Innovating 

for Better Environmental Resu

A Report on EPA Progress 

from the Innovation Action Council 

April 2004 
About EPA’s Innovation Action Council 

The Innovation Action Council provides leadership for 

advancing innovative approaches within EPA’s national programs, regional offices, and research laboratories. Comprised 

of Deputy Assistant and Regional Administrators, this senior 

group guides EPA’s innovative initiatives and resolves key 

policy issues that inevitably 

arise in the course of exploring 

new ideas. As the authors of 

EPA’s innovation strategy, 

Innovating for Better 

Environmental Results: A 

Strategy to Guide the Next 

Generation of Innovation at EPA, 

the Innovation Action Council 

also oversees and reports on 

innovation progress. 
In 2002, EPA released a comprehensive strategy to drive innov

environmental programs. Innovating for Better Environmental 

A Strategy to Guide the Next Generation of Innovation at EPA 

upon past successes with innovative approaches to environmen

tection and lays out how EPA will continue to advance new id

improve the quality of our work. 

This report describes the progress made to date and reaffirms o

mitment to advancing innovative approaches in the future. Ind

taining a focus on innovative approaches is as important as eve

we are challenged by increasingly complex environmental prob

defy conventional regulatory solutions, budget constraints that 

doing more with less, and the expectations of an American pub

looks to EPA for leadership in ensuring environmental progress

Innovation is key to meeting these and other challenges. Indee

the question “Is there a better way?” is one of the hallmarks o

Administrator Mike Leavitt’s leadership. Today we are asking t

question much more routinely. And by searching for the answe

partnership with other organizations that share our interests, w

moving toward a stronger, more cost-effective environmental p

tion system for the country. 

We are pleased to share this progress report, and we hope it w

our staff and other environmental professionals outside of EPA 

sue innovative approaches for improving environmental result

The Innovation Action 

Read

To the 
ii 

Contents 

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Focusing Innovation on Priority Environmental Problems. . 

Improving Water Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Meeting Water Infrastructure Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Reducing Greenhouse Gas Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Reducing Smog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Reducing Waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Reducing Chemical Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Developing Safer Pesticides . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Addressing Regional Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Developing Innovative Tools and Approaches. . . . . . . . . . . . . 

Environmental Indicators and Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Environmental Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Environmental Management Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Sector Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Integrated Compliance and Enforcement Strategies. . . . . . . . . . . . . . . 

Incentives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Strengthening Our Innovation Partnership with States and Tr

Providing Financial Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Setting Priorities Jointly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Collaborating to Solve Problems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Replicating Innovative Successes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Sharing Lessons Learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Fostering Innovation in EPA’s Culture & Organizational System

Capitalizing on Managerial Talent. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Tearing Down Organizational Barriers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Sharing Information to Spur Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . 

Evaluating Innovations to Assess Value. . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Setting Aside Funds to Explore New Ideas . . . . . . . . . . . . . . . . . . . . . . . . 

Creating Awards for Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 

For More Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 
I

magine a future where companies achieve environmental 

results that exceed government requirements, where the sa

market forces that drive the economy create incentives for 

ter environmental results, where green technology and manuf

ing practices are widely utilized, where environmental conside

tions are routinely factored into consumer choices, and where 

ernments, businesses, and communities work together to solve 

environmental issues in new ways. EPA envisions an environme

protection system that enables these and other benefits, and i

nessing the power of innovation to achieve it. 

Innovation has and will continue to play a key role in advancin

environmental protection for the United States. Our current sy

of environmental protection, comprised of environmental regu

tions, policies, and initiatives at the federal, state, and local leve

Introduction 

“Innovation will help launch the American people 

to a whole new level of environmental protection. 

Powerful technologies, market incentives, 

collaborative partnerships, and a focus on results 

must guide our approach to environmental 

protection now and in the future.” 

—EPA Administrator Mike Leav
the most part, its “architecture” was designed in the 1970s. 

Congress began passing laws to address what had become 

national environmental crisis, EPA got to work developing 

tions to carry them out. Initially, the focus was on controllin

tion from the biggest and most obvious sources, such as in

and municipal facilities. And by all measures, those control

proven highly effective, significantly cutting pollution to ou

water, and land. 

Today, the basic architecture is still strong, but EPA and othe

nize future progress will not come easily. There is a growing 

about our ability to address an increasingly complex set of 

that defy conventional regulatory solutions. EPA is addressin

concern by supplementing the current regulatory system w

vative environmental strategies and developing new non-re

approaches to achieve better environmental results. Finding 

advance environmental progress—to enable continuous im

ment—is the driver behind EPA’s innovation interests. 

EPA released Innovating for Better Environmental Results: A S

to Guide the Next Generation of Innovation at EPA in April 20

focuses on solving a set of priority environmental problem

oping new tools to enhance environmental problem-solvin

strengthening partnerships with states and tribes, and fost

innovation in EPA’s culture and organizational systems. 

EPA offers this report to describe the Agency’s progress in e

Spanning the breadth of EPA’s work, it provides numerous e

of how environmental programs are changing to meet the 

ingly complex demands of today’s world. Some of the exam

describe newly developed approaches. Others show how fa

concepts, such as market-based trading, are being adapted 

purposes. These examples are particularly encouraging, as t

innovation taking hold and creating value on a much large

2 
With broad-ranging responsibilities and a workforce that is part

ly passionate about its mission, EPA has spawned numerous 

vations over the past three decades. The emissions trading program 

created to control acid rain, for example, is now in its 10th year and 

tinues to be a model for applying market-based incentives to enviro

tal goals. Likewise, voluntary programs, such as 33/50, which was cre

to reduce emissions of 17 priority chemicals, and Green Lights, whi

focused on improving energy efficiency, spawned a new generation o

voluntary initiatives that have enabled progress more quickly and co

effectively than regulation alone. 

In considering new innovation investments, EPA honed in on a se

environmental issues that are serious in nature, national in scope, an

need of new approaches to achieve more progress. They are impaired 

quality, funding for water infrastructure, smog, and greenhouse gas e

sions. The following sections highlight some of the innovative appro

being used to address these issues as well as several other concerns. 

Improving Water 

Quality 

With about 40 percent of all 

waters assessed in the United States not 

meeting uses designated for them by 

states, such as fishing and swimming, 

EPA is embracing watershed principles 

to create a more comprehensive framework for achieving water quality goals. 

A watershed approach takes into 

account natural hydrology and other 

Focusing Innovation on 

Priority Environmenta

Problems 
4 

emphasize stakeholder involvement, which means more perspect

resources are brought to bear to enhance problem-solving. 

EPA promoted a watershed approach through core water qual

grams, in particular, programs that focus on monitoring, assessm

development of total maximum daily loads (TMDLs)—the pollu

its required for impaired waters. 

Monitoring is the first step to improving water quality, provid

to assess conditions. EPA is encouraging states to develop monit

strategies in collaboration with other government agencies, volun

monitoring organizations, and academic interests to leverage reso

improve coordination. Many states have now set up monitoring c

and as more information is obtained, EPA is in a better position 

on actual water quality conditions. In 2002, EPA reported on 1,9

sheds—90 more than in 2000. The additional information is also 

ing TMDL development. In 2003, states prepared nearly 2,400 T

and EPA prepared more than 170. While developing TMDLs can 

resource-intensive, these results show steady progress toward put

in place wherever they are needed to achieve water quality goals. 

Recognizing that most water quality problems are best solved 

watershed level and that the number of citizen-based watershed 

tions continues to grow, EPA established a grant program in 200

identify and address improper sewage connections, which can p

local waters. In addition to addressing the unique concerns in ea

shed, these 20 projects are creating models for addressing water 

challenges in many other parts of the country. 

port locally driven wa

protection efforts. Tw

organizations received 

$15 million to implem

variety of watershed p

activities. In the Med

River Watershed in M

example, the Houlton 

Maliseet Indians is se

cost-share program w

potato growers to red

cultural runoff from f

This grant is also bein
common elements of credible trading programs and provides guidan

how trading can be conducted in accordance with the federal Clean 

Water Act. It also emphasizes the need for accountability and safeg

to ensure strong water resource protection. 

Increasingly viewed as an efficient and cost-effective method of 

achieving water quality goals, trading programs allow one source, su

a factory, to meet water quality requirements using pollutant reduct

created by another source that has lower pollution control costs. Aft

water pollutant cap is set for a watershed, each source is given perfo

ance requirements. If a source reduces pollution loads below the lev

required, it creates a “credit” that can be sold. Some sources find th

buying credits is more cost-effective than making the reductions ne

sary to meet their requirements. A study of three Midwestern water

for example, found that trading could reduce the cost of controlling 

phorus loadings from point and nonpoint sources substantially—by 

percent. An EPA analysis found the total potential savings from all t

of trading ranges from $658 million to $7.5 billion annually. 

EPA’s trading policy has garnered much support from key stakeho

According to Paul Faeth of the World Resources Institute, “The gui

will help create markets that will provide incentives for improvemen

water quality. Ultimately, we believe this change will help to clean u

nation’s waters.” Similarly, Douglas Palmer and David Wallace, co-c

of the U.S. Conference of Mayors Urban Water Council, stated, “W

quality trading provides the kind of incentives and flexibility require

allow the nation’s cities to work with other parties to achieve the go

protecting watersheds . . .We applaud EPA for developing and adop

this policy.” 

“Water quality trading provides the kind of incenti

and flexibility required to allow the nation’s cities t

work with other parties to achieve the goal of 

protecting watersheds . . . We applaud EPA for 

developing and adopting this policy.” 

—Douglas Palmer and David Wallace, co

U.S. Conference of Mayors Urban Water C
6 

wastewater treatment plants are the biggest source of nitrogen, 

facilities have come together to reduce nitrogen levels by nearly 

cent by 2014. In the western United States, Oregon has set up a 

program to meet temperature requirements on the Tualatin Riv

state’s largest sewage treatment plant operator, Clean Water Ser

be able to save over $40 million in capital costs by restoring ripa

tat along tributary streams and creating natural shade cover for 

salmon, rather than installing costly equipment to cool its disch

than 2 degrees Fahrenheit. Based on successful experiences with 

other trading projects, EPA Region 10 created a handbook to he

states determine whether trading is the right approach for achie

water quality goals. This product is now being modified for use 

EPA’s new policy and implementation guidance on watershed-

mitting represents another important step in reorienting water qu

grams around watersheds. Under a watershed permitting program

are issued to the sources within a watershed in a coordinated man

approach makes it easier for the permitting authority—usually a s

consider watershed goals and the impact of multiple pollutant so

stressors before permits are issued. Putting this approach into prac

require permitting authorities to undertake a variety of changes, s

synchronizing permit issuance cycles within a watershed and deve

pollution limits that take multiple dischargers into account. 

While EPA is working with states and permit holders to docu

ferent watershed permitting approaches, some useful models are 

available. For example, in North Carolina, the Neuse River Com

Association—a nonprofit organization comprised of public and 

sector permit holders—developed a single permit for reducing n

loadings into the river that supplants the need for individual pe

Similarly, in Michigan, the Department of Environmental Quali

oped a single permit to cover multiple stormwater discharges fro

munities in the Rouge River watershed. 

Meeting Water Infrastructure Needs 

Another important priority for achieving the nation’s clean w

is protecting and sustaining investments in water infrastructure. 

Communities across the country are challenged to find the fiscal 

needed to replace aging drinking-water and wastewater systems, 
enue, the shortfall for capital and operation and maintenance costs f

wastewater infrastructure will exceed $270 billion over the next 20 ye

For drinking water, the shortfall is nearly $265 billion for the same pe

In 2003, EPA hosted a national forum with leading experts to dis

options for meeting the United States’ critical water infrastructure n

In opening remarks, the EPA Assistant Administrator for Water, Tra

Mehan, highlighted the need for innovative approaches, stating, 

“Innovation will either reduce the need for infrastructure or bring d

the cost of infrastructure, and hence, close the gap.” Four innovativ

strategies dominated that discussion, and together they provide a fr

work for addressing infrastructure needs nationally. 

One of those strategies involves managing infrastructure needs on 

watershed basis. As the preceding section described, watersheds provid

optimal framework for addressing water-related issues, including those 

ed to infrastructure. A second strategy focuses on improved managem

approaches for water infrastructure, such as 

environmental management systems, system 

consolidation, and public-private partnerships. Based on their usefulness in helping 

drinking water and wastewater facilities 

improve operational efficiency, save money, 

and extend the life of infrastructure investments, EPA is providing training and other 

resources to promote their use within the 

water infrastructure industry. 

A third strategy being promoted is 

full cost pricing, which refers to billing 

customers for the actual quantity of water 

used rather than charging a flat rate. When 

used effectively, this approach can raise 

“Innovation will either reduce the need for infrastru

or bring down the cost of infrastructure, and hence

close the gap. ” 

—Tracy Mehan, EPA Assistant Administrator fo
8 

by revising a drinkingwater policy that has inadvertently discou

water metering and conservation for years. Under the Safe Drin

Water Act, any public water system that has its own water sourc

or sells water is subject to federal drinking-water regulations. As 

building or property owners who receive water from a public wa

and then provide and bill tenants separately for water have been 

as sellers and subject to regulations. The revised policy addresse

nario, allowing limited sub-metering and direct billing without t

drinking-water requirements. 

Promoting efficient water use on a broader scale is the fourth 

In 2003, EPA began developing a new voluntary program to info

ety of water users about the advantages of water-efficient produ

motivate manufacturers to add more water-efficient options to t

uct lines; and to encourage distributors, retailers, and water util

promote water-efficient choices to consumers. In addition to red

demands on water infrastructures, EPA believes better efficiency 

protect water quality and ecosystems, help mitigate the effects o

droughts, and save homeowners money on water and energy bill

compromising convenience or performance. 

Reducing Greenhouse Gas Emissions 

EPA is focusing on incentives and the growing interest in env

tal stewardship to reduce greenhouse gas emissions, such as carb

ide and methane. These emissions are an environmental concer

they trap heat in the atmosphere and contribute to global clima

Given that the leading source of greenhouse gases—burning of 

other fuels—is also the nation’s leading energy source, EPA has 

with a variety of organizations to promote energy efficiency. 

Building on past success, EPA and the Department of Energy 

expand one of the country’s most widely recognized energy effic

grams—ENERGY STAR®

. Through this program, last year, Americ

$9 billion on their energy bills, saved enough energy to power 20 

homes, and reduced greenhouse gas emissions equivalent to tak

million cars off the road. New energy performance rating tools c

schools, hospitals, hotels, and other building sectors should boo

benefits even more. On average, buildings that achieve improve

efficiency and earn the ENERGY STAR label use about 40 perc

energy than conventional buildings. 
list of qualified products. Since the programs 

inception, 28,000 products—from 1,400 different 

manufacturers—have earned the ENERGY 

STAR label. More than 1 billion of these energy 

efficient products have been sold. In an effort to 

connect directly with consumers, EPA launched 

the Change a Light, Change the World campaign in 2003 to challeng

Americans to convert to energy-efficient lighting products. If every 

American converted the five most frequently used light fixtures (or b

in their home to ENERGY STAR qualified products, the United Sta

could prevent 1 trillion pounds of greenhouse gas emissions annually

While encouraging action from 

viduals, EPA also challenged busin

to become part of the greenhouse 

solution. Through the Climate Lea

program, businesses and other organizations develop a greenhouse ga

emissions inventory for their activities and then set aggressive emissio

reduction goals to be achieved in five to 10 years. In the first two year

the program, 54 organizations—with combined revenues representing 

Hydrogen Fuel Cell Vehicles 

Become A Reality 

Opening the door to a new generation of cleaner vehicles, in 2003, the 

EPA National Vehicle and Fuel Emissions Laboratory became the first 

federal facility capable of testing and certifying a hydrogen fuel cell 

vehicle for emissions and fuel economy. Hydrogen fuel cell vehicles 

mean zero air emissions and less reliance on foreign sources of energy. The first certification was given to Honda for its 2003 FCX model 

vehicle. To further promote this clean technology, EPA joined with 

DaimlerChrysler and UPS to put package 

delivery vehicles powered by hydrogen fuel cells into commercial 

service. This initiative marks 

the first time these vehicles have been introduced 

as a part of a commercial 

fleet in North America. 
10 

that are the equivalent of taking 5 million cars a year off the road

Several initiatives for reducing 

greenhouse gas emissions focus on the 

transportation sector. For example, in 

2003, EPA launched SmartWay 

Transport, a voluntary partnership that 

focuses on improving fuel efficiency and reducing greenhouse g

sions from ground freight transportation. Truck and rail transpo

consume 20 percent of all energy used by the transportation sec

burning fuel is necessary to move goods efficiently by truck and 

of that fuel is wasted due to inefficient practices such as excessi

and using trucks with poor aerodynamic design. That wasted fu

lates to wasted money for freight transport companies and incre

emissions released into the environment. 

The Best Workplaces for Commuters p

focuses on another source of greenhouse g

sions—drive-alone commuting. In the Un

States, three-quarters of all trips made to 

work are in single-passenger vehicles. Thro

voluntary initiative, EPA aims to minimize 

ronmental impacts of drive-alone commut

also helping employers address parking issues, traffic congestion, 

employee commuter concerns. So far, more than 600 employer p

and 10 commuter districts—covering 1.2 million individuals—ha

the Best Workplaces for Commuters distinction for offering subs

transit, telework options, and other similar benefits. EPA expects 

ber of employees covered under this program


will triple in the next two years.


The power of Best Workplaces for 

Commuters, SmartWay Transport, ENERGY 

STAR, and other voluntary initiatives for reducing greenhouse gases was highlighted in a 2002 

EPA annual progress report. This report found 

that EPA’s partners voluntarily reduced greenhouse gas emissions by 43 million metric tons. 

Preliminary results for 2003 are even higher. 

Reductions in greenhouse gas emissions rose to 

48 million metric tons—the equivalent to eliminating emissions from more than 30 million cars. 
EPA is pursuing a number of innovative approaches to combat g

level ozone, sometimes referred to as smog. Ozone occurs naturally 

Earth’s atmosphere, providing protection from the sun’s ultraviolet 

However, high concentrations at ground level can be unhealthy, agg

ing respiratory illnesses such as asthma. Ground-level ozone forms w

emissions of nitrogen oxides and volatile organic compounds from v

cles, power plants, refineries, and other sources react chemically in t

presence of sunlight, and is of greatest concern in the summer mon

The same sources that contribute to ground-level ozone also contrib

to particle pollution, either emitting particles directly or contributin

their chemical formation. In addition to limiting visibility, particles 

have serious health effects for people with lung and heart disease, c

hospital admissions and even premature death. 

In 2001, EPA acted to reduce ground-level ozone and particle po

tion by decreasing air emissions from a major source—diesel engine

new standard requires lower emissions from diesel engines and lowe

fur content in the fuels used to power them. Scheduled to take effe

2007, these standards are expected to decrease emissions of particle

nitrogen oxide by 90 percent and 95 percent, respectively, compared 

1990 levels. While the new standards will mean cleaner emissions fr

future vehicles, many existing diesel-powered vehicles will be on the 

long after the 2007 deadline passes. One way of addressing older veh

is to retrofit them with new emission control technologies. 

Through the Voluntary Diesel Retrofit Program, EPA works with 

local, and industry partners to evaluate and install new technologies 

older vehicles. To date, public fleet owners and operators have comm

to 160,000 retrofits nationwide. In 2003, FedEx Freight—the first p

company to sign up—committed to retrofitting and using low-sulfu

in one-third of its national fleet. 

EPA’s Region 6 office in Dallas launched a retrofit program specific

for older school buses. Air pollution from diesel vehicles has health im

tions for everyone, but children are more susceptible to this pollution 

because they breathe at a faster rate than adults. The Adopt-A-School 

Initiative was established through a partnership with the American Lu

Association, state agencies, local officials, and corporate sponsors to he

Dallas-Fort Worth area comply with air quality standards. Together, th

partners are working to replace 500 older buses over the next three yea

move that will eliminate about 200 tons of emissions annually and giv

dren a healthier ride to school. 
12 

choice for getting to school—are also the cleanest. For example, 

Region 2 and the New York Association for Pupil Transportation 

signed a groundbreaking agreement to reduce emissions of harm

tants from the thousands of diesel buses that transport more th

lion children to and from school. This agreement marks the first 

statewide industry organization has committed to clean up its e

diesel school bus fleet. 

EPA also promoted use of new technology to reduce emission

diesel trucks and locomotives specifically when idling. In additio

increasing maintenance costs and engine wear, EPA estimates th

duration idling of trucks and locomotives consumes 1.2 billion g

fuel and emits over 200,000 tons of nitrogen oxides annually. Ea

year, EPA provided guidance to state and local environmental ag

that promotes new idling reduction technologies as an additiona

meeting national air quality standards. 

Market-based trading offers a proven method for reducing ai

sions from another major source—power plants. In 2004, EPA p

trading program that would cap emissions of nitrogen oxide, sul

dioxide, and mercury at levels that would never increase. Under 

approach, states could set up trading programs that would allow 

plants to buy or sell emission credits. Modeled after the trading 

successfully used to control acid rain, this approach gives power 

firm emission reduction requirements and an opportunity to fin

most innovative ways of meeting them. It would be phased in o

and would apply in 28 eastern states and the District of Columb

smog levels are higher than air quality standards allow. When th

posed rules are fully implemented in 2015, EPA estimates powe

emissions of nitrogen oxides and sulfur dioxide will fall by 65 pe

70 percent, respectively, compared to current levels. 

more than 20 school bus re

projects are underway. In 2

established the Clean Scho

USA program to promote s

retrofitting nationally, awa

million to help America’s s

tricts clean up their fleets. 

goal of upgrading the natio

school bus fleet by 2010, t

gram will help ensure that 

buses—the safest transpor
ozonethe eighthour standard taking effect this year. This sprin

will formally designate those areas as non-attainment areas. In addit

letting the public know that air quality is unhealthy, these designati

can affect environmental, transportation, and other public policy op

at the state and local levels. Recognizing the importance of innovat

and early planning to meet the tighter standard, in 2002, EPA annou

Early Action Compacts as a voluntary, proactive approach for areas 

currently meeting the “one-hour ozone standard,” but projecting no

attainment for the eight-hour standard. With this option, states, co

nity leaders, and local industry develop a plan for reducing ground-l

ozone three years earlier than would otherwise be required, while als

agreeing to meet other obligations that allow the non-attainment de

tion to be deferred. 

Reducing Waste 

EPA’s approach to waste management is 

undergoing a fundamental change. 

Traditionally, EPA’s cleanup programs have 

focused on managing waste after it has been 

produced, such as disposing of hazardous 

materials properly and operating landfills 

safely. While those issues are still important, 

EPA is now focusing more on preventing 

waste and reducing and reusing resources 

and materials when creating products. 

In 2002, EPA launched the Resource Conservation Challenge to 

find flexible, yet protective, ways to reduce waste and conserve natu

resources. This multimedia program challenges all Americans to pre

pollution, promote recycling and reuse of materials, reduce the use 

toxic chemicals, and conserve energy and materials. Many industrie

taking up this challenge and finding environmental and economic b

fits along the way. For example, work with the electronics industry h

focused on reusing and recycling outdated computers, cell phones a

other electronic products. In 2000, more than 2 million pounds of 

“e-waste” was generated in the United States, but less than 10 perce

was recycled. To raise public awareness about the value of reusing 

and recycling these products and to provide more reuse and recyclin

opportunities, in 2003, EPA—along with electronics manufacturers 
14 

retailers—launched the Plug-In To eCycling campaign. In the fir

partners collected more than 26 million pounds of used equipm

The healthcare industry is also taking up the Resource Conserv

Challenge. Hospitals and other health-related organizations are wo

the Joint Commission on Accreditation of Healthcare Organizatio

strengthen environmental performance through the industry’s acc

standards. In an effort to help facilities achieve continuous environ

improvement, this initiative emphasizes waste minimization and, 

particular, eliminating mercury—a priority chemical of concern an

component of many medical waste streams. 

Reducing Packaging in E-Commerce 

Internet-based companies ship millions of books, CDs, DVDs, and vid

each year, and a large portion of the packaging waste ends up in the 

trash. In 2003, EPA and McDonough Braungart Design Chemistry, an 

international design firm, launched a design challenge focused speci

cally on the packaging associated with the online sale of books. The 

premise of the challenge was to re-think and re-design e-commerce 

packages for a cradle-to-cradle life cycle. A team from Microsoft, Alle

Schluger Company, and Shorewood Packaging won in the profession

category, and a team from the Art Center College of Design in Pasad

California won in the student category. The winning designs have ma

environmental advantages compared to conventional packaging, an

exemplify how the public and private sector can work together to fin

innovative solutions to environmental problems. 

will become the norm, and the demand for virgin 

natural resources will be reduced dramatically. Thi

transition from disposal to resource recovery will b

driven, in part, by what we're learning today in the 

Resource Conservation Challenge.” 

—Marianne Horinko, Assistant Admin

for Solid Waste and Emergency Re
key objectives behind the success of EPAs Brownfields Program, wh

cleans up and redevelops sites that have been abandoned because o

or perceived contamination problems. Since 1995, this program has 

In 2003, EPA announced a new Land Revitalization Agenda to br

these same benefits to Superfund and other cleanup programs. In a

tion to emphasizing cleanup and reuse as mutually supportive goals

agenda focuses more attention on the needs of neighboring commu

in cleanup efforts—regardless of whether the property is a brownfiel

site, a Superfund site, a petroleum facility, or a former gas station. 

Integrating revitalization objectives into EPA’s cleanup program

will be easier because of another change—a decision to consolidate 

vidual cleanup programs into one new program. While Superfund a

other cleanup programs were created for distinct purposes, the diffe

among them have sometimes led to confusion, redundancy, and inc

tency. From the public’s perspective, the program name is unimport

The One Cleanup Program is designed to break down barriers betwe

separate programs and simplify cleanups for everyone. EPA expects 

move toward integration will achieve a number of benefits, includin

improved efficiency and effectiveness of cleanup efforts, better shar

of lessons learned from individual projects, development of more co

tent policy and guidance, and quicker and wider use of new cleanup 

technologies. This consolidated approach will also enable communi

gain a better understanding of all the contaminated sites in their ne

borhoods and the progress in cleaning them up. 

enabled assessments at more 

than 4,400 properties, helped to 

create 25,000 jobs and leveraged $5.2 billion for cleanup, 

construction, and redevelopment. From the start, stakeholders have been able to see 

the benefits of jobs and an 

expanded tax base, as well as 

recreation and other benefits 

that enhance quality of life in 

the community. This understanding has fostered public 

support and hastened cleanup 

and redevelopment activities. 
notices annually. In most cases, the decision to commercialize a 

driven by issues such as efficacy, yield, and cost. Companies are n

required to test products and provide data to EPA, but if produc

performed, data must be submitted. Responsibility for assessing 

ultimately falls to EPA, however. If EPA finds reason for concern, 

regulatory options, including the ability to require testing. 

Given its responsibility, EPA has developed numerous tools o

years to assess new chemical hazards and exposures. Recognizin

potential value these tools could have for industry during resear

development, EPA began working with chemical manufacturers 

ronmental groups on an alternative approach to new chemical r

Numerous computer-based methods that screen for hazardous e

concerns were combined into a Pollution Prevention (P2) Framew

tool gives users information about products and pollution preve

opportunities early, when process and chemical changes are easi

costly. By taking chemical compounds and characteristics into a

the P2 Framework enables manufacturers and EPA to address ri

questions quickly when actual testing data are lacking. 

In 2000, EPA launched a pilot program to test the P2 Framew

broadly and offered companies a valuable incentive to participat

reviews of pre-manufacture notices. Qualifying companies receiv

response to their notice in half the normal time, a real advantag

industry that aims to get products to market quickly. Participati

nies cited other benefits, including a chance to minimize hazard

wastes, product liability, and costs for research and development

a study by one participant, Eastman Kodak, showed research an

ment costs could be reduced by up to 50 percent. 

16 

The same pollution preventi

set that has EPA focusing on th

waste can also be seen in a new 

for reducing risks from new che

Each year, the chemical industr

new chemical substances, and t

Substances Control Act gives E

ity to regulate them. Before a co

manufactures a chemical for co

purposes, however, it must first 

pre-manufacture notice to EPA, 

has 90 days to review it. EPA rec

between 1,500 and 2,000 pre-m
tive combines the P2 Framework with training, technical assistance, 

special support for small businesses to promote the design, developm

and application of safer products and processes throughout the chem

industry. In addition to chemical manufacturers, EPA is now promo

this tool to other manufacturing industries that use chemicals, such 

textiles and consumer products, which also could benefit from earli

analysis of product risks. 

EPA’s Design for the Environment program provides another venu

working with industry to improve understanding of the relative risks 

chemicals and encourage use of safer alternatives. Industry partners v

collaboration with EPA because it helps them identify opportunities 

reduce chemical risks and increase market share for environmentally 

preferable products. According to one partner, Bactain Environmenta

Products, Design for the Environment was key to getting their new p

uct stocked at over 250 Wal-Mart and West Marine stores. Partners c

other important environmental and economic benefits. One compan

Views on the Pollution 

Prevention Framework 

“This sort of upfront knowledge of a potential problem and the ability 

to address it before a premanufacture notice . . . saves time and 

resources for both the company and the agency.” —PPG Industries 

“This fits in well with our internal policy of life cycle analysis and 

product stewardship.” —Akzo Nobel 

“These are the kinds of tools industry toxicologists need to persuade 

business leaders to pursue new directions in chemistry.” —Ciba 

Specialty Chemicals 

“EPA...may underestimate the true value of these tools.” —The Procter 

& Gamble Company 

“Sustainable Futures makes versatile screening models available to all 

who have an interest in moving from a reactive to a precautionary 

approach to designing products with social, environmental, and 

economic benefits.” —GreenBlue (a nonprofit environmental organization) 
18 

of water and the energy required to heat 

partnership with the automobile refinish

has reduced emissions of toxic chemical

ing one that is known to be the leading c

occupational asthma, by as much as 30 p

On average, these improvements have sa

shop between $4,000 and $13,000 per ye

EPA’s Green Chemistry program is also helping to reduce risk

chemical products. Companies design and commercialize chem

ucts or processes that are safer for human health and the enviro

and that are also economically viable. Each year, EPA sponsors t

Presidential Green Chemistry Challenge Awards, which recogniz

most outstanding product or process innovations. To date, the a

ning technologies have eliminated the use or generation of more 

million pounds of highly toxic chemicals and solvents, including 

fluorocarbons and volatile organic compounds. These technolog

have conserved more than 390 million gallons of water from a broad 

range of industrial processes. These 

and other benefits are helping the 

chemical industry maintain its global 

competitiveness and ensure progress 

toward a more sustainable society. 

Developing Safer Pesticides 

EPA is also working in partnership with the private sector to 

risks from pesticides. Pesticides play an important role in ensuri

abundant, and affordable food supply, but they can also pose ris

humans, other living creatures, and the natural environment. 

EPA’s Pesticide Environmental Stewardship Program provide

support and recognition to organizations for reducing the health 

environmental risks associated with pesticide use. Many partner

ing reduced-risk approaches and alternatives to conventional pe

such as biological pesticides and reduced-risk chemicals. Walnu

in California, for example, are interested in alternative approach

handling the coddling moth. This industry is especially intereste

reduced risk pesticides because of the moth’s resistance to comm
found them to be successful in disrupting mating patterns. The ind

is now refining application techniques and planning a statewide ma

disruption program with interested growers. The long-term goal is t

reduce the use of conventional insecticides by 75 percent as walnut 

growers switch to the safer, more cost-effective products. 

California’s almond industry is also working on reduced-risk pest 

agement strategies. The Almond Board has set up demonstrations a

sites as well as educational events to teach growers how to reduce or 

inate use of diazinon and other higher-risk products. Several field da

held each year to allow growers to learn about successful manageme

techniques. These events give growers the opportunity to see firstha

under local conditions—how low-risk practices can be used in almo

production. As a result of continued outreach and education over th

five to six years, less than 40 percent of growers now rely on conven

organophosphate products for insect control. 

Addressing Regional Priorities 

By working closely with states and territories, EPA’s 10 regions ar

devising innovative approaches for addressing a range of environmen

issues. As the following examples show, these innovations often crea

models or practices that can be useful in other parts of the country. 

tion technologies for 

pheromone-based products. 

These products contain 

naturally occurring 

chemicals and now, with 

sprayable formulations, 

they are easier and less 

costly to apply. In demonstration projects, the 

Walnut Control Board 

tested these products and 
AZ 

U

NV 

CA 

OR 

ID 

WA 

HI 

GU 

AS 

20 

Region 7: Using Renewable Energy in 

Cleanups—In Nebraska, EPA, the United Stat

Army Corps of Engineers, and the University o

Missouri-Rolla are using a wind turbine genera

to power a groundwater remediation system a

former military ammunition plant. Designed a

demonstration project, this approach is conse

fossil fuels and protecting air quality while res

ing groundwater resources. 

Region 8: Addressing Air Toxics at the 

Community Level—In northeast Denver, EPA is 

part of a community-based partnership that is addressing hazardous air pollutants in a heavily industrialized 

area. Working together, the team is identifying the pollution sources, facilitating public participation, and 

implementing projects that will improve air quality and 

reduce risks to human health. 

Region 10: Collaborating to Improve Air 

Quality—In the Pacific Northwest, shared leadership 

is setting the stage for a dramatic transformation in the 

way air quality is protected. Through the Northwest 

Collaborative Air Priorities Project, EPA and other 

organizations are working together to address a set of 

regional air priorities over the next five to 10 years. This 

collaborative approach is broadening support for air 

quality initiatives, opening communication channels 

among participants, and enabling smarter use of scarce 

resources. 

Region 9: Controlling Mercury—A voluntary 

partnership with the Nevada gold mining industry 

gives companies technological and process options for 

voluntarily reducing mercury air emissions, a toxic pollutant that can have serious neurological effects. Since 

2002, this program has reduced mercury emissions by 

40 percent, or more than 8,000 pounds annually. These 

reductions are the equivalent to the emissions of 33 

power plants. 
KS

NE

D

ND

TX

ME 

VT 

NH 

MA 

RI 

NJ 

DE 

MD 

VA DC

OH 

KY 

MI 

SC 

NC 

FL 

AL 

WV 

GA 

TN 

IN 

AR 

MO 

OK 

IL 

IA 

WI 

MN 

CT 

MS 

LA 

PA 

NY 

PR VI 

(Region 2) 

Region 1: Breathing Better in Boston—

England, EPA Region 1 is working with the city o

to increase participation in a number of volunta

air transportation initiatives, such as the Volunta

Retrofit program, Best Workplaces for Commuters

SmartWay Transport Partnership, and Clean Scho

USA. The goal is to make Boston a national mod

community-based voluntary transportation pro

that reduce air pollution and traffic congestion. 

Region 5: Reducing Agricultural 

Impacts—To address agricultural water quality 

concerns, Region 5 established agricultural liaisons 

to work with U.S. Department of Agriculture and 

state agencies on a suite of watershed issues, such 

as pathogens from animal feedlots and protection 

of drinking water sources. Through training and 

collaboration, these liaisons have gained insights 

and information on agricultural practices that will 

be used to improve water quality management 

strategies in partnership with other federal, state, 

and local agencies. 

Region 3: Addressing Contaminated 

Sediments—In the Mid-Atlantic region, a w

approach is being used to clean up and preven

tamination of sediments in the Anacostia River

Working across the watershed, EPA and the An

Watershed Toxic Alliance have undertaken a va

actions in and around the river to improve env

mental quality and to link those improvement

economic development vision. This robust, sta

er-driven model offers useful lessons for addre

challenges in other urban watersheds. 

Region 4: Focusing on Sustainability—

working with stakeholders in the fast-growing a

ning Charlotte, North Carolina, and Rock Hill, Sou

Carolina, to achieve a healthy environment, vibra

omy, and high quality of life. The Sustainable Env

for Quality of Life (SEQL) initiative is evaluating gro

ing many factors into account, such as air and w

ity, energy use, transportation, and economic de

ment. In addition to helping the region achieve 

desired future, SEQL will create a model of integ

environmental management that can be used b

areas facing similar growth challenges. 

Region 2: Promoting Green Buildings

construction to operation to demolition, buildi

pose significant impacts to the environment a

people working in or around them. EPA and th

York City Department of Environmental Protec

launched a Green Building Design Competition t

lish the city as a leader in America’s green build

movement. The focus is on showcasing green b

principles, developing new ideas, and identifyi

building impediments. 

Region 6: Evaluating Passive Air 

Samplers— EPA is partnering with the states of 

Texas and New Mexico to test passive samplers for 

sulfur dioxide, nitrogen dioxide, and toxic air emissions. Passive air monitors are smaller, more portable, 

and less expensive than conventional equipment 

and do not require electrical power. If these devices 

gain EPA approval, air monitoring costs could be 

reduced by up to 50 percent without reducing accuracy, quality control, or precision. 
22 

The environmental challenges EPA addresses on a regular bas

diverse as the environment itself. Some are very localized, w

ers are national in scope. Some clearly need regulated action, wh

are more suited to voluntary initiatives. To find the best solution 

problem, EPA is developing new tools and approaches that creat

options for environmental problem-solving. The following highl

some of the new offerings and how they are being used to enhan

ronmental and public health protection. 

Environmental Indicators and Results 

Environmental quality and public health can be affected by 

tors, making it difficult to attribute measurable results specifica

environmental programs. This dilemma can be complicated furt

the timeframes involved—

from actions taken today m

be detectable in nature or 

health for years. 

Having quality data to tr

progress and guide decision

a critical need for EPA, and 

report released in 2003 will 

way in meeting it. The Draf

on the Environment provide

first-ever national picture of 

mental conditions, describin

known and not known abou

mental conditions and how 

conditions are changing. Th

Developing 

Innovative Tools 

and Appro
Report on the Environment 


Air 

Based on measurements of six common air pollutants at more than 

5,000 monitoring sites across the country, air pollution has declined 25 

percent over the past 30 years—even with large increases in population, gross domestic product, and vehicle miles traveled. 

Drinking Water 

In 2002, 94 percent of Americans served by community water systems 

received their drinking water from systems that meet EPA’s healthbased standards—an increase of 15 percent in the last decade. 

Land 

Releases of toxic chemicals have declined by 48 percent since 1988, 

and waste management has improved significantly. Municipal solid 

waste recycling and composting increased 1,100 percent in the last 

decade. 

Human Health 

Americans are living longer than ever before, while infant mortality has 

dropped to the lowest level ever recorded. 

comprehensive assessment, which is undergoing public review, is part 

larger initiative to develop environmental indicators that can be used 

identify priority concerns and target resources to address them. Just as 

economic indicators tell us about the state of the economy, environme

indicators reveal important information about the state of the natural 

ronment. Indicators used in creating the report, such as wetland acrea

air pollution levels, were based on a thorough review of available data 

EPA’s own databases; other federal, state, and tribal agencies; and som

governmental organizations. The results represent EPA’s most compreh

sive attempt to characterize the condition of the nation’s environmen

They also reveal important data needs that must be addressed to impr

understanding of environmental conditions in the future. 
24 

Environmental technologies have played a key role in enablin

ronmental progress in the United States. From monitoring and 

ecological conditions, to preventing and controlling pollution, to 

up contaminated lands and groundwater, environmental techno

enable a range of environmental protection activity. With annua

ments in environmental technology and related services in the U

States now exceeding $150 billion a year, there is strong interest 

products that can be applied at home and abroad. 

EPA offers several programs to support environmental techno

development, commercialization, and use. These programs offe

with financing, testing, and verification, as well as incentives an

mation. To provide information and make assistance available, i

EPA launched the Environmental Technology Opportunities Por

(ETOP). Through this Web-based resource, users can search ce

bases, learn about new funding opportunities, and get updates o

est environmental technology news. Links are provided not only 

technology programs, but also for programs run by other govern

and non-governmental organizations. 

EPA’s Science to Achieve Results 

(STAR) grant program is one of 

the programs found on ETOP. This 

program awards funds to scientists 

and engineers from academia, states, 

and nonprofit organizations to 

address environmental research 

priorities of special significance to 

EPA’s mission, such as hazardous 

waste cleanup and control of particulate matter in the air. Designed to 

support only the highest quality 

research, STAR has supported 

numerous distinguished scientists 

and researchers, including some past 

winners of the Nobel Prize. 

EPA is engaging other bright minds to find innovative solutio

today’s environmental problems. In 2003, EPA and partners from 

industry, nongovernmental organizations, and other agencies lau

national student design competition to respond to the scientific 

technical challenges of moving towards a sustainable society. Th
Nanotechnology is the ability to work at the molecular level, atom by 

atom, to create fundamentally new organizational structures. Today 

scientists are finding ways to apply this exciting new capability to 

environmental research. With STAR funding, scientists at Lehigh 

University are synthesizing nano-sized particles for use in groundwater cleanup; researchers at the University of California—San Diego 

are developing a nano-based sensor for real-time, remote detection of 

heavy metals; and at the University of Delaware, researchers are studying how nano-sized particles can be used to treat automobile exhaust. 

P3 Competition and Award Program, named for the three pillars of 

sustainability—people, prosperity, and the planet—teams of college 

dents compete for grants to research and develop sustainable solutio

environmental challenges. In spring 2005, the grant recipients will b

invited to compete for a national award that conveys additional fun

to further the development and use of sustainable designs. Along w

advancing select designs, this program will help integrate an unders

ing of sustainability into higher education and training. 

Small businesses are responsible for most new technology develop

and the Small Business Innovation Research Program provides scient

and technological firms with funding for research and development a

commercialization. EPA is one of 10 federal agencies that solicits and 

funds project proposals. In 2003, EPA awarded approximately $8 mil

small businesses to develop technologies for water and air pollution c

trol, pollution prevention, and new analytical monitoring instrument

EPA’s latest solicitation for 2004 focuses on hazardous waste minimiz

These projects will become part of a legacy of pollution prevention t

nology developed by small businesses with EPA support. 

A new Environmental Technology Council will help EPA coordina

of its technology-related activities. Established earlier this year, the 

Council will facilitate innovative technological solutions to environm

problems, particularly problems with multi-media implications. The 

Council will also focus on improving results from EPA’s core regulat

enforcement, and voluntary programs. 
26 

As more organizations look for ways to integrate environmen

into their everyday operations, EPA is promoting the use and de

ment of Environmental Management Systems (EMSs). Compri

set of standard processes and practices for addressing environme

impacts, EMSs can help environmental professionals manage re

responsibilities and unregulated environmental impacts such as 

conservation and energy efficiency. 

Based on a growing body of research investigating the impac

on environmental and economic performance, in 2002, EPA issu

cy statement to encourage EMS use more broadly. Since then, E

promoted EMSs in a variety of ways, starting with its own facilit

is now implementing EMSs at 36 facilities, spanning all ten EPA 

offices and the headquarters facility in Washington, D.C. 

To accelerate EMS use by others, EPA has worked with a v

of organizations including universities, public sector entities, 

business assistance groups, and, as the next section describes, 

trade associations. Joint ventures include the preparation of c

studies to showcase EMS results; support for the PEER cente

based clearinghouse to support EMS activities in local, county

state government; and investments in research to assess EMS 

ance. With EPA funding, researchers from the University of N

An EMS Fosters Environmental 

Improvement in EPA Region 8 

In Denver, EPA engaged employees in developing an EMS, getting 

their help in identifying the environmental impacts of everyday op

tions and brainstorming ways to reduce them. For example, after id

tifying the driving of fleet vehicles as one impact, the region ordere

Honda hybrid vehicle to reduce air emissions and save energy. 

Likewise, the region changed sampling processes to reduce use of 

methylene chloride and installed software to automatically power 

down computer monitors when not in use. By promoting more effi

cient use of paper, the region has cut photocopying by 20 percent, 

saving paper and energy. 
and analyze EMS data. According to the project director, Dr. Pete 

Andrews of UNC, the study demonstrates that “EMSs are worth 

encouraging. On balance, performance and compliance appear to 

improve, and facilities believe they benefit.” 

To help guard against recurring violations of environmental requ

ments, EPA also added EMSs to civil settlements in certain enforce

cases. In late 2003, EPA completed a strategy to explore how and wh

EMSs might be used in other regulatory programs, such as permitti

achieve better environmental results at less cost. Together, these and 

other actions have the potential to make EMSs as common in the f

as accounting, fire prevention plans, and other standard managemen

tools are today. 

Sector Strategies 

Many of EPA’s programs are designed with a national scale in mi

however, customized strategies that hone in on special circumstance

rounding a problem can be highly effective, too. In recent years, EPA 

found that working with specific industry sectors to improve environ

tal performance can reveal significant opportunities. 

Through the Sector Strategies Program, EPA works with trade as

tions, state and local governments, and other constituent groups to 

reduce the environmental impacts of selected manufacturing and se

sectors. Priorities include addressing regulatory barriers that can stan

the way of better performance, promoting widespread use of EMSs 

oped with sector-specific operations in mind, and developing measu

track environmental performance on a sector-wide basis. 

EPA expanded this program in 2003 to 12 sectors. Collectively, th

comprise 700,000 establishments that employ more than 11 million 

ers and contribute 23 percent of the value of manufacturing shipme

the United States. Each year, these sectors spend more than $8 billi

pollution control—approximately 30 percent of the national total—

they still present significant opportunities to reduce their impacts o

water, and land. 

The value of this sector-based approach can be seen in results fro

the metal finishing industry. In the late 1990s, metal finishers began 

working with EPA, states, and other stakeholders on a comprehensiv
28 

• Agribusiness 

• Cement manufacturing 

• Colleges & universities 

• Construction 

• Forest products 

• Iron & steel manufacturing 

• Metal casting 

• Metal finishing 

• Paint & coating 

• Ports 

• Ship building & ship repair 

• Specialty-batch chemicals 

chart to the right shows, 

in 2003, participating 

facilities reported that 

organic air emissions and 

toxic discharge fell by 

more than 60 percent. 

Water use fell by more 

than one-third, while the 

amount of sludge shipped 

offsite was cut by nearly a 

quarter. While these 

improvements were being 

made, EPA worked with 

stakeholders to address 

regulatory concerns. For example, after learning how requiremen

the Resource Conservation and Recovery Act might be limiting 

reuse of metals from metal finishing waste streams, the Agency 

considering changes that would allow easier recovery of metals f

toxicity sludge. 

Working with the industries’ trade associations has been an e

method for promoting EMSs to a large number of businesses, an

industry is encouraging EMS development in its own way. For e

2003, EPA developed tailored EMS instructional guides and boo

explaining the business benefits of an EMS for several sectors. N

number of industries are using EPA tools and support to set up 

EMS development programs. For example, the Association of G

EPA’s Sector Partnerships 
American Association of Port Authorities launched a project to help 

major ports adopt EMSs, with a focus on related port security issues

Several trade associations are adding EMSs to their environment

stewardship initiatives. EPA and the Synthetic Organic Chemical 

Manufacturers Association recently completed an EMS template th

be part of the association’s Responsible Care® Management System

gram. Likewise, the American Meat Institute is using an EMS temp

part of a new performance improvement program for its members. 

Integrated Compliance and Enforcement 

Compliance assistance, which gives the regulated community inf

tion and support to understand and follow regulatory requirements, 

important tool for protecting public health and the environment. It 

be delivered in many forms, including environmental management 

and checklists, Web-based resource centers, and onsite visits. Anoth

tool is enforcement, which imposes penalties on businesses and oth

organizations that fail to meet regulatory requirements. Enforcemen

may entail a range of activities, from administrative orders to crimin

Strategies


sanctions. Both tools are valuable and can 

be effective independently, but EPA is 

finding their value can be magnified greatly 

when used together. 

The benefits of an integrated strategy 

can be seen in EPA’s approach to protecting 

children from lead-based paint. Lead poisoning is a major health concern for children—one that can cause seizures, comas, 

and even death. Under federal law, businesses and individuals that sell or rent property are required to let potential residents 

know about lead-based paint hazards and 

provide information explaining the risks in 

detail. After publicizing these requirements 

through inspections, seminars, mailings, 

and public service announcements, EPA 

launched several activities with the 
30 

According to the final report of the Small Business Paperwork Relie

Task Force, there are more than 22 million small businesses in Ame

and many of them are subject to environmental regulations. Yet sm

er companies often do not have the time or resources needed to fu

understand regulatory requirements. Recognizing this challenge, E

has developed resources specifically for small businesses. These 

resources include a national hotline that routinely responds to mor

than 1,000 calls per month and environmental management guide

checklists, and workbooks that help small business owners assess a

improve their environmental performance. In all, EPA has more than 

100 small business initiatives underway, and a Small Business 

Strategy completed in 2003 is unifying them in a way that has nev

been achieved before. By improving understanding and coordinati

of these activities, EPA aims to provide small businesses with the as

tance they need most as efficiently and effectively as possible. 

Department of Housing and Urban Development (HUD) to enco

estate companies to disclose and address any failures to provide re

information about lead risks. 

The first activity provided real estate companies with a valua

tive—substantially reduced or eliminated penalties for voluntari

ing mistakes and agreeing to address the problem. This incentiv

offered in 11 cities with significant lead risks. Having provided i

tion about what was required and an incentive to encourage com

EPA then followed up with enforcement actions against firms th

not fulfilled their responsibilities. A second activity involved exa

the compliance records of the nation’s largest landlords and usin

results to target potential enforcement action. In one case, a nat

estate firm was required to test for lead and address lead-related 

in 130,000 apartment buildings in 47 states. Finally, EPA and H

with the Department of Justice, began conducting joint inspect

lead “hot spots” identified by local governments. One of those c

which involved obstruction of justice, ultimately led to a crimin

prosecution—a first for a case involving lead disclosure. 
EPA, the state of California, for example, launched a study of chrom

plating businesses in the South Coast Air Basin and found that less 

a quarter of firms were complying with environmental requirements

Through targeted compliance assistance, inspections, and enforcem

California boosted compliance rates to 80 percent within three year

Similar results were achieved in Colorado, where inspections showed 

asphalt facilities were out of compliance. After providing complianc

assistance and providing facilities with performance reports, more th

90 percent came into compliance. 

Incentives 

In an effort to build a better working relationship with regulated 

entities and encourage environmental improvements that exceed th

minimal requirements of law, EPA is building more incentives into i

programs and policies. One valued incentive is regulatory flexibility, 

gives environmental managers more choice in deciding how to achie

regulatory goal in a way that best suits their operations. 

In recent years, EPA has 

begun offering more flexibility 

to proven environmental leaders. For example, in 2003, EPA 

added regulatory incentives to 

its most comprehensive program 

for recognizing environmental leadership—the National Environmen

Performance Track. This program, which has more than 340 membe

provides rewards and recognition to select facilities that meet certai

environmental performance criteria. Members will soon receive regu

advantages, such as the option of storing hazardous materials onsite 

as long as allowed for other facilities. By reducing hauling offsite, th

action will cut air emissions, energy use, transport costs, and paperw

“Incentive-based programs present genuine opportu

that should be aggressively pursued by all levels of 

government, the private sector, and the NGO commu

—John Flatley, Performance Track Participants Asso
ties that should be aggressively pursued by all levels of governm

private sector, and the NGO community,” said John Flatley, exe

director of the Performance Track Participants Association. 

Public recognition, such as media attention, awards, and use 

tinctive logos, also provides a valuable incentive for improving e

mental performance. Organizations can use public recognition t

market share, improve community relations, and—as Performan

members have seen—increase investor confidence. In 2003, Inn

investment advisory firm, began using Performance Track memb

a factor in developing the ratings used to guide investment deci

“Since management quality is the primary driver of stock return

ronmental performan

out to be an excellent 

of stock market poten

Frank Dixon, managin

of Innovest. The com

action shows the valu

lic recognition and se

stage for increased co

tion of environmental 

ance by others in the 

investment advisor in

Indeed, earlier this ye

additional investment firms—Calvert Group, Ltd and KMD Re

Analytics, Inc.—announced they would also begin using Perform

Track membership in their ratings. 

32 

“Since management quality is the primary driver o

stock returns, environmental performance turns o

be an excellent indicator of stock market potentia

—Frank Dixon, In
EPA’s interest in environmental innovations is mirrored at the sta

level. As the primary implementor of environmental programs, s

are in excellent position to gauge how well environmental programs 

working and recognize opportunities for improving them. As such, E

supporting state-led innovations in a number of ways. 

Providing Financial Support 

Because funding shortfalls can hinder new ideas from getting off 

ground, EPA launched a new competitive grant program in 2002 to 

port state innovation. This program focuses on innovations surroun

core regulatory responsibility—environmental permitting. Seven sta

received a total of $750,000 to explore new permitting approaches—

online systems that simplify the permit application process to altern

that replace conventional permits with more comprehensive environ

tal management agreements. Based on the strong state response, EP

announced a second grant competition in 2003 that also focuses on 

improving permitting. 

gg 

States and Tribes 

Innovative Partnership with 

“EPA’s most important partnerships are those with 

states and tribes . . . (they) are closer to the front lines 

environmental protection and must be an integral p

a strategy to obtain better results through innovatio

—EPA Innovation Action C
34 

No matter how large or small the task, states and EPA can ac

more by working together. Today, EPA works with many states to 

upon common priorities using principles set forth in the Nation

Environmental Performance Partnership System (NEPPS). This 

was established in 1995 with the intent of promoting joint plann

priority-setting between states and EPA. While it has been help

continue to raise concerns about the extent of their influence. 

State Innovation Grants 

Exploring New Approaches to Environmental Permittin

Arizona is developing an automated system for stormwater perm

ting that allows users to go online to make applications, check on p

mit status, and learn about compliance requirements. 

Colorado is pilot testing performance-based, multimedia permit

for facilities that use environmental management systems as a bas

for meeting regulatory requirements while committing to continua

environmental improvements. 

Delaware is using self-certification procedures, compliance assistance, and performance measurement to replace traditional permit

for the autobody maintenance and repair sector. 

Illinois is developing a system that allows permit-holders to make 

certain permit modifications without prior regulatory approval if th

have demonstrated strong environmental stewardship by adopting 

formal environmental management system. 

Massachusetts is creating a watershed-based permitting system 

that integrates point and non-point source controls to create a tota

maximum daily load for nutrients. 

Oregon is creating a streamlined process for managing sediment

that will enable faster and more economical decisions about benef

cial reuse and disposal options. 

Texas is integrating a requirement for environmental managemen

systems into air and water permitting programs to help drive conti

ous environmental improvement. 
increase state input in EPAs planning and budgeting processes. The

enhancements focus on achieving environmental results, engaging s

and tribes early on, making priority-setting as open and inclusive as 

ble, and minimizing transaction costs. 

One of the biggest changes for states and EPA is the developmen

regional plans. Under federal law, EPA is required to prepare a natio

strategic plan every three years. Many states prepare their own plans

ering various time frames. For the first time, EPA is placing new em

on strategic planning at the regional level. 

Under the new model, EPA regions—working in consultation wit

states and tribes—develop plans that address regional conditions an

tection needs. In addition to focusing work at the regional level, the

plans explain how progress will be made in achieving national enviro

mental goals and lay the groundwork for preparation of national pro

guidance. Finally, by creating more opportunity for dialogue, this m

facilitates the preparation of performance partnership agreements, w

set out what states and EPA will do to accomplish environmental go

and annual grant work plans, which describe how states will manage 

funds received from EPA. Performance partnership grants allow stat

combine funds and gain the greatest management flexibility. 

Collaborating to Solve Problems 

While the improved process described in the previous section wi

create more opportunities for states and EPA to engage on priority i

the Joint EPA/State Agreement to Pursue Regulatory Innovation pro

a vehicle specifically for exploring innovations. Under this agreemen

states and EPA work together to identify innovative approaches for 

improving environmental protection and remove regulatory barriers 

can hinder environmental progress. 

“The challenge to EPA and the states is finding clea

distinctive ways to evaluate performance . . .” 

—National Academy of Public Adminis

Environment.gov: Transforming Environmental Protection for the 21st 
36 

grams and policies. For example, EPA Region 5 and Michigan ar

a simplified process for handling certain automobile wastes. Un

Resource Conservation and Recovery Act (RCRA), wastewater s

from some automobile manufacturing processes is classified as h

waste due the presence of certain toxic constituents. In recent y

automakers have eliminated or reduced the toxicity in sludge th

process changes. Yet their sludge has remained on the hazardou

list because under regulations, the process of “delisting” a waste 

occur facility-by-facility and usually takes about two years to com

Michigan proposed a simplified process applicable to multiple f

In addition to saving resources, this approach reduces the amou

waste being disposed in hazardous waste landfills and creates an 

for automakers to minimize the hazardous constituents in their 

water sludge. EPA is now adapting this approach to expedite del

decisions for other automobile manufacturing plants in the regi

Moreover, results are being evaluated to determine the need for 

in the RCRA regulations. Ultimately, this project may have even 

effects, as a simplified approach is considered for other industrie

manage hazardous waste. 

In an effort to further address issues of common interest, sta

EPA began developing a joint innovation work plan in 2003. Th

targets three problems. Community toxics was chosen because t

exposure can occur from many different and diffuse sources. Re

that conventional regulatory controls may not be feasible or suff

RCRA. Hazardous waste transport and disposal is highly regulat

the states and EPA recognize the need to explore options for ma

those regulations more efficient and effective. 

states and EPA agreed to explore co

based strategies that can address ri

local level. The second priority is e

the development of TMDLs. By ex

innovative approaches, such as dev

multiple TMDLs required for a wa

simultaneously, and by considering 

use flexibility provided under exist

lations, states and EPA hope to pu

these important water quality imp

strategies in place. The final area f

ration is hazardous waste permittin
As new ideas evolve, states and EPA are working together to expand 

use of innovative approaches that have already proven successful. One 

best examples is the Environmental Results Program (ERP). Created b

state of Massachusetts, this program focuses on improving environmen

performance among small businesses, particularly those that have not 

received significant regulatory attention in the past. ERP takes an unc

tional approach to helping small businesses meet their environmental 

responsibilities. Rather than issuing environmental permits to each bu

the state provides small businesses in certain sectors with the informat

and assistance they need to check and self-certify compliance with req

ments. Using a set of performance measures, the state then tracks env

mental progress across the sector as a whole. This approach is enabling 

environmental improvement and a level of outcome reporting that wa

viously unavailable. For example, before this program, Massachusetts f

only 33 percent of dry cleaners were performing routine leak checks fo

perchloroethylene emissions; three years after this program was initiate

the percentage had doubled. Similarly, before the program, 60 percent 

Massachusetts’ photo-processing firms were complying with a limit on 

discharges; one year into the program, the rate had jumped to 98 perc

This alternative approach to small business compliance has othe

advantages. Because it is less burdensome than conventional regulat

approaches, more small businesses are apt to participate. Indeed, aft

three years, Massachusetts had increased the number of dry cleanin

operations tracked in its databases by 85 percent. And, with its selfcertification procedures, this program enables the state to target ins

tion resources to higher-priority problems. Based on the results, and 

EPA assistance and encouragement, nine states are now establishing 

similar programs to address small business sectors. 

Sharing Lessons Learned 

The Environmental Results Program described in the previous se

is the kind of innovation that can benefit many states and inspire en

ronmental professionals to rethink how they might achieve environm

goals. To gain more exposure to new ideas, the states and EPA joine

the Council for Excellence in Government in 2003 to host a nationa

symposium on environmental innovation. Over two days, participan

an opportunity to share a variety of insights and experiences. First h

2000, this forum is the only one of its kind for states and EPA to dis

innovations shaping the next generation of environmental progress. 
38 

The same commitment to improving results that is driving in

within EPA’s programs, policies, and partnerships with other

influencing the Agency’s internal operations. Under the leadersh

EPA’s Innovation Action Council, the Agency has focused on cre

culture of innovation—one that enables and rewards environme

lem-solving by staff. As the preceding section describes, EPA ha

planning and budgeting systems with states. In addition to achi

ter coordination with states, this approach creates more opportu

incorporate innovation priorities into strategic resource and man

decisions. This section highlights some of the additional change

made to foster innovation internally. 

Capitalizing on Managerial Talent 

While depth of knowledge and continuity can be valuable as

for managers, there are also advantages to having leadership wit

perspectives and ideas. In an effort to bring the full value of EPA

managerial talents to bear in addressing environmental challeng

rotated nearly a quarter of its senior mangers to new positions in 

Managers from voluntary programs were moved into regulatory 

and vice versa. In some cases, managers were switched to entirel

Fostering 

Innovation in EPA’s Cult

and Organizational Syste

“Innovation must become an attitude, an outlook, 

an integral part of EPA’s daily work.” 

—EPA Innovation Action C
Environmental Innovation


A year after the release of Innovating for Better Environmental Results: A 

Strategy to Guide the Next Generation of Environmental Progress, EPA 

showed its commitment to innovation again by creating a National 

Center for Environmental Innovation (NCEI). Designed to fill a special 

role at EPA, this organization focuses on finding ways of achieving better environmental results. It does so by supporting the full cycle of 

innovation—starting with testing of new ideas, continuing with evaluations to measure results, and ultimately helping others apply 

approaches that prove successful. NCEI also runs a set of multimedia 

programs that help to improve environmental performance in 

businesses, communities, states, and other government agencies. 

These include National 

Environmental Performance 

Track and Sector Strategies, as 

well as programs that focus on 

smart growth and support for 

small businesses. 

media, so that approaches commonly used to address one type of 

problem, such as waste, could be factored into strategies for address

other issues, such as air pollution or water quality. As envisioned, th

exchanges are resulting in more cross-fertilization of ideas, perspect

and experiences, and providing the leadership needed to drive innov

approaches in environmental programs. 

Tearing Down Organizational Barriers 

In addition to spurring exchange of ideas, the management rotatio

enacted in 2002 are also helping to overcome organizational barriers w

EPA. These barriers are a remnant of EPA’s organizational developme

one that evolved in response to the passage of environmental laws. As 

were passed for specific purposes, EPA set up national programs to ov

implementation. This approach has been effective in addressing man

issues, but it is not as effective for addressing problems that involve m

than one media, such as air or water, and need a more holistic approa
40 

nificant impacts on the environment, the economy, and overall 

life. These impacts include loss of open space and farmlands; m

luted runoff flowing from paved surfaces into lakes and streams

driving, air pollution, and traffic. Through the national Smart G

Network, EPA is working with other federal agencies, state and l

ernments, developers, environmental groups, and communities 

common ground on a range of growth and development issues. 

EPA’s work is designed to 

improve understanding of growth 

issues through research and policy 

development, information and outreach, and technical tools and assistance. Often this work is conducted 

in partnership with other organizations. For example, EPA and the 

International City/County Management Association developed 

Smart Growth: 100 Policies for Implementation. More than 100,0

were distributed around the country after issuance, while 30,000 

a second volume, containing additional policies, were distribute

the first three months following publication. Meanwhile, EPA’s 

Award for Smart Growth Achievement provides a high-profile m

recognizing smart growth policies and practices by cities, states, 

public entities, communities, and developers. 

Reducing the environmental impacts of buildings represents 

important opportunity for achieving smart growth. Nationwide, b

use 66 percent of all energy, contribute 25 percent of greenhouse 

sions, and generate 40 percent of all solid waste entering landfills

than addressing these and other impacts individually, EPA is draw

environmental expertise from multiple programs to address build

holistically. In the Mid-Atlantic region, EPA Region 3 is helping t

Philadelphia school district incorporate “green building” into a $

capital campaign, while wor

commercial developers has a

resulted in the greening of a 

Philadelphia office tower. In 

to supporting others, EPA is 

moting green building at its 

ities. EPA’s recently complet

campus in Research Triangl
including many international guests, have toured the facility in the p

two years to learn from EPA’s example. 

Sharing Information to Spur Innovation 

Enhancing information flow throughout an organization fosters g

creativity and innovation by facilitating the exchange of ideas. To thi

EPA’s national waste program set up an innovation workgroup with r

sentatives from all parts of the organization, who meet routinely to d

new ideas and issues needing attention. Similarly, EPA Regions 2 and 

established “innovation networks” to bring together staff from multi

programs to share information about new approaches. 

Recognizing the importance of innovation in achieving air quality 

EPA’s 10 regional air directors also created an information sharing net

Led by EPA’s regional office in Dallas, the EPA Center of Excellence fo

Innovations/Futures is used to facilitate communication about innova

approaches and to set up innovation teams to address specific prioriti

While the networks described above are helpful for sharing infor

tion across organizations, vertical information flow—up and down t

organizational chain—is important, too. With this in mind, the nat

enforcement and compliance assurance program established a Creat

and Innovations Change Board to provide a direct conduit for staff 

reach management with new ideas. One idea involves using more in

tives to encourage environmentally responsible redevelopment and 

of contaminated properties. As a result, EPA is now developing new 

incentives, such as supplemental environmental projects for green bu

“EPA’s regional offices are in many ways at the crux 

institutional changes the agency needs. Some of t

regions have already organized along multimedia 

and have become powerful forces for innovation a

organizational change.” 

—National Academy of Public Adminis

Environment.gov: Transforming Environmental Protection for the 21st 
42 

Evaluating Innovations to Assess Value 

Evaluations play a critical role in the innovation process, gen

results that enable decisionmakers to determine whether an app

has value and merits further use and investment. Through an in

Improving Results Competition, EPA invests in evaluations to he

improve environmental programs. Some of those resources are d

specifically at innovation projects. For example, an evaluation o

ket-based approach to controlling air pollution in California ide

key features that, if designed differently, might have addressed t

pected increase in the price of emission credits. The results were 

the EPA Clean Air Act Advisory Committee and in other venue

innovative approaches to air quality improvement are considere

Another evaluation of state watershed management program

firmed the national water program’s decision to reorient around 

sheds. Some of the benefits found from a watershed approach in

improvements in the quality and quantity of water quality mon

data, better planning and assessment capabilities, and more effi

equitable permitting programs. In addition to informing program 

agement decisions, these and other evaluations are building EPA

ty to analyze program results and creating awareness about the i

role that evaluation plays in the development and use of new ap

Setting Aside Funds to Explore New Ide

Because of the lead times required for planning, and the tend

favor well-established programs, innovative projects can often ha

culty competing for resources in the standard budgeting process. 

in mind, several EPA offices have created competitive funding pr

allow innovative projects to be introduced and acted upon quick

EPA is working with other 

ment agencies to identify 

even more incentives to b

redevelopments. The Crea

Innovation Change Board 

instrumental in enabling t

by providing a venue for i

communication and collab
mization, energy recovery, recycling, and land revitalization. One pro

led by EPA Region 9 in San Francisco is testing the placement of env

mentally preferable products on television shows to raise consumer a

ness. Through the efforts of another project in North Carolina, 1,750 

of waste will be diverted from landfills by reusing wood pallets as wo

flooring. Additionally, at least 12 new jobs will be created. Along with 

demonstrating the environmental and economic benefits that can be 

achieved with new approaches, these projects are creating models th

One of the same incentives EPA uses to encourage environmenta

improvement by external partners—awards—is being used to spur 

environmental innovation internally. For example, EPA’s Office of 

Enforcement and Compliance Assurance instituted the Assistant 

Administrator’s Award for Excellence in Innovation. A second award—

Best Practices for Innovative Practices in the Enforcement and Comp

Assurance Program—recognizes innovations that can provide mode

others. In the national waste program, a new Assistant Administrato

Priorities Award recognizes an individual or team that has helped to 

advance program priorities in an innovative manner. 

to address other environmental issues. In the Northeast, EPA Region 

recognizes employee innovation. A recent award was given for an elec

emergency contact information system that will allow the region to p

a faster, more effective response when faced with an emergency situat

be replicated to improve results on a larger scale. 

Creating Awards for Innovation 

Several EPA regions have established innovation awards as well. In the Northwest, EPA 

Region 10 selects an “Innovation of the Year.” In 

2003, that award was presented for a state-of-theart modeling tool for assessing the impacts of 

current or planned forestry burns. Whether 

planned or accidental, the air quality impacts of 

these burns can be significant. The Blue-Sky/ 

RAINS system gives EPA and other users a way to 

visualize and analyze these impacts over the 

entire affected area. Work is now underway to 

extend this valuable tool to other parts of the 

country and to consider how it might be adapted 
44 

In 2002, EPA released a strategy to guide the next generati

innovation in environmental programs. Two years later tha

has proven influential in many ways. This report shows how 

changing its mode of operation to foster innovation and p

examples of innovative approaches being used throughou

country. Many of those innovations offer models that can b

applied in other places and on a much larger scale. Therein 

real power of innovation—taking ideas that show promise

their value, and then applying proven concepts to increase 

newfound benefits many times over. 

The EPA Innovation Action Council based its innovation str

a vision for an improved system of environmental protectio

21st century, one that: 

• Focuses on performance and results 

• Emphasizes environmental stewardship 

• Takes a comprehensive and integrated approach to problem

• Uses market-based incentives 

• Emphasizes partnership and stakeholder collaboration 

Evidence of these attributes can be found throughout this 

partnerships and collaborative problem-solving, in particu

mentioned routinely. 

So has this vision of an improved environmental protectio

been achieved? Not yet, but change is underway. Indeed, t

the power of innovation, it does appear increasingly withi

Conclusion 
For More Information


EPA gleaned information from numerous sources to produce th

report, and much of it can be found on the Agency’s Web site. T

following list identifies the major topics discussed in each secti

and provides Web site addresses for obtaining more informatio

Introduction 

“Innovating for Better 

Environmental Results: A 

Strategy to Guide the Next 

Generation of Innovation at EPA” 

http://www.epa.gov/ 

innovation/plan/final4_10.pdf 

Improving Water Quality 

Water Quality Conditions in the 

United States 

http://www.epa.gov/305b/ 

2000report/factsheet.pdf 

2003 Watershed Initiative 

http://www.epa.gov/owow/ 

watershed/initiative/ 

selected.pdf 

“Water Quality Trading Policy” 

http://www.epa.gov/owow/ 

watershed/trading/ 

finalpolicy2003.html 

Trading—Regional and State 

Examples 

http://www.epa.gov/owow/ 

watershed/tradelinks.html 

Watershed-based Permitting 

http://cfpub.epa.gov/npdes/ 

wqbasedpermitting/ 

wspermitting.cfm 

Meeting Water 

Infrastructure Needs 

The Clean Water and 

Drinking Water Infrastructure 

Gap Analysis 

http://www.epa.gov/owm/ 

gapfact.pdf 

EPA Forum “Closing the Gap: 

Innovative Responses for 

Sustainable Water 

Infrastructure” 

http://www.epa.gov/water/ 

infrastructure/GapForum.htm 

Applicability of the Safe 

Drinking Water Act to 

Submetered Properties 

http://www.epa.gov/fedrgstr/ 

EPA-WATER/2003/December/ 

Day-23/w31588.htm 

Reducing Greenhouse 

Gas Emissions 

ENERGY STAR® and Change a 

Light, Change the World 

Campaign 

www.energystar.gov 

Climate Leaders 

http://www.epa.gov/ 

climateleaders/ 

Smart Way Transport 

http://www.epa.gov/smartway/ 

Best Workplaces for 

Commuters Program 

http://www.bwc.gov 

“ENERGY STAR® and Other 

Voluntary Programs 2002 

Annual Report” 

http://www.epa.gov/appdstar 

/pdf/cppdann02.pdf 

Reducing Smog 

Ground-level Ozone 

http://www.epa.gov/ 

airnow/health/ 

Particle Pollution 

http://www.epa.gov/air/ 

urbanair/pm/index.html 

Clean Diesel Program 

http://www.epa.gov/

diesel.htm 

Voluntary Diesel Retr

Program 

http://www.epa.gov/

retrofit/ 

Adopt-a-School Bus I

http://www.epa.gov/

6xa/adopt_a_school_

Clean School Bus USA 

http://www.epa.gov/ 

cleanschoolbus/ 

Proposed NOx and SO

Trading Program 

http://www.epa.gov/ 

clearskies/ 

Early Action Compacts 

http://www.epa.gov/a

Reducing Waste 

Resource Conservatio

Challenge 

http://www.epa.gov/ep

osw/conserve/ 

Electronics Recycling 

www.plugintoecyclin

Design Challenge for 

E-Commerce Shippin

Packaging and Logist

http://www.epa.gov/e

non-hw/reduce/epr/p

pfed.html 

Brownfields Program 

http://www.epa.gov/ 

brownfields/ 

Land Revitalization Ag

http://www.epa.gov/s

landrevitalization/age
46 

p

Reducing Chemical Risks Pollution Prevention (P2) Framework 

http://www.epa.gov/oppt/ 

p2framework/ 

Sustainable Futures Initiative 

http://www.epa.gov/ 

opptintr/newchems/ 

sustainablefutures.htm 

Design for the Environment 

www.epa/gov/opptintr/dfe 

Green Chemistry 

www.epa.gov/greenchemistry 

Pesticide Environmental 

Stewardship Program 

http://www.epa.gov/ 

oppbppd1/PESP/ Addressing Regional Priorities 

Green Building Design 

Competition 

http://www.nyc.gov/html/ 

moec/pdf/competition.pdf 

Regional Vulnerability 

Assessment Program 

http://www.epa.gov/reva/ 

Developing Innovative 

Tools and Approaches 

EPA Draft Report on the 

Environment 

http://www.epa.gov/ 

indicators/roe 

Environmental 

Technology 

Environmental Technology 

Opportunities Portal 

http://www.epa.gov/etop 

Science to Achieve Results 

Program 

http://es.epa.gov/ncer/grants/ 

Environmental 

Management Systems 

EPA Position Statement on 

Environmental Management 

Systems 

http://www.epa.gov/ems/ 

policy/own.htm 

National Database on Environmental Management Systems: Project Final Report 

http://ndems.cas.unc.edu/ 

final_report.htm 

Sector Strategies 

Sector Strategies Program 

http://www.epa.gov/sectors/ 

Metal Finishing 

http://www.epa.gov/sectors/ 

metalfinishing/ Integrated 

Enforcement Strategies 

Lead Disclosure Settlement 

http://yosemite.epa.gov/opa/ 

admpress.nsf/b1ab9f485b0989 

72852562e7004dc686/3f92045 

482734fc085256b43006d136a 

?opendocument 

Small Business Information 

http://www.epa.gov/ 

smallbusiness/ 

Unifying EPA’s Small Business 

Activities: A Strategy to Meet 

the Needs of Small Business 

http://www.smallbizenviroweb.org/html/pdf/ 

Strategy_Final_062303.pdf 

Incentives 

Performance Track 

http://www.epa.gov/ 

performancetrack/ 

Innovest Announcement 

http://yosemite.epa.gov/opa/ 

admpress.nsf/0/7b9462a8420 

e654085256d820074d586?Op 

enDocument 

State Innovation 

http://www.epa

innovation/state

National Environ

Performance Pro

http://www.epa.g

“Joint EPA/State 

Pursue Regulato

http://www.epa

EPA-GENERAL/1

Day-05/g11799.

Environmental R

http://www.epa.

02summary.pdf 

State–EPA Enviro

Innovation Sym

www.excelgov.o

Fostering In

in EPA’s Cult

Organizatio

Systems 

National Center 

Environmental I

www.epa.gov/in

Evaluation Supp

http://www.epa

evaluate/index.h

Smart Growth 

www.epa.gov/sm

Green Buildings 

www.epa.gov/o

greenbuilding/ 

Blue Skies/RAIN

http://blueskyra

National Academ

Administration 

http://www.nap

pc_economy_en

recent_publicat

l 2004 

7T) 

cled/Recyclable—Printing with Vegetable Oil Based Inks on 100% Postconsumer, Process Chlorine Free Recycled Paper 

w.epa.gov/innovation 

100-R-04-001 

alty for Private Use $300 

cial Business 

hington, DC 20460