Progre

Decade A

Of
The Challenges Ahead................................................35
improvement, but important changes are taking

place around us. Issues like global warming and

loss of biological diversity present challenges

potentially more difficult than any we’ve faced

before. Our economy is shifting from an industrial base to one of service and knowledge,

opening the door to a world of e-commerce,

global trade, and new biotechnologies. States,

local governments, and Native American tribes

are expanding their capabilities. Some businesses are preventing pollution and doing more

than the law requires, because they see advantages in cleaner facilities and products that are

more environmentally sound. And the

American people are demanding a stronger role

in environmental decisions. 

By the early 1990s, it was clear that we had to

adapt, improve, and expand the diversity of our

environmental strategies. Bolstered by the

Because of EPA innovations during the past

decade, environmental management is cleaner—

with less pollution of the nation’s air, water, and

land. It is cheaper—with lower costs associated

with environmental protection. It is smarter—

using better means to solve existing and emerging environmental problems. 

Improvements can be seen in regulatory programs where we’ve introduced more flexibility,

reduced costs, and made it easier for businesses

to understand and comply with requirements. 

Cleanup of Superfund sites is now faster, fairer

and less expensive. As a result of administrative

reforms that began in 1995, the average time

and costs associated with cleanup have fallen by

more than 20 percent. Moreover, more than

$1.5 billion has been saved as a result of actions

that make it possible to select and use the most

efficient remedy for cleanup. 

impro

impo

taking 
2

successfully reduced emissions of nitrogen oxide,

the prime ingredient in smog formation: by 1999, states participating in the Ozone Transport

Commission had cut nitrogen

oxide emissions 20 percent below

levels allowed by law and 50 percent below 1990 levels.

Water quality permitting, monitoring, and reporting are now

integrated into broader strategies

that focus on individual watersheds, a move that brings greater efficiency,

more attention to local priorities, and better

understanding of local conditions. Today, all 50

states, six territories and 80 tribal governments

have completed comprehensive watershed assessments, creating the first coordinated overview of

water quality priorities in the nation’s history. 

EPA has broadened its impact and e

by reaching out to work in partnersh

public and private sectors. Today, m

ever, EPA recognizes that it must inv

one—other government agencies, bu

communities, and individuals—to m

ronmental goals. 

The National Environmental Perfo

Partnership System, established in 

states and EPA a more flexible proc

ting priorities, clarifying responsibi

making the most effective use of tax

lars. Thirty-five states have signed 

agreements, and 45 states have opte

solidate EPA grants. In 1997, we re

agreement with the states on how t

pursue innovations while maintaini

nationwide protection provided by 

environmental standards. 
representatives are now working with EPA on a

new Performance Track to encourage, recognize,

and reward environmental stewardship. 

EPA is providing leadership to help communities grow and prosper in ways that preserve

environmental quality. Through involvement in

the national Smart Growth Network and other

initiatives, we provide technical tools and information that allow communities to understand

the environmental consequences of growth.

This is critical assistance at a time when the

nation’s forests, crop lands, and other open

spaces are being lost to development at an

alarming rate. 

We are working more effectively with other federal agencies, pooling our resources, and making best use of our respective strengths to

address a number of national priorities, including protecting children’s health. Through a

understand and use. They need

access to decision-makers and

opportunities to express their views. 

Today, EPA is using new technology to improve the quality of environmental information and make it easier to

obtain. We also routinely involve the public in

our work—gathering data, developing new regulations and standards, and experimenting with

new ideas. 

To meet Clean Air Act deadlines for developing

control standards for 174 categories of toxic air

pollution sources, EPA turned to the industries

to be regulated and other interested parties to

gather data and consider appropriate action.

This move reduced the time and costs of developing the standards, laying the groundwork for

faster, smoother implementation. 
4

ered for other industrial sectors.

We believe that communities affected by

environmental violations should have a

say in how those violations are addressed.

A 1998 policy emphasizes the importance

of community ideas

for supplemental

environmental projects that could be included in the settlement of

enforcement cases. 

EPA supported the public’s right to know about

environmental conditions by significantly

expanding the national Toxics Release

seen in the future, for what we learn

last 10 yea

carried for

work. It w

how we so

problems 

fronting u

smog and 

runoff. An

affect how 

new challe

they emer

We see iss

horizon that could affect environme

and public health in significant way

term effects of global climate change 

significant economic and environme

tion. Emerging markets and a globa

Through innovation, EPA has made

significant improvements that will

benefit America today 

and in the years to come.
and non-regulatory—are

possible. The greatest challenge in the future will be

to select among all the

options available to design

the most effective response

to existing and emerging environmental 

problems. 

And we will meet that

expectation with a spirit of

innovation that took root at

EPA during the 1990s, tailoring our responses to environmental risks with unique

combinations of tools and partnerships that

best attain the nation’s environmental goals.
we think and operate, leading to

real environmental improvements

and real reductions in costs.
EPA has embraced innovation out of necessity.

Like any other organization, we needed to

evolve in response to changes around us. Many

of our programs have led to remarkable environmental accomplishments, such as the removal of

lead from paint and gasoline, the rescue of bald

eagles from the threat of extinction, and a ban

on cancer-causing PCBs (polychlorinated

biphenyls). But despite many accomplishments,

more kids were getting asthma, too many rivers

and streams were still not safe for swimming or

fishing, and hundreds of toxic chemicals persisted in the environment, accumulating over time. 

We also saw changes in the nature of the challenges we face—challenges like global warming

and loss of biological diversity. And developments like the shift to a service economy, the

emergence of e-commerce, and the appearance

of new biotechnologies presented challenges

ple began to demand a say in

local environmental decisions.

By the early 1990s, it was clear

that we had to adapt, improve,

and expand the diversity of our

environmental strategies. We

recognized the need and the

opportunity to change the status quo. Reinforced by the Clinton-Gore

Administration’s commitment to reinventing

government, EPA set out to find more flexible,

cost-effective, and common sense ways to protect

public health and the environment. We took a

hard look at our mission and our responsibilities,

and as this report shows, a great deal has changed

because of it. Innovation at EPA has led to significant improvements in the way we go about

our work, and just as important, it has set the

stage for further improvement in the years ahead.
ffy ffy, 

cleaner, cheaper, smarter results.
ppp y 

different levels of government. There was frequent litigation, and little incentive for companies to pursue environmental improvement

beyond that required by law. It was clear we

needed to change.

We have. In the past decade, we’ve made numerous improvements—streamlining regulatory

procedures, increasing flexibility, and providing

assistance in meeting environmental responsibilities. Today, EPA programs operate more efficiently and effectively, with cleaner, cheaper,

smarter results. 

Contaminated Site Cleanup

Because of innovation, contaminated sites are

being cleaned up more quickly and at less cost.

In many communities, this allows redevelopment of land that was once unusable, strength

sites. For more than 15 years,

EPA has identified and analyzed tens of thousands of sites,

protecting people and the environment from hazardous contamination. But from the

beginning, this program has

been a target for critics.

Companies responsible for

cleanup saw the process as too

complex, too expensive, and

unfair in assigning cleanup responsibility.

State governments, nearby communities, and

Native American tribes felt their concerns

weren’t adequately considered as cleanup decisions were made. Few people were satisfied

with the way Superfund was working.

In 1993, we began to target some of

Superfund’s weaknesses, applying new strate10

For example, we developed new processes

that make it possible to update cleanup

decisions and use the most cost-effective

remedies available. We created a national

board of technical experts to re-evaluate

potentially high-cost remedies at specific

sites. If newer, less expensive technologies

become available, and they can do the

job as well, we now use them instead. We

also re-evaluate selections further along

in the cleanup process if new scientific information, advances in technology, or other factors

suggest a less expensive, but equally protective,

remedy is available. Since 1995, we estimate

that innovations in remedy selection have saved

more than $1.5 billion.

We’ve also used innovative approaches to allocate Superfund liability more fairly. Parties

small amounts of waste at Superfund 

small volume contributors were caug

Superfund liability and third-party lit

other responsible parties tried to spre

as widely as possible. Recognizing the 

this created, we used our settlement a

remove small contributors from Supe

tion. Through 1999, we’ve completed 

400 settlements with more than 21,0

volume contributors nationwide.

Reusing Brownfields

The changes we made to Superfund 

cleanups faster, fairer, and less expen

sites on the National Priorities List. 

may be as many as 600,000 other co

sites—in urban, suburban, and rura

alike—that do not warrant Superfun

tion. These are less contaminated sit
for cleanup. The problems surrounding brownfields demand community-driven, bottom-up

solutions that involve all stakeholders, where

environmental cleanup is just one piece of

broader community revitalization.

In the early 1990s, EPA launched the

Brownfields Economic Redevelopment

Initiative, which paves the way for redevelopment by forging cooperative agreements for

brownfield assessment and cleanup, clarifying

liability and other cleanup issues, creating partnerships among the public and private sectors,

and creating local workforce development and

job training opportunities.

Since 1995, we’ve funded 307 Brownfields

Assessment Demonstration Projects. This

money helps pay for the environmental assessment and planning that allows communities to

attract other investments, often from the private

sector, for cleanup, revitalization, and economic

growth. With this start, communities have

attracted almost $2 billion more in public and

private investment for brownfield development.

Our job training pilot program prepares people

living around brownfields for employment,

while also ensuring that there are enough welltrained workers for cleanup and redevelopment

to proceed. Public and private institutions can

receive grants for workforce training related to

the assessment, cleanup, and redevelopment of

brownfields. To date, we’ve provided $4.1 mil

, , $, 

square-foot greenhouse and 42,000-square-foot tomato-packin

More than 175 new jobs were created at the facility, which now 

duces 120,000 pounds of hydroponic tomatoes per day.
12

of contaminated properties. This assures purchasers that they won’t

be responsible for the

costs of cleaning up

contamination that was

on the site when they

bought it. 

One of the most exciting things about the

brownfields initiative is that its success is generating more interest in this type of economic

redevelopment. Along with our federal, state,

and local partners, we are demonstrating that

environmental protection can promote economic and social growth in a way that puts the

community’s needs first. Local contractors and

developers are expanding their businesses,

cleaning up sites, and building new facilities;

local lenders are financing community redevel

quality of ou

Expanding

Emissions 

An excellent 

this new em

expanded us

ket-based em

trading, averaging, and banking in E

programs. They are helping to contr

pollution problems like stratospheric 

depletion, and the nitrogen oxide (N

sions that contribute to smog in the 

they are also helping to achieve natio

for cleaner fuels. Today, market-base

es are built into virtually all of our r

motor vehicles and engines. For exam

recent rule sets tighter standards for 

emissions and requires cleaner fuels 
While the 1990 Clean Air Act incorporated

innovative programs like sulfur dioxide trading,

EPA has developed innovative approaches that

make it more efficient to conduct. We worked

with the Chicago Board of Trade to establish

the nation’s first market for trading pollution

allowances, and we now use electronic reporting to facilitate transactions between buyers

and sellers. 

States have primary responsibility for implementing national air quality standards, and

EPA provides them with guidance and assistance in establishing trading and other market-based incentive programs. For example,

based on the success of the acid rain trading

program, we worked with northeastern states

through the Ozone Transport Commission to

develop a trading program for NOx emis

now routinely

involves the people

and organizations

who will be affected.

We consult with

them earlier in the

process, and in more

meaningful ways. In

recent years, state

and local air agencies, industry, and community organizations

have participated in developing the regulations

related to acid rain, air toxics, and emissions

controls on heavy-duty trucks and buses. 

The National Low Emissions Vehicle Program

is a good example of what can be achieved

through consensus when there are incentives for

agreement. This program was created in 1997

when EPA mediated an agreement among the

g 

gram are 75 percent lower than tho

ly predicted by industry. Trading ha

the utility industry to minimize com

costs, and it has spurred competitio

other sectors of the economy such 

freight hauling, coal, and cleanup te

gy—all of which contribute to lowe
14

ing environmental quality is

our recent overhaul of the

traditional process for evaluating whether new cars and

light-duty trucks meet emissions standards. We streamlined traditional

emissions testing, and required automakers to

verify performance once the cars were sold

and on the road. The revised rules will save

the industry an estimated $55 million annually, reduce paperwork by as much as 50 percent, and save valuable time. In exchange, the

industry will conduct more extensive emissions testing of vehicles in use. Because of

these new approaches, we’ve made it cheaper

and easier for companies to comply while also

ensuring that vehicles meet public health and

environmental standards under real-world

driving conditions.

ypy pp

ate, and commute. 

Moving From “End-of-Pipe” C

Tailored Watershed Strategies

Our approach to solving water qua

lems has changed dramatically. Star

early 1990s, we began modifying o

ally uniform, pollutant-by-pollutan

strategy to focus not just on water 

on the overall health of watersheds

the pollutants we are targeting, the 

actions we now take differ from pl

place. And when we design them, w

with the people most directly affec

people living within the watershed

holistic approach promises greater 

mental benefits at less cost, with m

munity involvement.
the first coordinated statement of water quality

priorities in U.S. history. States are also consolidating information from water quality, drinking

water protection, agricultural, and natural

resource protection programs to determine

which areas need action. Many states are completing watershed action strategies, which will

serve as comprehensive plans to restore watersheds and better integrate and manage federal

and state programs.

EPA’s watershed approach can also be seen in

our traditional regulatory activities. We now

coordinate permitting, monitoring, and

enforcement requirements for municipal and

industrial facilities within a specific watershed. The drinking water program helps communities take watershed approaches to protect

both underground and surface sources of

ment plants and other water quality activities.

But along with more traditional projects,

many watershed partnerships have taken

advantage of recently expanded funding

opportunities to address other priority needs,

including wetlands restoration and polluted

runoff controls.

example, in the mid-Atlantic region, newly-available satellite im

allowed EPA to see the region’s landscape to a degree of reso

never achieved before. Working with the Tennessee Valley Aut

the Oak Ridge National Laboratory, and other partners in stat

ment and academia, EPA used this imagery along with statistica

pling data to create a land use atlas and report on conditions t

These tools help users visualize and understand how environm

conditions in the region’s 125 watersheds compare. EPA is now 

on similar assessments for other parts of the country.
16

plicated. Our innovative watershed program is

enhancing local and regional economies in ways

that are environmentally sound and consistent

with community values and goals.

Compliance Assistance

Much of America’s environmental progress over

the past 30 years is the direct result of EPA’s

vigorous enforcement of strong environmental

laws. Though enforcement has worked, we

want to encourage industries and facilities to

comply with the law voluntarily. To do this, we

are making greater use of compliance assistance

and incentives, and developing policies to help

small businesses and small communities, in particular, meet their environmental responsibilities. And we are targeting our efforts to focus

on the highest environmental risks and the

industry sectors that need help the most.

services: compliance guidelines, poll

vention information, summaries of E

tions and policies, access to e-mail d

groups, vendor directories, links to o

tance providers, and environmental 

ment software that can be download

Internet. Some also provide online a

evant state regulations. Responses to 

veys show these compliance assistanc

get results. Of the users who respon

• 85 percent rated the assistance a

very useful or useful;

• 70 percent took positive action 

improved waste handling, chang

production process, obtained a p

• 58 percent made environmental 

ments (e.g., reduced air emission

served water).
Encouraging 

Self-Audits

Another way we are

helping companies comply is through an audit

policy that encourages

them to complete their

own environmental evaluations. The idea is to

have companies find and

fix problems on their

own. If they do, we will

waive or reduce potential

enforcement penalties, as long as the company

was not involved in criminal behavior. During

the past four years, 675 companies have come

forward to disclose potential violations at more

than 2,700 facilities. 

office in Atlanta targeted electroplating companies and dry cleaners in Georgia and Florida to

help them meet new national emissions standards for hazardous air pollutants. The rate of

compliance improved dramatically. Georgia

recently reported an 81 percent compliance rate

ChemAlliance (for Chemical Manufacturers) . . . . . . . . . . . . . . . . . . . . . . . .www.chemalli

National Metal Finishing Resource Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.n

Printers’ National Environmental Assistance Center . . . . . . . . . . . . . . . . . . . . . . . .www.p

Printed Wiring Board Resource Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.pw

Paints and Coatings Resource Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.paintce

Transportation Environmental Resource Center . . . . . . . . . . . . . . . . . . . . . . .www.transo

Local Government Environmental Assistance Network . . . . . . . . . . . . . . . . . . . . .www.l

FedSite (for Federal Agencies) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .www.epa.gov/oeca/fe
18

pgy 

the regulatory system as a result of this compliance assistance.

Similarly, in 1997, Virginia, Maryland, the

District of Columbia, and the Korean Dry

mental results—the ultimate goal of 

mental law.
long-term environmental protection for both economic and environmental reasons. Partnerships

allow government agencies to

leverage limited resources with each other and

with the private sector. They help eliminate overlap among different levels of government, making

their actions more efficient and less complicated.

Partnerships with businesses can identify ways to

prevent pollution and save money at the same

time. And partnerships at the local level can create better solutions to local problems. 

Partnerships With State

Governments

Because EPA and state governments share

responsibility for protecting human health and

the environment, a strong partnership between

us is essential. In recent years, states have

ty, and waste management still

pose some obstacles that we need

to overcome for the new system to

work well. But we are moving forward and finding ways to address environmental problems in more holistic, comprehensive

ways. Together, we are making tough choices

about competing priorities in the face of limited

public resources, and we are developing more

meaningful measures of environmental results.

Creating Better Working Relationships

Because we are committed to improving environmental programs, in 1995, the states and

EPA created the National Environmental

Performance Partnership System. Through this

framework for collaboration, we jointly set priorities and clarify our roles and responsibilities.

In doing so, we are creating working relationships that are more flexible and resilient.

busin

and i
20

oping an agreement, a participating state assesses its environmental problems

and conditions, while actively involving citizens

in the process. Based on this information, the

state then proposes environmental and public

health objectives along with a plan of action.

This forms the basis for negotiating an annual

agreement with EPA. To date, 35 states have

established agreements with the Agency.

Another feature of the new partnership system

is flexibility in administering grants. States now

can consolidate a variety of individual grants

into one. A Performance Partnership Grant

reduces administrative burdens by cutting

paperwork and simplifying financial management. It also allows the states more flexibility to

use grant money to address their most pressing

environmental problems. Forty-five states have

chosen this option. 

to solve priority problems result

reorganization around specific fu

business sectors, and geographic 

• Minnesota shifted staff and reso

the main state office closer to w

real problems occur—out in the 

• Washington saw the paperwork 

with its annual work plan for gr

an order of magnitude—from a

four pages.

Improving the System

Strengthening our working relations

stage for another important develop

between the states and EPA—consen

how to test new ideas that would sti

hand-in-hand with federal laws. Bas

states’ growing interest in improving 
fits of our new working relationship, and the

spirit of innovation now reflected in so much

of our work.

Partnerships With Businesses

An improved relationship with industry is one

of the most telling indicators of change at EPA

over the past decade. Today, our partnerships

with businesses often lead to lower costs, less

paperwork, and better environmental results.

Working together, we find that strong business

performance and strong environmental performance often go hand in hand.

In our early years, good corporate citizens were

given little incentive to do more than the law

required or to invest in new, more environmentally sound technologies. As a result, through

the 1970s and 1980s, the entrepreneurial spirit

mental and economic goals simultaneously. We

are using more negotiation and consultation to

reduce litigation, and everyone is benefitting

from the change.

Testing New Ideas Through Project XL

A good example of the short-term results—and

long-term promise—of our partnership with

business can be seen in Project XL. Launched

in 1995, this innovative program tests ideas that

could make the nation’s environmental protection system more efficient and effective.

significantly, and saving thousands of dollars in development cos

new procedure also lowered the costs of toxicity testing, redu

product development time, decreased regulatory uncertainty, a

helped move the chemicals more quickly to market. 
22

the regulatory arena signifies our emphasis on

getting results, not simply enforcing regulatory

processes.

Not surprisingly, the novel approaches emerging

from Project XL present EPA with issues that

we’ve never faced before. We had to create new

ways to allow companies to experiment, but still

hold them accountable for performance and

results. We had to make sure that no one was at

risk, and we involved communities and other

stakeholders at all stages of the process. We also

had to ensure that prospective environmental

improvements were realistic and attainable.

Despite these challenges, Project XL is living up

to its potential. Leading companies have joined

smaller businesses, state agencies, and federal

facilities in experimenting with new ideas that

simplify and improve the current reg

tem. They are also moving beyond s

plying—getting environmental resul

better than those of the past. Today, 

projects are underway to test new ap

managing wastes, reducing air pollu

protecting water quality. More than 

projects are being developed or nego

believe all of these projects show pro

broader application in the future.

Participants in Project XL point to n

benefits. Besides the obvious environ

improvements, businesses have strea

administrative processes, improved t

tionships with stakeholders and regu

, pgp

and cut water use by one million gallons per day. 
ty, and transferability are innovations that have

been brought to the forefront by XL. Our challenge ahead is to make these innovative ideas a

permanent part of EPA’s culture. 

Creating Partnerships That Protect the

Environment and Save Money

EPA and businesses are realizing that strong

environmental and economic performance are

not mutually exclusive. Throughout the private

sector, companies are preventing pollution, conserving water and energy, and cutting waste

because doing so cuts operating costs and

increases profits. They also see environmental

performance becoming a major consideration

for many of their customers. So they are

demonstrating environmental stewardship and

making improvements that go beyond what

regulations require.

based on regional priorities.

One example is Waste Wise, a

national program that helps companies reduce solid waste and

material use. Today, more than 900 organizations from more than 50 business sectors have

enrolled in Waste Wise. Among them is

Herman Miller, the world’s largest manufacturer of office furniture. After becoming a Waste

Wise partner, Herman Miller reduced its use of

packaging material for finished goods by 50

percent, and eliminated 500,000 pounds of

wood pallets and close to 1 million pounds of

corrugated boxes. As a result, the company now

is saving $4 million per year.

Other voluntary programs focus on making

changes that can improve environmental performance across an entire business sector. The

printed wiring board industry, for example,
24

ed in preventing pollution and reducing the

toxic chemicals that are traditionally used in

manufacturing their products. They have succeeded: the industry has cut its annual use of

formaldehyde by 240,000 pounds. They’ve also

reduced water use by 400 million gallons, and

energy use by 15 billion BTUs.

More than 7,000 organizations now participate

in EPA’s voluntary partnership programs. The

latest annual results show they can make a big

difference. Collectively, in 1998, participants

conserved 1.8 billion gallons of clean water,

eliminated 7.8 million tons of solid waste, and

prevented air pollution equivalent to taking 13

For the past three decades, we have 

intently on compliance. Companies 

expected to meet environmental stan

they received penalties and legal acti

failed. But, in general, they’ve been 

or nothing if they decided to do mo

this as a missed opportunity for enc

better environmental performance.

EPA is now developing a new progr

National Performance Track—to rew

environmental performance. As curr

sioned, this new program would pro

rewards and recognition to top perfo

companies and incentives for others 

EPA sees this as an important step t

building a more performance-based 

environmental protection and a mor

working relationship with industry.

Designed with active participation of more than 850 environmental

technology customers, it is now the most comprehensive program of its

type in the world. 
with American communitieshelping them

address their local environmental issues more

effectively. This collaboration is helping communities solve some of their most difficult environmental problems such as polluted runoff,

brownfields, and urban sprawl, to name just a

few. Our partnerships with communities are

designed to find innovative ways of assuring

environmental, economic, and social well-being

so that citizens now and in the future can enjoy

a higher quality of life.

Our typical role in these partnerships is to provide resources, information, and technical assistance in support of local decisions. We reinforce

community initiatives to restore the local environment while strengthening the local economy

in the process. These partnerships work because

they respond to each community’s unique characteristics and concerns.

aggressive rate. Nearly 11 mil

lion acres of forest, crop land,

and open space were converted

to urban and other uses from

1992 to 1997, more than double the rate in the 1980s. Water

runoff from roads and parking

lots is one of the most important factors affecting the health

of rivers, lakes, estuaries, and

drinking water sources. 

Recognizing the environmental

problems caused by development, in the early 1990s, we

decided to take innovative, non-regulatory

action to help communities make more sustainable development decisions. Our assistance

is profoundly changing the relationship

between the federal government, state and
26

local governments, and the private sector.

What has emerged is a collaborative, cooperative, and flexible model for solving development-related environmental problems at the

local level.

Sharing Information for Smart Growth

Another way that we are putting our innovative

ideas into action is through the Smart Growth

Network. Established in 1997, this network

includes architects, planners, government officials, developers, environmental groups, and citizen organizations. It has grown rapidly, now

helping communities design new de

policies that yield better environmen

economic results. One example is ou

with the U.S. Department of Comm

U.S. Conference of Mayors, and the 

Baltimore, Chicago, and Dallas to ex

impact of air quality regulations on 

and inner city development. Because 

development can help improve regio

portation patterns and thus reduce v

ed air emissions, we are encouraging 

communities to use this alternative t

green space, protect air quality, and 

nomic growth in inner city neighbo

Working With Lenders and Bu

Reduce Pollution

Location Efficient Mortgages are a

example of an innovative program 

supported. These mortgages are a v

, y, y 

local resources alone can’t do the job. 

EPA’s participation is helping to restore streambanks in the Cuyahoga

River watershed, protect fragile ecosystems, update water quality management plans, and enhance community participation.
mortgage underwriting experiment sponsored

by Fannie Mae, the Location Efficient

Mortgage is a reality today. Initially, the program will be available in four cities—Chicago,

Seattle, the San Francisco Bay area, and Los

Angeles—to test the concept under actual market conditions. 

We also are working with the National

Association of Home Builders Research

Center to provide communities with technical

information and direct assistance on innovative site preparation techniques such as construction and demolition waste recycling.

These strategies offer traditional environmental benefits such as resource conservation and

energy savings while also creating new local

job opportunities. 

ing our own efforts, and combining them with the activities of

several other federal agencies, to

protect America’s children from a

multitude of risks.

In the past, EPA based its standards for protecting public

health on risks to adults.

Scientists at the time assumed

that all people were comparable in terms of

their response to pollution exposure. As we’ve

learned more about the effects of pollutants on

human health, we’ve come to realize that children need special attention. 

In May 1997, President Clinton signed an

Executive Order requiring federal agencies to

place a high priority on protecting children

from environmental and safety risks. In
28

response we formed a new Office of Children’s

Health Protection that would carry out the

Executive Order, integrate EPA efforts on

behalf of children, and coordinate those efforts

with other federal agencies. 

Today, EPA is using virtually all the tools at our

disposal to reduce risks for this especially vulnerable segment of the population: regulatory

actions, public education, and an ambitious

research strategy. 

Our children’s progr

dynamic example of how different fe

cies can integrate and coordinate the

ties—regulatory and non-regulatory

environmental risks. A program like 

not have been possible 20 or 30 yea

when cross-media and cross-agency 

virtually unheard of. In the future, i

vide a model for protecting all peop
demanded a voice in community decisions that affect

their health and the quality

of their environment.

Because Americans want to

be actively involved in environmental decision-making,

we are increasing public participation in our programs

and providing more environmental information to help the public understand critical, and often complex, issues. As a

result, the voice of the American people is

more well-informed than ever before, and it is

being heard more clearly and more often at

every level of government where environmental decisions are made.

Air Act amendments. The law

requires that we establish such

standards for 174 categories of

industrial facilities. To meet

tight statutory deadlines, we

developed an innovative process

to get the public involved in

gathering data and developing

standards. We talked to state

and local air quality agencies,

industry, and local organizations

to get as much information as we could. By getting these groups involved at the beginning, we

got more done than we could have alone. Our

discussions reduced the costs of developing

standards, and also improved our working relationship with the parties involved. 

it is b

clearly 

at eve

gover

envir

decisi
30

“cleaner, cheaper, smarter” environmental protection strategies for specific industry sectors.

The goal was to create a more tailored system

of environmental protection that took into

account the unique circumstances of different

industry sectors, while also addressing the

Especially important, this experienc

strated the value of public participa

ing us to look for better ways to inv

public in our activities. Now, we ar

the regulations that guide our publ

tion efforts, and providing models 

staff learn how to get the public inv

their work. We also host forums lik

National Community Involvement 

to support public participation in e

mental issues.

Improving Policy Through Pu

Involvement

Our increased commitment to publi

tion is evident in one of EPA’s most 

initiatives—Project XL, which tests 

to current regulations. Because the p

involve innovative strategies that dif

In 1996, we went directly to consumers to learn what they thought

about existing labels on everyday products like roach killers and bathroom cleaners. They told us where the problems were and suggested

solutions. Over the next two years, some of the product manufacturers

expanded this research and got more customer input on how to make

labels easier to understand. 

Using what was learned, we’re now working with companies to make

information on labels simpler and easier to follow. If people can easily

understand information on the labels, they can choose the right products for their needs, avoid accidents, and safely dispose of these products without damaging the environment.
By placing its environmental performance data

online, Intel gives residents a way to monitor its

performance and creates an incentive to continuously improve. In the end, Intel has the regulatory flexibility it needs, and as a side benefit,

the company now enjoys stronger relations with

the community.

Addressing Community Concerns in

Settlement Decisions

We believe that communities affected by environmental violations should have a say in how

those violations are addressed. Under a policy

issued in 1998, we now emphasize the importance of asking the community for ideas on

environmental projects that could be included

in the settlement of enforcement cases. In

Chicago, for example, a settlement required a

major paint manufacturer to reduce emissions

pouds. ecause ocouty put, te

company also committed to clean up and

restore a brownfields site and help restore an

area of wetlands.

Greater Access to Better

Information

Collecting and disseminating environmental

information is an area where we’ve made major

changes in the last decade. Like many other

organizations, we have capitalized on the

opportunities created by new information

technologies and the public’s growing ability

to put information to use in their daily lives.

This new capability brings new challenges,

such as information security and protection of

trade secrets. But we’re working with stakeholders to create appropriate safeguards and

still provide the public with high quality envi- 
32

understand and use,

they can make decisions and take

actions to reduce

environmental risk.

Better information

is especially important now, because

the environmental

challenges of the 21st century cannot be solved

by EPA alone. To successfully protect public

health and the environment, we need everyone

to play a part. 

Using Information to Reduce Risk

Perhaps the most notable example of the power

of environmental information is the Toxics

Release Inventory (TRI). TRI has significantly

altered the way businesses and communities

air and water quality, toxic releases, drinking

water safety, and waste management in the

states and counties where they live. People

who do not have computers or access to the

Internet from their home or offices can gain

access to the Internet at their local library or

any one of the 28 EPA libraries nationwide.

0

10

20

30

40

50

60

70

80

11/94 11/95 11/96 11/97 11

m

A Dramatic Increase in Public 

for Environmental Inform

Hits on EPA’s Web Site
site, and increased off-site disposal by just one

percent. The numbers of facilities and kinds of

chemicals subject to TRI have changed over

time, but there can be little doubt that nationwide releases of reported chemicals have

declined dramatically since the TRI was established. And there is no doubt that the TRI

reporting process, and the information it provides to the public, government agencies, and

the reporting companies themselves, helped

drive those releases down.

Providing More Useful Information

The American people now have better access to

information about environmental conditions

that affect their daily lives. During reauthorization of the Safe Drinking Water Act in 1996,

EPA fought hard for the public’s right to know

about the quality of their drinking water. As a

for families with children, who can have developmental problems when exposed to lead.

While EPA is expanding access to more kinds

of environmental information, we’re also working to make it more relevant and useful. Until

the last few years, people interested in environ

Environment used TRI and other emissions and waste data to 

industry sectors that were responsible for the largest quantitie

ardous waste generation or toxic emissions. The study helped 

set pollution prevention priorities and provided a basis for dist

technical assistance grants.

States also use TRI data to legislate additional environmental co

response to a report on unregulated toxic air emissions in No

Carolina, the state set limits for 105 air pollutants, while its Clea

Fund used TRI data and stream flow information to show that 

levels in 15 areas exceeded state and federal criteria for protec

human health and the environment.
34

mental conditions only had access to historical

data that may have been collected months or

even years earlier. In 1997, EPA set out to

develop real-time reporting capabilities to provide people with more timely information that

could be put to immediate use. 

EPA joined with the U.S. Geological Survey, the

environmental progress, and over th

decade EPA has taken innovative ste

them the opportunity and informati

ticipate successfully. We are working 

that their voices are heard when env

decisions are made, and we have set 

for a much more open, inclusive sys

ronmental protection in the 21st cen

cancer, cataracts, and other sun-related health effects.

• In major cities, people can go online and find daily levels of groundlevel ozone, a pollutant that can cause and aggravate respiratory

problems and impair human immune systems.
Yet the greatest benefits are likely to be seen in

the future, for what we learned in the last 10

years of innovation will be carried forward in

our work. It will affect how we solve the problems still confronting us today, like smog and

polluted runoff. And it will affect how we

address new challenges as they emerge. 

Already, we see issues on the horizon that could

affect environmental quality and public health in

significant ways. The long-term effects of global

warming may cause significant economic and

environmental disruption. Emerging markets

and a global economy pose questions about how

to meet growing consumer demands in a sustainable manner. We don’t fully understand how certain chemicals disrupt reproduction and other

basic biological functions. And we’ve just begun

to consider the possible long-term impacts—and

unintended side effects—of genetic engineering. 

strategies that involve market-based

approaches, partnerships, or performance incentives may offer better results

at lower costs. Moreover, the stakeholders who join in partnerships will vary,

bringing different perspectives and

resources, depending on the environmental problem in question.

Environmental solutions through new

partnerships and new tools—that is our

expectation for the future. And we will meet

that expectation with a spirit of innovation

that took root at EPA during the 1990s, tailoring our responses to environmental risks

with unique combinations of tools and partnerships that best attain the nation’s environmental goals.
36

g
partnerships and new tools—that is our

expectation for the future.
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