**National Advisory**  **Council for**  **Environmental Policy**  **and Technology** 

March #, 2013

The Honorable Robert Perciasepe ActingAdministrator United States Environmental Protection Agency 1200 Pennsylvania Avenue, NW Washington D.C. 20460

Dear ActingAdministratorPerciasepe:

1 The National Advisory Councilfor Environmental Policyand Technology (NACEPT) is pleased to 2 present its Second Advisory Letter on Sustainability. We believe the idea ofsustainabilityis central 3 to EPA'smission and our recommendations in this letter are consistent with, but expand on, those 4 in the National Academy ofSciences (NAS) Report sustainability and the U.S. EPA"l. NACEPT met 5 with representatives from the NAS panel and concluded in our First Advisory letter on 6 Sustainability: 7 8 "The National Councilfor EnvironmentalPolicy and Technology (NACEPT) unanimously 9 supports the EPA adopting the National Academies' overall recommendation in its 10 Sustainability and the U.S. EPA report that EPA more fully incorporatesustainability 11 considerations into its decision

-makingprocesses and day

-to

-day operations". 12 13 In this Second Advisory letter, NACEPT will respond to specific charge questions and provide 14 recommendations for immediate next steps EPA could take to accelerate the Agency's, and 15 America's, path to sustainability. 16

1Sustainability and the U.S. EPA, National Research Council, National Academies Press, 2011

117 Specifically, EPA requested that NACEPT address the following questions in its Second Advisory 18 letter: 19 1. What strengths can EPA leverage to successfully deploy, across the Agency, sustainability 20 strategies drawing upon both the NationalAcademies report recommendations and, also, 21 approaches to sustainability and recommendations from other sources andstakeholders? 22 How can EPA's deployment also achievepositiveinfluence with other agencies and 23 stakeholders? 24 a) Are there internal or external challenges

-barriers andgaps- that EPA willneed to 25 address, manage and overcome to successfully deploysustainability strategies drawing 26 upon both the NationalAcademies report recommendations and, also, approaches to 27 sustainability and recommendations from other sources andstakeholders? 28 b) If

yes: (1) Identify the significant internal challenges and then recommend strategies to 29 address, manage and overcome them; and (2) Identify the significant external challenges 30 and the stakeholders involved, and then recommend strategies to address, manage and 31 overcome them and contribute to the EPA'ssuccessfulroll

-out ofits definedsustainability 32 strategy while engaging with key stakeholders. 33 34 2. UsingEPA Sustainability Vision as astarting point, and back

-castingfrom that vision, what 35 breakthrough objectives does NACEPTrecommendfor EPA over the next 3

-5years drawing 36 upon both the NationalAcademies report recommendations and, also, approaches to 37 sustainability and recommendations from other sources andstakeholders? 38 a) What measurement systems does NACEPTrecommendforassessingprogress towards 39 these breakthrough objectives andEPA'ssustainability vision? 40 b) What tools are available to help EPA consider the qualitative and quantitative 41 environmental, publichealth, socialand economic benefits? 42 c) What approaches should EPA use to share progresswith the public? 43 d) What other new approaches might be necessary to implement the breakthrough goals 44 that NACEPThas identified? 45 46 To address these questions, NACEPT organized into two work teams. One addressed EPA's 47 strengths and challenges related to incorporating sustainability across the Agency. The second 48 developed recommendations for a vision, mission, and breakthrough objectives. See further 49 detail about our work approach in Appendix A. 

### so 51 Executive **Summary of** **Recommendations** 52 NACEPT makes ten recommendations in three categories: I) AligningEPA on its path to 53 sustainability, II) Ensuring Stakeholder Engagement and III) Asserting Sustainability Leadership.

254 Together,these recommendations provide an implementation roadmap for the Agency's more 55 complete incorporation ofsustainability as a guiding concept for executing its fundamental mission. 56 Each ofthese will be further elaborated on throughoutthe letter. 57 58 SUMMARY OFRECOMMENDATIONS 59 60 I. Setting Directionand Creating Alignmenton EPA's Path to Sustainability 61 Recommendation 1: EPA Should Build Upon Its Significant Strengths To Develop And Deploy A 62 Robust Sustainability Strategy. 63 Recommendation 2: EPA Should Clarify And Expand Its Current Mission To Explicitly Address 64 Environmental, Social And Economic Goals. 65 Recommendation 3: EPA Should Adopt A Compelling SustainabilityVision Based On The Needs Of 66 PresentAnd Future Generations. 67 Recommendation 4: EPA Should Endorse A Small Number OfBreakthrough ObjectivesTo Be 68 Achieved By 2020 To Accelerate Implementation OfIts Sustainability StrategyAnd Demonstrate 69 Visible Leadership. 70 Recommendation 5: EPA Should Develop Quantitative Metrics To Analyze Net Impacts And 71 Benefits OfDecisions In Terms OfContributions To A More Sustainable Society And Incorporate 72 These In Goal

-Setting Processes. 73 74 II. Engaging Stakeholders In EPA's CommitmentTo Sustainability 75 Recommendation 6. EPA Should Clearly Connect Its Sustainability Strategy To Its Existing 76 Authorities And Engage Stakeholders In Implementation. 77 Recommendation 7: EPA Should Link Sustainability, Community Engagement And Environmental 78 Justice Approaches Across EPA. 79 80 III. Asserting EPA's Leadership In Sustainability 81 Recommendation 8: EPA Should Develop The Organization And Culture Needed To Transition And 82 Strengthen Its Sustainability Capabilities: Leadership, Innovation, and Collaboration. 83 Recommendation 9: EPA Should Enhance Its Presence In Sustainability Both Inside The Agency 84 And Across The Federal Government. 85 Recommendation 10: EPA Should Establish A Stronger Role As Convener OfSustainability 86 Discourse And Collaboration Involving GovernmentAnd Society At Large. 87 88 Implementingthese recommendations will help EPA set direction toward a more sustainable 89 future, create alignmentwithin the agency and across the federal government, connect EPA's
390 commitmentwith people around the country and across the world, and set the country on an 91 accelerated path to sustainability. These recommendations will establish EPA as a game changer 92 working with the rest ofthe Federal Government, industry, state and local governments, and other 93 nations. Each ofthese recommendationswill be expanded upon below. 94 95 I. SETTING DIRECTION AND CREATING ALIGNMENT ON EPA'S PATH TO SUSTAINABILITY 96 97 Recommendation 1: EPA Should Build Upon Its SignificantStrengths To Develop and Deploy 98 A RobustSustainability Strategy. 99 There are two widely accepted definitions ofsustainabilitythat are good background for EPA to 100 consider as it embarks on a more explicit sustainability strategy. In 1987, the Brundtland 101 Commission

- or the World Commission on Environment &Development

- headed by then 102 Norwegian Prime Minister Gro Harlem Brundtland, defined sustainable development as 103 "development that meets the needs ofthe present without compromising the ability of future 104 generations to meet their needs"

.2 This defined sustainability at the scale ofnational or global 105 governance, and focused on intergenerational societal needs. 106 107 John Elkington, founder of the think tank SustainAbility, built on the Brundtlanddefinitionand 108 introduced the idea of the 'triple bottom line'. Elkington advocated this sustainability decision

109 making frameworkto help organizations optimize the environmental, social and economic 110 outcomes from their activities. 111 112 NACEPT believes that both the Brundtland definition, focused on needs, and the Elkington 113 definition, focused on environment, society and economy, should inform EPA's approach to 114 sustainability. While adapting definitionsofsustainabilitywill vary with the circumstances and 115 needs ofindividual organization, most agree that 1 1SUstainability" includes the foundational 1 1pillars" 116 that address environmental, economicand social considerations, and intergenerational needs, 117 when making decisions and looking at impacts associated with that organization's mission. 118 119 EPAhas a solid foundation to embrace sustainability. While the term 1 1SUstainability" was not in 120 common use when EPA was launched over forty years ago, its mission is directly in line with the 121 idea. The NAS Sustainabilityrepor t 3 correctlynotes that EPA's mission has never been focused 122 solely on environmental protection. EPA operates with explicit directives to protect human health, 123 to make communities more livable, and to develop and deploy technologies and practices that can

2 Sustainable Development: a guide to our common future, the report of the World Commission on Environment and Development; Oxford University Press, 1987. 3 Sustainability and the U.S. EPA, National Research CounciiJ National Academies Press, 2011

4124 reduce emissions cost

-effectively. As such, NACEPT believes sustainabilityconcepts have long been 125 central to EPA's approach, representing it's 11true north." 126 127 Bob Perciaseppe succinctly captured that idea when he said: 128 [

-EPAto provide] 129 130 Since its inception in 1970, EPA has developed expertise, experience and understanding about 131 protecting human health and the environmentthrough setting performancestandards, requiring 132 control technology, permitting operations, assisting compliance, protecting community health, and 133 recommendingbest practices across many sectors ofthe economy 4

. EPA's activities, both 134 regulatory and non-regulatory, have been driven by protective ecosystem standards, human health 135 standards and considerations ofim pacts to society, as well as environmental justice. In some 136 aspects ofits mission, EPA already takes economic factors into consideration, since its actions have 137 an impact on economic development, both positive and negative. NACEPT believes EPA can further 138 address economic considerations with its sustainability strategy, while fulfillingits statutory 139 obligations to protect the environment and human health. In fact, greater focus on the econo ic leg 140 ofsustainability may enrich all ofEPA's activities particularly in the currentcontext where 141 addressingthe deficit and encouraging economic growth are national priorities. EPAhas the 142 opportunityto address and rectify the possible perception inside and outside the EPA that there is a 143 cost premium to advance sustainabilitystrategies. 144 NACEPT believes that advancing sustainability can drive significant economic benefits for the U.S. 145 government as it has with industry. The surprising outcome ofmany corporate sustainability 146 efforts has been substantial economic benefit through, for example, energy efficiency, reduced 147 waste, or innovation, enabled by looking at old problems with a new lens ofsustainability. Perhaps 148 most importantly, by pursuing a holistic approach to sustainability, EPA may be able to better 149 invest the Agency's limited resources and enable more cooperative relationships across federal 150 agencies, among regulators (federal, state and local) and with regulated entities. 151 152 Some ofthe most innovative sustainability initiatives involve collaboration between companies, 153 NGOs and government5

. A particular advantage for EPA in multi

-stakeholder collaboration is 154 enhancing the influence of the Agencyto advance sustainability along supply chains that originate 155 largely outside ofthe U.S (many ofwhich cannot be addressed within, even though they affect, the

4 Many EPA programs already intentionally incorporate two or more pillars of sustainability such as Brownfields and Land revitalization program, Energy Star, Urban Waters, Partnership for Sustainable Communities grants program, The Office of Solid Waste and Emergency Response Community Engagement Initiative, Infrastructure and environmental education. 5 Forexample, the Sustainability Consortium in which about 80 companies, some NGOs and, in some areas, EPA's Design for the Environment (DfE), are developing sustainability profiles .for consumer products that will be used by retailers to prioritize their purchases;WRI's Aqueducts program involves collaboration across multiple stakeholder to map and respond to water risks.

5156 U.S.). They provide an opportunity for EPA to use its scientific expertise to help address critical 157 sustainabilityissues in ways consistentwith its mission. 158 159 Despite the many strengths outlined above, EPAwill encounter challenges and barriers to 160 successful implementation ofa sustainability strategy. Regulated entities may be resistantifthey 161 believe EPA intends to regulate or require sustainability, ifthey believe that the strategywill 162 increase costs, or decrease the likelihood that a plant, operation or business will be allowed to 163 function economically. Some entities may express preference for a smaller governmentrole in 164 sustainabilityto allow for competition and the marketplace to define the best sustainable choice for 165 that entity. Some in the private sector may see a competitive advantage to their own sustainability 166 efforts and resist the implementation ofan EPA sustainability strategy, while yet others may view 167 implementingthe NAS recommendations as an unfunded and perhaps expensive mandate. We 168 believe EPA can address these concerns with careful and transparent implementation. 169 170 The first step in developing a robust sustainability strategy is to reconsider EPA'sMission. 171 172 Recommendation 2: EPA Should Clarify And Expand Its Current Mission Statement To 173 Explicitly Endorse A Sustainability Approach. 174 EPA'scurrent mission statementto (protect human health and the environment' has served the 175 Agencywell for many decades. A more explicit focus on sustainability does not imply departing 176 from this mission but enhancing it in line with the NAS recommendation. 177 NACEPT recommends three simple, but significant, changes to the Mission: one encourages EPA to 178 not just protect human health and the environment, but improve it; a second recognizes long term 179 economic growth as a pillar ofsustainability, and a third addresses the societal desire for improving 180 quality oflife. 181 NACEPT recommends the following new mission statement for EPA: _182 183 184 

### EPA'sMission is to improve human health and the environmentwhile maintainingor 185 

### enhancing quality oflife. 186 187 

### EPA'sMission is to improve human health and the environmentand to encourage actions 188 

### and solutions that advance the health, well

-being and benefit ofall. 189 190 

### EPA'sMission is to improve human health and the environmentwhile advancing long term 191 

### economic viability and the quality oflifefor allAmericans. 192
6193 One advantage ofthis (these) updated mission statement(s) is that it/they maintains the central 194 ideas in EPA's long

-standingmission statementwhile incorporating the concept that improving 195 quality oflife requires addressing the economy, while remaining clear and succinct. A second 196 advantage is that it/they make a significant statementthat decouples the notion that environmental 197 and human health protections come at a cost to society. EPA'smission would reinforce that 198 environmental and human health protections can be compatible with achieving the nation's 199 economic goals. 200 201 Recommendation 3: EPA Should Adopt A Compelling Sustainability Vision based on the 202 needs ofpresent and future generations. 203 As discussed, EPA has a Missionthat drives its every day work. However, it does not have a clearly 204 articulated Sustainability Vision statementto establish a future oriented goal and a broader context 205 for executing the Agency's Mission. Boththe NAS report and NACEPT's first letter on sustainability 206 recommend creating a vision statementas a necessary first step for the Agency6• A vision statement 207 will allow EPA'svarious and diverse activities and programs to cohere and support one another 208 under the common um brella ofsustainability and will signal to stakeholders inside and outside the 209 Agencythat EPA has a long term goal to advance a leadership role in sustainability. 210 211 A compelling Sustainability Vision statementwill present a clear picture ofa future state where EPA 212 is widely recognized as a global leader on sustainability. EPA'scurrent Missionsuccinctly and 213 effectively addresses the environmental and human health aspects ofsustainability, but both the 214 Mission and Vision statements should incorporate long term quality oflife and standard ofliving as 215 equally important aspirations ofsustainability. 216 217 While EPA leadership needs to undertake its own dialogue to develop a sustainabilityVisionfor the 218 Agency,NACEPT suggests that EPA focus on avision ofsustainabilitythat reflects environmental, 219 social and economic ambitions and considers intergenerational needs. NACEPT proposes: 220 221 222 223 224 225 226 227 

### EPA's Vision is to propelAmerica towards sustainability,protecting the environment

and health in a way that meets the environmental , social and economic needs ofthe present without compromising the ability of future generations to meet their needs.

EPA Vision is a more sustainableAmerican society and environment , now andforfuture generations.

6 First Sustainability Advice letter to Administrator Jackson, NACEPT,April 5, 2012

7228 EPA's Sustainability Vision statement and mission statements should be presented together. The 229 Vision expresses the Agency's long term goal and the Mission clarifies how the vision will be 230 achieved. To illustrate how the expanded mission and new vision will be implemented by the 231 Agency, NACEPT recommends announcing a series ofbreakthrough objectives that will provide 232 definition through sustainability in action. 233 234 Recommendation4: EPA Should Endorse A Small Number of Breakthrough Objectives To 235 be Achieved By 2020 To AccelerateImplementation OfIts Sustainability Strategy & 236 Demonstrate Visible Leadership. 237 The National Academy ofSciences recommended that EPA develop "Breakthrough ObjectivesJJ to 238 guide and energize EPA's sustainability plan7. Breakthrough Objectives should galvanize the 239 Agencyand help people understand the concepts ofsustainabilityby demonstratingwhat it means 240 in a specific context. 241 242 NACEPT recommends the following criteria be used to evaluate Breakthrough Objectives. The 243 objectives must: 244 a. Support the Sustainability Vision 245 b. Encompass new and/or more effective directions for the Agencyto take. 246 c. Improve performance throughout the Agency, not just in one area 247 d. Advance environmental, social and economic goals. 248 e. Beimplementable and measurable at national, state and community scales 249 f. Beable to be completed in 3

-5 years 250 g. Be simple and intuitively understandable 251 252 This is not a foreign concept for a government agency. Perhaps the most famous historical 253 "Breakthrough ObjectiveJJ was President John F. Kennedy's 1961 bold exhortation to Congress that 254 the United States should safely put a man on the moon before the end ofthe decade in response to 255 advances in the Soviet Union's space program. This met the criteria above ofbeing simple, 256 understandable, measurable, an advance from the currentstate, and specific as to the timeline. 257 Most importantly, it provided great internal alignment within NASA and galvanized that Agency 258 into action. The United States achieved that goal. Breakthrough Objectives could be EPA's game259 changers. 260

7As the Academywrote: "Commonly referred to in the business community , breakthrough objectives are goals that extend far beyond current capabilities and experiences ofan organization and require new strategies and approaches to ensure successful attainment ofthese goals. These objectives are generally designed to improve performance throughout an organization." Sustainability and the U.S. EPA,The National Academies report, 2011

8261 In considering the type ofBreakthrough Objectives to recommend, NACEPT first consideredthe 262 types ofthemes the objectives could be structured around. Example themes include: 263 11 Project

-based objectives i.e. focused on industry or infrastructure 264 11 Internally themed objectives i.e. focused on EPA buildings or operations 265 11 Environmental issue themed objectives e.g. focused on water or waste or pollution 266 11 Federal governmentthemed objectives i.e. focused on the operations ofall Federal Agencies 267 • Societally themed objectives i.e. focused on EPA interactions with society writ

-large 268 269 We then developed a range ofpossible breakthrough objectives within these theme types, without 270 excluding any theme type when considering potential recommendations. Apartial list ofour 271 suggestions are provided below for EPA to consider. NACEPT recommends EPA select no more 272 than 3 final objectives and that at least one Objective be internally focused to serve as a role model 273 for other entities and to provide a demonstration that operating more sustainablyis attainable by 274 any entity. 275 276 Possible Breakthrough Objectives for EPA to consider8 : 277 278 1. By2020 EPA willhavefacilitated 25 green infrastructure projects that deliverregulatory 279 performance comparable to conventional pollution control systems, but at lower costs, with higher 280 conservation values and outcomes, andmeasurable net job creation. 281 This possible breakthrough objective is very focused on a set ofprojects, but serves to illustrate 282 the viability ofachieving a sustainable 'triple

-win', through pilots. Infrastructure projects will 283 provide environmental protection and beneficial economic activity in local communities. 284 285 2. By2020, work with at least 10firms in high carbon

-emitting industries (steel, cement aluminum, 286 paperandplastic) to develop approaches to incentivize 25% increase in energy and carbon 287 efficiency without reducing profitability oremployment. 288 This possible breakthrough objective is very focused on a priority environmental issue: climate 289 change, with large energy users. It serves to help EPA prioritize work with production 290 industries that have the highest relative contribution to energy use and GHG emissions. 291 Achieving this objective would allow EPA to use the power ofcollaboration and voluntary 292 initiative to drive progress on climate change. 293 294 3. EPA willwork with priority industries andor communities to reduce water, carbon and waste 295 emissions by 33% by 2020.

8 In Appendix B, NACEPT has provided a template for evaluating Breakthrough Objectives and a longer list of suggestions.

910 296 297 298 299 300 This possible breakthrough objective is focused on priority industries as well as

communities and expands to three environmental issues, not just climate change, setting a specific improvement goal. This goal would require beneficial collaboration and result in significant environmental and economic benefits.

301 4. By 2020J improve air quality to reduce soot 20% withoutraising the price ofelectricityJnor 302 causing disproportionateimpacts on affected low

-income communities or resulting in significant 303 reduction in local employment. 304 This possible breakthrough objective is focused on a specific health and environmental 305 justice issue as soot pollution is linked to asthma and respiratory health conditions. It also 306 presents an opportunityto address climate change and visibility. 307 308 5. By 2020 create 'one EPA'by dramatically increasing collaboration across departments and 309 creating joint programs focused on sustainability. 310 This possible breakthrough objective is internally focused and builds on the One EPAconcept

311 expanding it to ensure there is true collaboration. As one example, the range ofEPA

-controlled 312 ecolabels such as Energy Star, WaterSense, Design for Environment etc could work much more 313 closely together to develop a joint program related to environmental sustainability overall. 314 315 6. By2020JEPA Will Be Carbon Positive. 316 This possible Breakthrough Objective goes beyond the more common corporate objective of 317 carbon neutrality. To be carbon

- positive, EPA would need to avoid more carbon than it emits. 318 Bypursuing carbon

-positivity, EPAwould send a signal to other agencies and regulated entities 319 that it is going beyond today's terms ofaddressing climate change. EPA would build on a 320 foundation ofactivity already focused on its footprint and stretch even further. 321 322 7. EPA Will Help the Federal GovernmentAchieve 95% SustainablePurchasing ForAll GoodsAnd 323 Services [with the exception ofweapons systems) UsedBy The USGovernment. 324 This possible Breakthrough Objective recognizes that use ofFederal purchasing as a driver of 325 sustainability has already been recognized in numerous Executive Orders, the latest ofwhich, 326 E013514, sets out the goal to advance sustainable acquisition9

. While the Executive Order 327 does provide high level guidance on the ty pes ofproduct and services attributes that are 328 considered 'sustainable acquisition', and stipulates that 95% of'all contract actions' meet such

9 [Section (2}{h)} advance sustainable acquisition to ensure that 95 percent ofnew contract actions including task and delivery orders, forproducts and services with the exception ofacquisition ofweapon systems, are energy-efficient ( Energy Star orFederal EnergyManagement Program (FEMP} designated), water

-efficient, bio

-based, environmentallypreferable ( e.g.,Electronic Product Environmental Assessment Tool(EPEAT} certified}, non-ozone depleting, contain recycled content, or are non- toxic or less

-toxic alternatives, where such products and services meet agency performance requirements.11 329 a 

### test, there is considerable opportunity for EPA, working with GSA, other federal agencies, 330 cross-stakeholder initiatives1°, NGOs and businesses, to help define exactly what constitutes 331 'sustainable acquisition', and how to measure achievement ofthe 95% targetll. 332 333 8. By2020, EPAwill help America's industries achieve a 20% reduction in lifecycle environmental 334 impacts, while improving their long

-term economic competitiveness andjob

-creation potential 335 This possible breakthrough objective formalizes the widespread use oflifecycle assessment 336 (LCA) as an environmental tool, and expands the use ofLCA from an environmental focus 337 only, to a broader sustainability context. 338 339 9. EPA Should Undertake Educating The Next Generation Of Decision

- Makers OnSustainability. 340 This possible breakthrough objective focused on educating the next generation ofdecision 341 makers on what sustainability is

- and what it isn't

- as a critical objective for EPA. This is a 342 'societal' objective in that it implies focusing on wider U.S. society in an effort to educate and 343 engage them in a multi

-decade effort to put the US on a path to sustainability. To accomplish 344 this will require innovative and creative multi

-stakeholder collaboration by EPA, including 345 using sources ofknowledge from academia, to corporate problem

-solving, to NGOsto native 346 cultures. Successful training and outreach will result in improved knowledge ofsustainability 347 leading to better decision

-makingthat optimizes social, environmental and economic outcomes 348 for the United States. 349 350 The following diagram (Figure 1) is a succinct visual ofthe Vision, Mission and Breakthrough 351 Objectives connected across the organization and programs at EPA. 352

1

## ° Forexample, The Sustainability Consortium is a collaborative effort of over 70 companies, some NGOs, and (so far) limited

government agency participation (EPA's Design for the Environment has participated in one category) to develop sustainability assessment measures for all categories of consumer goods sold by retailers. Initially funded, but not owned, by Walmart; managed by Arizona State University and the University of Arkansas. This task is moving into high gear and could benefit from EPA engagement. It is focused on supply chains, not just on the American brands selling the final products. There is potential for major leverage on chemicals in processes and products worldwide. In many areas, there is a real need for better technical tools

-whether for assessment or tracing and understanding environmental impacts, as well as social/community/labor impacts.
11 In the Executive Order, it is not clear how a product would qualify as 'less toxic or non toxic", or for which product types recycled content is a relevant attribute. It does not clarify how Federal purchasers should evaluate the hundreds of sustainability

-oriented standards or ecolabels, and it does not make clear how to achieve the ultimate goal of sustainable acquisition: to reduce lifecycle environmental impacts in areas of greatest concern and optimize social and economic outcomes associated with Federal purchasing.12

Vision Option 2 EPA Vision is a more sustainable American society and environment, now and for future generations

Mission Option 1 EPA's Mission is to improve human health and the environment, while maintaining or enhancing quality of life

353 354 355 356 Recommendation 5: EPA Should Develop Quantitative Metrics To Understand Net Impacts 357 And Benefits OfDecisions In Terms OfContributions To A More Sustainable SocietyAnd 358 Incorporate In Goal Setting Processes. 359 One ofEPA's greatest strengths is its capacity to develop and deploy metrics ofpollution

- of 360 emissions and concentrations ofsubstances that can create risks to human health and ecosystem 361 conditions. EPA can share both t}lesedata and the agency's human skills in gathering and using 362 such data with the rapidly growing number ofcorporations, small businesses and nonprofits, 363 certifying organizations, and collaborative, multi

-sector efforts. The Office ofResearch and 364 Development, could play an important role in connecting with the most current research in 365 academic and other institutions and in assisting other offices to incorporate and disseminate new 366 sustainability knowledge more rapidly. ORD and other EPA offices, such as Energy Star, DfE and 367 other non-regulatory offices and initiatives have distinctive competencies, valuable knowledge and 368 metrics needed by businesses and non-profits to build their capacity to operate sustainably. 369 370 By sharing skills, EPA can forge more productive relationships with regulated entities and build its 371 own capacities. Giventhe complexities ofunderstanding interaction and interconnectivities among 372 natural and social systems, EPA can build upon both its access to data and its ability to handle, 373 analyze, report and explain data. In its varied roles as a source ofdata and information, an educator,13 374 an analyzer, a convener, and a decision

-maker, it can make a difference in growing sustainability 375 capacity across the United States. EPA is already leveragingits research programs to better 376 understand interconnectivity among and across both natural and social systems. This 377 recommendation could also be a topic to be more specificallyexpanded upon by a future NACEPT 378 Council. 379 380 NACEPT recommends that EPAuse the Breakthrough Objectives and metrics to better reflect its 381 strategy on sustainability in its FY 2016

-2020 StrategicPlan. NACEPT believes that EPAcan 382 demonstrate a stronger focus on sustainability using its strategic planningand goal

-setting 383 processes and identifying sustainability as a central theme ofits work. 384 385 II. ENGAGING STAKEHOLDERS IN EPA'S COMMITMENTTO SUSTAINABILITY 386 387 Recommendation 6. EPA Should ClearlyConnect Its Sustainability Strategy To Its Existing 388 Authorities and Engage Stakeholders in Implementation. 389 EPAwill need to address the fact that its various authorizing statutes do not explicitly reference 390 sustainabilitythe way business and governments commonlyunderstand sustainability today

. Some 391 may question EPA's adoption ofa sustainability strategy, believingthat sustainability is beyond its 392 statutory mission.NACEPT does not believe this is a barrier to moving forward on a sustainability 393 strategy. Language in a number ofauthorizing statutes is strongly indicative ofa vision ofa more 394 sustainable approach to addressing environmental and societal health issues. EPA will need to be 395 transparent and open wit h stakeholders and justify its path forward 12

. 396 397 NACEPT believes that EPAhas authorityto acknowledge sustainability as core to its Mission. 398 Congress set the stage for Federal Government agencies to address sustainabilitywhen it enacted 399 the National Environmental Policy Act (NEPA)which declared: 400 "the continuing policy ofthe Federal Government is to create and maintain conditions, 401 under which humans and nature can exist in productive harmony, which permits 402 fulfilling the social, environmental, and economic and other requirements ofpresent 403 and future generations"B 404 405 NEPA reflects both the three pillars ofsustainability as well as the intergenerational aspect of 406 sustainability. NEPA's strong mandate for public participation and input in generatingintegrated 407 analysis ofenvironmental, economic and social factors is central to the workings ofsustainability. 408

12 NACEPT notes that the Office of General Counsel at EPA is currently undertaking a review of all Agency legal authority to

support implementing a sustainability strategy. 13 National Environmental PolicyAct, 42 U.S.C. 4331(a}L 1969409 More recently, President Obama, in Executive Order 13514, provided further specific'directive to 410 the executive branch agencies: 411 1 1tO establish an integrated strategy towards sustainability in the Federal Government", 412 providing a definition ofsustainability'to create and maintain conditions, under which 413 humans and nature can exist in productive harmony, that permit fulfillingthe social, 414 economic, and other requirements ofpresent and future generations"14 415 416 NACEPT members believe that active community engagement and meaningful community and 417 stakeholder input will improve the effectiveness ofEPA's commitmentto sustainability. EPA has 418 deep connections and relationships with many key stakeholders including state, local and tribal 419 governments, corporations, small businesses, nonprofits, academic institutions and other entities, 420 many ofwhich are similarly engaged in determiningthe most sustainable direction for their 421 organizations. They have embraced sustainabilityto drive innovation, educate and engage their 422 employees and citizens, reduce costs, become more competitive and address key global issues, such 423 as global climate change, the decreasing availability offresh water, loss ofbiodiversity and 424 associated habitats, improving the standard ofliving, eliminating poverty, and improving the health 425 and welfare ofglobal citizens. 426 427 For example, in the private sector, corporations have demonstrated a significant interest in 428 developing more sustainable approaches. Increasingly, they are evaluated and rated for their 429 sustainability programs and progress, creating a competitive imperative

.15 Their actions range 430 from building explicit business models to grow a company using a sustainabilitystrategy to 431 management ofsustainabilitythroughout corporate supply chains to greater transparency in 432 reporting on a Company's environmental footprint and efforts to reflect improvement efforts 433 relating to employees, and local and global communities. This corporate drive, while not explicitly 434 driven by EPA, clearly stems from the strong focus and foundation ofenvironmental performance 435 that EPA has driven over the last forty years. Giventhe highly regulated aspect ofU.S. businesses, 436 there is a great opportunity for the regulated community and EPA to collaborate further, for 437 example, pursuing public/private partnerships with EPA on importantissues16. The opportunity to 438 leverage sustainability efforts through partnerships and collaboration also exists in state, local and 439 tribal governments as well as non-governmentalorganizations.

14 Executive Order, 13514 {2009) 15Examples: Dow Jones Sustainability Index, Newsweek Magazine's annual ranking of Greenest U.S. Companies, annual ranking of the Global100 Most Sustainable Corporations in the World, Maplecroft Climate Innovation Index

-annual ranking of largest 330 or so U.S. companies re: climate actions, Bloomberg Renewable Energy ranking of companies using renewable energy, US EPA Green Power Partnership

-largest purchasers of renewable energy in the U.S. (Top 10 Federal Government, companies, retail, universities, Top 20 K

-12 schools,etc.), Carbon Disclosure Project, 100 BestCorporate Citizens,World's Most Ethical Companies. 16 Agood recent example of this is the joint public

-private effort to raise corporate average fuel efficiency across American automobile manufacturers.

14440 441 Recommendation 7: EPA Should Link Sustainability, CommunityEngagement and 442 Environmental JusticeApproaches across EPA. 443 The directive to improve environmental justice is incorporated in sustainability and is already 444 underway

. The Obama Administration expanded the commitmentto ensuring federal agencies also 445 advance the goals ofenvironmental justice (EJ)by signing the "Memorandum ofUnderstanding on 446 Environmental Justice and Executive Order 12898" (EJ MOU) in August, 2011.17 The Interagency 447 Working Group on Environmental Justice (EJIWJ) has expanded its ranks to include additional 448 federal agencies representingthe intersecting concerns ofthe environmental quality, social impacts 449 and economic development. Administrator LisaJackson explained how these are interconnected: 450 11All too often, low

-income, minority and Native Americans live in the shadows ofour 451 society's worst pollution, facing disproportionate health impacts and greater obstacles to 452 economic growth in communities that can't attract businesses and new jobs. Expanding the 453 conversation on environmentalism and working for environmental justice are some ofmy 454 top priorities for the work ofthe EPA

...Every agency has a unique and importantrole to play 455 in ensuring that all communities receive the health and environmental protections they 456 deserve."ls 457 458 Environmental justice scholars and community activists have stressed the importance of 459 integratingthe three factors that comprise sustainability (environmental, social and economic 460 factors) rather than seeing them as separate concerns. Environmental justice and community

461 based organizations, communities ofcolor and low income, and Tribal communities across the 462 United States are developing a vision ofhealthy and sustainable communities. Many ofthem are 463 proactively exploring sustainabilitythrough planning, alternative energy solutions, community

464 driven decision

-making, and community design. Working with governmental agencies and the 465 private sector, communities are urging problem

-solving approaches aimed at minimizing 466 environmental degradation while building community capacity to contribute to sustainable 467 development decisions.19 The work, experiences, and traditional environmentalknowledge (TEK) 468 and cultural heritage ofenvironmental justice organizations and Tribal communities provide 469 valuable insights and best practices for advancing sustainability and creating healthy communities 470 471 This recommendation has challenges. Budget reductions have limited funds for coinmunity 472 programs, such as the CARE program which focused on community

-based environmental 473 management. There are limited channels for community input to effectively influence 474 governmental decisions. Lackofinformed opportunities to engage in the process ofplanning,

17 EJMOU (2011} http://epa.gov/environmentaljustice/resources/publications/interagency/ej

-mou-2011

-08.pdf 1s http:/jwww.whitehouse.gov/administration/eop/ceq/Press_Releases/August_04_2011 19 Remarks of Deeohn Ferris at the Environmental Law Institute Sustainability Forum, (Washington, DC,September 27, 2011)

15475 decisions and investments and insufficient resources are major barriers to underserved 476 communities being able to achieve these goals. Limited ethnic, linguistic and culturally diverse staff 477 at EPAinhibits communications and partnerships with EJ communities. Lastly, community 478 concerns about anti

-immigration backlash create distrust offederal government agencies. 479 480 However, there are meaningful steps EPA can take to address these challenges. EPA could provide 481 technical assistance to communities to collaborate on sustainability at the locat state, regionat and 482 national levels. EPA's assistance could help fund communities to participate in annual conferences 483 to improve collaboration with EJ communities, as well as training, and capacity building. 484 Additionally, EPA can be proactive in nominating and appointing individuals with expertise on 485 environmental justice, racial justice, and equitable developmentto federal advisory committees to 486 incorporate their expert insights and lessons. 487 There are numerous examples where states, tribal and local governments have made significant 488 sustainability commitments as well. EPA can learn from those efforts and ensure that its 489 sustainabilitystrategy com plements, rather than contrasts or confronts those locally

-developed 490 sustainabilityinitiativeszo. 491 492 493 III. ASSERTING SUSTAINABILITY LEADERSHIP

494 Recommendation 8. EPA Should Develop The Organization And Culture NeededTo Transition 495 And Strengthen Its Sustainability Capabilities: Leadership, Innovation, and Collaboration. 496 EPA's regulatory programs focus on national standards, applied consistently and uniformly across 497 the country to address specific environmental concerns. Sustainabilityaddresses a broad spectrum 498 ofenvironmentat social and economic concerns in individual situations.. These are different lenses 499 with which to view approaches to the problems EPA must address. While many EPA employees are 500 already knowledgeable about sustainability concepts and see implementing EPA's sustainability 501 strategy as highly compatible with EPA's mission to protect human health and the environment, 502 EPA should strengthen employee knowledge ofsustainability principles and their application in 503 actions ofthe Agency. 504 505 EPA can accelerate building sustainability capacity within the EPA by utilizing tools such as 506 websites, training, newsletters, new hire orientation, and Sustainability forums to ensure 507 employees understand what sustainability is and what EPA's strategy entails. This

20 Examples of a strengthened EPA outreach in this area include: 1) Partnering with community

-based environmental science initiatives (citizen science,community

-based monitoring, and bucket brigade) to design collaborative research programs, and 2) collaborating with indigenous scientists and tribal organizations developing new sustainability practices and technologies incorporating traditional environmental knowledge (TEK).
16508 recommendation dovetails with NACEPT's recommendations and EPA initiative to foster a 1 10ne 509 EPA" culture using its sustainability strategy as a prevailing theme. 510 511 By partneringwith other institutions EPA can train, educate, and increase awareness and 512 understanding about sustainability. For example, academic institutions are rapidly respondingto 513 student desire for a sustainability curriculum21

. Students are clearly respondingto the direction 514 they see corporations and governments moving and want to develop marketable skills. EPA can 515 leverage its expertise in fundamental science, systems thinking, community outreach, and law and 516 policyto provide technical assistance in developing sustainabilitycurriculum. This would have the 517 additional benefit ofattracting new EPA hires that have been through an academic curriculum that 518 would align with the skills and expertise that EPA anticipates needing in the future. 519 520 Other opportunities for ORD and other EPA officesto partner with external institutions to advance 521 sustainability include: 522 1. Develop a National Sustainability Report. Itis imperative that some national identification, 523 collection and reporting ofsustainability metrics and the progress America is making to achieve 524 the EPA Visionbe done on a regular basis. EPA is a logical agency to play a leading role to 525 accomplish that goal. 526 2. Assess existing, or develop ifneeded, methodologies for measuring natural resource 527 sustainability, such as life cycle analysis, ecosystem services, and water foot printing.zz 528 3. Develop, vet or bless tools that could be used across industry and governments for measuring 529 sustainability and that are practical and could be used in a comparative way. 530 4. Partner with academic institutions to encourage the use ofdefined sustainabilityprograms 531 (example STARS23), encourage sustainability curriculum developmentand research. 532 5. Partner with U.S. cities to highlight what cities are doing to advance sustainability, including 533 community's developmentinitiatives such as locally grown food, green buildings, sustainability 534 programs in schools. 535 6. Develop a program to serve as an enterprise model for stakeholders such as other federal 536 agencies and local governments.

21 Many Junior colleges and universities now have fulltime sustainability coordinators and defined sustainability programs with this trend increasing across the network of higher education. Many of these sustainability programs are comprised of three elements; advancing sustainability concepts into the courses,facilities (ex: enhanced energy and water efficiency, natural landscaping, local & organic foods} and community (ex: offering community outreach activities to advance sustainabiljty in the communities}. More and more universities now offer degrees (some on-line} in sustainability. Beyond Grey Pinstripes is a ranking of MBA programs focused on social and environmental impact. Beyond Grey Pinstripes is an independent, biennial survey conducted by the Aspen Institute highlighting how academic institutions prepare students to meet the business challenges of tomorrow, including training in social and environmental issues. 22 Forexample,the Global Footprint Network 22 measures the ecological foot of nations and the world as a whole. The Sustainability Tracking, Assessment & Rating System'M (STARS} is a transparent, self

-reporting framework for colleges and universities to measure their sustainability performance. STARS® was developed by AASHE with broad participation from the higher education community.

17537 7. Work with state governments to understand and promote best sustainability practices at the 538 state level. 539 8. Leverage existing EPA programs to advance and champion sustainabilityin the built 540 environment. EPA already has programs that address many aspects ofgreen building

.24 These 541 building efficiency/green programs align with elements ofprivate standards green building 542 certification programs.25 EPA can utilize its existing authority and roles as permit writers, 543 approvers, grant

-providers to educate and encourage greater adoption and utilization ofgreen 544 building techniques.z6 545 546 Recommendation 9. EPA Should Enhance Its Presence In Sustainability **Both Inside**  **The** 547 Agency And Across The Federal Government. 548

. To build its presence as a sustainabilityleader and to ensure alignment across EPA, NACEPT 549 recommends: 550 a) EPA establish an EPA Sustainability Steering Committee(EPA**SSC) including**  **high**
  551 level representatives from key EPA departments. EPA should target a SSC of10

-12 552 individuals to make the 

## sse manageable and effective, including high

-ranking career 553 employees in EPA's primary ju risdictional offices: air, water, waste, etc. Itis importantthat 554 these individuals be in a position to influence the direction being taken for programs and 555 processes in their specific EPA department. The SSC would be internaluchampions" for 556 EPA's sustainability strategy. Such a Committee would accelerate the integration of 557 sustainability across and into the EPA to help achieve EPA's missions, goals and 558 sustainability leadership within the U.S. governmept. NACEPT recommends such a 559 Committee be convened quickly, commit to regular meeting session to facilitate and inform 560 the implementation and execution ofit's sustainability strategy, and periodically rotate the 561 chair among the leaders.

24 For example, including Energy Star,Water Sense,Air Indoor Plus, Environmentally Preferable Purchasing,and Brownfield's programs. 25 The push toward greater use of sustainable design concepts for buildings increased in momentum in the late 1990s with the creation of Building Research Establishment's Environmental Assessment Method {BREEAM),the first green building rating system in the U.K. In 2000,the U.S. Green Building Council {USGBC} followed suit and developed and released its own set of criteria also aimed at improving the environmental performance of buildings through its Leadership in Energyand Environmental Design {LEED) rating system for new construction. Later,the Green Building Initiative {GBI), was created to assist the National Association of Homebuilders {NAHB) in promoting its Green Building Guidelines for Residential Structures. Although originally developed for Canada, GBI helped to make Green Globes 21available for use in the U.S. in 2005 and tailored for the ecotourism industry. Today many countries have developed green building standards. Most green building systems address broader issues of sustainability and evolving concepts such as net zero energy use, building orientation & landscaping considerations, and living & restorative building concepts that improve the natural environment, or those that model nature's processes. 26 Actions identified by NACEPT members include: train more individuals on green building techniques and practices, b) Coordinate with other departments, such asthe Department of Energy,to achieve the full potential of existing green building related programs within the U.S. Government, and c) Explore the merits of developing a Federal Green Building Program to be used by Federal Government Agencies, ·

18562 563 564 565 566 567 568 569 570 571 572 573 574 b) 575 576 577 578 579 580 581 582 583 584 585 586 587 588 589 590 591 592 593 594 595 This is similar to the approach many large corporations and other entities have used to

implement sustainability as a strategy for their institutions. These Committees are usually comprised ofsenior leaders who meet regularly to evaluate sustainability strategies, goals, targets, progress, and developments. Each member ofthe SSC should take explicit ownership ofa sustainability priority, such as a recommended specific Breakthrough Objective. That visible leadership will accelerate alignment and focus attention ofemployees across the organization. A best practice many companies also deploy is bringing in outside advisors, either in a permanent advisory role, or on a periodic basis and this would include advisors on innovative sustainability practices and technologies representing and emerging from underrepresented communitiesand Tribal organizations. This ensures the Agencyis aware ofdevelopments in the field and gains the advantage ofa fresh perspective. EPA convene and lead a U.S. Government Sustainability Steering Committee(U.S. Gov SSC), with high

-level representatives from different U.S. Governmentagencies. Sustainabilityleadership within EPA and across the Federal Government is critical to move the Federal Government to more sustainable approaches. As John Dernback notes: An ((inherent challenge(s) for sustainability governance continues to be lack of coordination among different levels ofgovernment."27 This Committee would set U.S. governmentsustainability priorities and goals, such as integrating Federal Government sustainabilityreporting into one or more high level government reports, evaluating processes to green the Supply Chain for the U.S. Government, and reviewing sustainabilitybest practices across the Federal Government 28• NACEPT notes that Sustainability approaches are often most effective when focused on specific situations. One ofthe great advantages for many private sector companies has been defining a sustainability strategy in context oftheir most relevant aspects. For example, a textile manufacturer may be more focused on worker conditions in small factories and an agricultural based company may be more focused on nutrientloading to aquatic ecosystems. Andyet, flexibility presents a challenge for entities charged with achieving mandated missions and specific performance targets. The US SSC should have the flexibility to set goals and objectives within logical context for different agencies and theirjurisdictions. EPA need not be the sole convener and leader. NACEPT recommends a rotating chair, with work groups on specific topics and situations. In these efforts, as in internal EPAwork on sustainability, the key is to focus on specific situations or opportunities, as well as on

27 Actingas ifTomorrow Matters: Accelerating the Transition to Sustainability

-John C. Dernback, Environmental Law Institute, 2012, page 83. 28 For example, this group could providedirection and support to the National Institute ofGovernmental Purchasing 28 (NIGP) in its effort to develop and implement a sustainabilityevaluation system for government suppliers ofgoods and services to be implemented in the U.S.

19596 597 598 broader strategies that would enhance and facilitate cooperative work in particular

communities, industries, and situations.

599 Recommendation 10. EPA Should EstablishA Stronger Role As Convener OfSustainability 600 DiscourseAnd Collaboration InvolvingGovernment And Society At Large. 601 EPA should expand its role as a collaborator and convener with other government agencies and a 602 wide range ofstakeholders to develop, support and promote initiatives to meet environmental and 603 human health goals beyond its specific regulator y/performance requirements29 • The importance of 604 these roles will continue to grow in an increasingly interconnected world in which many ofthe 605 most critical strands are beyond the nation's borders and/or EPA's direct regulatory authority, 606 even though critical to the Agency's broader environmental mission. 607 608 Capacity building within the agency should build on case studies ofsuccessful sustainability 609 approaches such as the Kendall Station permit in Cambridge, MA. The Kendall Generating Station's 610 renewed water quality permit reflects integrated and sustainable decision

-making in that an EPA 611 action in the water medium will yield positive outcomes in multiple media (water and air), as well 612 as in the economic and social domains. To meet CleanWater Actrequirements, the Cambridge, 613 Massachusetts plant needed to reduce its thermal loadings to the Charles River. However, 614 conventional cooling towers to reduce waste heat were too expensive and too big for the property. 615 Working in a collaborative fashion, the parties identified an innovative alternative solution: the 616 plant would sell its waste heat to homeowners in Boston, where the steam could be used to 617 generate electricity otherwise obtained from old, oil

-fired boilers. In addition to significantly 618 improved water quality and protected fish in the Charles River at lower cost, the arrangementwill 619 benefit neighboring communities in Boston by improving air quality and reducing illnesses like 620 asthma. In addition, the plant is expected to make money selling its waste heat and new jobs will be 621 created for workers hired to build the pipe conveying the steam from Cambridge to Boston. 622 623 EPA's broad geographic presence enables extensive outreach with external stakeholders to 624 incorporate sustainability considerations in its decision

-making and disseminate best practices. 625 EPA national headquarters and Regional Offices allow EPA a perspective and presence across all 626 industries, all states, and comparison to the accomplishments ofother countries globally. EPA's 627 national presence can facilitate information gathering, networking, and publicizing best practices

29 EPA is already an effective convener and partner for sustainability in three different ways. (1) Using its existing network of regional offices and affiliations with State agencies, EPA has been increasingly active in convening and in helping to define and implement local,state, and regional sustainability efforts; 2) EPA is helping to convene and participate in sustainability efforts with other federal agencies, (e.g. the E3 program and the EPA

-HUD

-DOT Smart Cities Effort.L and {3) Athird kind of convening/partnership is practiced by EPA programs that work with private businesses and other groups in programs like Energy Star, Design for the Environment and others.

20628 among all stakeholders. Industry can bring practices developed in·one industry to another industry 629 that may have a similar challenge. Also, EPA can see the direction one industry may be headed in 630 and use that knowledge to better understand the ecosystem impacts that may occur based on the 631 activities in other industries. EPA's strong regional presence alo allows it to understand operations 632 at the ground level. EPA may see emerging issues in one region that may not yet be apparentin 633 another region. Lastly,very few ofthe global sustainabilityissues addressedwill ultimately be 634 solved at the country level. Giventhe challenges offorging global compacts, it is importantthat EPA 635 understand best practices that may be emerging in other regions ofthe world, or, issues that may 636 be exacerbated by the activities in other countries. 637 Importantly, EPA has the opportunityto generate a more informed dialogue and more cooperative 638 collaboration among all stakeholders (corporate, NGOs, academics, local governments)as 639 sustainabilitybecomes a common language and replaces rhetoric that has historically positioned 640 different stakeholders in adversarial positions. 641 642 ** CONCLUSION** 643 The recommendations herein provide EPA a roadmap for incorporating sustainability as central to 644 both its vision and mission, and practical steps that it can take to initiate this evolution quickly. Key 645 to EPA's success is ensuring a clear understanding ofwhat sustainabilitymeans and how it 646 complements and can improve its ability to derive innovative solutions and approaches to its 647 everyday regulatory, permitting, research and education activities to propel this country to a more 648 sustainable America. 649 650 651 652 653 654 655 656 657 Sincerely,

William Ross



### 21658 AppendixA: Summary ofWork Teams Efforts 659 660 The Strengths & Challenges team 661 Members: Ron Meissen (co

-chair)Alison Taylor (co

-chair)Fernando Abrufia} 662 Giovanna Di Chiro} Deeohn Ferris} Sara Kendall} Howard Learner} Trish Gallagher} 663 Ondrea Barber; John DeVillars 664 Approach: conducted the followingwork to develop the recommendations: The team 665 identified major areas of strength at EPA related to sustainability including} air and 666 water quality} brownfields} education} green building} energy

### star} collaboration} 667 community engagement} infrastructure} as well as challenges} action opportunities and 668 developed recommendations. 669 670 The Vision & Breakthrough Objectives team 671 Members: Bridgett Luther (co

-chair)Olufemi Osidele (Co

-Chair)Erica Bannerman} 672 Kurt Erichsen} DeWitt John} Robert Kerr} Judith Mazique} Mark Mitchell} Bob Olson} 673 Yalmaz Siddiqui 674 Approach: conducted the following work tasks: 675 Reviewed the NAS SustainabilityFramework 676 Reviewed EPA}s FY2011

- 2015 strategic plan 677 678 679 680 681. 682 683 684 685 686 687 11 Reviewed the EPA website including mission and 2012/13 strategic plan updates

11 Held conference calls with a series of EPA senior staff including but not limited to: Bicky Corman} Derry Allen} Allison Kinn

-Bennet 1 Stan Meiburg} Vivian Daub} Kathy O}Brien} Viccy Salazar

11 Held a Sustainability Visioning session

11 Brainstormed over 30 possible 3

-5 year Breakthrough Objectives

11 Established criteria to select final recomm'ended Breakthrough Objectives

11 Obtained EPA input on viability ofbreakthrough objectives and finalized recommended Breakthrough Objectives

22688 689 690 Appendix B: SummaryofBreakthrough Objectives Considered by NACEPT 691 692 Attach the large spreadsheet. 693

23# **Possible Breakthrough**  **Objectives**

**(cells shaded**  **yellow represent**  **wording variations**  **on the**  **objective in**  **the row**  **above )**  **Theme Scope**  **Screen in/out?**  **[Why?] Evaluation**  **criteria**

**1 2**  **3 4**  **5 6**  **7 8**  **9 10**  Supports new EPA vision? Implies

new directions for the Agency? Beyond

current capabilities? Improves

performance throughout agency? Advances

environment, social & economic benefits? Simple &

intuitively understand able? Complete

able in 3

-5 years Measurable? Can be broken down into goals and indicate rs Able to scale up?

1 EPA offices will create Zero waste by 2020 Enviro issue Internal In with change 1a By 2020 EPA will lead the US Government towards zero waste to landfill, and do so on a cost

-neutral basis while creating millions ofjobs Enviro issue Federal

government In

2 EPA offices will be carbon neutral by 2020 Enviro issue Internal In with change 2a By 2020 EPA will lead the US Government towards carbon neutraility, and do so on a cost

-neutral basis while creating millions ofjobs In

3 EPA will work with priority industries to reduce water, carbon and waste emissions by 33% by 2020 Industry Targeted external stakeholders In

4 By 2020 EPA will have facilitated 25 green infrastructure projects that deliver regulatory performance comparable to conventional pollution control systems, but at lower costs, with higher conservation values and outcomes, and measurable net job creation. Project Targeted external stakeholders In as detail

5 By 2020, work with at least 10 firms in high carbon industries (steel, cement, aluminum, paper and plastic) to develop production and purchasing standards to incentivize energy and carbon efficiency to drive 25% reduction in C02 emissions from these firms

-without reducing profitability or employment. Industry Targeted business stakeholders In as detail

6 By 2020, EPA will help America's industries achieve a 20% reduction in lifecycle environmental impacts, while improving their long

term economic competitiveness and job

-creation potential Industry All industry In

- add detail

6a By 2020, EPA will help America's industries understand their lifecycle environmental impacts and help them on a path to 20% reduction in impact, while improving their long

-term economic competitiveness and job

-creation potential Industry All industry In

- add detail

6b By 2020, EPA will work with select industry sectors to help them understand their lifecycle environmental impacts, and develop plans to reduce their key impacts by 20%, while improving their long

-term economic competitiveness and job

creation potential Industry All industry In

- add detail

7 By 2020 EPA will help improve the level of environmental literacy in American by training the next generation of environmental scientists Education Acedemia In

Combined

?a By 2020 EPA will help improve the nations understanding of sustainability by educating every american student on the what it means and how to achieve it Education Acedemia !

- - - -# I**Possibl e**  **Breakthrough Objectives**  **!Theme**

**(cells shaded**  **yellow represent** **wording variations**  **on the**  **bjective in**  **the row**  **above) Scope**  **Screen in/out?**  **2 3**  **4 5**  **6 7**  **8 9**  **10**

new EPA 

# I

7b !By , initiate programs and strategies for educating citizens about the scientific support for and health benefits of sustainable economic development and product selection Education !Academia and Public **[Why?]**

InCombined Implies Beyond Improves Advances Simple & Complete

- Measurable? Can be Able to new current performance environment, intuitively able in 3

-5 broken scale up? vision? directions capabilities? throughout social & understand years down

for the agency? economic able? into Agency? benefits? goals and indicate rs

7c IBy partner with the Department of Education to Education Select federal lin

- develop grade/high school curricula designed to provide systematic environmental education with a goal of adoption by at least 5% of school districts nationwide by 2015. agencies Combined

, EPA will adopt decision

-making screens at ensure actions are moving us toward the Agency's sustainability program goals.

, initiate leadership and set deadlines to lish the following: Validation of the Kyoto Protocols by publishing a timetable of carbon reduction targets consistent with our new scientific understanding of global warming. b. Develop an international database of cleanup technologies focused primarily on water and soil contamination. · c. Develop an international database of closed loop industrial processes with emphasis on redefining the concept of waste. d. Review and put in place rules that create impediments to allowing one industrial processes waste to become another processors feedstock. e. Partner with others in the international community on cross border, cross-ocean contamination with a goal of a 20% reduction in shipments of waste by 2015 f. Define "technical nutrients" (Non

-toxic, non-harmful synthetic materials that have no negative effects on the natural environment and thus can be used in continuous cycles as the same product without losing their integrity or quality) and support projects that endeavor to utilize and develop products composed of technical nutrients. g. Distribute key messages distributed through multiple channels publicizing the legitimacy of renewable energy, carbon

-neutral fuels and substitution of toxic substances into the environment. Org & culture

Enviro issue# **Possible Breakthrough**  **Objectives**

**(cells shaded**  **yellow represent**  **wording variations**  **on the**  **objective in**  **the row**  **above )**  **Theme Scope**  **Screen in/out?**  **[Why?] Evaluation**  **criteria**

**1 2**  3 **4 5**  **6 7**  **8 9**  **10** Supports new EPA vision? Implies

new directions for the Agency? Beyond

current capabilities? Improves

performance throughout agency? Advances

environment, social & economic benefits? Simple &

intuitively understand able? Complete

able in 3

-5 years Measurable? Can be broken down into goals and indicato rs Able to scale up?

10 By , establish an EPA policy that requires its permitting and research and development functions to work together to stimulate the development of alternative chemicals that would produce better more sustainable outcomes than those currently determined to be "legal". Enviro issue Internal Out

general recommen dation _,
11 By expand the number of Energy Star and/or LEED type industry programs prioritized by environmental impact and degree of risk. Program Internal Out

general recommen dation 12 By direct the Office of Research and Development (ORO) to focus its research on "families of chemicals" that have similar properties rather than individual chemicals. Enviro issue Internal Out

general recommen dation 13 By partnering with the Department of Energy to evaluate "Clean Coal" to confirm its viability. Enviro issue Select federal

agencies Out

general recommen dation 14 By 2020 create 'one EPA' by dramatically increasing collaboration across departments and creating joint programs focused on sustainability Org & culture Internal Out

- move to org

15 By 2020, inventory toxicity of all parcels of property in the U.S. Enviro issue Targeted

external stakeholders Out

- One

issue

16 Combine with others and include Environmental Justice Out

- One issue 17 By 2020, improve air quality to meet national standards without raising the price of electricity in ways that cause disproportionate impacts on 90% of affected low

-income communities or closure I relocation of enough firms to cause "significant" reduction in local employment. Regulation Targeted external stakeholders Out

- One

issue

18 By 2020, have completed actions resulting the reduction of body burden, (the total amount of a chemical, metal or radioactive substance present at any time after absorption in the body of man or animal), for EPA's top 50 chemicals of concern Enviro issue Targeted

external stakeholders Out

- One

issue

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