for Better Environmental Res

Innovating 

A Strategy To Guide


The Next Generation of Innovation at EPA
As America works to meet the next generatio

environmental challenges, innovative new te

nologies and techniques will be a key contri

to our success. Making America’s air cleaner, 

water purer, and its land better protected wi

require the best, most creative, and most inv

efforts the public, private, academic, and non

sectors can devise. 

Encouraging such innovation and ensuring that the best innovative i

are widely shared is a role I believe the Environmental Protection Age

well-positioned to perform. That is why, early last year, I directed EPA’s 

of Policy, Economics and Innovation to work with the Innovation Acti

Council to assess the Agency’s innovation activities and propose a lo

term innovation strategy to guide the EPA in the years ahead. 

This report is the result of their efforts. It provides the EPA with a prac

roadmap for encouraging innovative solutions to environmental cha

and for making sure those solutions are available to everyone who sh

our common goal of protecting the environment and safeguarding p

health. 

As you will see, this report also emphasizes the importance of develo

clear, easily understandable benchmarks against which we can judge 

success of our efforts. It is not just enough to measure process, we m

measure progress. In addition, we must do so in active cooperation w

many partners – the most important of which are the American peop

I want EPA to become a model for innovation in the federal governm

place others can look to when developing their own efforts to promo

innovative solutions to today’s problems and tomorrow’s challenges. 

proud record of this Agency is the foundation on which we can build 

model. I look forward to working together to ensure that EPA does its 

to help tap into the innovative spirit that has long been the hallmark 

America to achieve the next generation of environmental progress. 

Christine Todd Whitman 

Administrator 
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . 

An Expanded Vision of 

Environmental Protection . . . . . . . . . . . . . . . . 

A New Strategic Framework for 

Environmental Innovation . . . . . . . . . . . . . . . . 

■ Strengthen Innovation Partnership with 

States and Tribes . . . . . . . . . . . . . . . . . . . . . 

■ Focus on Priority Issues . . . . . . . . . . . . . . . .1

■ Diversify Environmental Protection 

Tools and Approaches . . . . . . . . . . . . . . . . .1

■ Foster a More Innovative Culture and 

Organizational Systems . . . . . . . . . . . . . . . .2

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . .2

TABLE OF CONTENTS 
2 

The United States is entering a new era of environm

policy, one that emphasizes improved results in the 

cleaner air, purer water, and better protected lands, 

vative approaches as a means of accelerating progress. This 

responds to a growing consensus that our nation’s current 

mental protection system alone is not adequate for handlin

increasingly complex set of challenges. Indeed, problems, s

polluted runoff from streets and farms, global climate chan

loss of habitat and biodiversity, require a broader set of too

have relied upon in the past. 

Strengthening environmental partnerships, targeting prioriti

expanding the current collection of tools, and creating a mo

innovative culture to effectively address challenging problem

this innovation strategy is all about. It positions EPA to impro

problem-solving capabilities, and provides a framework for in

approaches to become a routine part of our work. It also ack

other drivers that make environmental innovation an impera

drivers include continued pressure to create more value for e

payer dollar invested, the constraint of working under a set o

mental laws that in many cases have not been updated for y

extra attention that is needed to tailor environmental strateg

assure environmental justice for all people, and the need to m

beyond the single medium approaches that have traditional

ed our work, and toward more integrated, holistic approache

Clearly, EPA must innovate to move forward. But the proces

us with a challenge—to maintain those vital elements of th

system, such as the standards, permits, and compliance ass

efforts that are part of our basic mandate, while simultaneo

suing creative new tools and approaches to complement a

enhance its efficiency and effectiveness. 

INTRODUCTION 
States is much more sophisticated about environmental protection 

compared to when environmental programs were first established. 

no longer debate whether to protect the environment; rather we d

cuss how to do so in ways that boost our economy. Increasingly, 

American companies are looking beyond minimum environmental 

requirements for additional opportunities to prevent pollution and 

improve efficiency. States and local governments have more experi

enced environmental managers to run programs and work with loc

stakeholders. Citizens are tuned in to environmental issues and con

tions, and are likely to be involved in improvement efforts right in 

their own neighborhoods. We also have the advantages of better 

information, science, and technology than ever before. 

Recognizing these advantages and determined to bring about the 

improvements we know are needed, EPA is proposing a new strateg

to guide the next generation of environmental innovation efforts. T

strategy is based on an extensive review of EPA’s innovation initiati

by EPA’s Innovation Action Council—the senior career leaders respo

sible for managing innovation at headquarters and in the regions. I

also reflects EPA’s extensive experience in addressing environmenta

problems, careful consideration of recommendations from outside 

policy groups, and discussions with the states and a variety of 

stakeholders. We believe this strategy represents the best opportun

ties for making environmental progress at this point in time, and 

provides concrete steps toward realizing a stronger system of environmental protection for the future. 

We believe this strategy embodies the bes

opportunities for advancing enviro

mental progress at this point in tim

and provides concrete steps toward 

realizing a stronger system of enviro

mental protection for the future. 
4 

Environmental protection will be defined more broad

21st century than it has been in the past. No longer 

ronmental managers focus on just controlling pollut

we will strive to prevent pollution from occurring in the firs

think longer-term about how we protect human health and 

the natural environment—the air, water, and land upon wh

depends. 

So, what does this mean for the environmental protection s

currently in place? That is the question that policy groups h

wrestling with for several years. While there is variation in th

mendations, there is also a remarkable degree of consensu

five key traits. They are presented below as a statement of w

are working toward with this innovations strategy. 

■ Focus on environmental performance and results. 

Environmental agencies should emphasize results more 

means to achieve them, using regulatory and nonregul

and working in partnership with others. In such instanc

accountability should be provided through use of mea

performance measures. 

■ Emphasize greater environmental responsibility, no

pollution control. Environmental programs should add

broader range of issues than they typically do today. Th

should be greater environmental responsibility and nat

resource stewardship across all of society, along with su

integration of environmental, economic, and social obje
■ Integrate environmental management more fully across fac

ties, problems, and media. Environmental management shou

be practiced with a holistic approach rather than as a series of 

separate air, water, and waste management tasks. This “systems 

approach” provides more complete attention to the many issue

that affect environmental outcomes, and results in more tailore

improvement strategies. 

■ Use market-based incentives to achieve environmental goa

Government should create more financial incentives for strong 

environmental performance. These incentives should be used i

regulatory and nonregulatory programs, and they should take 

many different forms—ranging from trading programs that 

provide flexible, cost-effective compliance options for industria

facilities to liability provisions that reduce costs for safer, cleane

operations. 

■ Emphasize partnership and stakeholder collaboration. 

Businesses, government agencies, community groups, and othe

interested stakeholders should become more involved in devel

opment of environmental solutions. With fewer opportunities f

making progress with centralized command-and-control regula

tion and growing sophistication among environmental manage

this brand of teamwork becomes not only desirable, but essent
6 

EPA has been working toward this expanded system f

than a decade, providing leadership for innovative e

mental initiatives among federal agencies. While sig

advances have been made, the result has sometimes been 

array of projects that were not designed to achieve system-

improvement. The transactions costs have often been high 

has not been a consistent process for moving successful pi

broader use. By failing to recognize all achievements, we ha

opportunities to increase their use and encourage innovati

approaches in other aspects of our work. 

EPA considered these and other limitations in the course of 

new innovation strategy. Several key findings emerged that 

stage for its development. The first is that innovation must 

aged from senior management as a way of fulfilling a clear

articulated vision and commitment to measurable results. T

agreement that innovation needs to be discussed widely an

upon with major partners and then nurtured patiently. Seco

vation must be oriented to achieving measurable, affordab

and the expected benefits should outweigh costs. Third, inn

will increase when staff begin to see their job as environme

lem solvers—helping to develop new tools and creatively a

them to solve specific environmental problems. Finally, inno

must be an attitude, an outlook, and an integral part of EPA

work, management systems and culture. 

A NEW STRATEGIC FRAMEWORK FOR 

ENVIRONMENTAL INNOVATION 
Innovation must be an attitude, an 

outlook, and an integral part of 

EPA’s daily work, management 

systems, and culture. 

These findings provided the basis for the following strategy, which 

presents a framework for pursuing results through innovative 

approaches. It features four elements: 

■ Strengthen our innovation partnership with states and tribes. 

■ Focus innovation efforts on priority environmental problems. 

■ Diversify our environmental protection tools and approaches. 

■ Foster a more innovative culture and organizational systems. 

These elements are strongly connected, and should be implemente

in combination, to the greatest extent possible. With an emphasis o

partnerships, tools, and results, they also directly support the expan

ed vision for environmental protection outlined earlier. 
EPA believes that partnerships with other organizatio

essential for developing and pursuing new ideas, an

eager to work with all stakeholders that share our go

achieving environmental results. We see multiple partnersh

tunities among businesses, environmental and public polic

organizations, community groups, and other agencies at th

regional, and federal levels of government. But of all these, 

important partnerships are those with states and tribes. The

ners, which include varied agencies with environmental ma

responsibilities, are closer to the front lines of environment

tion, and must be an integral part of a strategy to obtain be

through innovation. 

EPA and states lately have been usin

mechanisms to advance innovative 

es. The first is the National Environm

Performance Partnership System (N

which was established in 1995 to b

effective working relationship betw

states and EPA. NEPPS provides a fra

for the states and EPA to negotiate 

orities and assure that respective ac

aligned to achieve results more effi

effectively. The resulting collaborati

ed by a set of well-defined principle

on the next page. 

8 

STRENGTHEN INNOVATION PARTNER

WITH STATES AND TRIBES 
The second supporting mechanism is the Joint EPA/State Agreeme

to Pursue Regulatory Innovation (State/EPA Innovations Agreemen

Signed by EPA and the Environmental Council of the States in 1998

this agreement addresses the development, testing, and implemen

tion of regulatory innovations. The principles that guide these spec

actions are shown on the next page. 

This strategy reaffirms EPA’s commitment to both sets of principles 

and to the vision of a strong, collaborative, and innovative partners

that is so important for increasing environmental results. It also 

extends this vision to tribes, which face their own unique set of issu

and which stand to gain a great deal through innovative approach

that can provide strong, cost-effective results. 

PRINCIPLES FROM THE NATIONAL ENVIRONMENT

PERFORMANCE PARTNERSHIP SYSTEM 

■ Continuous environmental improvements are desirable and achievable throughout 

country. 

■ A core level of environmental protection must be maintained for all citizens. 

■ National environmental progress should be reported using indicators that are reflec

environmental conditions, trends, and results. 

■ Joint EPA/state planning should be based on environmental goals that are adaptabl

conditions while respecting the need for a “level playing field” across the country. 

■ EPA/state activity plans and commitments should allocate federal and state resourc

highest priority problems across all media, and should seek pollution-prevention ap

es before management, treatment, disposal, and cleanup. 

■ The new approach to the EPA/state relationship should facilitate and encourage pub

understanding of environmental conditions and government activities. 

■ A differential approach to oversight should provide an incentive for state programs 

form well, rewarding strong state programs and freeing up federal resources to add

problems where state programs need assistance. 
10 

■ Experimentation: Innovation involves change, new ideas, experimentatio

risk of failure. Experiments that will help us achieve environmental goals in bet

worth pursuing when success is clearly defined, costs are reasonable, and envir

public health protections are maintained. 

■ Environmental Performance: Innovations must seek more efficient an

ways to achieve our environmental and programmatic goals, with the objectiv

cleaner, healthier environment and promoting sustainable ecosystems. 

■ Smarter Approaches: To reinvent environmental regulation, regulator sh

ative ways to remedy environmental problems and improve the environmenta

systems, and be receptive to innovative, common sense approaches. 

■ Stakeholder Involvement: Effective stakeholder involvement produce

tion projects and catalyzes public support for new approaches. Stakeholders m

opportunity for meaningful involvement in the design and evaluation of innov

Stakeholders may include other state/local government agencies, the regulate

citizen organizations, environmental groups, and individual members of the pu

Stakeholder involvement should be appropriate to the type and complexity of 

proposal. 

■ Measuring and Verifying Results: Innovation must be based on agre

and objectives with results that can be reliably measured to enable regulators 

ers to monitor progress, analyze results, and respond appropriately. 

■ Accountability/Enforcement: For innovations that can be implemente

current regulatory framework, current systems of accountability and mechanis

ment remain in place. For innovations that involve some degree of regulatory f

vators must be accountable to the public, both for alternative regulatory requi

replace existing regulations and for meeting commitments that go beyond co

current requirements. Regulators will reserve full authority to enforce alternativ

requirements to ensure that public health and environmental protections are m

must be willing to explore new approaches to establish accountability for beyo

commitments. 

■ State-EPA Partnership: The States and EPA will promote innovations at 

increase the efficiency and effectiveness of environmental programs. We must 

in the design, testing, evaluation, and implementation of innovative ideas and 

ing each other’s strengths to full advantage. 

PRINCIPLES FROM THE 

STATE/EPA INNOVATIONS AGREEMENT 
Guided by a renewed vision of partnership, EPA will work with state

to make effective use of resources to achieve the greatest environmental results possible. Together, we will collaborate in setting goa

and priorities and in implementing strategies to solve environment

problems. As we do so, we will maximize use of innovative and flex

approaches to improve environmental performance. We will also 

encourage use of valuable partnering tools, such as partnership 

agreements and grants and projects under the State/EPA Innovatio

Agreement. To this end, we will create new incentives for their use a

address barriers, such as transaction costs, that might have diminish

their real or perceived value in the past. Finally, we will effectively in

grate state priorities and needs into EPA’s planning, budgeting, and 

accountability systems to ensure progress in meeting national goa

while giving states the flexibility to tailor protection efforts to fit th

own environmental conditions and program needs. 

Wo r k with Tr ibes to D e v elop and Implement 

Tailored Inno v ation Appr oaches for I ndian 

Countr y 

EPA will collaborate with tribes to encourage the use of innovative environmental 

management approaches in Indian Country. 

These approaches will be based on the 

same partnership principles that guide our 

work with states, but will take into account 

the particular environmental issues that 

tribes face, the status of tribal environmental programs and infrastructure, and 

funding needs. 
12 

Believing in the need for a focused agenda to achieve 

EPA identified specific environmental challenges tha

serious in nature, national in scope, and where innov

needed to assure progress. These challenges—greenhouse 

smog, water quality, and water infrastructure—will be targe

particular attention and resource investments. We will work 

partners to develop innovations for these problems specific

as part of broader, multimedia improvement strategies. This 

an exclusive list, and should not be perceived as limiting in

pursuits for other issues. However, the problems identified 

priorities for EPA. 

Our focused efforts will consider all potential avenues to pr

regulations, policy, guidance, voluntary initiatives, technical 

compliance assistance, outreach, and, as appropriate, develo

legislative proposals. 

R educe Greenhouse G ases 

The core of EPA’s climate change efforts are partnership pro

designed to capitalize on sound investments in energy-effi

equipment and practices. We are especially interested in in

partnerships that extend across economic sectors to cataly

tions in greenhouse gas emissions while simultaneously inc

economic productivity and competitiveness. Potential strat

tools include industry sector agreements or company pledg

reduce greenhouse gas emissions; voluntary transportation 

that promote fuel efficiency; agricultural carbon sequestrat

incentives for use of clean, renewable power sources. 

FOCUS ON PRIORITY ISSUES 
Many areas of the country struggle to meet air quality standards, p

ticularly those for ground-level ozone and particulate matter. In ma

of these areas, all conventional technologies and strategies have 

already been implemented. We, together with our partners in state

and local government, need to find innovative, cost-effective emiss

reduction strategies, including opportunities for regulatory flexibili

where appropriate, to reach the 1-hour ozone standard. We will use 

number of different strategies including: market-based programs, v

untary programs, tribal programs, and new approaches that are jus

being created. One example of a market-based program is our


legislative proposal for controlling emission of three pollutants—SO

NOx, and mercury. The SO2 and NOx emissions reductions will help

communities significantly as they work to meet the ozone and part

ulate matter standards. To promote voluntary reductions, we will iss

a policy aimed at controlling emissions from currently unregulated

small stationary sources of air pollution. Other strategies include


developing an integrated resource assessment tool for 


decision-makers to create and test alterna­


tive emission control strategies, and


expanding “Ozone Flex,” a voluntary ozone


reduction program for areas that meet, but


are close to exceeding, the 1-hour ozone


standard. We will conduct three to five tribal


clean air projects to identify strategies that


might be useful in Indian Country. Finally, as


an example of a new approach, we will


expand “Cool Cities,” a program that uses


reflective coatings and vegetative cover to


help reduce the urban heat island effect that


can hasten smog formation.

14 

Sediments, nutrients, pathogens, and toxic substances contin

threaten the quality of many of the nation’s waters. The sourc

pollutants are often diffuse: runoff from urban, suburban, and 

tural lands; onsite septic systems; and air deposition. To addre

problems, we will support, build on, and expand the many cr

nerships underway with corporations, states, local governme

watershed groups to achieve healthy watersheds. We will im

policies and projects that enable water quality trading progr

thrive, along with other collaborative and cost-effective appr

meeting water quality goals. To foster innovative approaches 

ing onsite wastewater (septic) systems, we will develop volun

performance guidelines and encourage performance-based 

Because sufficient and reliable water quality data are key to u

standing and addressing problems in local watersheds, EPA w

continue and enhance efforts to improve water monitoring p

and data availability. Finally, we will conduct research on eco

assessment and restoration and on biological, physical, and s

sors in watersheds to help EPA and others determine the opt

strategy for achieving water quality goals. 

Close the Water Infrastructure Gap 

Our nation’s drinking water and wastewater treatment syst

vide Americans with significant benefits: reduced water po

safe drinking water. However, this critical infrastructure is ag

deteriorating. There is concern that current spending will n

pace with future needs, threatening to reverse the


gains in water quality made over the past three


decades. Ensuring the long-term integrity of the


nation’s water infrastructure requires a compre­


hensive approach that addresses funding levels


and mechanisms; respective roles of all levels


of government and the private sector;


expanded use of innovative technology, rate

approaches in managing financial assets and physical infrastructur

EPA will work with stakeholders to create a more sustainable, efficie

and innovative water infrastructure system. In particular, EPA will 

explore innovations that can increase flexibility in funding 

mechanisms, create incentives for adoption of best management 

practices, and advance technologies that provide better service at 

lower cost. 

EPA identified two additional and 

significant opportunities for creat

multimedia solutions—agricultur

and brownfields redevelopment. 

Many EPA programs have respons

bilities that relate to agriculture, a

most focus on reducing environmental impacts from agricultural 

production. But agriculture also 

presents opportunities for improv

ing environmental quality, such a

carbon storage, cleaner water, and 

better habitat for fish and wildlife

realize these and other benefits and to help address specific enviro

mental problems more effectively, EPA will develop a strategy to 

increase coordination and collaboration with agricultural interests, 

including the related public agencies and the agricultural producer

EPA will also seek to extend innovations achieved through the 

Brownfields Economic Redevelopment Initiative to a wider range o

properties. The goal is to increase the number of properties cleaned 

up and redeveloped, and to take a wider range of environmental 

issues, such as air and water quality, into account in the process. 
16 

While focusing more attention on specific enviro

problems, EPA’s innovation strategy must prom

the continued development of new tools and a

that can not only solve, but prevent problems from occurrin

believe the future system of environmental protection will 

many more options for addressing different environmental 

lenges. It will rely less on end-of-pipe technology requirem

more on tailored strategies that address the needs of whole 

communities, and sectors or segments of the population. It 

more emphasis on pollution prevention and natural resour

vation. It also will boost accountability for meeting specific 

performance goals. To this end, EPA must develop new tool

be effective for problem-solving, and use tools in creative c

tions that make the most of both traditional and new appro

Target Tools and Appr oaches for Strategic 

D e v elopment 

Working with states and tribes, EPA will provide leadership 

new tools and approaches through all stages of developme

ing, monitoring, evaluation, and finally application. Howeve

process should not occur on an ad hoc basis. EPA, states, an

have limited resources, and so we must develop new tools 

strategic purpose in mind. This means focusing on tools tha

potential for addressing high priority problems or that have 

effective and show strong potential for broader, multimedia 

tion. EPA’s initial priorities for tool development are as follow

DIVERSIFY ENVIRONMENTAL PROTEC

TOOLS AND APPROACHES 
and technology to achieve greater environmental results. 

Building on the Environmental Information Exchange Network, 

currently under development, work with states on a strategy fo

harnessing the power of information and information technolo

to transform environmental protection. Specific goals include 

providing better information to the public, handling informatio

exchanges with states and regulated communities more efficie

ly, and linking information more directly with state and EPA 

decision-making processes. 

■	 Support environmental technology innovation. Find ways to 

support development and use of new technologies that can 

achieve more effective and lower cost solutions to environmen

problems. Establish a challenge and award program to encoura

and recognize the development of innovative technologies. Be 

inclusive in identifying the problems needing technology solutions, and in developing criteria for assessing technology 

performance. Ensure that environmental regulations and other 

core activities encourage and provide flexibility for use of innov

tive technologies. 

■	 Increase use of incentives. Apply economic, information, com

ance assistance, and other types of incentives that can motivate 

sound environmental performance and pollution prevention by 

individuals, communities, businesses, and industry sectors. To 

promote flexible and innovative approaches, incentives should 

be considered: (1) during the regulatory economic analysis for 

each new rulemaking, (2) as permitting options, (3) as part of a 

systematic review for identifying where economic and other 

incentives could be added to existing programs, and (4) in 

voluntary, collaborative partnerships with facilities, sectors, 

co-regulators, and others. 
18 

(EMSs). Support use of effective EMSs in a variety of ap

and expand studies of how EMSs fit into environmenta

way to ensure compliance and promote “beyond comp

formance. 

■ Develop results-based performance goals and meas

Develop more outcome-oriented performance goals an

ures that describe the results achieved by EPA’s program

incorporate those goals and measures, as appropriate, i

activities. Emphasizing results will facilitate and encour

of innovative approaches for protecting human health 

environment. 

B uild Upon F lagship I nno v ation Pr ograms 

EPA will build upon a broad base of innovative activities tha

exist—an accumulation of many years and much hard work

work with our stakeholders to identify the appropriate next 

Partnerships, which offer a more integrated approach to env

tal management for specific industrial sectors. We will also e

dialogue with parties that are interested in applying the fle

multimedia dimensions of these and other innovation prog

broadly through new legislative authority. 

for several multimedia 

They include programs 

alternative regulatory a

es, based on the lesson

from programs such as 

the National Environme

Performance Track, whi

nizes high performing 

companies; and Industr

Performance Improvem
es in national programs. Examples of innovative partnership progra

include Brownfields, ENERGY STAR®, High Production Volume testing program for chemicals, Design for the Environment, and Compliance 

Assistance Centers. EPA also supports innovative approaches in trad

tional programs, such as the mitigation banking program for wetla

and demonstrations of facility-wide emission caps under Title V of t

Clean Air Act, and the diffusion of the Massachusetts Environmental 

Results Program. As EPA works with stakeholders to define next step

on such programs, it will do so consistent with the expanded vision 

environmental protection in mind. 

Just as important, EPA will set up a process to ensure that proven 

innovations, achieved through these or other initiatives, realize the

full potential. This will include evaluating innovations results to ma

strategic decisions about those that can and should be applied on 

broader scale. It will substantially increase the value realized from 

individual innovation, and demonstrate to environmental personne

in the public and private sectors that innovation is worth pursuing. 

EPA will set up a process 

to ensure that proven 

innovations realize their full 

potential. 
20 

Focusing on environmental problem-solving—and no

necessary routine of day-to-day program operations—

significant management challenges for EPA as well a

and tribes. But for this strategy to be effective, such a chang

occur. In many cases, solving problems will mean doing som

different from what we are doing today. And so as the Inno

Action Council found, innovation must become an attitude

look, and an integral part of EPA’s daily work, management 

and culture. It must become our new way of seeing and do

must be expressed through concrete actions. It cannot be a

extracurricular activity or a collection of special projects run 

one organization. 

Recent experience at EPA, as well as from other federal and 

agencies that attempted similar “reinvention,” underscores 

for a well planned and managed approach to fostering a m

vative organizational culture. EPA believes the next round o

innovation activities should take on this challenge, integrat

port for innovation into planning, budgeting, and other org

systems, and promoting and supporting an innovative spiri

the attitudes and culture of our staff. That spirit will require 

vidual to view his or her job more broadly—as an environm

problem-solver, a partner, a facilitator, and a leader, not sole

gram implementor. Such change will depend upon raising 

of and access to the full range of problem-solving approach

have been tried, providing support for testing wholly new i

further diversify the environmental protection tool kit, and 

applying traditional and new tools in appropriate combina

solve specific problems. 

FOSTER A MORE INNOVATIVE CULTU

AND ORGANIZATIONAL SYSTEMS 
Action Council made detailed recommendations on how to incorpo

rate innovation into the business processes and attitudes of the 

Agency. Based on those recommendations, EPA will: 

■	 Promote innovation in all we do. Provide a clear message tha

innovation is strongly encouraged and expected at all levels of 

the Agency. This message will start with the Administrator, and 

get repeated continuously by managers in all levels of the orga

zation. It will be reinforced through a set of actions that include 

rewarding innovative individuals and organizations, providing 

training that can enhance creativity and problem-solving abilit

rotating personnel and cataloging innovations to increase expo

sure to new ideas, encouraging multimedia approaches to 

environmental management, and exploring all available option

in regulatory and non-regulatory decision making. 

■	 Plan, budget, and manage for results. Develop better outcom

based performance measures, starting with the four problem 

areas identified earlier, to more effectively communicate results 

the public and open the door for greater flexibility. In addition, 

seek earlier agreement on priorities between national program

regions, states, and tribes, which will allow innovative initiatives 

be incorporated into the Agency’s annual and long-term plans 

and budget requests. Routinely examine priorities to ensure tha

resources are invested for the greatest possible return. 

■	 Manage the full cycle of the innovations process. Establish a 

system to move innovative approaches through each stage of 

development so benefits are realized as quickly and broadly as 

possible. These stages include experimentation, monitoring, an

evaluation, followed by timely decision-making about the appr

priateness of further application. Evaluate results based on 

specific performance criteria established at the onset. 

Communicate results to increase understanding of innovations 

and to build confidence in the value of pursuing innovative ide

Follow through by applying those innovations that prove effec

tive. 
22 

Innovation Action Council to enable implementation of 

egy, and to include regular participation by states and t

Increase responsibilities for scaling up successful innov

for monitoring trends in the economy, in state and triba

ments, and in other countries that might affect the env

and policy options for environmental management. Als

responsibility for communicating with the Administrato

state agencies, and other interested stakeholders on th

innovation activities at EPA and on related policy, techn

resource, or legislative issues that might need attention

■ Plan strategically for the future. Undertake futures p

recently conducted in several EPA programs, to ensure 

and its partners are ready for new trends and circumsta

that might affect environmental quality. Identify and ha

opportunities created by emerging fields, such as indus

ecology, lean manufacturing, supply chain managemen

product stewardship. 
Strengthening environmental partners

targeting priorities, expanding the current collect

of tools, and creating a more innovative culture t

effectively address challenging problems is what t

innovation strategy is all about. 

This strategy, accompanied by an initial set of actions that E

will take to implement it, provides a solid framework for ma

ing innovation integral to environmental protection 

programs. Our goal is to enable innovation to flourish, as a way of g

ting better environmental results for America. We look forward to 

working with states, tribes, local governments, and interested stake

holders to pursue innovative approaches and the many exciting 

opportunities they present for expanding and enhancing our envir

mental protection system. 

CONCLUSION 


United States Environmental Protection Agency Washington, DC 20460 Official Business Penalty for Private Use $300 EPA100-R-02-002 

1EPA

(1801) April 2002