of Items and Services Documentation and Records Computer Hardware and Software Planning Implementation of Work Processes Assessment and Response Quality Improvement

Required Elements in a QAPP

Guidance Assurance for Project Plans, EPA QA/G-5 Project Management
Elements A1-A9

Measurement/Data Acquisition
Elements B1-B10

Assessment/Oversight
Elements C1-C2

Data Validation and Usability

Elements D1-D3

Required Elements in a QAPP

Elements Requirements
PROJECT MANAGEMENT A1 Title and Approval Sheet A2 Table of Contents A3 Distribution List A4 Project/Task Organization A5 Problem Definition/ Background Title and approval sheet. Document control format. Distribution list for the QAPP revisions and final guidance. Identify individuals or organizations participating in the project and discuss their roles, responsibilities and organization. 1) State the specific problem to be solved or the decision to be made. 2) Identify the decision maker and the principal customer for the results.

A6 Project/Task Description
A7 Data Quality Objectives for Measurement Data A8 Special Training Requirements/ Certification A9 Documentation and Record

1) Hypothesis test, 2) expected measurements, 3) ARARs or other appropriate standards, 4) assessment tools (technical audits), 5) work schedule and required reports.
Decision(s), population parameter of interest, action level, summary statistics and acceptable limits on decision errors. Also, scope of the project (domain or geographical locale). Identify special training that personnel will need. Itemize the information and records that must be included in a data report package, including report format and requirements for storage, etc. MEASUREMENT/DATA ACQUISITION

B1 Sampling Process Designs (Experimental Design) B2 Sampling Methods Requirements B3 Sample Handling and Custody Requirements B4 Analytical Methods Requirements B5 Quality Control Requirements

Outline the experimental design, including sampling design and rationale, sampling frequencies, matrices, and measurement parameter of interest. Sample collection method and approach. Describe the provisions for sample labeling, shipment, chain-of-custody forms, procedures for transferring and maintaining custody of samples. Identify analytical method(s) and equipment for the study, including method performance requirements. Describe routine (real-time) QC procedures that should be associated with each sampling and measurement technique. List required QC checks and corrective action procedures.

Required Elements in a QAPP

Elements Requirements
MEASUREMENT/DATA ACQUISITION (cont) B6 Instrument/Equipment Testing Inspection and Maintenance Requirements B7 Instrument Calibration and Frequency B8 Inspection/Acceptance Requirements for Supplies and Consumables B9 Data Acquisition Requirements (Nondirect Measurements) B10 Data Management Discuss how inspection and acceptance testing, including the use of QC samples, must be performed to ensure their intended use as specified by the design. Identify tools, gauges and instruments, and other sampling or measurement devices that need calibration. Describe how the calibration should be done. Define how and by whom the sampling supplies and other consumables will be accepted for use in the project. Define the criteria for the use of non- measurement data such as data that come from databases or literature. Outline the data management scheme including the path and storage of the data and the data record-keeping system. Identify all data handling equipment and procedures that will be used to process, compile, and analyze the data. ASSESSMENT/OVERSIGHT C1 Assessments and Response Actions C2 Reports to Management Describe the assessment activities needed for this project. These may include DQA, PE, TSA, MSR/ PR/RR Identify the frequency, content and distribution of reports issued to keep management informed. DATA VALIDATION AND USABILITY D1 Data Review, Validation, and Verification Requirements D2 Validation and Verification Methods D3 Reconciliation With Data Quality Objectives State the criteria used to accept or reject the data based on quality. Describe the process to be used for validating and verifying data, including the chain-of-custody for data throughout the lifetime of the project. Describe how results will be evaluated to determine if DQOs have been satisfied.

GLNPO Added Note: The above elements are minimum requirements for a QAPP, and therefore, should be used during the QAPP development.

Comparison of Required Elements in a QAPP versus a QMP

Elements of a Quality Assurance Project Plan (QAPP) Group A: Project Management Elements Group B: Data Generation and Acquisition Elements Group C: Assessment and Oversight Elements Group D: Data Validation and Usability Elements Elements of a Quality Management Plan (QMP) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Management and Organization Quality System and Description Personnel Qualifications and Training Procurement of Items and Services Documentation and Records Computer Hardware and Software Planning Implementation of Work Processes Assessment and Response Quality Improvement

EPAs Quality System

EPA Organizations
EPA Order 5360.1 EPA Order 5360 (Quality Manual) Contracts Management Manual (EPA Order 1900) ANSI/ASQC E4-1994

Non-EPA Organizations
48 CFR 46 (FAR 46) for contractors 40 CFR 30, 31, and 35 for assistance agreement recipients ANSI/ASQC E4-1994

Authorizing Requirements

ANSI/ASQC E4-1994/2004 is a national consensus standard designed specifically for quality systems applied to environmental data collection and environmental technology programs.
Relates directly to ISO 9000 certification and over 14000 approved organizations

Quality System Requirements for Extramural Agreements

Conformance to ANSI/ASQC E4-1994/2004 requires: Documentation must be sufficient to describe the quality system

American National Consensus Standard

ANSI/ASQC E4, Specifications and Guidelines for Quality Systems for Environmental Data Collection and Environmental Technology Programs
Provides the basis for planning, implementing, documenting, and assessing a quality system

Standard divided into 3 parts

Part A: Management Systems Part B: Environmental Data Part C: Environmental Technology

Standard available from ASQ (www.asq.org)

Basic Quality System Requirements for Solicitations and Contracts

Conform with ANSI/ASQC E4-1994/2004 Document the organization's quality system (QMP) which should be approved prior to initiating environmental work Document the application of QA and QC activities to activity-specific efforts (QAPP) which should be approved prior to initiating environmental data collection Verify that products/services meet specifications

Is it Acquisition or Assistance?
Acquisition vs. Assistance EPA Order 5700.1 The basic difference between acquisition and assistance is the relationship between the parties.
If an activity is funded to meet an internal EPA need, e.g., prepare a specific report to Congress or purchase furnishings for EPA staff, then an acquisition (contractual) relationship exists and EPA's direct procurement requirements (e.g., the Federal Acquisition Regulations) apply. If the activity is funded to primarily benefit someone other than the Federal government

Contract-Specific Quality System Procedures

QA Review Form:
Required for all solicitations and contracts, work assignments, delivery orders, task orders, and for modifications that involve a significant change to the Statement of Work. Documents the necessary quality-related activities to be performed by the contractor. May document the quality-related activities to be performed by EPA. Standardizes how EPA Contracting Officer's Representatives and QA Managers communicate quality specifications to EPA Contracting Officers to ensure inclusion of the specifications in standard contract clauses.

Quality Requirements for Solicitations and Contracts

Objectives: Identify Authorizing Requirements - where to find specifics and updates Describe requirements and responsibilities that ensure QA in Contracts

Federal Government

Federal Acquisition Requirements (FAR) Regulation - FAR 46.202-4 (February 1999)

Applies to all Federal Agencies Allows Federal Agencies to:
Select a higher-level quality standard and Tailor this standard to meet Agency-specific needs

Contract Quality Requirements

The type and content of the contract quality requirements depends on the nature of the work. It can range from inspection at the time of acceptance to requiring that the contractor implement a comprehensive program (quality system) for controlling quality.

Contract quality requirements fall into four general categories, depending on the extent of quality assurance needed by the Government.

Contract Quality Requirements

Higher-level contract quality requirements. For complex or critical items or when the technical requirements of the contract require -(1) Control of such things as work operations, in-process controls, and inspection; or

(2) Attention to such factors as organization, planning, work instructions, documentation control, and advanced metrology.
(FAR 46.202-4)

EPAs Adoption of FAR 46.202-4

EPA's higher-level quality standard is usually American National Standard ANSI/ASQC E4-1994, "Specifications and Guidelines for Quality Systems for Environmental Data Collection and Environmental Technology Programs." Chapters 7 and 46 of EPA's Contracts Management Manual (CMM) contains EPA-specific policy and procedures:
Contract Clause Step-by-Step Directions for COs and CORs QA Review Form

Application of Contract Requirements

Not based on cost but on the type of work to be performed

Covered activities are the same as the activities covered by the EPA Quality System
Applies to simplified acquisitions except those under a purchase order (which should not be used for covered activities)

The QA Review Form

The QARF provides information:

From the Contracting Officer's Representative to inform the Contracting Officer what quality requirements should be included in a solicitation Enhance QA Manager oversight of the quality-related activities

QARF must be completed for:

Solicitations Contract Statements of Work (SOW) SOW for work assignments/delivery orders/task orders Modifications to existing work assignments/delivery orders/task orders that change the SOW Technical directives and actions that do not affect the work performed by the contractor (for example, incremental funding or time extensions) do not require a QARF.

Complete the QARF

Check "Yes" and complete the rest of the QARF if project involves:
collection, generation, use, and/or reporting of environmental data; design, construction, and/or operation of environmental technologies; development and/or use of models; or other activities that need QA or QC requirements as identified in your organization's QMP.

If the work does not involve any of these activities, check "No," skip Quality Related Requirements and complete Signatures. Estimate the percentage of costs or level-of-effort allocated to the activities identified.

Stages of Quality System Implementation

Quality programs are not implemented with the stroke of a pen upon the approval of a Quality Management Plan Functional quality programs do not just happen - they evolve, typically after QMP approval

Value of Defining Stages of Implementation

Provides a metric to measure success Emphasizes the fact that good programs take time and continuously improve Illustrates a quality continuum Establishes realistic expectations
Quality Infrastructure

Stages of Quality System Implementation Matrix

Columns = Degree of Implementation Stage 1: 0-25% Stage 2: 25-50% Stage 3: 50-75% Stage 4: 75-100% Rows = Characteristics, Actions, Attitudes, and Keys to Success
See handout or http://www.epa.gov/glnpo/quality/stagesofquality

Stages of Quality
1 5 years
Denial Reluctance Compliance Acceptance Nirvana*

2
Bargaining Depression Training

4
True Value Added Cost Savings

Baby Steps
* Ideal condition of perfect harmony and peace

Kubler-Ross1
Stages of grief:

Denial (No lab analysis in my project!) Anger (I can not afford to write a QA plan, you write the plan for me) Bargaining (Not much guidance! They will publish the report!, They have a QMP!, They did a QA plan a year ago, theyre world renowned!) Depression (I dont care anymore) Acceptance (Okay I see the value lets get together and talk about the key parts!)
1. Kubler-Ross, Elisabeth. 1969. On Death and Dying. ISBN 0-684-83938-5, Reprinted 1997, Simon & Schuster, Inc.

Stage 1: 0-25%
Characteristics External pressure forces development of QS One person appointed to QA No formal infrastructure for training, review, assessment and inventory Appoint additional QA personnel, through management edict, try to harness enthusiastic people showing initiative Artful Dodgers (Hide from QM) Argue that project is not technical or no data, no sampling Management views quality as outside their primary focus Minimal understanding throughout organization, seen as an insurance policy Staff have narrow view of when quality is needed Develop generic QMP (not too prescriptive) Encourage broader ownership across the office Try to document existing processes that relate to Quality (e.g., workload planning, expenditures) Avoid using top down logic for selling Quality, vs explanation of the benefits

Actions

Attitudes

Keys to Success

Stage 2: 25-50%
Characteristics QMP approved QAPPs developed for some projects Polarization of QM and POs

Actions

QA staff identify delinquencies & try to fill gaps Training initiated, typically introductory Good opportunity for external MSRs Develop inventory of projects/expenditures Emphasize value of QA
Most see QA as bureaucratic exercise Difficult exchanges between QA staff & POs Problem: How will my QM fix this? Management takes ownership Develop inventory, capture quality during award phase, build rapport with grants, contract staff Build on positive behavior & ignore nay-sayers

Attitudes

Keys to Success

QA = Quality Assistance
For Enterprise Assurance

We succeed as a team, or we fail as a team.

Stage 3: 50-75%
Characteristics QMP approved and partially implemented QMs involved in management meetings Management begins to ask QA questions POs employ systematic planning for all projects QA staff involved in project planning Inventory of projects 100% implemented Most staff believe QA provides value QM feels like part of the team and not tattle-tale Problem: How will we fix this? Management becomes enlightened by Quality status (answers to questions) QA staff must stay involved at project-level Recognize and reward QA successes Orient limited QA $ to high priorities

Actions

Attitudes

Keys to Success

Stage 4: 75-100%
Characteristics Quality system is comprehensive QA is a component of daily activities for all staff Peer review & info quality key parts of QS Managers are actively involved and well-trained Office is perceived positively by external clients Use QA training & experience in hiring criteria Staff use we terms instead of you terms Continually re-evaluate, QM provides data assessments that relate to office-wide goals Staff seek out QA personnel for assistance Staff are empowered to improve quality Staff reveal QA concerns - know theyll be heard QM integral part of project development PO seen as enforcer and not QM Hire people with positive QA attitudes Quality system relates to organizational goals

Actions

Attitudes

Keys to Success

Management

Questions
Why?

When a manager asks about the state of quality in their organization, they emphasize its importance and drive the improvement.

What holds managers back?

Fear of additional resource demands Narrow view of quality (e.g. focus on lab data), not seen as their function Not realizing the management tools associated with the quality process They do not have battle scars from poor quality

Stage 2 Questions

Focus on Inventory How many active projects do we support? What percent collect environmental information? How many of these projects have approved quality documentation?

Stage 3 Questions

Focus on Implementation
How many projects have been assessed to evaluate key quality concerns and quality implementation?

Are we focusing quality resources on the most important office decisions?

Are we prioritizing resources to areas of greatest uncertainty? Is this uncertainty relevant to the decision to be made?

Stage 4 Questions

Focus on Reflection
Have true environmental outcomes been addressed? Have we discussed how these quality issues affect the decision? Is the final product disseminated, consistent with IQG and Peer Review (reproducible)?

Have we discussed recommendations for improvement?

Advanced Stages of Quality Systems

Are we there yet?

If not what can we do to move forward?

Advanced Stages of Quality Systems

Align quality systems with management priorities

Government Performance Results Act (GPRA) Fulfilling the mission Information Quality Guidelines

Advanced Stages of Quality Systems

Align key program functions toward GPRA goals

In aligning and coordinating different components must have awareness of how pieces fit together This awareness will come from the new policy order

Use the quality system (i.e., the quality framework) to align and coordinate towards the same goals (GPRA goals)
Educate and involve all components of the office
Define how quality is part of day-to-day activities Show value added aspects of the quality system Management, budget office, funding office, clerical, administrative, and information management staff all need to be onboard

Advanced Stages of Quality Systems

Focus on Mission Critical Functions (Enterprise Assurance)

Where can an effective quality management system have the greatest impact within the office? Dont sweat the small stuff (unless you have a few low hanging apples)

Advanced Stages of Quality Systems: Quality Framework

All mission critical programs may not need a formal QMP per EPA/QAR2 if a quality process exists that addresses common quality practices for various standards:
Personnel Qualifications and Training, Assessment and Response, Documentation and Records, Systematic Planning, etc., Procurement of Key Products and Services, Continuous Improvement, etc.

Advanced Stages of Quality Systems

This focus on inventory must be addressed at all levels of influence

Headquarters must ask Regions, who must ask States/Tribes, who must ask NGOs or local entities
What is the status of quality (i.e., what is baseline or inventory)? Of the ___$ we provide what % is covered by sufficient quality? How is quality implemented? Provides basis for consistency across programs

Advanced Stages of Quality Systems

Discuss quality issues as part of National Funding Guidance Discuss quality implementation and infrastructure when Regional Program Managers conduct program reviews with States and Tribes

Follow the money!

Advanced Stages of Quality Systems

For grants, interagency agreements, and contracts

We need to address how these extramural activities meet Performance Goals as defined in our Agencys Strategic Plan (i.e., define desired outcome, as opposed to a scope that tells them how to implement quality) Delegated programs that implement successful quality systems improve overall effectiveness and ease the burden of the overseer

Advanced Stages of Quality Systems

The environmental community needs to be able to answer baseline/inventory questions, before we can prepare a quality implementation scorecard
How many active projects are there that collect environmental information? How many of them have approved quality documentation? How many have evaluated the quality of the final decisions?

If we cannot answer these questions for all projects, we should at least answer the questions that relate to our Strategic Plan/ GPRA goals

Next Steps?????

Help our managers to answer baseline quality questions. Utilize the annual QAARWP? Utilize the baseline data to evaluate if our quality tools are contributing effectively to Agency goals Identify the gaps and orient our limited quality resources

Next Steps?????

Help our managers understand the quality framework and reduce confusion how various new initiatives fit together to achieve our mission Do whatever we can to empower stakeholders with quality tools processes and resources

Key Points in any Quality System*

1. The quality system is not optional. 2. All staff in the office should have a responsibility for the quality of their work and of the organization, and have identifiable roles in the quality system.
*acquired from OWs Ten Commandments for QA (2004 QMP)

Key Points in any Quality System*

3. There is an individual identified within each organizational unit in the Office whose quality system activities are independent of the line management structure. 4. Quality is a critical responsibility of all levels of management within the Office and all management personnel have identifiable roles in the quality system. Managers are responsible for ensuring the allocation of funding for quality management activities, including intramural, extramural, and travel funds, as well as funding for personnel and qualityrelated training.

Key Points in any Quality System*

5. Quality can only be achieved through systematic planning, assessment, and corrective action. 6. The importance of the project, the risk of a decision error, the schedule for completion, and the available resources are used to establish the level of quality management applied to a given activity. These considerations must be addressed and documented during the planning phase of the activity.

Key Points in any Quality System*

7. The quality of any environmental data or information used by the Office must be assessed (known) and documented, regardless of the source.

8. All environmental decisions made by the Office must be evaluated relative to the quality of the underlying data and information and these evaluations must be documented.

Suggestions for Enhancement of Our Quality Programs

Provide quality support to states through annual funding guidance. State funding is much more dynamic and politically driven than federal funding Encourage Regions/States to negotiate Quality System resources through the Environmental Performance Partnership Agreement (ENPPA)

Suggestions for Enhancement of Our Quality Programs

Discuss Implementation of our Quality System at Regional/State/Tribal levels alleviating Regional ambiguity and inflexibility of quality process Allow delegated programs to use the Quality System to provide more efficient utilization of limited resources

Suggestions for Enhancement of Our Quality Programs

Incorporate Peer Review and IQG programs in revisions to the QMP

Discuss process for Regional and State/Tribal implementation of goals and quality issues in revision to the QMP Provide opportunities for managers to take ownership of quality system

Conclusion

A true functional value-added quality system is not driven by approved documentation, but more so, by the activities implemented on a daily basis that enhance the quality of the environmental decision.
Great Lakes National Program Offices QMP: http://www.epa.gov/glnpo/qmp/index.html

Soaring Towards Quality

Please send all comments and questions to: Louis Blume, GLNPO QM 312-353-2317; Blume.Louis@epa. gov

Great Lakes National Program Offices QMP: http://www.epa.gov/glnpo/qmp/index.html

CONGRATULATIONS!
You have successfully completed the EPA Quality in Contracts and Grants Training
Please complete the course review form and be sure to mention potential Toolbox items If you would like to know more about the EPA Quality System or have any questions, please contact:
Quality Assurance Manager, or Quality System Coordinator http://intranet.epa.gov/quality/documents/qa-community.doc Quality staff: quality@epa.gov or 202-564-6830 Visit the EPA QA Web site at: http://www.epa.gov/quality

Resources
EPA Quality Requirements for Solicitations and Contracts intranet.epa.gov/quality/contracts.html

EPA Quality System www.epa.gov/quality

Federal Acquisition Regulations www.arnet.gov/far/ (Note Part 46 is "Quality Assurance")

EPA's Acquisition Policy Information www.epa.gov/oam/ptod/

FAI COR Mentor Course intranet.epa.gov/oamintra/training www.faionline.com ELECTRONIC COPIES of the QARF in Adobe Acrobat, WordPerfect, and Word at: http://intranet.epa.gov/quality/contracts/ctools.html#qarf Your organizations QA Manager http://intranet.epa.gov/quality/documents/qa-community.doc