The National Center for


Environmental Innovation


Report on Progress


2005–2006

About the Cover


To innovate means to introduce something new. At EPA, the National Center 

for Environmental Innovation (NCEI) is often involved in introducing new ideas 

for improving environmental results. When we find ideas that prove worthy, 

we focus on helping others apply them in ways that improve environmental 

programs and policies. And so, just as the dandelion spreads seeds for the next 

generation of plants, NCEI plays a key role in spreading new ideas for the next 

generation of environmental protection. 
Contents 

Introduction.............................................................. 1


Strong Environmental Stewardship .......................... 3


A Performance-Based Regulatory System................ 9


A Culture of Creative Environmental .


Problem-Solving ..................................................... 13


Looking Ahead ....................................................... 16

“Meeting today’s environmental challenges 

requires new approaches. Together with our state, 

local, tribal, and private sector partners, EPA 

will identify and foster approaches that promote 

environmental stewardship and produce results 

though innovation and collaboration.” 

— EPA Administrator Stephen L. Johnson 

2006 Action Plan 
Introduction 

How can EPA inspire self-motivated environmental action by businesses, communities, 

and individuals? 

Can environmental agencies develop regulations that provide better results and more 

flexibility and accountability? 

How do we spur new ideas that will lead to the next generation of environmental 

progress? 

Such questions are key to continuously improving our nation’s environmental protection system, and they are the kinds of questions that shape our work everyday in EPA’s 

National Center for Environmental Innovation (NCEI). 

NCEI was created in 2003 to serve as a focal point for innovation at EPA. In addition to providing leadership on a number of management issues, like evaluating results from innovative 

initiatives, we also run several innovative programs Our Goals that are designed to improve environmental results 

in businesses, communities, and other institutions. 

NCEI issued its first progress report in 2004, and 

this latest report describes achievements over the 

past two years. 

Strong environmental stewardship across. 

society that supports sustainable development and pollution prevention.. 

A performance-oriented regulatory system. 

that allows flexibility to achieve environmental goals.. 

A culture of creative environmental problem-solving that has a high capacity for. 

collaborative, results-oriented work and the. 

organizational systems needed to support it. 

2005 - 2006 Report on Progress  
NCEI plays a unique role within EPA.With our multimedia focus, we engage in a wide variety 

of environmental issues.We also typically approach our work through partnerships—with 

our colleagues in other parts of the Agency and with public and private sector organizations 

externally.These collaborations enable us to leverage our resources and benefit from the 

experiences and expertise that others can bring to environmental problem-solving. 

From pilot projects that test new environmental protection strategies, to special programs 

that are designed to promote environmental leadership, to grants that help states explore 

innovative policy ideas, NCEI is finding new ways to achieve better environmental results. 

This report highlights how NCEI is enhancing environmental programs and making progress 

toward our long-term goals. 

2 2005 - 2006 Report on Progress 
Strong Environmental . 

Stewardship 

Innovation has never been more important for environmental programs, for the very nature 

of environmental protection is evolving. In EPA’s earliest years, the Agency focused primarily on developing national standards to protect public health and the environment from the 

most visible and egregious sources of pollution. Regulations still represent one of EPA’s most 

important tools, but today we recognize that regulations are not enough. Controlling polluted runoff and stemming the loss of habitat and biodiversity, for example, require a more 

inclusive strategy, one that engages the millions of Americans whose everyday choices affect 

our environment. In short, such challenges require a greater degree of environmental stewardship—where everyone takes responsibility to improve environmental quality and achieve 

sustainable results. Over the past two years, NCEI has taken a number of steps to promote 

environmental stewardship—in our own operations and by others. 

Recognizing the Importance of “Everyday Choices” 

In November 2005, NCEI led the Agency in completing a report to the Administrator that 

provides an overview of the many ways EPA supports environmental stewardship and the 

opportunities that are available to do even more. Everyday Choices: Opportunities for Environmental Stewardship acknowledged—in a way EPA had never done before—the need to 

focus not just on pollution control and pollution prevention, but on the long-term sustainability of our natural resources.The report highlighted a number of existing environmental 

stewardship activities that can move us toward sustainability and identified ways EPA could 

be more effective in advancing environmental stewardship in the future. Since its release, 

a number of organizations have expressed their interest in this topic and their excitement 

about what creative and innovative environmental stewardship strategies might enable us to 

achieve. 

2005 - 2006 Report on Progress  
Meanwhile, EPA has shown its commitment to environmental stewardship through our 

own operations. For example, in 2006, we became the first federal agency to meet 100 

percent of our electricity needs with green power.We also “walked the talk” with green 

buildings—two new EPA facilities were built to achieve a gold rating under the internationally recognized “LEED” (Leadership in Energy and 

Environmental Design) green building standard. 

Other significant initiatives EPA designed to support environmental stewardship include the launch 

of a national water conservation program, 

WaterSense, modeled after the highly successful ENERGY STAR program for energy efficiency; 

a voluntary agreement with the nanotechnology 

industry that will enable us to better understand 

the environmental implications of this emerging 

technology; and a grant competition for colleges 

and universities to support sustainability research. 

Rewarding Environmental Leaders 

The National Environmental Performance Track is EPA’s premiere program for recognizing 

environmental stewardship. Performance Track is based on the premise that government 

should complement existing programs with new tools and strategies that not only protect 

people and the environment, but also capture opportunities for reducing cost and spurring 

technological innovation. EPA provides exclusive regulatory and administrative benefits to 

Performance Track members, places them at low priority for routine inspections, and offers 

public recognition, networking opportunities, and other benefits.To qualify, a facility must 

consistently comply with environmental requirements and put a high-quality environmental 

management system in place.They are also required to set three-year goals for continuously 

improving environmental performance and to work with their employees and local communities to pursue those goals. Currently, 470 facilities from 46 states and Puerto Rico have 

earned membership in this distinctive program.They include manufacturing facilities as well 

as such diverse sectors as airports and wastewater treatment plants. 

To date, Performance Track members are making significant gains for the environment. 

Since 2000, members have collectively reduced water use by 3.5 billion gallons, eliminated 

97,000 metric tons of carbon dioxide equivalent, and conserved more than 14,000 acres 

of land while helping to protect their local and national environment. But the results don’t 

 2005 - 2006 Report on Progress 
stop there. Performance Track is having another positive effect—helping to transform EPA’s 

relationship with the regulated community. Members now report a more collaborative and 

constructive dynamic with EPA.This significant development was recognized in 2006 when 

Performance Track was named a finalist for the prestigious Excellence in Government awards. 

Meanwhile, several companies followed the lead of KLD Research & Analytics in using Performance Track’s selection criteria to inform the financial analyses and ratings they provide 

for investors. 

Partnering With Key Economic Sectors 

While recognizing the goals and accomplishments of individual facilities is important in 

encouraging environmental stewardship, there is also much to be gained by encouraging 

improvement across whole industry sectors.That is the focus of NCEI’s Sector Strategies 

program, which works with specific industries through partnerships with their national trade 

associations.Together, we are working to address regulatory barriers that can inadvertently 

hinder environmental improvements, promoting the use of environmental management 

systems (EMSs) that can be used to address environmental issues more strategically, and 

measuring and reporting on each sector’s environmental progress. 

Our work with participating sectors is tailored to meet their specific interests and needs. For 

example, together with our partners, we are: 

•	 Identifying incentives that would encourage more diesel retrofitting around ports and 

construction sites. 

•	 Analyzing paint disposal trends as a first step toward developing a national recycling 

program for leftover paint. 

•	 Promoting recycling of millions of tons of sand that are used by foundry operations each 

year and that typically wind up in landfills. 

•	 Supporting development of a national environmental compliance assistance center for 

colleges and universities. 

•	 Exploring a fundamentally different approach to regulating emissions from pulp and 

paper companies. 

In 2005, NCEI issued a comprehensive report on each sector’s environmental performance. 

In addition to providing the public with clear information about each sector’s challenges and 

accomplishments, this report also gave the sectors a better understanding of the opportunities for improved environmental stewardship. In 2006, NCEI issued a second performance 

assessment, which broke new ground by providing a first-time look at how Toxics Release 

2005 - 2006 Report on Progress 5 
Inventory data can be used to target the greatest hazard reduction opportunities when 

managing chemicals.This assessment was accomplished by using toxicity-weighted scores for 

chemicals used in each sector rather than just the number of pounds released.The resulting 

information provides a valuable tool for future strategic planning. 

Encouraging Smart Growth 

Environmental stewardship is important at the community level, too.Today a growing number of communities are recognizing how smart growth can align with their environmental 

stewardship interests, and NCEI is providing tools and programs to support them. For example, we provide technical assistance awarded on a competitive basis to help communities 

address growth challenges. Over the past two years, we’ve funded over $750,000 to help 15 

communities in urban, rural, and coastal areas.Through this assistance, we’ve enabled communities to pursue their own unique visions and aspirations while creating models for other 

communities around the country. 

NCEI also produces technical tools to help communities address specific growth challenges. 

For example, more than 17,000 printed copies of Protecting Water Resources with Higher 

Density Development and Protecting Water Resources with Smart Growth have been distributed. 

These reports help communities understand the impacts that density can have on water 

quality and identify some of the best tools for reducing them. NCEI’s assistance was also 

extended to states through the launch of a Governors’ Institute on Community Design.This 

partnership, which grew out of a similar initiative launched 20 years ago for mayors, provides 

state officials with the information they need to lead on growth issues. 

NCEI’s smart growth expertise is now widely recognized.As an 

indicator, we are often asked to work on standards that will shape 

smart growth policies and practices around the country and the 

world. For example, we have recently contributed to standards 

for school sitings and road design.And working with U.S. Green 

Building Council, we just helped complete a new rating system for 

Green Neighborhoods. 

Each year NCEI also announces the National Awards for Smart 

Growth. By recognizing accomplishments, we are identifying 

models that can help other communities pursue their own smart 

growth goals. 

6 2005 - 2006 Report on Progress 
Promoting Environmental Management Systems 

One of the leading tools for managing environmental issues more strategically is an environmental management system (EMS). Increasingly, businesses, government agencies, and 

other organizations are finding these tools provide a comprehensive framework for reducing 

environmental impacts and increasing operating efficiency. 

In 1999, EPA issued a position statement in support of EMSs. 

This statement was the first in a series of actions that EPA 

has taken to promote EMSs, such as making EMSs part of 

the criteria for membership in Performance Track. In 2005, 

NCEI led EPA in updating its EMS position to reaffirm support of these important tools. In addition, we launched a research project to examine how financial incentives are used 

by investment, insurance, and other finance-related industries 

to promote EMS use and the influence they might have on 

increasing EMS use in the future. 

NCEI’s support of EMS was also evident in its work with 

specific industry sectors. For example, we are currently in 

the midst of a multi-year effort to develop and implement 

EMSs at port facilities.These tools are still relatively new to 

ports.The industry’s focus on EMSs comes at an opportune 

time, as ports look for strategic ways to enhance security 

and expand their operations to accommodate increased 

trade and globalization. 

National Awards for 

Smart Growth 

Recognizing Progress Around 

the Country 

Wichita, Kansas 

Pennsylvania 

Winooski, Vermont 

Chicago, Illinois 

Denver, Colorado 

Lakewood, Colorado 

• 

Pasadena, California 

• Redding, Connecticut 

Orlando, Florida 

• 

• 

• 

• 

• 

• 

• 

2005 - 2006 Report on Progress  
Seeking Environmental Gains Through “Lean” Manufacturing 

Our growing partnerships with industry revealed another opportunity for environmental 

improvement— “lean” manufacturing.“Lean” is a widely-used business strategy for cutting 

costs and improving competitiveness by eliminating waste in the production process.While 

increased efficiency is the primary driver behind lean, NCEI recognized how lean techniques 

can open the door to environmental improvement. In 2006, we issued a “Lean and Environment Toolkit” to help companies recognize and maximize the environmental benefits of lean. 

To help raise awareness among manufacturers, we have developed working relationships 

with organizations such as the Association for Manufacturing Excellence and the Department of Commerce’s 

Manufacturing Extension Partnership, as well as manufacturing-oriented programs in the states and EPA. For example, EPA’s Green Suppliers Network is using lean tools 

we developed to help companies work with their suppliers 

on waste minimization and process improvements.We are 

also working with Performance Track companies to publicize their successes in linking environmental and business 

goals through lean. 

While many NCEI efforts focus on supporting voluntary 

environmental stewardship, we also understand the importance of enhancing how regulatory programs can protect 

our environment.Working with others who design and 

operate regulatory programs, we are looking for ways to 

improve results and public accountability while increasing 

flexibility and predictability for the regulated community. 

 2005 - 2006 Report on Progress 
A Performance-Based . 

Regulatory System 

Testing Flexible Permits 

Each year, EPA and state agencies issue thousands of permits to control air emissions from 

many diverse sources. In an effort to make the process less burdensome and more effective, 

we have worked with the national air program to pilot test flexible air permits.These permits can take different forms, but in general they allow facilities to make certain operational 

changes more rapidly while meeting all environmental standards. For example, companies 

that agree to a fixed cap on their overall air emissions can make operational changes that 

would otherwise require a permit modification.This saves the company time and money with 

no increase in overall emissions. In many cases, emissions are reduced due to the incentive 

companies have to create room under the cap and allow for future expansion. 

The lessons learned from these pilots are now being reflected in the national rules on air 

permitting. Some of these rules have already taken effect; further changes will be proposed in 

the near future. If past experience holds true, facilities across the country will be able to operate 

more efficiently while the environment benefits as well. 

Another strategy for improving permitting is to combine numerous requirements into a 

single permit. Most large facilities have a wide variety of environmental impacts in different 

media (i.e., air, water, land). Current practice in the United States regulates these impacts 

separately, often with multiple permits even within one medium. Some countries are moving toward the use of “integrated” permits which provide a more comprehensive approach 

to controlling overall emissions while addressing a wider range of impacts. NCEI is leading a 

study of integrated permitting in the United Kingdom.The results, which are being summarized now, are expected to lead to recommendations for how we might use this approach 

to improve permitting in the United States. 

2005 - 2006 Report on Progress  
Offering Regulatory Incentives for 

Environmental Improvement 

In an effort to motivate more facilities to become 

environmental leaders, we worked to create additional incentives for EPA’s flagship leadership 

program, Performance Track. In 2005, NCEI met with the Agency’s national waste and water 

programs to discuss additional incentives that might be offered to top performing facilities. 

This year, we issued a rule that will reduce their regulatory burden under the Resource Conservation and Recovery Act.This rule allows certain facilities that generate, treat, store, or 

dispose of hazardous waste to reduce the frequency of self-inspections in some areas from 

once per day or week to once per month.We estimate this single action could collectively 

save Performance Track facilities more than three-quarters of a million dollars a year. 

Three Performance Track members—a Baxter Healthcare facility in Arkansas and 3M 

facilities in Nevada and Texas—also benefited from the flexible permits described above. 

Currently, these permits are only available on a pilot basis, and based on their proven track 

record, EPA gives preference to Performance Track members in selecting its pilot candidates. 

Considering All the Options 

Technology-based standards for controlling pollution are an essential tool for protecting public health and the environment. But sometimes technology isn’t the best option. For example, 

over the past two years, we worked with other parts of EPA, several industry sectors, states, 

and environmental groups on reducing mercury emissions from steel mills. Rather than 

relying on unproven and expensive technology, we focused on removing the source of the 

mercury—the mercury-containing light switches in older cars 

that are crushed and melted during steel recycling.This alternative approach required working with the affected industries and 

stakeholders to understand their concerns and the incentives 

that would be important for gaining their support of a voluntary 

approach to recovering the switches earlier in the process.While 

this collaboration was neither fast nor easy, ultimately it paid off in 

a program that will provide better environmental protection than 

would have been possible through conventional regulation. 

0 2005 - 2006 Report on Progress 
Addressing the Needs of Small Business 

Finding a better way to regulate thousands of small businesses has driven our interest—and 

state interest—in an innovative program first tested by the state of Massachusetts. Known 

as the Environmental Results Program, or ERP, it uses an integrated system of compliance 

assistance, self-certification procedures, and statistically based performance measurement 

to provide a more efficient and less burdensome alternative to conventional permitting. 

NCEI has provided leadership in helping other states learn about and develop their own 

ERP programs. Sixteen states now use ERP to 

improve environmental performance across 10 

different small business sectors. Evidence of the 

increasing interest in this approach was seen in 

2006 when a number of states came together 

to create their own ERP consortium. 

2005 - 2006 Report on Progress  
Supporting Regulatory Innovation in States 

Recognizing that states are often in the best position to see what’s working and what might 

be improved, NCEI runs a national grant program to support state environmental innovation. Since inception in 2002, the State Innovation Grant Program has awarded nearly $5 

million for 28 projects in 23 states to support innovations related to environmental permitting. Many of these states have used their grants to develop ERPs or environmental leadership programs that complement EPA’s National Environmental Performance Track. Others 

have explored how incorporating EMS into permits can improve results. Projects initiated 

by states in the first rounds of the State Innovation Grant Competition are now coming to 

completion and are showing very promising results. In Delaware, for example, an ERP for the 

auto body repair sector increased compliance rates for this small business sector by 

nearly 20 percent. Similarly, an innovative 

approach to stormwater permitting in Arizona allowed the state to begin to address 

a two-fold increase in permit applications 

from developers while making the process 

less costly for the state and providing a 

substantially reduced application review 

time for the applicants. Arizona accomplished this by streamlining the permit application process with a Web-based portal, 

enhanced with an automated analysis of 

state geographic information. 

State Innovation 

Grants 2005-2006 

Arizona 

Georgia. 

Indiana 

Kentucky 

Louisiana 

Massachusetts 

Nevada 

New Hampshire 

New Jersey 

Rhode Island 

• 

Virginia 

• Washington 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

2 2005 - 2006 Report on Progress 
A Culture of Creative . 

Environmental Problem-Solving 

As EPA’s champion for innovation, NCEI works in a variety of ways to support and promote 

new methods of achieving environmental goals. As the previous sections highlight, many of 

those innovations are developed in partnership with outside partners. However, NCEI also 

works to create a culture of environmental problem-solving within EPA. 

Strengthening Decision-Making 

With a number of national programs in Washington, D.C., and 10 regional offices around 

the country, EPA has many opportunities to pursue innovative approaches to environmental 

protection. Several times a year, NCEI brings the Agency’s senior career leadership together 

to share results and discuss common innovation challenges and priorities.This dialogue clears 

the way for progress on prescient issues and also provides the EPA Administrator with a 

valuable resource for assisting with policy development and analysis. For example, in 2006, 

EPA’s Innovation Action Council (IAC), as it is known, focused on identifying innovations that 

could be helpful in cleaning up diesel emissions, addressing environmental impacts of agriculture, and achieving greater energy efficiency.The ideas generated from those discussions 

will be informing the action EPA takes in each area.The IAC also provides a valuable forum 

for addressing innovation issues with states, which have representatives at the table. In 2005, 

for example, we worked with states on a process for expediting EPA decision-making when 

they approach the Agency with novel ideas. And in 2006, we joined several states and the 

Council for Excellence in Government in hosting a national symposium on innovation and 

results for state and federal environmental agency personnel. 

2005 - 2006 Report on Progress  
Promoting Collaboration 

One trait that is common to many innovations is collaboration by multiple parties. Collaboration on shared objectives enables people to bring more resources, experience, and 

expertise to bear than would otherwise be available, enriching the final outcome.Today’s 

increasingly complex environmental challenges underscore the need for collaboration as well 

as innovation.To that end, NCEI provides collaborative problem-solving resources to our 

colleagues in other parts of EPA.These resources are shared through a newly established 

Collaboration Practitioner’s Network that enables staff 

to share information and experiences with each other. 

To further recognize the importance of collaboration, 

in 2006, NCEI worked to establish a new EPA award to 

honor those that demonstrate collaborative skills.As a 

result of these and other efforts, NCEI was also asked 

to represent EPA on a federal interagency task force 

charged with implementing an Executive Order on 

Cooperative Conservation that, as the name suggests, 

recognizes the importance of working effectively with 

others to achieve environmental goals. Much of this 

work builds upon NCEI’s expertise on public involvement in environmental protection. NCEI continues to be 

recognized as a leader in providing public involvement 

tools and information. 

Enhancing Partnership Programs 

As the preceding example acknowledges, EPA is increasingly relying on collaborative partnerships to accomplish our mission. Often these collaborations occur through partnership 

programs that offer benefits to members who want to work with EPA on shared interests, 

such as improving energy efficiency and reducing waste.These programs can be a highly 

useful tool for achieving environmental results and a strong complement to regulatory 

programs.Today, EPA offers membership in more than 50 national partnership programs and 

more than 20 at the regional level, and NCEI plays an important role in coordinating them 

for the Agency.We have developed training and guidelines to help programs enhance the 

design, measurement, and marketing of partnership programs.To enhance information sharing, we also launched a partnership program network within EPA that enables programs to 

learn from one another and discuss common issues. 

 2005 - 2006 Report on Progress 
Building Evaluation Skills 

Evaluating environmental programs and developing sound measures of performance are 

essential to continuously improving results. As we explore innovative approaches to environmental protection, NCEI has emerged as a leader in promoting evaluation and performance measurement within EPA and across the federal government. Internally, we support 

an annual competition whereby programs apply for assistance in conducting evaluations and 

developing performance measures. Over the past two years, NCEI has also provided training on evaluation and performance measurement to nearly 1,700 managers and staff. Our 

expertise in this area is now recognized among the federal family, so much so that we have 

been asked to assist with training for some of the federal government’s most demanding 

evaluators in the Office of Management and Budget. NCEI also has been instrumental in establishing a federal Environmental Evaluation Network that brings agencies together to share 

information and tools on how to better assess the results of environmental programs. 

2005 - 2006 Report on Progress 5 
Looking Ahead 

Innovation is now a guiding principle at EPA.This is evident in EPA’s Strategic Plan, in the 

Administrator’s Action Plan, and in the many examples of creative environmental problemsolving that can be found around the Agency.These examples include a community-based 

program for reducing toxic pollution at the local level; smart growth initiatives for addressing 

air and water quality; life-cycle analyses aimed at eliminating waste and conserving natural 

resources; new research to inform our understanding of sustainability; and the “greening” of 

EPA’s own buildings and operations. 

One of NCEI’s key roles is to support EPA programs and regions as they pursue innovative 

approaches for improving environmental results. So what have we learned in that role that 

can enhance future innovations? How do we improve EPA’s ability to craft creative solutions 

to today’s environmental challenges? Our experiences, to date, have yielded a number of 

important lessons.They include: 

•	 Being realistic about the time and resources required. Many successful innovations at 

EPA have taken 5-10 years to move from the initial idea stage to a mainstream business 

practice. 

•	 Finding ways to work across organizational boundaries. Some promising ideas do not 

have a natural home at EPA, which is still largely organized around specific environmental 

media. Addressing multi-media challenges requires looking across the Agency and bringing relevant resources together for collaborative problem-solving. 

•	 Committing to the full innovation cycle. New ideas generally follow a predictable pattern—initial testing at a small scale; some form of evaluation that results in refinement 

(and in some cases, a whole new concept); and broader application of those concepts 

that prove successful. Innovation is a process—one that requires strategic planning, management, and support at every stage. 

6 2005 - 2006 Report on Progress 
For more information 

about NCEI, please visit 

www.epa.gov/innovation. 

Highlighting lessons learned is just one way NCEI supports our fellow innovators around 

EPA. Looking ahead, we will continue to provide leadership in a number of other areas that 

are just as important to EPA’s long term innovation success.They include: 

•	 Promoting collaboration as a vital innovation skill.Working with others brings more 

resources, experiences and perspectives to solving environmental challenges. Using a 

number of tools, NCEI will support the Agency in effectively designing and managing collaborative initiatives. 

•	 Engaging senior management on cross-cutting issues.Today’s environmental 

challenges are often complex, multi-media, and involve multiple stakeholders. 

Through EPA’s Innovation Action Council, NCEI will work with EPA’s senior 

leaders to explore innovative approaches, to set priorities, and to assure timely, 

informed decision-making. 

•	 Tracking and measuring results from innovative initiatives. Measuring results 

enables you to see how well an innovation is working and to then make any 

necessary improvements—a necessary feedback loop when trying something 

new. NCEI will continue to offer training and other tools to strengthen EPA’s 

measurement and evaluation skills. 

As we begin our fifth year, the mission of NCEI has never seemed more exciting. 

From state capitals to board rooms to civic meetings, we see a growing number 

of individuals and organizations that share our interest in innovative approaches for improving environmental results.We look forward to collaborating with committed partners on 

strategies that can lead the nation to a stronger system of environmental protection and a 

safer, cleaner, more economically vibrant future. 

2005 - 2006 Report on Progress 	 


United States 

Environmental Protection Agency 

(1807-T) 

Washington, DC 20460 

Official Business 

Penalty for Private Use $300 

EPA-100-R-07-006 

May 2007 

www.epa.gov/innovation 

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