safer consumer products program workload analysis
TRANSCRIPT
Safer Consumer Products Program Workload AnalysisDepartment of
Toxic Substances
Welcome
Chemical and Products Evaluation • Diana Vazquez, Deputy Director,
Legislation and Regulatory Review
Comprehensive Reform: Three Questions
Administration's Proposed Solution Addresses Three Questions 1. What programs should DTSC deliver? 2. What fees and revenues support those service levels while
disincentivizing the use and mismanagement of hazardous substances?
3. What governance structure best fosters greater transparency and stronger community engagement?
3
Department of Toxic Substances Control
What it is: What this is and • An analysis of DTSC's core programs
is not • A discussion of DTSC's service levels
• Documents DTSC program improvements
• Provides transparency on how DTSC is using its current resources
• An estimation of priority resource gaps
4
What this is What it is not: and
is not • A budgetary request for resources
• A comprehensive analysis of every DTSC statutory authority
5
Background Safer Consumer Products
What’s the problem? • Between 40K and 80K chemicals in commerce, most without
adequate information regarding their hazards or risks. • Inadequate, ineffective and incomplete patchwork of federal
and state laws and regulations protecting Californians and our environment
• Historic “Chemical Whack-a-mole” approach
6
~--.. ~---
Why it matters…
7
DTSC selects "Priority Products,, that may cause harm
Manufacturers evaluate alternatives
The SCP regulatory framework
• Build program capacity and capability
• Execute and meet mission
h r
Children's Foam Padded Sleeping
Products with Flame Retardants
Program Outputs
Operations (5)
SCP Management Office1
Regula ion and Policy (10)
Department of Toxic Substances Control
Small program, Big mission • 41 staff o 28 Scientists and Engineers o 2 Economists, 3 Analysts o 1 Librarian o 4 Supervisors, 1 Manager o 1 Deputy Director,
1 Exec Assistant • FY 18/19 Budget = $9.5 million • Program only partially funded via redirection of P2 Program
10
Department of Toxic Substances Control
Workload Analysis Findings: Employee Resources
• SCP spent 75% of its time on: • “Priority Product” research and selection • Alternatives Analysis oversight and support • Development and Adoption of regulations listing Priority Products • Developing and launching the CalSAFER web portal • Stakeholder engagement, public outreach/workshops
and direct support of the program
11
Pn>du<:!Oond ~.
(~)
• 70% of hours charged to this category were spent on specific products and chemicals. Food packaging was the largest category within this group during this period. 14 % of these hours involved work on add itional products and chemica ls that have not yet been publicly announced_
• Process lmprovemenVSupport work involves scheduling, meetings, and any chemical and product eva luation process improvement or development work. Th is category constitutes 23% of CPET hours.
• A total of 639 hours were not charged to a specific short site code, meaning they were not spent on a specific product
Hours1 by Work Cateqory (FY 2018-19)
Brake Pads 1465 Hours ( 1 %) CPET
AA
Rulemaking
Supervision/Tech Support
Alternatives Analysis 9 ,485 Hours (1 3% )
Operations 18,187 Hours {26% }
0 5 ,000 10,000 15,000 20,000 25,000
SOURCES: DTSC TEMPO Time Data NOTES: (1) Leave is not shown in this chart. Leave, including state and federal holidays, amounts to 11 ,313 hours (16%). Percentages in the chart take leave into account.
Department of Toxic Substances Control
SCP Project Management and Cost Accounting
12
Program Outputs
13
Programmatic Improvements
• Developed and implemented a new project management system
• Conducted PM training and created a project management roadmap with procedures and tools for each project.
low and resources, and achieve our goals, SCP:
• Conducted Lean Six Sigma project – cutting the average process time for Priority Product selection by almost 60%
• SCP will launch web-based “SCP Timeline” identifying the status of key projects in conjunction with the 2021- 2023 Priority Products Work Plan
14
0
5 -··-
7
1
FY 119 20 FY 20 211 FY 21 22 FY 22 23
CPET C Ru lemaking 1CAA Cl Regulartory Response
SCP's goal is to identify 3 to 5 Priority Products per yea r; however, its ability to achieve th1is goal i11 upcoming yearn will be s~ifled by the need to redirect resources to AUernatirves Analysis an d Regu llatory Respons,e for the· Priority Products previouslly ident ified ilfil FY 2018-1'9_
With the cuirre11t 41 posi1tions, SCP a11t'icipates that by FY 2022-23 annual ou tputs would be red u oed to :
2 prod l!.lot-chemical com bina.tiions under i nvestligation with limited ra11ge of compte:>0ity
1 P11iority Product listing regulation pack:ag:e per year
Department of Toxic Substances Control
Resource Gap Analysis
• What is the threat? • Current SCP resource
levels only support partial implementation of regulations
• Absent augmentation, resources will need to shift, reducing the number of products in the pipeline that can be addressed by ~80%
15
5 6
CPET c1Rulemakin9 AA 1u1Regulartory Response
rai With a tota l of .SO positions, SC P's annual estimated capaicityloutputs wo1.lld increase to:
12 product-ch emica I combin arti:on investig1at i ons with full ra 111ge of com plexiily
5 Priority Prndt1 ots listing1 mg u1latron packag,e.s pe,n- ye a.r
• 1 l his levell of Priority Pro ducts work would a 11 ow SCP 1o make a more meaningful and effective impact on the extensirv:e u 111w,erae of consume n- pro ducts co 111ta.ining1 h azairdous chemicals causing human and environmental ha.rm.
Department of Toxic Substances Control
Resource Gap Analysis
• What is the scale of work that needs to be done?
16
Resource Projection by 2021
a
3
Management
NOTES: ( 1) This figure depids SCP resource needs. Resources will be needed in other D TSC programs to support these activities.
Department of Toxic Substances Control
Resource Gap Analysis
• Estimated Gap = 39 positions for a baseline program
• Does not include additional departmental resources needed for program support
17
Key Takeaways - SCP
• Making positive impacts
• Continuing process improvement, increasing transparency and accountability
• Significant resource limitations threaten full and effective implementation
18
A Path Forward: Governance & Fee Reform
FY 2021-22 Governor’s Budget:
• Streamlines DTSC’s fee structure • Creates a sustainable funding model • Creates a board for transparency and
accountability • $300M one-time funding for site cleanup • Investigate and clean up orphan sites • Establish a brownfield grant program to
revitalize communities
• Job training programs to give people career skills for cleaning up their communities
• $31.4 M to meet the commitment to clean up 3,200 residential properties around Exide
19
• Comprehensive Reform Conclusion • Analysis Key Findings
• Path Forward
Questions and Answers
What it is:
What it is not:
SCP Project Management and Cost Accounting
Program Outputs
Building Capacity
Programmatic Improvements
Resource GapAnalysis
Resource GapAnalysis
Resource GapAnalysis
Conclusion
Welcome
Chemical and Products Evaluation • Diana Vazquez, Deputy Director,
Legislation and Regulatory Review
Comprehensive Reform: Three Questions
Administration's Proposed Solution Addresses Three Questions 1. What programs should DTSC deliver? 2. What fees and revenues support those service levels while
disincentivizing the use and mismanagement of hazardous substances?
3. What governance structure best fosters greater transparency and stronger community engagement?
3
Department of Toxic Substances Control
What it is: What this is and • An analysis of DTSC's core programs
is not • A discussion of DTSC's service levels
• Documents DTSC program improvements
• Provides transparency on how DTSC is using its current resources
• An estimation of priority resource gaps
4
What this is What it is not: and
is not • A budgetary request for resources
• A comprehensive analysis of every DTSC statutory authority
5
Background Safer Consumer Products
What’s the problem? • Between 40K and 80K chemicals in commerce, most without
adequate information regarding their hazards or risks. • Inadequate, ineffective and incomplete patchwork of federal
and state laws and regulations protecting Californians and our environment
• Historic “Chemical Whack-a-mole” approach
6
~--.. ~---
Why it matters…
7
DTSC selects "Priority Products,, that may cause harm
Manufacturers evaluate alternatives
The SCP regulatory framework
• Build program capacity and capability
• Execute and meet mission
h r
Children's Foam Padded Sleeping
Products with Flame Retardants
Program Outputs
Operations (5)
SCP Management Office1
Regula ion and Policy (10)
Department of Toxic Substances Control
Small program, Big mission • 41 staff o 28 Scientists and Engineers o 2 Economists, 3 Analysts o 1 Librarian o 4 Supervisors, 1 Manager o 1 Deputy Director,
1 Exec Assistant • FY 18/19 Budget = $9.5 million • Program only partially funded via redirection of P2 Program
10
Department of Toxic Substances Control
Workload Analysis Findings: Employee Resources
• SCP spent 75% of its time on: • “Priority Product” research and selection • Alternatives Analysis oversight and support • Development and Adoption of regulations listing Priority Products • Developing and launching the CalSAFER web portal • Stakeholder engagement, public outreach/workshops
and direct support of the program
11
Pn>du<:!Oond ~.
(~)
• 70% of hours charged to this category were spent on specific products and chemicals. Food packaging was the largest category within this group during this period. 14 % of these hours involved work on add itional products and chemica ls that have not yet been publicly announced_
• Process lmprovemenVSupport work involves scheduling, meetings, and any chemical and product eva luation process improvement or development work. Th is category constitutes 23% of CPET hours.
• A total of 639 hours were not charged to a specific short site code, meaning they were not spent on a specific product
Hours1 by Work Cateqory (FY 2018-19)
Brake Pads 1465 Hours ( 1 %) CPET
AA
Rulemaking
Supervision/Tech Support
Alternatives Analysis 9 ,485 Hours (1 3% )
Operations 18,187 Hours {26% }
0 5 ,000 10,000 15,000 20,000 25,000
SOURCES: DTSC TEMPO Time Data NOTES: (1) Leave is not shown in this chart. Leave, including state and federal holidays, amounts to 11 ,313 hours (16%). Percentages in the chart take leave into account.
Department of Toxic Substances Control
SCP Project Management and Cost Accounting
12
Program Outputs
13
Programmatic Improvements
• Developed and implemented a new project management system
• Conducted PM training and created a project management roadmap with procedures and tools for each project.
low and resources, and achieve our goals, SCP:
• Conducted Lean Six Sigma project – cutting the average process time for Priority Product selection by almost 60%
• SCP will launch web-based “SCP Timeline” identifying the status of key projects in conjunction with the 2021- 2023 Priority Products Work Plan
14
0
5 -··-
7
1
FY 119 20 FY 20 211 FY 21 22 FY 22 23
CPET C Ru lemaking 1CAA Cl Regulartory Response
SCP's goal is to identify 3 to 5 Priority Products per yea r; however, its ability to achieve th1is goal i11 upcoming yearn will be s~ifled by the need to redirect resources to AUernatirves Analysis an d Regu llatory Respons,e for the· Priority Products previouslly ident ified ilfil FY 2018-1'9_
With the cuirre11t 41 posi1tions, SCP a11t'icipates that by FY 2022-23 annual ou tputs would be red u oed to :
2 prod l!.lot-chemical com bina.tiions under i nvestligation with limited ra11ge of compte:>0ity
1 P11iority Product listing regulation pack:ag:e per year
Department of Toxic Substances Control
Resource Gap Analysis
• What is the threat? • Current SCP resource
levels only support partial implementation of regulations
• Absent augmentation, resources will need to shift, reducing the number of products in the pipeline that can be addressed by ~80%
15
5 6
CPET c1Rulemakin9 AA 1u1Regulartory Response
rai With a tota l of .SO positions, SC P's annual estimated capaicityloutputs wo1.lld increase to:
12 product-ch emica I combin arti:on investig1at i ons with full ra 111ge of com plexiily
5 Priority Prndt1 ots listing1 mg u1latron packag,e.s pe,n- ye a.r
• 1 l his levell of Priority Pro ducts work would a 11 ow SCP 1o make a more meaningful and effective impact on the extensirv:e u 111w,erae of consume n- pro ducts co 111ta.ining1 h azairdous chemicals causing human and environmental ha.rm.
Department of Toxic Substances Control
Resource Gap Analysis
• What is the scale of work that needs to be done?
16
Resource Projection by 2021
a
3
Management
NOTES: ( 1) This figure depids SCP resource needs. Resources will be needed in other D TSC programs to support these activities.
Department of Toxic Substances Control
Resource Gap Analysis
• Estimated Gap = 39 positions for a baseline program
• Does not include additional departmental resources needed for program support
17
Key Takeaways - SCP
• Making positive impacts
• Continuing process improvement, increasing transparency and accountability
• Significant resource limitations threaten full and effective implementation
18
A Path Forward: Governance & Fee Reform
FY 2021-22 Governor’s Budget:
• Streamlines DTSC’s fee structure • Creates a sustainable funding model • Creates a board for transparency and
accountability • $300M one-time funding for site cleanup • Investigate and clean up orphan sites • Establish a brownfield grant program to
revitalize communities
• Job training programs to give people career skills for cleaning up their communities
• $31.4 M to meet the commitment to clean up 3,200 residential properties around Exide
19
• Comprehensive Reform Conclusion • Analysis Key Findings
• Path Forward
Questions and Answers
What it is:
What it is not:
SCP Project Management and Cost Accounting
Program Outputs
Building Capacity
Programmatic Improvements
Resource GapAnalysis
Resource GapAnalysis
Resource GapAnalysis
Conclusion