vvEPA
United States
Environmental Protection
Agency
STATUS REPORT
ENVIRONMENTAL JUSTICE
COLLABORATIVE MODEL: A Framework to
Ensure Local Problem-Solving
Developed by
Federal Interagency Working Group
On Environmental Justice
^£NT%,
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United States Enforcement and EPA 300-R-02-001
Environmental Protection Compliance Assurance February 2002
Agency (2201A www.epa.gov/compliance/environmentaliustice
Office of Environmental Justice
To Obtain Copies
Write:
U.S. Environmental Protection Agency
1200 Pennsylvania Avenue NW (MC-2201 A)
Washington, DC 20460
Or Call:
1-800-962-6215
202-564-2515
Inside Cover
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STATUS REPORT
on the
ENVIRONMENTAL JUSTICE COLLABORATIVE
MODEL:
A FRAMEWORK TO ENSURE LOCAL PROBLEM-
SOLVING
Developed by
Federal Interagency Working Group
On Environmental Justice
Office of Environmental Justice
Office of Enforcement and Compliance Assurance
U.S. Environmental Protection Agency
Washington, DC 20460
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Intentionally Blank
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Preface
In May, 2000, the 11 federal agencies comprising the Federal Interagency Working Group on
Environmental Justice (IWG) developed and issued an Interagency Environmental Justice Action
Agenda (Action Agenda). The goals of the Action Agenda are as follows:
(1) to promote greater coordination and cooperation among federal agencies;
(2) to make government more accessible and responsive to communities;
(3) to initiate environmental justice demonstration projects to develop integrated place-based
models for addressing community quality-of-life issues; and
(4) to ensure integration of environmental justice in policies, programs and activities of
federal agencies.
The underlying premise of the Action Agenda is that a collaborative model is an effective method for
comprehensively and proactively addressing the interrelated environmental, public health, economic,
and social concerns collectively known as environmental justice issues. The IWG, in partnership with
various stakeholders (i.e., state, tribal, and local government agencies; community organizations;
industry representatives; and others) established 15 demonstration projects to test this underlying
premise.
This interim status report presents a "work-in-progress" as it:
(1) summarizes the "lessons learned" from the ongoing projects;
(2) identifies the elements of success;
(3) examines the emerging outline of a coherent collaborative problem-solving model; and
(4) describes efforts to evaluate the model and specific demonstration projects.
These activities are intended to lay the groundwork for a second round of IWG demonstration
projects being identified for 2002.
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Environmental Justice Collaborative Model iii
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The collaborative efforts described in this report have as a theme the federal government's
responsibility for assuring that all Americans live in high quality environments. This theme follows a
key principle of the National Environmental Policy Act (NEPA) of 1969, in which Congress wrote
that it is the continuing responsibility of the federal government to assure that all Americans live in
"safe, healthful and aesthetically and culturally pleasing surroundings." This Congressional mandate
is also clearly reflected and referenced in EPA Administrator Christine Todd Whitman's August 9,
2001 memorandum regarding the Agency's continuing commitment to environmental justice.
Administrator Whitman stated that: "Environmental justice is achieved when everyone, regardless of
race, culture, or income, enjoys the same degree of protection from environmental and health hazards
and equal access to the decision-making process to have a healthy environment in which to live,
learn, and work." As Chair of the IWG, Administrator Whitman stated that the Office of
Environmental Justice is dedicated to ensuring that mandate is fulfilled within the Agency and
supporting the efforts of other federal agencies that comprise the IWG to pursue the same mandate.
Most importantly, the IWG demonstration projects and the collaborative model have received
enthusiastic and widespread endorsement from all stakeholder groups. For example, according to the
National Environmental Policy Commission's Report to the Congressional Black Caucus and
Congressional Black Caucus Foundation EnvironmentalJustice Braintrust (September 28, 2001,
Washington, DC), "The IWG demonstration projects are particularly significant. They point to the
potential to problem-solve across stakeholder groups in a constructive, collaborative manner,
building relationships, avoiding duplicated efforts, and leveraging instead of wasting resources." The
IWG's work last year on the demonstration projects has forged an important new integrated
prototype for federal agencies and stakeholders in the area of creative, collaborative, and constructive
problem-solving.
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Environmental Justice Collaborative Model iv
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Table of Contents
Preface Hi
Summary 1
Introduction 1
Background 5
Defining the Need 5
Towards a Solution 6
Nurture and Promote Local Demonstration Projects 6
Promote National Dialogue on Building Collaborative Models 6
Identify Elements of Success for Developing a Coherent Collaborative Model 7
An Emerging Collaborative Model 7
Elements of Success of Collaborative Model 8
Issue Identification and Leadership Formation 8
Elements to Foster Issue Identification and Leadership Formation 9
Capacityand Partnership-Building 10
Elements to Foster Capacityand Partnership-Building 10
Strategic Planning and Vision 11
Elements to Foster Strategic Planning and Vision 11
Implementation 12
Elements to Foster Implementation 12
Identification and Replication of Best Practices 13
Elements to Foster Identification and Replication of Best Practices 14
Evaluation of Environmental Justice Collaborative Model 14
Conclusion 17
Appendix I. IWG Agency Contacts 19
Appendix II. Interagency Environmental Justice Demonstration Projects 21
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Environmental Justice Collaborative Model
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Table of Figures
Figure 1. Implementation of Environmental Justice at Federal Agencies 2
Figure 2. Locations of Demonstration Projects 4
Figure 3. Interagency Working Group on Environmental Justice:
Participating Agencies 5
Figure 4. ICMA Forum on Building Collaborative Models to Achieve EJ 6
Figure 5. Collaborative Evaluation Process 15
Figure 6. Identifying Measures and Key Questions Using a Project Logic for the East
St. Louis Demonstration Project 15
Figure 7. Understanding Stakeholder Perspectives 16
Figure 8. Understanding Stakeholder Perspectives in the East St. Louis EJ Project 16
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Environmental Justice Collaborative Model vi
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Summary: The Federal Interagency Working Group on Environmental Justice (IWG) is
supporting and evaluating 15 demonstration projects to investigate and demonstrate whether
collaborative, integrated problem-solving can succeed in building partnerships and local capacity
to resolve local environmental justice problems. Each project is unique because conditions and
capacities varied widely. This Status Report provides information on the implementation of
these projects and outlines the characteristics common to successful models with the goal of
promoting widespread replication.
Introduction: This report summarizes the lessons learned from the implementation of the
Interagency Environmental Justice Action Agenda (Action Agenda)1 during the past year. The
Federal Interagency Working Group on Environmental Justice (IWG),2 designed the Action
Agenda to create dynamic and proactive partnerships among community-based organizations,
business and industry, non-governmental organizations, and government at all levels to help
communities address local environmental justice issues.
Fifteen demonstration projects comprise the core of the Action Agenda. Lessons learned from
these demonstration projects will be used by concerned stakeholders to help promote and support
the development of collaborative integrated problem-solving mechanisms. The IWG projects
designed these mechanisms to comprehensively address the range of interrelated environmental,
public health, economic, and social concerns that collectively are known as environmental
justice issues.3 When EPA announced the Action Agenda on May 24, 2000, stakeholders in the
1 The "Integrated Federal Interagency Environmental Justice Action Agenda" was developed by the Interagency
Working Group on Environmental Justice and published by EPA, EPA document #300-R-00-008, November 2000.
2 The Interagency Working Group on Environmental Justice was mandated by Executive Order 12898, "Federal
Actions to Address Environmental Justice in Minority Populations and Low-Income Populations," issued February
11, 1994, 59 Fed. Reg. 7629. The IWG is chaired by the U.S. Environmental Protection Agency.
3 EPA defines environmental justice as "the fair treatment and meaningful involvement of all people regardless of
race, color, national origin, culture, education, or income with respect to the development, implementation and
enforcement of environmental laws, regulations and policies. Fair treatment means that no group of people,
including racial, ethnic or socioeconomic group should bear a disproportionate share of the negative environmental
consequences resulting from industrial, municipal and commercial operations or the execution of federal, state, local
or tribal programs and policies. Meaningful involvement means that: (1) potentially affected community residents
have an appropriate opportunity to participate in decisions about a proposed activity that will affect their
environment and/or health; (2) the public's contribution can influence the regulatory agency's decisions; (3) the
concerns of all participants involved will be considered in the decision-making process; and (4) the decision-makers
seek out and facilitate the involvement of those potentially affected." EPA Guide to Assessing and Addressing
Allegations of Environmental Injustice, (Working Draft, January 16, 2001).
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Environmental Justice Collaborative Model 1
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environmental justice dialogue had a limited understanding of a systematic and holistic model
for engaging in collaborative problem-solving.4 As a result of implementing the Action Agenda,
Public Participation
Health
Economi
ental Justi
Environmental
Access to Information
Figure 1. Implementation of Environmental Justice
at federal agencies
a coherent model is beginning to emerge. Therefore, a primary purpose of this report is to
document the elements of this emerging collaborative model so that partners can share the
approach and promote its widespread replication.
The Action Agenda demonstration projects follow the strategy of collaborative and constructive
problem-solving advocated by the EPA Office of Environmental Justice (OEJ). Each
4 While no systematic understanding of a collaborative model existed, the concept was not new. For example, the
National Advisory Council on Environmental Policy and Technology developed the Integrative Environmental
Justice Model Demonstration Approach in 1993. Additionally, the City of Clearwater, Florida, in 1996, began
developing a model environmental justice strategic plan for brownfields redevelopment.
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Environmental Justice Collaborative Model 2
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demonstration project involves coordination among two or more federal agencies acting in
partnership with an array of local stakeholders, such as: community-based organizations;
industry; civic and faith-based groups; academic institutions; state, local, and tribal
governments; and philanthropic organizations. The goal of these demonstration projects is
improved quality-of-life for residents in communities of concern by enhancing the capacity of
local parties to work together for shared goals. The IWG intends the demonstration projects to:
(1) promote federal support of solutions that begin in the community and remain in the
community; (2) link federal, state, local, and tribal local government with comprehensive
community-based planning processes; (3) coordinate activities of multiple government and
private entities to use resources more efficiently; (4) develop a template for integrated and
holistic local solutions to environmental justice issues; and (5) serve as a platform for advocating
and demonstrating innovation in government at all levels.
The demonstration projects and their associated partnerships are voluntary. The diverse
underlying interests of the many parties involved (e.g., resolution of longstanding disputes,
serving as a good corporate citizen, and improving environmental quality) create a sufficient
basis and motivation for collaborative problem-solving. From a federal perspective, these
demonstration projects encourage better leveraging of existing federal resources through
improved coordination among agencies, and increased community and other stakeholder
participation.
To date, these 15 demonstration projects have accomplished a wide range of successes, including
the following:
Establishing strong working partnerships of more than 150 organizations and 11
federal agencies;
Securing commitments of more than $15 million in public and private funding to
address issues ranging from children's health to economic revitalization;
Augmenting existing brownfields redevelopment initiatives to fully meet quality-of-
life and economic development needs in diverse communities;
Using innovative approaches to foster local capacity- and partnership-building through
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Environmental Justice Collaborative Model 3
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reliance upon community and faith-based organizations, development of community-
based planning and vision, and leveraging of existing resources;
Using alternative dispute resolution and consensus building to address, as appropriate,
cases of conflict or potential conflict;
Addressing children's health concerns in six minority, low-income and tribal
communities; and
Identifying some key elements of a systematic model for holistic, integrated, and
collaborative problem-solving.
Environmental Justice
Demonstration Projects
) Annette Islands
Indian Reserve
Figure 2. Locations of Demonstration Projects
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Background: Executive Order 12898 created the IWG. The Executive Order delineates the
IWG agency responsibilities as follows: "To the extent practicable and permitted by law, and
consistent with the principles set forth in the report on the National Performance Review,
each federal agency shall make achieving environmental justice part of its mission by
identifying and addressing, as appropriate,
disproportionately high and adverse human
health or environmental effects of its
programs, policies, and activities on minority
populations and low-income
populations... ."Additionally, the Executive
Order calls for the IWG to "develop
interagency model projects on environmental
Figure 3. Interagency Working Group on
Environmental Justice: Participating Agencies
I Defense Transportation
1 Energy interior
I Health & Human Justice
Commerce
Services
Housing & Urban
Development Agriculture
Labor B EPA
justice that evidence cooperation among agencies." On May 24, 2000, EPA announced that a
group of diverse organizations, confronting protracted environmental justice problems,
committed themselves to working toward solutions through participation in one of 15 national
environmental justice demonstration projects.
Defining the Need: The demonstration projects were needed by communities with
environmental justice issues to provide models of collaborative integrated problem-solving that
can result in long-term improvements in the quality-of-life. The IWG sponsored the
demonstration projects to establish processes that can better target, utilize, and leverage existing
resources. Better interagency coordination is critical to improving the capacity for addressing, at
the local level, the range of interrelated environmental, public health, economic, and social
concerns that typically constitute environmental justice issues. Too often, environmental justice
issues reach the federal government in the form of seemingly intractable, multifaceted, and
multi-layered disputes. By the time environmental justice issues become recognized as such by
the federal government, they tend to: (1) cut across agency jurisdictions or areas of expertise; (2)
involve many stakeholders holding mutually inconsistent perspectives about the nature of the
issues confronting them; and (3) involve parties having longstanding, adversarial relationships.
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Environmental Justice Collaborative Model
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While parties may occasionally resolve their disputes in a win-win manner, through
collaborative and cooperative processes, they do not sufficiently document these "success
stories" or sufficiently disseminate them for others to benefit from their experience.
Traditionally, courts or administrative tribunals decide the cases which become visible, and one
side seems to prevail at the other's expense. While recognizing that all communities and
situations are different, and that collaborative processes are not always appropriate, stakeholders
do not typically explore proactive, collaborative pathways to resolution.
Towards a Solution: The IWG has focused on three activities to foster the emergence of a
coherent collaborative problem-solving model: (1) nurture and promote local demonstration
projects; (2) promote a national dialogue on collaborative models; and (3) identify the elements
of success for developing a coherent collaborative model.
Nurture and promote local demonstration projects: The IWG demonstration
projects foster proactive, collaborative efforts that bring agencies, at all levels of
government, together with diverse stakeholders in impacted communities.
Together at the same table for the first time, in some cases, participants: (1)
better understand each other's perspectives; (2) identify mutual interests and
priorities; and (3) with this boarder and shared view, mobilize existing resources
(i.e., social, human, and financial) for the purpose of creating win-win solutions.
Promote national dialogue on
building collaborative models:
The IWG is promoting a national
dialogue on building collaborative
models to achieve environmental
justice goals. This dialogue is
intended to foster a consensus
among all stakeholder groups
around the appropriate use of a
Figure 4. International City/County Management
Association (ICMA) Forum on Building Collaborative
Models to Achieve Environmental Justice
IWG Status Report - February 2002
Environmental Justice Collaborative Model
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collaborative model. Another goal is to inform all stakeholder groups,
particularly those confronting environmental justice issues, about opportunities
to utilize a collaborative model. IWG members have conducted meetings and
briefings for community, business, industry, faith-based groups, and state, local,
and tribal government partners, and other stakeholders. This sharing of
information and lessons learned has helped to identify potential new partnerships
and build interest in applying a collaborative model.5
Identify elements of success for developing a coherent collaborative model:
The IWG, through the efforts of the EPA Office of Policy, Economics, and
Innovation, is undertaking an evaluation for the IWG collaborative model. This
evaluation is intended to: (1) identify and study critical elements that contribute
to the success of the collaborative problem-solving model in each project; and (2)
analyze the effectiveness of the collaborative problem-solving model and its
constituent elements to optimize performance in the future.
These activities have been instrumental in creating a common understanding of collaborative
models to achieve environmental justice across the gamut of stakeholders. It is important to
create a deeper understanding of the mechanisms involved and to help diverse stakeholders in
impacted communities to understand the value and benefits of this voluntary and cooperative
approach. Without a common understanding of the appropriate use and value of these models,
stakeholders will lack the knowledge they need to overcome historical mistrust and adversarial
relationships.
An Emerging Collaborative Model: The purpose of this section of the report is twofold: (1) to
identify the basic elements common to all the collaborative models which are emerging from the
demonstration projects; and (2) to describe the evaluation of the collaborative model. The IWG
5 The American Indian and Alaska Native Environmental Justice Roundtable (Albuquerque, New Mexico,
August 3-4, 2000) assembled a representative group of American Indians, Alaska Natives, environmental protection
experts, legal scholars, ethicists, tribal elders, religious leaders, cultural specialists, policy experts, and others from
around the country to identify and address the issues associated with environmental justice in Indian Country.
IWG Status Report - February 2002
Environmental Justice Collaborative Model 7
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intends that this two-pronged strategy produce a template that a community-based organization,
academic institution, business or industry, or government, or any other group can utilize as a
collaborative problem-solving model
Elements of Success of Collaborative Model:6 The basic elements common to all the
collaborative models can be grouped into five categories:
Issue Identification and Leadership Formation;
Capacity- and Partnership-Building;
Strategic Planning and Vision;
Implementation; and
Identification and Replication of Best Practices.
The model is dynamic, cyclical, and iterative. Because it is dynamic, several elements may take
place concurrently and recurrently. In addition, new ideas will emerge and new parties will join
in as efforts gain momentum.
Three individual rural townships in
T T^ 4.'r * A T A u- agricultural New Madrid County, Missouri
Issue Identification and Leadership 6 ,,/.,, 7 , ,
approached federal agencies about lead
Formation: Long-standing concerns in the
,, + + ,4 + f f hazards that pose risks to children's health.
impacted community tend to surface from TT , r
Upon hearing of each other s concerns, the
the efforts of one individual or a small
f ,. ., , , .. , , related and they developed a partnership to
group or individuals who are particularly , J ,, ^ r i
leverage resources and benefits of their
active in the community. These concerns
can include "substantive issues" such as
high asthma rates, children suffering lead
poisoning, undesirable land uses, proximity Health Champion Project. [Issue
Identification and Leadership Formation]
of residences to noxious facilities, lack of
exposure, drinking water quality, and pesticide
townships determined that their concerns were
individual and collective knowledge. This
process of learning that they confronted
similar problems led to the establishment of
the New Madrid County Tri-Community Child
6 The elements identified for the environmental justice collaborative model are based upon the experience to date of
the demonstration projects as well as the literature in the field of community development and community building.
These range from Singer, Molly, Righting the Wrong: A Model Plan for Environmental Justice in Brownfields
Redevelopment (Washington, DC: International City/County Management Association, 2001) to the Community
Collaborative Wellness Tool (Washington, DC: Together We Can, 1998). The latter tool provides for five stages,
i.e., 1. Getting Together, 2. Building Trust and Ownership, 3. Strategic Planning, 4. Taking Action, and 5.
Deepening and Broadening the Work.
IWG Status Report - February 2002
Environmental Justice Collaborative Model 8
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parks and recreational areas, and lack of employment opportunities. These concerns also can
include "process issues" such as the need to strengthen public participation, leadership,
improved education of stakeholders, and trust among stakeholder groups to work together.
Depending on the ability of diverse stakeholders in a community to respond collectively ("social
capital"7), and the importance, clarity, and complexity of the concerns articulated, community
organizations and other stakeholders may need assistance to arrive at a common understanding
of these concerns. When these concerns have matured into a salient issue, or a set of issues, the
parties typically elicit the support of a set of initial partners, make an assessment of whether or
not conditions are ripe for collaboration, and crystallize an initial vision of the nature of the issue
and how to address it.
While Latinos in the United States are disproportionately impacted by asthma,
the rates of asthma of Latinos of Puerto Rican descent are greater than Latinos
of Cuban or Mexican descent. In an effort to better understand this
phenomenon, the EPA, U.S. Health Resources Service Administration (HRSA),
Robert Woods Johnson Foundation, andMt. Sinai Medical Center convened an
action-oriented conference in New York. This was followed by a meeting in
Puerto Rico that was cosponsored by EPA, HRSA, the Puerto Rico Department
of Health, and the Asthma Coalition of Puerto Rico. These two meetings were
attended by over 1000 people and led to the formation of a comprehensive
strategy by the Asthma Coalition of Puerto Rico to combat this serious illness.
[Issue Identification and Leadership Formation]
Elements to Foster Issue Identification and Leadership Formation:
Build upon existing leadership and expertise in the impacted communities;
Conduct local education and outreach efforts, fact-finding and assessments;
Involve residents early in identifying concerns and crystallizing issue;
Identify early on potential partners from all stakeholder groups;
7 The term "social capital" was used by Jane Jacobs in her book, The Death and Life of Great American Cities (New
York: Random House, 1961) and was popularized by Harvard sociologist Robert D. Putnam in his book Making
Democracy Work: Civic Traditions in Modern Italy (Princeton: Princeton University Press, 1993). Putnam defines
social capital as the "features of social organization such as networks, norms, and social trust that facilitate
coordination and cooperation for mutual benefit." The World Bank refers to social capital as "not just the sum of the
institutions which underpin a societyit is the glue that holds them together."
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Environmental Justice Collaborative Model 9
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Build upon a strong understanding of community history and practices; and
Assess whether or not conditions are ripe for collaboration.
Capacity- and Partnership-Building:
Capacity- and partnership-building
allow stakeholders to work
cooperatively on issues of mutual
concern and to identify and more
effectively mobilize the resources
needed. Capacity-building needs
differ, depending on stakeholders and
issues. Capacity is the ability of an
individual or organization to undertake
an effort and achieve it effectively. For
example, while community groups may
need support to work effectively with
government agencies, industry-based
stakeholders may require training or
assistance to work effectively with
A facilitator assisted 20 diverse
organizationsboth public and privatein
Barrio Logan, a low-income Latino community in
San Diego, California to design a formal
partnership agreement. Barrio Logan has been
plagued by substandard housing, incompatible
land uses, air pollution, overcrowded schools,
lack of adequate health care and social services,
and high unemployment rates. As an organized
partnership, the organizations are poised to
access and collectively utilize the resources and
skills of all the partners. The partners have
decided to support designation of the community
as a pilot "Urban Village", an initiative which
would bring a major infusion of City of San Diego
planning and infrastructure resources to the
community. In addition, the U.S. Department of
Housing and Urban Development is working with
the City of San Diego to apply for a one million
dollar grant on lead hazard controls for Barrio
Logan. [Capacity- and Partnership-Building]
communities. Well-structured partnerships assemble the needed capacity to resolve issues.
Partnerships involving multiple stakeholder groups, with different strengths and abilities, enable
the participants to match the right tool or ability to the appropriate task.
Elements to Foster Capacity- and Partnership-Building:
Build upon existing organizational capacity in the impacted communities;
Establish dialogue leading to possible partnerships with all relevant
stakeholders/parties, including community, business, and government;
Secure commitments from multiple, appropriate federal, state, local, and tribal
agencies and seek to ensure adequate government coordination, internally, as well
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Environmental Justice Collaborative Model
10
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as with non-government parties;
Foster capacity through training, mentoring, technical assistance, or resource
support;
Provide consensus-oriented facilitation services, where necessary;
Design processes, both formal and informal, to help ensure fair treatment and
meaningful participation of all stakeholders;
Develop processes that help ensure community education and capacity building in
the future; and
Establish processes that allow for inclusion of new partners as they emerge.
Strategic Planning and Vision:
A fundamental premise of the
collaborative model is to link
government, at all levels, with
comprehensive, community-
based planning processes. The
IWG defines "community-based
planning" as a process that
enables a community to identify
its assets, aspirations, needs, and
limitations with sufficient clarity
to then apply and leverage its
resources (e.g., technical,
Re-Genesis, a community-based organization, worked
with its 1400 members to create a comprehensive vision
for cleaning up and revitalizing their communities of
Arkwright and Forest Park in Spartanburg, South
Carolina. Re-Genesis mobilized all parties to address the
environmental and health issues, initially through cleanup
efforts and more recently through revitalization plans.
Benefits envisioned include housing, technology and job-
training centers, a greenway, and a health clinic. The
local government, Chamber of Commerce, and federal
elected officials are working with Harold Mitchell,
President of Re-Genesis, to turn this vision into reality.
Recently, Re-Genesis and a local chemical facility
entered into a formal facilitation process to resolve their
differing visions for future land use in the area.
[Strategic Planning and Vision]
organizational, and financial) consistent with one plan to make meaningful and quantifiable
progress toward achieving the plan's stated goals.
Elements to Foster Strategic Planning and Vision:
Facilitate articulation of, and build upon, community vision of its aspirations;
Determine community assets (e.g., technical, financial, social, cultural, natural
resources) and deficits (e.g., environmental conditions, infrastructure,
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Environmental Justice Collaborative Model
11
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unemployment);
Utilize different tools for incorporating comprehensive community planning into
project (e.g., Geographic Information Systems, planning charettes);
Identify, target and leverage assets from all sources (e.g., community,
government, industry, academia); and
Reinforce community values while building human and social capital and
entering implementation phase.
Executive Director Mary Nelson's motto for Bethel New Life, a faith-based community
development corporation, is "turning environmental liabilities into community assets and
opportunities. " Having identified contaminated properties in the abandoned industrial
neighborhood of West Garfield in Chicago, Illinois, she is leading the effort to bring
innovative, energy efficient, environmentally friendly technology to the development of a
major mixed-use development. The project will be located at a major transit stop that will
provide the surrounding community with convenient access to the local rail line. This effort
will provide the community with a child development center, medical clinic, bank, drug store,
and other commercial spaces. [Strategic Planning and Vision]
Implementation: Realizing a vision to
address identified issues requires well-
defined objectives, timelines and action
plans. All partners must articulate and
follow through commitments, even
voluntary commitments, for the project to:
(1) address the identified issues
thoroughly; (2) strengthen and maintain
partnerships; and (3) realize the shared
goals.
Elements to Foster Implementation:
Develop strategies tailored
to communities' assets and
The Metlakatla Indian Community Master
Plan envisions the cleanup, restoration, and
reuse of the Metlakatla Peninsula in
southeastern Alaska. To implement this
master plan, Tribal Environmental
Coordinator Jeff Benson's task was to
investigate the extent of environmental
pollution. Starting out with his pickup truck
as the tribe's environmental office, Benson
and environmental engineer Callie Ridolfi
identified and mapped 8 7 contaminated sites
requiring cleanup at several formerly used
defense facilities and a government
operated airfield. They found extensive soil
contamination around some of the fuel
storage sites, the existence of open dumps,
and contamination at building sites at these
facilities. Their efforts resulted in federal
designation of the Metlakatla Indian
Community as a National Brownfields
Showcase Community. [Implementation]
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Environmental Justice Collaborative Model
12
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deficits;
Design projects to meet the strength of partnerships, resources and the capacity of
the partners;
Produce clearly defined, well thought-out action plans;
Identify, nurture, and promote collaborations with win/win scenarios;
Identify and build upon small successes;
Ensure clear commitments on the part of all partners.
Ensure resolution of conflicts or potential conflicts through use of alternative
dispute resolution;
Cluster and order tasks to promote efficient use of time and resources;
Develop methodology to measure and evaluate the impact on community and
stakeholder conditions as projects are undertaken;
Add to and strengthen partnerships as new issues and relationships are
understood; and
Build community and organizational capacity through implementation to
facilitate next phase.
Community-based organizations in heavily congested New York City neighborhoods are
suffering from poor air quality resulting in high rates of respiratory illnesses. These
organizations are working with city, state and federal agencies to have government vehicles
converted to use of cleaner fuels in their neighborhoods. This has resulted in a commitment
by the US Postal Service of $1.93 million to pur chase 55 electric and natural gas vehicles.
The project partners have successfully leveraged the benefits of pollution reduction by
placing the clean fuel vehicles where they are needed most. [Implementation]
Identification and Replication of Best Practices: Key to deepening and sustaining the work is
the ability to sum up progress in quantitative, qualitative, institutional, and social terms and to
incorporate lessons learned into a continuous process. Lessons learned need to be shared not
only with the project community, but also with other communities and stakeholders so that best
practices can be replicated broadly.
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Environmental Justice Collaborative Model 13
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As a result of the knowledge gained from the initial East St. Louis demonstration project, the
scope of the project has expanded beyond lead testing and abatement to developing a
partnership with area Brownfields efforts. East St. Louis was selected to be a National
Brownfields Showcase Community. The natural synergies between the environmental justice
and brownfields issues has led to a multi-pronged strategy around improved health,
economic development and overall quality of life. [Identification and Replication of Best
Practices]
Elements to Foster Identification and Replication of Best Practices:
Clearly define measures of success of project objectives, process, outputs,
institutional effects, and quality-of-life results;
Understand and evaluate, from different stakeholder perspectives, indicators used
to measure success;
Develop a "template" for successful collaborative models, based on experience in
specific community;
Develop mechanisms to integrate the lessons into future efforts as new issues and
challenges are identified; and
Share, publish, and disseminate experiences and lessons learned.
Evaluation of Environmental Justice Collaborative Model: The EPA Office of Policy,
Economics and Innovation (OPEI) is conducting an evaluation of the IWG environmental justice
collaborative model. The evaluation will be based upon case studies of selected demonstration
projects. The evaluation will:
(1) identify and study critical elements that contribute to the success of the
collaborative problem-solving model in each project; and
(2) analyze the effectiveness of the collaborative problem-solving model
and its constituent elements to optimize performance in the future.
This evaluation will provide information to create more effective and efficient applications of a
collaborative model in the future. As illustrated below, OPEI will analyze each project using the
IWG Status Report - February 2002
Environmental Justice Collaborative Model 14
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following project "logic," in terms of: (1) objectives; (2) process; (3) outputs; (4) institutional
effects; and (5) environmental and other outcomes.8
Objectives -» Process -> Outputs -» Institutional Effects -> Environmental Outcomes*
t t
External Factors
* "Environmental outcomes" include environmental, public health, social, and quality of life outcomes.
Figure 5. Collaborative Model Evaluation Process
The following tables provide examples of how the above project logic will be applied.
X
§
i
1
a
o
w
I
Objectives
Build capacity of
residents to address
EJ issues by
conducting lead
screening and
abatement in
distressed
community.
1
1
Are the project
objectives clear
to all participants?
Process
Federal partners
will work with
local government,
health care and
educational
institutions, and
neighborhood
organizations to
achieve objectives.
1
1
Was a process in
place to allow for
effective
coordination?
Outputs
Identify areas of
high risk for lead
exposure in East
St. Louis, conduct
community educa-
tion, abate lead in
soil, and identify
opportunities for
beneficial reuse of
land.
Did the project
perform its stated
objectives?
Institutional Effects
Greater
cooperation will
emerge between all
stakeholders.
1
1
Did greater
cooperation emerge
among all
stakeholders?
Environmental and
Other Outcomes
Youth protected
from
environmental
contaminants.
1
1
What percentage
of youth was
protected from
lead as a result
of the project?
Figure 6. Identifying Measures and Key Questions Using a Project Logic for the East St.
Louis Demonstration Project
8 By "environmental outcomes", we are referring to "environment" in the broader sense, including environmental,
public health, social, and quality of life outcomes.
IWG Status Report - February 2002
Environmental Justice Collaborative Model
15
-------
To arrive at truly win-win scenarios for all stakeholders, evaluation will have to take into account
the greatly varied perspectives held by the stakeholders involved in any project.
Through analysis at each phase, the projects will be evaluated to determine how the stakeholders' goals
are being met. This can be illustrated as follows:
Objectives -> Process -> Outputs ->
t t t
Stakeholder Stakeholder Stakeholder
Perspective Perspective Perspective
Perspective
Institutional Effects -> Environmental Outcomes*
t t
Stakeholder Stakeholder
Perspective
* "Environmental outcomes" include environmental, public health, social, and quality of life outcomes.
Figure 7. Understanding Stakeholder Perspectives
CA
i
o>
s
1
s*
3
Objectives
Build capacity of
residents to
address EJ issues
by conducting lead
screening and
abatement in
distressed
community.
1
1
How satisfied are
stakeholders with
the project
objectives? Are
these the right
objectives?
Process
Federal partners
will work with
local government,
health care and
educational
institutions, and
neighborhood
organizations to
achieve objectives.
1
1
How satisfied are
participants with
the coordination
between
stakeholders?
Outputs
Identify areas of
high risk for lead
exposure in East
St. Louis, conduct
community educa-
tion, abate lead in
soil, and identify
opportunities for
beneficial reuse of
land.
1
1
How satisfied are
stakeholders with
the project
activity? Are these
the right activities?
Institutional Effects
Greater
cooperation will
emerge between all
stakeholders.
1
1
What was the
effect of multi-
stakeholder
collaboration?
Environmental and
Other Outcomes
Youth protected
from
environmental
contaminants.
1
1
Are the outcomes
sufficient to
address the
underlying
issues?
Figure 8. Understanding Stakeholder Perspectives in the East St. Louis EJ
Project
IWG Status Report - February 2002
Environmental Justice Collaborative Model
16
-------
OPEI will produce a report based upon case studies of selected projects by early 2002. Lessons
learned will be used to better design, implement, evaluate, and promote future collaborative
problem-solving efforts.
Conclusion: The desire and commitment of the more than 150 parties and 11 federal agencies to
participate in the national environmental justice demonstration projects underscores the potential
to create a problem-solving methodology capable of addressing environmental justice issues. While
we are cognizant that not all environmental justice issues are good candidates for collaborative
processes, progress to date has shown that in a short period of time the demonstration projects have
achieved measurably improved conditions through locally organized cooperative efforts. Although
the circumstances of each project and the issues to be addressed are different, the shared elements
used to achieve progress in meeting goals suggests that an underlying, replicable model for
integrated, collaborative problem-solving can be identified.
Indeed, the set of environmental, economic, public health and social concerns known as
environmental justice issues are perhaps some of the most complex challenges to the nation. More
than two decades of experience has shown that no one group can achieve its goals alone because in
most cases the success of one stakeholder group is dependent on the success of others. It, therefore,
gives all stakeholders in the environmental justice dialogue great hope that the vision of a
collaborative problem-solving process has progressed to the point where successful partnerships are
mapping their contours. This will go a long way toward making the potential for collaborative and
constructive problem-solving a reality for all communities.
IWG Status Report - February 2002
Environmental Justice Collaborative Model 17
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APPENDIX I
FEDERAL INTERAGENCY WORKGROUP ON ENVIRONMENTAL JUSTICE
KEY CONTACTS
AGENCY
US EPA/OEJ
DOC/NOAA
DOD
DOE
DOJ
DOI
DOI/BIA
NAME
Charles Lee
Associate Director, OEJ
Policy, Interagency Liaison
Environmental Protection Agency
Roan Conrad
Director
Office of Sustainable Development
and Intergovernmental Affairs,
National Oceanic and Atmospheric
Administration
Department of Commerce
Len Richeson
Environmental Protection Specialist,
Office of the Deputy Under
Secretary of Defense
Department of Defense
Melinda Downing
Environmental Justice Program
Manager
Office of Environmental
Management
Department of Energy
Quentin C. Pair
Attorney
Environmental Enforcement Section
Department of Justice
Willie R. Taylor
Director
Office of Environmental Policy and
Compliance
Department of Interior
Clifford Mahooty
Environmental Engineer and
Environmental Justice Coordinator
Bureau of Indian Affairs,
Department of Interior
TELEPHONE
202/564-2597
Fax: 202/501 -11 63
202/482-3384
Fax: 202/482-2663
703/604-0518
Fax:703/607-4237
202/586-7703
Fax: 202/586-0293
202/514-1999
Fax: 202/514-0097
202/208-3891
Fax: 202/208-6970
505/346-7223
Fax: 505/346-2543
E-MAIL
lee.charles@epa.gov
roan .con rad@noaa.gov
len.richeson@osd.mil
melinda.downing@em.doe.gov
quentin.pair@usdoi.gov
willie tavlor@ios.doi.gov
cliffmahootv@bia.qov
IWG Status Report - February 2002
Environmental Justice Collaborative Model
19
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APPENDIX I
FEDERAL INTERAGENCY WORKGROUP ON ENVIRONMENTAL JUSTICE
KEY CONTACTS
AGENCY
DOL
DOT
HHS/ATSDR
HHS/NIEHS
HUD
OMB
US DA/US
Forest
Service
CMS
NAME
Babette D. Williams
Environmental Justice Coordinator
Office of the Assistant Secretary
Department of Labor
Marc Brenman
Senior Policy Advisor for Civil Rights
Federal Highway Administration
Department of Transportation
Rueben Warren
Associate Administrator for Urban
Affairs, ATSDR
Health and Human Services
Charles Wells
Director
Environmental Justice, Health
Disparity and Public Health
National Institute of Environmental
Health Sciences
Health and Human Services
Antoinette G. Sebastian
Senior Community
Environmental Planner,
Office of Environment and
Energy
Housing and Urban Development
Carol Dennis
Senior Attorney
Environment Branch
Office of Management and Budget
Robert Ragos
Title VI & Related Program Manager,
USFS
US Department of Agriculture
David Miller
Environment Sector Specialist
Corporation for National and
Community Service Agency
TELEPHONE
202/693-5910
Fax: 202/693-5960
202/366-1119
Fax: 202/366-9371
404/498-0111
Fax: 404/498-0087
301/496-2920
Fax: 301/496-0563
202/708-0614 x4458
Fax: 202/ 708-3363
202/395-4822
Fax: 202/395-5836
202/205-0961
Fax: 202/690-2510
202/606-5000 x.491
Fax: 202/208-4151
E-MAIL
williams-babette@dol.qov
marc.brenman@ost.dot.qov
rcw4@cdc.qov
wells1@niehs.nih.qov
antoinette sebastian@hud.qov
cdennis@omb.eop.qov
rraqos@fs.fed . us
dmiller@cns.qov
IWG Status Report - February 2002
Environmental Justice Collaborative Model
20
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Table of Contents
Re-Genesis: Cleanup and Revitalization through Collaborative Partnerships, Arkwright and
Forest Park Community
Spartanburg, South Carolina 23
Protecting Community Health and Reducing Toxic Air Exposure through Collaborative
Partnerships in Barrio Logan
San Diego, California 26
Metlakatla Indian Community Unified Interagency Environmental Management Task Force
Annette Island, Alaska 29
Protecting Children's Health and Reducing Lead Exposure through Collaborative Partnerships
East St. Louis, Illinois 31
New Madrid County Tri-Community Child Health Champion Campaign
New Madrid County, Missouri 34
New York City Alternative Fuel Vehicle Summit
New York, New York Lead Agency: Department of Energy 37
Addressing Asthma in Puerto Rico-A Multifaceted Partnership for Results
Puerto Rico 39
Bridges to Friendship: Nurturing Environmental Justice in Southeast and Southwest
Washington
Washington, DC 42
Bethel New Life Power Park Assessment
Chicago, Illinois 45
Camden-City of Children Partnering for a Better Future
Camden, New Jersey 47
Easing Troubled Waters: Ensuring Safe Drinking Water Sources in Migrant Farm Worker
Communities in Colorado
State of Colorado 49
Environmental Justice and Public Participation Through Technology:
Defeating the Digital Divide and building Community Capacity
Savannah, Georgia & FortBelknap, Montana 51
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Environmental Justice Collaborative Model 21
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Oregon Environmental Justice Initiative
Portland and Rural Communities, Oregon 54
Greater Boston Urban Resources Partnership: Connecting Community and Environment
Boston, Massachusetts 56
Environmental Justice in Indian Country: A Roundtable to Address Conceptual, Political and
Statutory Issues
Albuquerque, New Mexico 58
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Environmental Justice Collaborative Model 22
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Re-Genesis: Cleanup and Revitalization through Collaborative
Partnerships, Arkwright and Forest Park Community
Spartanburg, South Carolina Lead Agency: Environmental Protection Agency
The project has enabled Re-Genesis, a community-based organization in the Arkwright/Forest Park
area of Spartanburg, South Carolina, to establish a broad and dynamic public-private partnership to
foster identification, inventory, assessment, cleanup and redevelopment of contaminated sites. The
project committee, which is chaired by Re-Genesis, the City of Spartanburg and the County of
Spartanburg, consists of many federal agencies, business and industry, non-governmental
organizations, academic institutions, South Carolina Department of Health and Environmental
Control, and elected officials. It is engaged in a process of stakeholder education, structured
dialogues, and planning charettes to create short- and long-term development strategies.
The City of Spartanburg, South Carolina has a population of 43,687. Approximately 53 percent of
the population is white and 46 percent is African American. The target area Arkwright/Forest Park
on the south side of the cityhas a 96 percent African American population. The target community
is within a one-quarter-mile radius of two Superfund sites. Other local areas of concern include an
abandoned textile mill, an operating chemical plant, two dumps, and several suspected illegal
disposal areas. These properties have brought concerns about public safety, blight, health, and the
environment for some time. The area has not enjoyed any substantial commercial development for
years, and the vast majority of normal retail needs are not within close proximity.
Re-Genesis, an active, community-based group with
establishing partnerships to address local
environmental and health issues as well as .
revitalization. Numerous community meetings and
forums have been conducted. Although these
partnerships focused initially on cleanup issues
(two abandoned toxic sites have been
environmentally assessed since 1998 and one site
has undergone a $1 million voluntary cleanup),
current plans represent renewed hopes for
revitalization. Proposed revitalization will include
housing, technology and job-training centers, and a
health clinic. The county has received a $20,000
EPA environmental justice grant, a $100,000 EPA
Superfund Redevelopment Initiative grant, and an
EPA Brownfields Pilot Grant. The community also
has received financial assistance support through
the efforts of Senator Ernest Hollings' office. In
addition, Representative Jim DeMint has expressed
interest in providing support. The Ford Foundation
is planning to support to local leadership
development and evaluation efforts. Through a
collaborative effort, the groups will be able to
1,400 members, has taken the lead in
WHERE IS THE
PARTICIPATING
COMMUNITY?
The City of Spartanburg, South
Carolina has a population of 43,687.
Approximately 53% of the population
is white and 46% is African American.
The target area, Arkwright/Forest Park
on the south side of the city, has a 96%
African American population.
IWG Status Report - February 2002
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23
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
avoid redundancy and maximize the use of private monies and public grant dollars to best help this
environmental justice community.
Intended Project Benefits
Creation of housing, a technology center, a regional health clinic, and a job training center.
Education of stakeholders in the fundamentals and impacts of brownfields cleanup and
redevelopment.
Development of greater understanding and trust among diverse stakeholders to result in more
effective targeting and leveraging of resources.
Building of local commitment and partnerships for beneficial community redevelopment.
Education of the partnership on sustainable reuse tools and cleanup funding mechanisms.
Lay the foundation for re-examining future development and growth.
Facilitation of job training efforts.
Continuation of the development of recommendations for a revitalization process through
structured dialogues and facilitated charettes.
Project Milestones
Establish broad based public-private partnership established, chaired by Re-Genesis, City of
Spartanburg, and County of Spartanburg.
Begin cleanup of two Superfund sites and other contaminated industrial properties.
Create, using planning charettes, a well articulated community vision of redevelopment and
revitalization, to include housing, technology & job-training center, green way development,
and health clinic.
Commitment to providing assistance in addressing transportation, housing, health, and energy
concerns from federal agencies, including: Environmental Protection Agency; Department of
Transportation; Department of Housing and Urban Development; National Institute for
Environmental Health Sciences; Agency for Toxic Substances and Disease Registry; and
Department of Energy.
Plan facilitated conflict resolution with industrial firms.
Secure commitments of more than $1 million in federal-private funding, including the Ford
Foundation.
Lessons Learned
This project demonstrates the importance of dynamic local leaders who have the talent,
willingness and perseverance to build collaborative relationships with all parties to engage in
constructive problem-solving. Because of this, the local community-in partnership with local
city and county officials-has developed a well articulated vision of holistic community
revitalization. Providing support for and nurture of such local leaders is a critical component for
successful development of collaborative models to address environmental justice issues. Part of
that support is providing a framework around which such leaders can operate. For example, the
IWG demonstration project provides a vehicle for bringing together needed governmental
agencies at all levels, business and industry, non-governmental organizations and other local
leaders around the common goal of bettering the environment, economy, and quality of life of
the Arkwright/Forest Park communities. The work of Re-Genesis has now been recognized by
many, including an EPA Environmental Merit Award.
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Environmental Justice Collaborative Model 24
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Partners
Re-Genesis; City of Spartanburg; County of Spartanburg (Community and Economic Development
Division, Transportation Planning); First Federal Bank; First South Bank; South Carolina
Department of Health and Environmental Control; South Carolina Economic Development
Administration; Spartanburg
Development Council; University of South Carolina; Vigindustries/International Minerals and
Chemical Corporation; Wachovia Bank, Senator Ernest Hollings; Representative Jim DeMint
Environmental Protection Agency; Department of Transportation; Department of Housing and Urban
Development; Department of Energy; National Institute for Environmental Health Sciences; Agency
for Toxic Substances and Disease Registry.
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Environmental Justice Collaborative Model 25
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Protecting Community Health and Reducing Toxic Air Exposure
through Collaborative Partnerships in Barrio Logan
San Diego, California Lead Agency: Environmental Protection Agency
The project seeks to identify, mobilize and coordinate federal, state, local and community
resources to improve air quality, and community and public health-especially children's
health-in the Barrio Logan community of San Diego, California. As a result of a facilitated
partnership agreement process, twenty community, business, academic and governmental
organizations formally agreed to form a partnership. These organizations agreed on three goals:
(1) Reduce exposure of residents to air pollution, (2) Reduce incompatible land uses in Barrio
Logan and Logan Heights, and (3) Improve children's health by improving the ambient
environment, as well as reducing exposure of children to health risks within the home, schools,
and the community. The project partners have agreed that their efforts will be action-oriented
and focus on solving problems.
The residents of Barrio Logan in San Diego, California are 85% Latino and 40% of households
there have incomes below the state's poverty level. The community borders an industrial area on
San Diego Bay and is considered to have some of the worst air pollution in San Diego County.
Barrio Logan is plagued by substandard housing, overcrowded schools, inadequate health care
and social services, and high unemployment. Criss-crossed by two major freeways, this
community receives several million pounds of toxic air pollutants each year from numerous
waste storage facilities, large shipyards, naval installations, and small industries situated next to
homes. The high incidence of diagnosed and probable
asthma (20% in Barrio Logan compared to a national
average of 7%) and other respiratory illnesses in children
here may be related to poor air quality. The respiratory
health hazard index projected from the EPA Cumulative
Exposure Project for the area is up to 200 times higher
than acceptable standards.
The project partners include the Environmental Health
Coalition (EHC), US Environmental Protection Agency
(EPA), California Air Resources Board (CARB),
California Department of Transportation (CalTrans),
National Institute for Environmental Health Sciences
(NIEHS), US Department of Housing and Urban
Development (HUD), Mercado Tenants Association,
City of San Diego, County of San Diego, University of
Southern California (USC), American Lung Association
(ALA), San Diego Unified School District, Inner City
Business Association (ICBA), Southwest Marine, Inc.,
Logan Heights Family Health Center, San Diego
Housing Commission, Port of San Diego, and National
Steel and Shipbuilding Company (NASSCO).
The project builds upon the many year efforts of local
residents and the Environmental Health Coalition to
bring attention to and address the above three issues.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The community of Barrio Logan
and the surrounding areas have a
population that is 85% Latino.
Forty percent of these residents
are living below the State's poverty
level. The community borders an
industrialized portion of the San
Diego Bay area and is considered
to be one of the most polluted
communities in the county.
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Environmental Justice Collaborative Model
26
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Many working collaborations have emerged, such as the partnership between EHC and USC to
conduct clinical studies to substantiate anecdotal accounts of the high rate of asthma in Barrio
Logan. More recent activities by CARB around air monitoring and children's health provided an
important new dimension to these efforts. Air monitoring data is being provided to the
community from a CARB air sampling station positioned at a local middle school. CARB plans
to duplicate this effort in other low-income, minority communities in California. New
organizations to the partnership, such as ICBA, the City of San Diego's Planning and Review
Section and HUD represent opportunities in Barrio Logan for pollution prevention, source
reduction of hazardous waste, lead testing and abatement, and better land use practices.
Intended Project Benefits
Building of community capacity and skills to understand environmental impacts on their
health and how to effectively deal with local, state, and federal authorities to change
their communities and environment.
Encouragement of local, state, and federal authorities to more aggressively inspect,
regulate, and enforce environmental laws in the large shipyards and small businesses that
are located right next to residential areas.
Identification of major pollutant sources in Barrio Logan and help the community/local
authorities reduce or eliminate these sources. For instance, Barrio Logan is working with
all industries in the area to implement pollution prevention strategies and/or relocation to
industrial zones. Also, trucks should be rerouted from going through the Barrio Logan
community to prevent diesel, dust and other particulate exposure to residents.
Showing a reduction in school absenteeism and clinical visits for asthmatic children
living in Barrio Logan.
Identification of a process to allow local communities to have a meaningful voice in
selecting their community for the city's redevelopment effort.
Project Milestones
Facilitation (i.e., the process of using a facilitator) has resulted in formal partnership
agreement between 20 organizations.
Designation of Barrio Logan as model in new Neighborhood Assessment Program by
California Air Resources Board (CARB) .
Selection of Barrio Logan as one of six monitoring locations for the Children's Health
Protection study areas made by CARB.
Continuation of the four-year study by the Environmental Health Coalition/USC/Logan
Family Clinic partnership to develop community asthma and air quality profile under an
NIEHS Environmental Justice Grant.
Identification of ways to address transportation issues related to poor air quality has been
agreed to y Cal Tran.
Continuation of the "Open Airways and Tools for Schools" asthma education program by
American Lung Association.
Continuation of the mobilization of resources through the project include: NIEHS four-
year grant to EHC, USC and Logan Heights Family Health Center ($600,000), CARB
Neighborhood Assessment Project ($500,000 to date), EPA Open Airways and Tools for
Schools ($100,000), ICBA ($200,000).
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Environmental Justice Collaborative Model 27
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Completion of a website for the project.
Application for $1 million grant on lead hazards control for Barrio Logan is made by the
City, with assistance from HUD.
Preparation for a Pollution Prevention Workshop for all Barrio Logan autobody repair
shops by CalEPA working with ICBA.
Consideration of Barrio Logan for the Mayor's new Urban Village program.
Lessons Learned
A well conducted facilitation process can result in enormous benefits. In the case of Barrio
Logan, it was capable of creating a "win-win" scenario by combining a community-driven
process with the many interests and resources of other parties-both private and public. This is
not necessarily easy and requires a highly skilled facilitator who has a keen grasp of the
community, the parties involved, and the issues. A formal partnership agreement has been
developed, which can serve as a model for other areas. As a result of the facilitation, the
organizations agreed to a collective process that includes a range of commitments ranging from
sharing data and information, identify existing and additional resources, to resolving conflicts in
a positive and constructive way. They made a commitment to think creatively about how to
make a difference in the health and well-being of the Barrio Logan community.
Having created a framework that is well informed by community concerns, this partnership is
well positioned to more effectively target, complement, mobilize, leverage and utilize
organizational capacities and resources that the Barrio Logan community sorely needs.
Moreover, it has brought to the table new partners and resources of which many had heretofore
been unaware. These include the Inner City Business Association and the U.S. Department of
Housing and Urban Development. HUD recently announced that it was working with the City of
San Diego, Environmental Health Coalition and MAAC to apply for the Lead Hazard Control
Grant program, which could bring up to $1 million to aid in reducing and/or eliminating lead-
contaminated dust and soil in private homes in Barrio Logan.
Partners
Environmental Health Coalition (EHC), US Environmental Protection Agency (EPA), California
Air Resources Board (CARB), California Department of Transportation (CAlTrans), National
Institute for Environmental Health Sciences (NIEHS), US Department of Housing and Urban
Development (HUD), Mercado Tenants Association, City of San Diego, County of San Diego,
University of Southern California (USC), American Lung Association (ALA), San Diego
Unified School District, Inner City Business Association (ICBA), Southwest Marine, Inc., Logan
Heights Family Health Center, San Diego Housing Commission, Port of San Diego, National
Steel and Shipbuilding Company(NASSCO), Southwest Marine, Inc., and others.
IWG Status Report - February 2002
Environmental Justice Collaborative Model 28
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Metlakatla Indian Community
Unified Interagency Environmental Management Task Force
Annette Island, Alaska Lead Agency: Department of Defense
This project has resulted in the formation of a partnership of federal, tribal and local government
agencies and organizations to address areas of contamination and to develop and implement the
Metlakatla Indian Community (MIC) Master Plan. The Master Plan will address land use, areas
of contamination and future development of the Metlakatla Peninsula. The Annette Islands
Indian Reserve is located in southeast Alaska, approximately 20 miles south of Ketchikan. This
reserve has been the home of the MIC since 1887, and is the only Indian reserve in Alaska. The
U.S. government currently holds this land in trust for the tribe.
Government activities on this land began in 1940 with the lease of 12,783 acres to the
Department of War for building a World War II defense base; establishing a minor U.S. Navy
base; establishing a major U.S. Coast Guard (USCG)
base; creating a U.S. Air Force ballistic missile early
warning system complex; and installing a U.S. Army
radar/communication system. The Federal Aviation
Administration (FAA) assumed 4,880 acres of lease
property and ownership of most of the facilities after
1949, and operated Annette Island Airport until the
nearby Ketchikan International Airport displaced it in
1973. The USCG continued to use the Annette airport
until relocating to Sitka in 1977. The government
stored a combined total of more than one million
gallons of fuel at several sites on the island. Today,
extensive soil contamination exists around some of
these fuel storage sites. The existence of numerous
open dumps, formerly used by federal agencies, pose an
environmental and community health risk. In addition,
lead, asbestos, and oils containing polychlorinated
biphenyls (PCBs) have been found at building sites
formerly leased by the government where abandoned
government vehicles, airplane parts, drums, and other
wastes now sit. To date, five federal agencies
(Department of Defense, Bureau of Indian Affairs,
Federal Aviation Administration, Environmental
Protection Agency, and U.S. Coast Guard) have been
involved in investigation and cleanup of contamination
on the Reserve.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The Annette Islands Indian Reserve
is located in southeast Alaska,
approximately 20 miles south of
Ketchikan. This reserve has been
the home of the MIC since 1887 and
is the only Indian reserve in Alaska.
The U.S. Government currently
holds this land in trust for the tribe.
Intended Project Benefits
Establishment of collaborative relationships between tribal and federal officials.
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Environmental Justice Collaborative Model
29
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Development and implementation of a Master Plan for cleanup, restoration, and reuse of
the Metlakatla Peninsula.
Mitigation of environmental impacts in support of the Metlakatla Indian Community
Master Plan.
Protection of the customary and traditional use of food resources.
Building of tribal capacity to manage and conduct environmental programs.
Availability of federal technical assistance as needed.
Promotion of economic growth through the tourism and commercial fishing industries.
Project Milestones
Establishment of collaborative relationships between tribal and federal officials.
Securing active participation of all federal agencies with cleanup liability in the task
force.
Collaboration of MIC and federal agencies to clearly define the Tribe's vision for their
community and find cooperative approaches to conduct cleanup activities among the
federal agencies.
Setting of common operating principles for this collaboration has been established,
including emphasis on communications and support of local capacity building in form of
local hiring and training where appropriate.
Commitment of $2.5 million in FY2001 for site assessment work by DoD.
Coordination and establishment of IP A positions to MIC for the Environmental Justice
Demonstration Project and the recently designated Brownfields Showcase Community
grant.
Lessons Learned
Participants view the building of a cooperative relationship among federal agencies and the MIC
tribal government to be a strength of the project. The tribe will benefit through the ultimate
cleanup of their lands, and will take an active part in the cleanup activities, resulting in new jobs
in the community. Federal agencies will make greater cleanup progress because they will know
better the concerns and priorities of the tribe, and can resolve response issues within the context
of an interagency task force. Close coordination is the most essential element for success. This
however takes a great deal of time and effort to achieve. Working with a geographically remote
Tribe in Alaska requires great diligence and sensitivity to cultural, historical and legal issues.
When projects such as this one are put together without a long-term commitment, and the active
participation of all parties, coordination suffers. An important milestone is establishment of a
set of common operating principles for this collaboration. It becomes harder to mobilize efforts
and existing resources needed by the tribe.
Partners
Metlakatla Indian Community, US Department of Defense (Army Corp of Engineers), US
Department of Interior (Bureau of Indian Affairs), US Environmental Protection Agency, US
Department of Transportation (Federal Aviation Administration, US Coast Guard).
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Protecting Children's Health and Reducing Lead Exposure
through Collaborative Partnerships
East St. Louis, Illinois Lead Agency: Environmental Protection Agency
Community groups, local hospitals, federal, state and local agencies in East St. Louis and St.
Clair County are collaborating to implement a comprehensive strategy to improve children's
health by reducing lead poisoning. The project is addressing both lead based paint hazards and
uncontrolled lead releases to surface soil. Removal actions, where necessary, will promote
opportunities for redevelopment in neighborhoods and eliminate illegal dumping.
The St. Clair County region of Illinois is an area that is littered with idled smelters, junkyards,
and defunct industry. It has numerous abandoned, contaminated lots that serve as play areas for
the communities' youth and as illegal dumping havens. This project targets East St. Louis and
other communities in St. Clair County, Illinois, including Brooklyn, Alorton, Centerville, and
Washington Park. Air pollution has been a major problem due to the fact that St. Louis
Metropolitan Area exceeds EPA's limit on the amount of smog in the air. In addition, when
children living in East St. Louis were tested for lead poisoning, there were four times as many
children with lead poisoning than in the surrounding communities, and the rate of lead poisoning
was four times higher than the national average.
Another recurring and severe problem in the region is
flooding. The drainage systems currently in place were
originally constructed to drain agricultural land, not to
convey runoff from stormwater in residential and
urbanizing areas. The region has a combined sewer and
stormwater system that is deteriorating. Impermeable
surfaces (e.g., roads and parking lots) have increased the
volume of water running into streams and rivers, and
pollution from lead, oil, gasoline, and other products on
these surfaces is carried directly into local water bodies.
As wetlands and forested areas are paved, flooding
continues to become even more severe.
Sixty-five percent of the population of East St. Louis is
low-income compared with a state average of 27 percent,
and 98.6 percent of the population is minority compared
to a state average of 25 percent. The surrounding
communities (Brooklyn, Alorton, Centerville, and
Washington Park) have similar demographics.
WHERE IS THE
PARTICIPATING
COMMUNITY?
Sixty-five percent of the population
of East St. Louis. Illinois is low-
income compare to the State average
of 27% and 98.6% is minority, while
the State average is 25%. The
surrounding communities (Brooklyn,
Alorton, Centerville, and Washington
Park) have similar demographics.
Intended Project Benefits
Improvement of children's health by reducing lead poisoning through comprehensive
strategy.
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Characterization of blood lead levels in infants, pre-school, children in K-8 grades and
pregnant mothers.
Availability of appropriate medical care service referrals for cases of high lead blood
content.
Determination of lead-based paint hazards and need for remediation throughout the
county.
Assessment of uncontrolled lead releases to surface soils in residential and school yards
and parks.
Performance of housing rehabilitation along with landscaping efforts and weatherization.
Completion of site assessments on abandoned lots and follow-up with removal actions
and demolition activities when necessary.
Assistance in building community capacity to recognize lead hazards and ways to reduce
the threats to children's health as well as avenues to better communication and
environmental decision-making.
Promotion of a healthy environment for the environmental justice community by offering
a greater avenue for residents to become more involved in environmental issues in their
community.
Carrying out of public meetings, availability sessions, outreach parties; distribution of a
quarterly newsletter; and participation in neighborhood and church meetings.
Project Milestones
Leveraging of more than $4 million in funding support from several federal agencies,
including HUD, EPA, USACE, and USDA.
Screening of over 3,000 children ages 0-12 for blood lead.
Initiation of sampling and mapping of areas with lead in soil along with lead blood data
correlations.
Production of educational materials such as video, newsletter, Collaborative brochure
and children's coloring book.
Development of a comprehensive communications strategy for outreach and education.
Expansion of activities to include towns surrounding East St. Louis.
Training of rehabilitation contractors, trained as lead supervisors.
Awarding of $200,000 EPA Brownfields Job Training Grant to a local community
college.
Awarding of a Superfund Job Training Initiative to the Sauget Superfund site, located
right outside of East St. Louis. Over 20 East St. Louis residents will receive the training.
Awarding of a $50,000 grant to local non-profit by USDA, to conduct phytoremediation.
Designation of East St. Louis as Brownfields Showcase Community.
Awarding of a $250,000 Planning Assistance grant to East St. Louis by USACE, to assist
with brownfields efforts. The City matched the amount with another $250,000.
Awarding of a $50,000 grant by EPA Region 5, to St. Clair County, to address lead
contaminated abandoned buildings in Washington Park.
Awarding of a $15,000 and $25,000 grant, by EPA Region 5, to St. Clair County's Lead
Hazard Control for a Comprehensive Lead Outreach and Education Campaign.
Planning of a study by Southern Illinois University at Edwardsville Institute for Urban
Research, to examine the causes and effects of lead poisoning with particular emphasis
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on educational achievement, diagnosis of learning disabilities and other physical and
mental illness.
Garnering of support from State (Illinois EPA), as a vital and proactive partner.
Lessons Learned
An especially well organized project, with a strong partnership emanating from its partners
among federal, state and local government, local health care institutions, schools and
neighborhood organization, this project has gone beyond lead screening and abatement as its
primary activity to developing a partnership with area Brownfields efforts. Lead is a major
contaminant in brownfields in East St. Louis area. This demonstrates the natural synergies
between the environmental justice and brownfields issues and the natural evolution toward
holistic multi-pronged strategies geared towards improvements in quality of life. The project has
now evolved into two major working groups, one focused on health and communication
concerns and the other focused on lead remediation and brownfields. Strong leadership has
been provided by a leadership core to ensure strategic planning, coordination and constant
communication among project partners. Thought is now being given to developing new
leadership so that the effort can be truly self-sustaining. One barrier to this is the fact that all
partners are so busy carrying their respective areas of responsibility and there is no local entity
or position that sees itself as performing this vital facilitation and coordination role for all facets
of the ongoing and newly developing projects.
Partners
St. Mary's Hospital Corporate Health Center, Neighbors United for Progress, St. Clair County
Intergovernmental Grants Department, E. Side Local Health District, East-West Gateway
Coordinating Council, East St. Louis Community Development Block Grant Office, Army Corps
of Engineers, Department of Housing and Urban Development, U.S. Environmental Protection
Agency, Illinois Department of Public Health, Illinois Environmental Protection Agency, US
Dept. of Agriculture /Natural Resources Conservation Service, Southwestern Illinois Resource
Conservation and Development, Neighborhood Law Office, Neighborhood Technical Assistance
Center, St. Clair County Health Dept., St. Louis Community College, Southern Illinois
University of Illinois at Edwardsville, and East St. Louis School District 189.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
New Madrid County Tri-Community Child Health Champion Campaign
New Madrid County, Missouri Lead Agency: Environmental Protection Agency
An EPA-USDA partnership works with state and local agencies to address three areas that
impact children's health: lead, asthma/allergies, and water quality. The projects came about
when three rural towns in New Madrid County, Missouri, saw the potential benefits of working
together. A subsequent request to federal and state agencies for assistance resulted in this
project. While community education and capacity building is an ongoing part of this project,
efforts will include proactive actions such as planting trees to decrease dust contaminants and
improving stormwater drainage.
EPA Region 7 and the Natural Resource Conservation Service Midwest Region have fostered
partnerships based on their commitment to ensure that all communities receive the benefits of
their programs and that no portion of the population be disproportionately impacted in a negative
way by their policies, programs, and procedures. The first area in which these two organizations
concentrated their efforts was in three small towns located in the bootheel of Missouri. The
project began by identifying environmental hazards that might place community members (with
an emphasis on children) at a health risk. Data were also collected to evaluate whether there was
disproportionate risk in these three communities compared to the rest of the state to consider
environmental justice.
The resulting New Madrid County Tri-Community
(NMCTC) Child Health Champion Campaign is a
community-led initiative with a variety of local and
regional partners. Community development,
leadership, and capacity-building skills are integral
parts of this project and essential to the
sustainability of any efforts undertaken. Data
collection, communication, and coordination by all
of the partners resulted in the completion of an
Action Plan in 1999. Implementation of this plan is
expected to take place beginning in 2000 and
continuing through 2001.
The City of Lilbourn, City of Howardville, and
Village of North Lilbourn are rural agricultural
communities located in the bootheel region of
Missouri, approximately 175 miles south of St.
Louis. These towns do not have the types of
businesses or industry established that might make
them sustainable, and they are characterized by
gross poverty and substandard housing conditions.
This project will benefit the community by
providing a safer environment for children, greater
community awareness regarding health hazard
prevention, and a greater capacity to address needs
and concerns on a local level.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The City of Lilbourn, City of Howardville,
and Village of North Lilbourn are rural
agricultural communities located in the
"bootheal" region of Missouri. They are
about 175 miles south of St. Louis. These
towns do not have the types of businesses
or industry established that might make
them sustainable and they are characterized
by gross poverty and substandard housing
conditions. This project will benefit the
communities by providing a safer
environment for children, greater community
awareness regarding health hazard prevention,
and a greater capacity to address needs and
concerns on a local level.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Intended Project Benefits
Screening/testing of children in the target communities for lead poisoning;
Providing appropriate medical care service referrals for cases of high lead blood content;
Providing education and awareness regarding the environmental health hazards of
chemical products, tobacco smoke, home insect allergens, and field and agricultural dust;
Planting evergreens, and long-lived trees and shrubs in areas around schools and
children's playgrounds to decrease dust contaminants;
Providing educational materials and training workshops concerning safe drinking water,
stagnant water, water sampling and also the signs/symptoms of the ill health effects due
to contaminated water;
Building capacity in the community to recognize environmental hazards and ways to
reduce those threats in drinking water, stormwater drainage, and stagnant water;
Improving stormwater drainage in the targeted communities;
Taking drinking water samples and constructing a template for a drinking water
consumer confidence report; and
Facilitating the participation of community members in technical training provided by the
state.
Project Milestones
Completion of blood lead testing of children in all three townships involved.
Conduct of education of twelve community peer facilitators
Conduct of education of approximately 2,000 adults and 800 children.
Creation of new community focus on asthma, allergies and prevention of lead in children.
Application of innovative strategies such as planting of trees to cut down on pesticide
laden dust.
Initiation of North Lilbourn Recycling Project to receive donations of recycled products.
Initiation of energy conservation and home weatherization project involving ten
community participants and services of local carpenter as trainer.
Initiation of farmers' cooperative involving 21 participants and contract with grocery
store.
Initiation of Federal Transit Authority Jobs Access Project involving donation of two
vans to transport local citizens to and from work.
Initiation of Drinking Water Compliance Assistance Project resulting in $250,000 to
dig new well to assure safe drinking water.
Lessons Learned
The project came about as the result of members of three communities approached EPA
regarding their individual problems. Their learning that combining efforts will yield better
results is a major positive development in of itself. The main strengths of this project are the
partnerships between the organizations on the interagency agreement (GRAND, EPA, NRCS),
the commitment of the local communities, and the locally-lead philosophy which has been
applied. The primary partnering organizations exhibited their commitment to working together
by overcoming the stresses which occur when an enforcement oriented regulatory agency, a
compliance assistance agency, and a local problem-solving organization come together. While
many significant individual accomplishments can be listed, the greatest accomplishment has
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been mobilizing a group of community residents to raise questions about their environment,
teaching a set of transferable leadership and organizations skills, and instilling community
pride. Having the community involved in identifying priorities, developing a work plan, and
carrying this out has led to important long term benefits. For example, the project has grown
from a single project to a full blown initiative, which includes a recycling, energy conservation
and weatherization, a farmers' cooperative, a job access transportation project, and drinking
water compliance activities.
Partners
Bootheel Lead Nurses, Delta Area Economic Development Corporation, US Department of
Agriculture/Natural Resource Conservation Service (NRCS), US Environmental Protection
Agency Region 7, Great Rivers Alliance of Natural Resource Districts, Headstart, Lincoln
University Cooperative Extension, Missouri Department of Conservation, Missouri Department
of Natural Resources, Missouri Department of Public Health, New Madrid County Health
Department, NMCTC Community Team.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
New York City Alternative Fuel Vehicle Summit
New York, New York Lead Agency: Department of Energy
A partnership of federal agencies, local officials, and community organizations will conduct a
series of meetings culminating in an Alternative Fuel Vehicle Summit. The project goal is to
accelerate the conversion of vehicular fleets operating in NYC metropolitan area to cleaner fuels
by having communities help in targeting where such conversions will result in significant public
health gains. This is intended to result in better air quality for heavily congested environmental
justice neighborhoods.
As a member of the White House Interagency Task Force on Environmental Justice Issues in
New York City, the Department of Energy (DOE) met in Spring of 1999 with the White House
Council on Environmental Quality. Through the Office of Energy Efficiency and Renewable
Energy, DOE agreed to lead the efforts of the federal government and community
representatives in organizing an alternative fuels summit, focusing on accelerating the
conversion to cleaner fuels of fleets operating in the New York City metropolitan area. During
the Summer of 1999, DOE formed a planning committee of partners to determine the content of
the summit on alternative fuels.
The existence of a planning committee on this
issue has allowed the city to talk to community
groups about current projects on alternative fuels
and has given the community groups the
opportunity to express their concerns about poor
air quality and the need to do more. The planning
committee has given the federal participating
agencies the ability to help influence the bus
purchasing plans of the Metropolitan Transit
Authority.
The communities involved with this project are
located in heavily congested environmental
justice neighborhoods areas of Manhattan, the
Bronx, and Brooklyn which have been affected
by high concentrations of diesel burning
vehicular traffic. The planning committee
recommended holding a design charette to gather
additional neighborhood and local and state
government input on the issue of alternative
fuels. Following that meeting, the planning
committee put together an action plan for 2000
and 2001 based on input from participants and
included the following tasks:
Intended Project Benefits
WHERE IS THE
PARTICIPATING
COMMUNITY?
The communities involved with this
project are located in heavily
congested environmental justice
neighborhoods of Manhattan, the
Bronx, and Brooklyn, New York City.
There neighborhoods have been
affected by high volumes of diesel
burning vehicular traffic.
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Hosting of neighborhood meetings to encourage local heavy-duty fleets to switch to
alternative fuels.
Sponsorship of a city workshop on alternative fuel school buses.
Sponsorship of an airport meeting to encourage more fleets to use alternative fuels.
Assistance with an alternative fuels workshop for local governments.
Hosting of an alternative fuels summit to showcase successes and build on this work to
lead to greater penetration of alternative fuel vehicles in heavy-duty niche markets
located in designated environmental justice neighborhoods.
Identification of heavy-duty transportation fleets and appropriate contacts in order to get
their participation in planned meetings.
Project Milestones
Commitment of $1.93 million by USPS for purchase of 55 vehicles to electric and
natural gas vehicles.
Identification of vehicular fleets by communities for possible fuel conversion projects.
Involvement of community-based organizations, citywide, in all planning meetings and
design charettes.
Establishment of an outreach effort to NYC to participate in DOE Clean Cities Program.
Lessons Learned
The collaboration of community-based organizations, business organizations, and government
agencies has provided vehicular fleets with a more comprehensive and compelling argument for
fuel conversion. Whereas past workshops by government agencies have focused solely on
available technologies and economic incentives, the approach taken through this collaborative
effort also stresses the public health benefits of fuel conversion and how cleaner fuels will make
businesses better neighbors to the communities where they do business. In addition, local
community based organizations have brought an immense wealth of information about the issues
concerns their neighborhoods. This has included knowledge about how local businesses could
benefit from pollution reduction efforts.
Partners
New York City Environmental Justice Alliance, The Point, West Harlem Environmental Action,
UPROSE, NYC Department of Transportation, NYS Environmental Business Assoc.,
Congressman Serrano's Office,.New York City Department of Transportation, US Department
of Energy, US Environmental Protection Agency, US Department of Interior, General Service
Administration, US Department of Transportation (Federal Highway Administration), US Postal
Service.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Addressing Asthma in Puerto Rico-A Multifaceted Partnership for Results
Puerto Rico Lead Federal Agencies: Department of Health and Human Services
and Environmental Protection Agency
A partnership of federal agencies, local health departments, community groups, foundations and
universities have actively been seeking effective methodologies to comprehensively address the
high prevalence of childhood asthma in Puerto Rico. The goal has been to focus attention on this
issue in order to maximize asthma prevention as well as comprehensively address children
suffering from asthma.
Asthma is the leading chronic disease in childhood and is a major cause of school absence and
functional limitation. The apparent high frequency and severity of asthma among Puerto Ricans
in the United States and Puerto Rico is of concern.
Because of the prevalence of the disease, the geographic distance of Puerto Rico to many of the
resources and language differences from the mainland, it was decided by the community in
Puerto Rico and the mainland that special attention needs to be paid to this issue.
In order to do that and to gain input on the issue a two part step was taken. First an asthma
summit for Region 2 (covering New Jersey, New York, Puerto Rico and the US Virgin Islands)
was organized by the US Health Resources Service Administration (HRSA) in partnership with
the US Health Care Financing Administration (HCFA), the
US Environmental Protection Agency, Mt. Sinai Medical
Center and the Robert Wood Johnson Foundation.
US EPA hosted a special pre-summit meeting that focused
on the specific issues covering Puerto Rico. This was
accomplished by listening and interacting to the
presentations of the Puerto Rican delegation attending the
summit in New York. This provided a special focus on the
issue as well as an interesting and productive mix of
people working on childhood asthma issues who normally
did not have an opportunity to interact with one another.
The summit resulted in two actions. One was a specific
action plan and the other was a follow up large community
meeting in San Juan. In October, 2000, the community
meeting in Puerto Rico resulted in approximately 700
people coming together to comment upon the draft action
plan that was proposed by the Asthma Coalition of Puerto
Rico as well as to network, share ideas and develop new
partnerships.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The main population that this effort
is intended to address is children in
Puerto Rico. In the United States,
Latinos are disproportionately
impacted by asthma. Although
within the Latino population there
are variations in asthma rates
depending on an individual's
heritage. A study conducted by the
Puerto Rico Department of Health
(in collaboration with HHS/CDC
and HHS/ATSDR) found that asthma
was fairly prevalent among children
in Puerto Rico.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Intended Project Benefits
Development of a comprehensive approach to treating and preventing asthma in Puerto
Rico.
Establishment of mechanisms to improve health care for asthmatic children in Puerto
Rico.
Establishment of outlets for focusing attention on the issue.
Development of sources for providing additional resources for the island.
Development of new partnerships.
Establishment of an improved monitoring system.
Facilitation of bringing together approximately 700 people in Puerto Rico to discuss the
issue.
Project Milestones
Holding of the First Regional Asthma Summit in New York, with over 400 people
attending.
Holding of a one day pre-summit meeting with the Puerto Rican delegation concerning
asthma on the island.
Holding of a follow up meeting in San Juan where over 700 community people
participated.
Development of a comprehensive asthma action plan by the Asthma Coalition of Puerto
Rico.
Investment of $1.5 million, by Robert Wood Johnson as one of eight national pilots, in
one of the poorest neighborhoods in San Juan to invest
Conduct of an epidemiologic study by The Centers for Disease Control in conjunction
with the Puerto Rico Health Department.
Initiation of environmental assessment monitoring, by EPA, in two low income clinics in
Puerto Rico in order to determine which environmental interventions provide the best
assistance.
Tailoring of its Indoor Air Tools for School program,, by EPA, to meet the specific
climatic needs of Puerto Rico and will produce this material in Spanish so it is readily
accessible.
Lessons Learned
Many different people and groups were ready to constructively contribute to the effort, because
the issue was significant and widespread. Effective intervention can take place because there is
a wide mix of people and groups including the medical community, parents of asthmatic
children, community groups and the schools. Because the community itself developed the action
plan, the sense of ownership lies in the community and building upon an agreed to federal
strategy helped to focus attention and resources. Two issues to be dealt with are: the difficulty
of coordinating large groups with no resources dedicated to the effort; and the change of
administration means new partners need to be brought into the coalition and some other partners
move on to new positions.
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Partners
US Environmental Protection Agency, US Department of Health and Human Services (Health
Resources Service Administration, Health Care Financing Administration, Agency for Toxic
Substances and Disease Registry, Centers for Disease Control), Mt. Sinai Medical Center,
Robert Wood Johnson Foundation, San Jorge Hospital, Rand Corporation, Puerto Rico Health
Department, Puerto Rico Education Department, University of Puerto Rico, Puerto Rico Head
Start, Puerto Rican Lung Association and numerous other community groups.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Bridges to Friendship: Nurturing Environmental Justice
in Southeast and Southwest Washington
Washington, DC Lead Agency: Department of Defense
Bridges to Friendship is a diverse partnership of community stakeholders working together to
achieve inclusive community revitalization. It was founded on the premise that non-
governmental organizations, private enterprise, the District of Columbia and federal government
agencies can better their performance by identifying and connecting existing resources and
expertise. The partnership's structure acts as a neutral vessel in which those pooled resources
and expertise come together, evolve, and focus on common and identifiable goals.
The primary product of Bridges to Friendship is the process of building organizational bridges
and fostering their useidentifying and organizing the sharing of resources and serving as a
broker, catalyst or implementer to reach common goals. Bridges to Friendship is essentially the
implementation of an agreement to work together. The work of delivering services and products
remains to a great extent with the various partner programs otherwise created, chartered or
mandated to do that work. This is in keeping with, and helps to reinforce, the concept of better
using existing resources.
While Bridges to Friendship is an innovative and comprehensive effort of diverse organizations
all working toward the common goal of revitalizing the community, there are many goals and
benefits particular to each of the partners and levels. The partnership is pursing these goals
through four focus areas, 1) Community Outreach, 2)
Youth Outreach, 3) Job Training and Career
Development, and 4) Business Development and
Involvement.
WHERE IS THE
PARTICIPATING
COMMUNITY?
Environmental justice, capacity building, government
improvement and community redevelopment are driving
forces behind the project since it began in response to
community concerns related to the Anacostia River,
federal cleanup and redevelopment of contaminated
sites, and the resulting redevelopment of the community.
Much of the value added by the partnership comes
through capacity building, such as linking youth
outreach and job training resources to providers at all
levels to create employment opportunities for area
residents.
The Bridges to Friendship area of concern includes
Southeast and Southwest Washington, D.C., where the
Washington Navy Yard is located. This area includes
communities dominated by public and low-income
housing and is predominantly African American.
The Bridges to Friendship area
includes Southeast and South-
west Washington, D.C., where
the Washington Navy Yard is
located. This area includes
communities dominated by
public and low-income
housing and is predominantly
African American.
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Intended Project Benefits
Increases in the variety, quality, and quantity of job training and career development
opportunities for local residents.
Greater availability of quality educational, employment, and recreational opportunities
for youth living in the target area.
Support for the creation and/or growth of quality businesses operating in Southeast and
Southwest Washington, D.C.
Assurance that the community's vision and needs are incorporated into Bridges to
Friendship goals and area planning efforts (e.g., development, housing, etc.).
Award to DC of a $32 million Youth opportunity Grant funds from DOL, because the
partnership represented a functional system to link resources, programs and people in
DC.
In support of the Envirojobs project, DOL brought in, under the Interagency Personnel
Act, a person to lead the project and in addition has hired 3 interns and converted two of
them to permanent status.
Project Milestones
Completion of two rounds of environmental job training this year by Alice Hamilton
Occupational Health Center. Twenty-two of thirty individuals trained this year are now
employed in environmentally related jobs (over 140 have been trained, with over 72%
hiring and retention rate, since the inception of Bridges to Friendship).
Completion of the work force development manual, "Pathways to Your Future," by the
Youth Outreach Workgroup. The manual is designed to prepare young people for the
workforce. The workgroup will use the manual to deliver seminars and career awareness
opportunities to public housing residents and other community groups.
New job opportunities have resulted from the continued partnership with Navy and Navy
contractors (25 hires, and 15 internships), DOL (2 interns), Alice Hamilton Occupational
Health Center and National Park Service.
Launch, by Bridges to Friendship of the "Columbia Rising" series of community
dialogues. The first series is providing an open discussion to address issues and to garner
commitments for actions related to redevelopment and displacement.
Establishment of a process, by Naval District Washington Human Resources Office
(HROW) working with the DC Department of Employment Services (DOES), to
identify, from the DOES database, candidates as a resource pool for 20 job openings in
FY2001.
Lessons Learned
One of the project's fundamental tenets was, and remains, that the opportunities, resources and
expertise needed to address community issues already exist, but in a disjointed, stove-piped or
competitive environment. The partners committed to a community-wide collaborative effort and
we have followed through. Bridges to Friendship developed a neutral vessel to create
opportunities for all of the partners to share resources, expertise and access to decision-makers.
Partners who have chosen to make use of the vessel validate this approach as a better way to do
business. One of the key lessons is that such a choice, the decision to actively participate, lies
with the partner and makes the partnership "real" for that partner.
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This approach has, in effect, helped to mend the fabric of the community. The project has
helped to change the way this community functions, the way the federal government works, at
least in this community, and participants have changed their methods and behaviors as well. We
have bridged diverse cultures of organizations, government, business and citizens so that we
better understand one another and better understand ourselves in way that we could not have
without working at partnership. In addition to the original "external" objectives, the project
sought to develop Bridges to Friendship as an entity and learn from that development. We have
learned that the key components of our successes are commitment, capacity, and community
champions. Key barriers have presented themselves as issues of trust, capacity, organizational
cultures, politics and personality.
Partners
Action to Rehabilitate Community Housing (ARCH), Alice Hamilton Occupational Health
Center, Covenant House Washington, Ellen Wilson Redevelopment LLC, Friendship House
Association, Anacostia Economic Development Corporation (AEDC), Earth Conservation
Corps. (ECC), Environmentors, Inc., STRIVE DC, Woman Friday, Women Like Us, Volt
Services Group, DC Department of Employment Services (DOES), United States Department of
Agriculture, Forest Service (inactive), United States Department of Housing and Urban
Development (HUD) United States Department of Labor (DOL) United States Department of the
Interior, National Park Service (NFS), United States Environmental Protection Agency (EPA),
United States General Services Administration (GSA), United States Navy, Naval District
Washington (NOW)
Pledged Partners
Alexandria Seaport Foundation, Building Bridges Across the River, South Washington / West of
the River Family Strengthening Collaborative, William C. Smith Construction, Woman Friday,
Inc., The Low Impact Development Center Inc., S.T.E.P.U.P. Foundation, Sustainable DC,
Sustainable Washington Alliance, D.C. Environmental Health Administration, D.C. Office of
Planning, US Department of Transportation, US Department of Energy, US Department of
Justice, US National Capitol Planning Commission
Designations
Bridges to Friendship was formalized (July 9, 1998) to orchestrate community, private sector,
DC and federal agency activities to leverage the redevelopment of the Washington Navy Yard
into comprehensive sustainable revitalization of SE/SW DC; the partnership was designated by
the Navy as a vehicle to respond to the concerns of the Restoration Advisory Board (community
representatives); Bridges to Friendship was cited as contributor and model in the 1998 DC
"Citizens Plan for Prosperity in the 21st Century"; Bridges to Friendship was designated a
National Demonstration Project of the Federal Interagency Environmental Justice Workgroup in
2000; and designated as a US Department of Labor Envirojobs pilot project in 2000.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Chicago, Illinois
Bethel New Life Power Park Assessment
Lead Agency: Department of Energy
Federal partners will work to assist Bethel New Life, a faith-based community development
corporation located in the West Garfield section of Chicago, Illinois, to fulfill its vision of
turning the neighborhood's environmental liabilities into assets. The project will conduct a
feasibility study to determine the opportunities for incorporating energy-efficient technologies.
Bethel New Life's objective is to use the existing rail system links and convert a devastated
abandoned industrial area into a revitalized economic center that provides much needed housing,
jobs, commercial, and industrial redevelopment.
Bethel New Life, a faith-based community development corporation in Chicago, Illinois, is
seeking to demonstrate the significant benefits that green development and distributed energy
resources can provide in addressing the need for economic redevelopment and critical
infrastructure issues, such as electricity reliability, air quality, and transportation. By working
with the Department of Energy (DOE) and federal, state, local, and private and nonprofit
partners, Bethel New Life hopes to develop an area in the West Garfield Park community of
Chicago along Lake Street and Lake Pulaski into a
"power park."
A feasibility study for the proposed project will
examine the incorporation of distributed energy
resources (including on-site power generation) and
whether development as a power park would
address summer air cooling needs without further
taxing the city's power grid or generation capacity.
The project might also enable better opportunities
for using renewable resources while
comprehensively addressing the energy needs of the
target area.
The target communitythe West Garfield Park
section of Chicagois a mostly African-American
community (98 percent) with 40 percent of the
residents living on incomes below the poverty level.
The proposed mixed-use development would
provide this community with a convenient location
for resources such as a child development center, a
medical clinic, a bank, a drug store, and other
commercial spaces. The community also
anticipates the availability of Welfare to Work
training and employment through building and
landscaping contractors at the site.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The target community, the West Garfield
section of Chicago, is a mostly African
American (98%) community with 40%
of the residents living below the poverty
level. The proposed mixed-use
development would provide this
community with a convenient location
for resources (e.g., child development
center, medical clinic, bank, drug store,
and other commercial spaces). The
community also anticipates the availability
of "welfare to work" training and
employment, through building and land-
scaping contractors at the site.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Intended Project Benefits
Assessment of the energy opportunities that could enable the design and construction of a
mixed-used development in the target area.
Demonstration of energy-efficiency and environmental benefits of PEM fuel cells used in
building applications.
Completion of a feasibility study to look at how the Bethel New Life property could
benefit from its development as a "power park" (in the long term, this study could be
used to attract government grants and private development money for investment in this
site).
Redevelopment of the area to include a commercial center at a major transit stop that will
provide the surrounding community with comfortable access to the local rail line.
Project Milestones
Utilization of innovative technology and new urbanist design principles in design of
transit oriented commercial center.
Movement of work on a transit oriented commercial center from planning to readiness for
construction in Spring 2001.
Inclusion in the building of 80 child day care center, health center, pharmacy,
employment services, and three franchise businesses.
Integration of community residents in planning for this project.
Commitments for significant funding and partnerships have been secured with City of
Chicago Department of Environment, U.S. Department of Housing and Urban
Development/City of Chicago Empowerment Zone, Illinois Department of Commerce
and Community Development, and Chicago Transit Authority
Lessons Learned
While this represents an extraordinary opportunity for leveraging resources and technology to
create a visionary model development in a distressed community, the full implementation of this
vision will probably not take place. For example, the hoped for goal of incorporating cutting
edge energy efficient and environmentally friendly fuel cells may not be achieved because of
difficulties in securing commitments from federal agencies. To help overcome the persistent and
time consuming problems in getting commitments from federal agencies to make these project
work, Bethel New Life has suggested that clear lead agency with local presence and staff time
allocation (such as an Interagency Personnel Assignment) would be helpful to moving projects
along. In addition, attempting to do energy efficient environmentally cutting edge technology
development means sometimes needing waivers, specific funding and approvals that take time
and stall the development. However, it is important to attempt these efforts to demonstrate the
application of new technologies towards healthier, sustainable urban communities.
Partners
Argonne National Laboratory, Bethel New Life, Inc., City of Chicago Department of
Environment, Commonwealth Edison, US Department of Energy, Farr Associates, US
Department of Housing and Urban Development, Illinois Department of Commerce and
Community Affairs, Illinois Energy Office, Institute of Gas Technology, Mantaky Realty Group,
Mosaic Energy.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Camden-City of Children Partnering for a Better Future
Camden, New Jersey Lead Agency: Department of Housing and Urban Development
Federal partners are working with local educational institutions in the distressed City of Camden,
which has a high population of children, to build the capacity of residents, particularly youth, to
address environmental justice issues by improving educational, economic development, and
health care opportunities. Activities include (1) Asthma and Lead Poisoning Outreach, (2)
Student Air Congress, (3) Rutgers University Masters Degree Program in Environmental
Studies, and (4) Youth Corp Training.
The Camden project has been designed to ensure that the
health of city's children in safeguarded for throughout all
stages of their development. Manufacturing and related
land use account for one-third of Camden's nine square
miles, and brownfields constitute more than half of all
industrial sites in the city. Abandoned industrial sites
contain chemicals, transformers, and other contaminants
that pose significant threats to human health. Through
partnerships established as a result of this effort, however,
school-age children are being targeted for the Asthma and
Lead Poisoning Outreach and EMPACT program, high
school dropouts have been targeted for Youth Corps
Training, and the Partnership for Environmental
Technology Education has been directed at college
students. Additionally, opportunities exist for graduate
students through the Rutgers Camden Campus's
environmental sciences master's degree program.
Camden is the fifth poorest city in the United States and
has been characterized as the most devastated city in
America. One out of every three residents of Camden is
living below the poverty line, the unemployment rate is 36
percent, and the city has a predominantly minority
population. Almost one-third of the city's population
(31,000 of the total 87,500) is children.
WHERE IS THE
PARTICIPATING
COMMUNITY?
Camden is the fifth poorest
city in the United States and
has been characterized as the
most devastated city in
America. In Camden: one out
of every three residents is
living below the poverty line;
the unemployment rate is 36%;
the population is mostly made
up of minorities; and one-third
of the population is children.
Intended Project Benefits
Identification of areas of high risk for lead exposure and asthma triggers (through GIS
mapping).
Increasing of public awareness of dangers of asthma triggers and sources of lead and
build the capacity of the community to reduce asthma triggers and lead sources.
Development of mechanisms to facilitate the provision of healthy home environments for
all community members, especially for children at risk from lead poisoning and asthma.
Establishment of effective government, private, and community partnerships for
environmental assessment and planning.
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Monitoring of the completion of all site assessments, make preliminary assessment and
site investigation reports readily available, and prioritize Camden's brownfields for
redevelopment.
Identification, compilation, and dissemination of information on lead issues for inner city
New Jersey schools in partnership with government agencies and universities.
Facilitation of recommendations for policy that effectively protect children from lead and
asthma hazards.
Establishment of a master's degree program in environmental studies by work with EPA
Region 2, EPA Region 3, and Rutgers University in Camden.
Project Milestones
Initiation of GIS mapping for areas of high lead exposures and asthma triggers.
Dedication of the Lead Exploratorium (20 foot recreational vehicle equipped to teach
preschool and grade school children about lead poisoning) in Summer 2000.
Sponsorship of 57 Camden students for a summer youth environmental education
program and create jobs for youths by offering a 150-hour brownfields assessment and
cleanup job training program.
Securing of $253,551 from EPA Office of Children's Health Protection.
Improvements in screening and follow-up care for children at risk of exposure to lead
and asthma-inducing allergens and train mothers of children with lead poisoning or
asthma on abatement and control strategies.
Initiation of an inventory of brownfields using a geographic information system in order
to provide "one-stop shopping" for community groups and developers on site conditions
and reuse potential.
Bring of the National Science Foundation program to Camden schools, where students
are doing environmental assessments in community.
Development of a complaint referral system for housing complaints the by County
Health Department.
Lessons Learned
In Camden, evidence of need is so great that there is heightened awareness and willingness to
cooperate. As a result, conditions for the project to succeed are there. However, collaboration
among the diverse partners have proven successful due to leadership provided by one individual.
A great challenge for this project is developing a strategy to transfer this leadership so that the
project is sustainable. The specific local agencies involved-specifically, the Office of Economic
Opportunities-do have a comprehensive model in place. However, there needs to be strategies
which can leverage support from the parent federal agencies so that collaboration can be fostered
in an ongoing manner.
Partners
Rutgers University, University of Medicine and Dentistry of New Jersey-School of Osteopathic
Medicine, County of Camden Environmental Health Division, Environmental Protection
Agency, Department of Health and Human Services (Health Resources and Services
Administration-HRSA), Center for Disease Control (CDC), Department of Labor, Housing and
Urban Development.
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Easing Troubled Waters: Ensuring Safe Drinking Water Sources in
Migrant Farm Worker Communities in Colorado
State of Colorado Lead Agency: Environmental Protection Agency
A new partnership has been created among environmental and community groups, educational
institutions, and government agencies to identify the location and assess the safety of drinking
water sources for Colorado migrant farm worker camps. The network created by these
partnerships will be used to more effectively deliver human health and environmental services in
the future.
Although many health problems found in the general population also affect migrant farm
workers, in many cases the frequency or intensity of the problem is greater within the migrant
population than in the population at large. Migrant farm workers in the United States represent a
diverse group of people. About 85 percent are from minority groupsHispanics (65 percent),
African Americans, Jamaicans, Haitians, Laotians, and Thais. While contributions made by
migrant farm workers are essential to the U.S. economy, an estimated 61 percent of farm
workers live in poverty. Additionally, migrant farm
workers are often found to be living with a number of
health problems related to their working environments, yet WrlJiKJi IS 1 rlJi
fewer than 20 percent are served by accessible health care PARTICIPATING
centers' COMMUNITY?
A 1997 report issued by the U.S. Department of
Labor(DOL) found that more than 300,000 workers
a year are poisoned by pesticides. A variety of
contaminants may affect drinking water sources in these
areas, including organophosphates and other pesticides
from agricultural runoff, chemicals from nearby industrial
facilities, and lead and biological contaminants resulting
from structural sources such as defective plumbing and
sewer lines. In addition to the direct exposure facing
workers, children may also be affected. They come into
contact with pesticides through residue from their parents' This project will address
clothing, dust tracked into their homes, contaminated soil the drinking water concerns
in areas where they play, food brought directly from the of migrant farm workers in
fields to the table, and contaminated well water. various parts of Colorado.
Intended Project Benefits
Development of geographic information system (GIS) maps of migrant farm worker
camps and water sources.
Assessment of available water quality data for these camps.
Conducing of additional water testing for identified sites.
Recommendations for changes to federal policies regarding testing of migrant worker
water sources as a result of data analysis and interagency/worker dialogue.
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Development of an interagency and community plan to address communication and
education needs.
Development of a database to track issues such as migrant farm worker camp locations,
water source location and types of contamination, and the number of workers at specific
sites to ensure the provision of safe drinking water.
Building of a sustainable support network to implement policy and communication
changes.
Project Milestones
Development of a database of relevant agency and organization contacts.
Development of a database of migrant farm worker camp locations and water supply
data.
Development of preliminary GIS maps of migrant worker camps and water sources.
Sampling of drinking water in selected camps for coliform, lead and pesticides.
Development of protocols to address unsafe drinking water in migrant camps that receive
water from a public water supply.
Beginning of an educational effort with growers and contractors regarding SDWA
requirement.
Lessons Learned
The project has learned that there is much common ground between various federal, state and
community agencies and organizations, around which the project can center. Different areas of
expertise and knowledge can be combined together to further project goals, and in fact expand
upon the original goals. Finding ways of working together has resulted in different benefits,
such as the fact that information being developed as a team has applicability to all of the project
partners. The project has also discovered that developing a comprehensive statewide database
for migrant farmworker camps and drinking water sources is a time-consuming process that must
be accomplished over time. For example, additional information that is uncovered needs to be
incorporated into the database. The benefits overall have far exceeds the costs. The project is
also building sustainable networks to implement changes within this community. We have also
realized that agricultural growers have a deep fear of governmental regulation as they have such
a low profit margin, that any unexpected cost can put them out of business.
Partners
Plan de Salud del Valle (Salud Family Health Center), U.S. Environmental Protection Agency,
U.S. Department of Labor, U.S. Department of Housing and Urban Development, Colorado
Department of Labor, Colorado Department of Public Health and Environment, Colorado State
UniversityHigh Plains Intermountain Center for Agricultural Health and Safety, Cooperative
Extension Service, National Center for Farmworker Health.
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Environmental Justice and Public Participation Through Technology:
Defeating the Digital Divide and building Community Capacity
Savannah, Georgia & FortBelknap, Montana Lead Agency: Department of Energy
This partnership of federal, tribal, and local agencies, community organizations, and historically
black colleges and universities is working to help communities gain access to information
technology and gain capacity to participate in environmental decision making. Federal agencies
will provide both computers and technical assistance to establish community technology
centers. The project will target two communities: the first in Savannah, Georgia and the second
at the Fort Belknap Indian Reservation. These will serve as models for eventual replication by
other communities and tribes. Along with federal agencies, Howard University will provide
training and ongoing technical support.
In 1992, the EPA chartered the Federal Facilities Environmental Restoration Dialogue
Committee (FFERDC) to examine issues surrounding environmental cleanup at federal facilities.
The committee made a series of recommendations that were designed to improve environmental
cleanup decision making at federal facilities. One such recommendation stated that federal, state,
tribal, and local governments need to make special efforts to consult with groups that have been
commonly excluded from this process, such as minority, low-income, rural and inner-city
residents, and Native American communities.
The committee further stated that these groups
need assistance to expand and develop their
capacities where needed to participate in cleanup
decision-making processes.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The development of community technology
centers to provide access to computers and
the Internet for these underrepresented groups
is one way to empower them in
environmental decision-making processes.
These technology centers will enable the
target communities to participate in
information exchanges and policy-formation
dialogues. The proposed community
technology center three-year project will
allow federal and non-federal partners to
combine resources to develop model
community technology centers in an
environmental justice community and a
Native American community that will have
applicability across similar stakeholder
communities.
The project will target two communities: the
The project will target two communities:
the first in Savannah, Georgia and the
second at Fort Belknap Indian
Reservation in Montana. A partnership
of federal, tribal, and local agencies,
community organizations, and historically
black colleges and universities will work
to help these communities gain access to
information technology and gain capacity
to participate in environmental decision
making. These activities will serve as
models for eventual replication by other
communities and tribes.
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first in Savannah, Georgia, and the second at the Fort Belknap Indian Reservation in Montana.
A partnership of federal, tribal, and local agencies, community organizations, and historically
black colleges and universities will work to help these communities gain access to information
technology and gain capacity to participate in environmental decision making. These activities
will serve as models for eventual replication by other communities and tribes.
Intended Project Benefits
Creation of community technology centers to give communities access to federal
agencies and a wide range of environmental information on the Internet.
Availability of training programs that include computer-based tools: toxic release data;
chemical and risk assessment information; and community economics.
Creation and implementation of youth development programs.
Availability of economic development tools, entrepreneurship training, and other
resources such as proposal writing and grant management to make the technology centers
self-sufficient.
Availability of continuous technical assistance from historically black colleges and
universities and other sources via the Internet and e-mail.
Identification of ways to evaluate experiences and identify ways to replicate project
benefits for other communities.
Project Milestones
Establishment of two partnerships between federal agencies, Howard University and
(l)Citizens for Environmental Justice and City of Savannah, and (2) Fort Belknap Indian
Community Council.
Creation of community technology centers by providing excess federal agency
computers.
Making available training programs that focus on computer-based and Internet research,
GIS and Landview 3 computer tools, access to information systems.
Establishment of supervision of community use of training and tools.
Development of a technical assistance Web site (TechNet) and listserve.
Conducting of a research meeting with the targeted communities and others to discuss
experiences, lessons learned, and implications for the future; and
Conducting of a research project to evaluate the results and examine the implications for
program modification and replication.
Lessons Learned
The project engages federal agencies, tribal and city governments, HBCUs and Tribal colleges,
and non-profit organizations that do not commonly work together on projects. By creating these
partnerships, the project is able to utilize resources to effectively and economically establish
community technology centers. In addition, community excitement is generating other uses for
the centers that will help build the overall educational, technical capacity of the communities.
One barrier to be overcome is determining the proper process by which to donate surplus
computer equipment. For example, every department has different paperwork and requirements
and many personnel are unfamiliar with the process, thus creating confusion. The project
concept however is broad enough to fit into just about any mission or programmatic goal that an
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agency may have. Through communication and coordination, the project was able to "cut and
paste" this project to fit the goals and missions of participating agencies.
Partners
Citizens for Environmental Justice, City of Savannah, Fort Belknap Indian Community Council,
Howard University Urban Environment Institute, DOE Office of Intergovernmental and Public
Accountability, Environmental Protection Agency.
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INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Oregon Environmental Justice Initiative
Portland and Rural Communities, Oregon Lead Agency: Department of Justice
A partnership comprising federal, tribal, state, and local government and community partners
will work to accomplish three community-identified needs in the State of Oregon that impact
children's health: reduce lead exposure in urban areas, reduce pesticide exposure in rural areas,
and eliminate illegal dumping on tribal lands. The initiative will include targeted inspections. It
will also include community-based research, outreach, and education projects such as a mobile
lab for blood lead testing; development of PC-based geographic information system profile of
Oregon consisting of environmental and health databases; community-based environmental
monitoring; two federal-tribal-state summits; and "Safe Food"a farm worker, youth-designed
research project to identify pesticide residues.
The Environmental Justice Initiative for the District of
Oregon is a multi-year partnership comprising federal,
tribal, state, and local government and community
partners. Through the support of state government and
community-based organizations, the Initiative has
generated sustainable support to achieve a goal of the
Children's Health Initiative: reducing the risk of lead
paint exposure.
By helping communities educate themselves and
establish relationships with agencies that can help them
positively affect their environmental concerns, the
federal partners hope to increase the lead-safe housing
stock, increase testing for lead poisoning for at-risk
children, and reduce pesticide exposure for farm workers
and their children through state-led inspections and
appropriate judicial force.
Although the Oregon Environmental Justice Initiative is
focusing on the needs of children, farmworkers, and
tribes in Portland and surrounding rural communities, the
Initiative responds to several important national health-
related concerns. This approach to problem-solving,
using the tools of enforcement and community-based
research and education, can be duplicated and emulated
in other Regions.
WHERE IS THE
PARTICIPATING
COMMUNITY?
Although the Oregon
Environmental Justice Initiative
is focusing on the needs of
children, farmworkers, and tribes
in Portland and surrounding rural
communities, it responds to
several national health related
concerns. This approach to
problem-solving, using the tools
of enforcement and community-
based research and education,
can be duplicated and emulated in
other regions.
Intended Project Benefits
Promotion of place-based partnerships with grassroots community groups, local, state,
and tribal governments, business, unions, community service non-profit organizations;
the academic community; and the media.
Leveraging of federal resources to address three community-identified needs-reduction
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of lead exposure in urban areas, reduction of pesticide exposure in rural areas, and
elimination of illegal dumping on tribal lands.
Project Milestones
Establishment of a framework for interagency, multimedia, collaborations with
communities, with concrete measures of success.
Creation of an Environmental Justice Working Group.
Implementation of an enforcement strategy through targeted inspections in environmental
justice communities to address lead, pesticides, and illegal dumping on tribal lands.
Creation of a mobile lab for blood lead testing.
Development of a PC-based geographic information system profile of Oregon that
consists of environmental and health databases.
Hosting of summits of local, state, and federal representatives with community
presenters.
Institution of community-based environmental monitoring.
Implementation of the "Safe Food" project, which will assist in identifying pesticide
residues in the home; measure levels of exposure to pesticides in food, water, and the
immediate home environment; and assess ways to deliver culturally appropriate
prevention strategies in order to increase pesticide avoidance behaviors and decrease
levels of environmental exposure to pesticides.
Lessons Learned
Networking with community based organizations has resulted in adequate community capacity
to engage in a meaningful way with the government. However this must be matched with equal
level of funding and support for government staff. Perhaps surprisingly, the project managers'
strength lies in the community contacts they have each developed over the past several years' of
community capacity building conducted through community-based environmental protection
initiatives spearheaded by EPA Region 10 and the Office of US Attorney.
Partners
U.S. Attorney for the District of Oregon, US Environmental Protection Agency Region 10, US
Department of Housing and Urban Development, Albina Weed & Seed Project, CREATE,
Environmental Justice Action Group (EJAG), Environmental Justice Work Group (EJWG),
Governor's Environmental Justice Advisory Board (GEJAB), King Neighborhood Association,
Multnomah County Health Department, Oregon Environmental Council, Oregon Legal Services,
Oregon OSHA, Oregon State Health Division, Pinerose y Campesinos Unidoes del Noroesta
(PCUN), City of Portland Water Bureau, Urban League of Portland.
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Greater Boston Urban Resources Partnership: Connecting
Community and Environment
Boston, Massachusetts Lead Agency: Environmental Protection Agency
The Greater Boston Resources Partnership (GB-URP), an ongoing partnership of 39 community-
based organizations, universities, and federal, state, and local agencies, acts as a liaison between
community-defined needs and available federal resources in order to respond to critical
community issues. In this way it seeks to better utilize existing technical and financial resources.
Federal agencies participating as members of GB-URP include the US Department of
Agriculture and Environmental Protection Agency. These agencies utilize GB-URP to promote
community-based planning and implementation of natural resource projects in selected under-
served urban communities.
A key initiative of GB-URP focuses on the restoration of
Chelsea Creek-the most polluted tributary to the Boston
Harbor-by working with local residents to transform the
area into a recreational, educational, and economic
resource. In this way, it seeks to improve the
environment and public health of predominantly
minority and low-income populations. Leadership for
restoration and revitalization of Chelsea Creek is being
provided by three GB-URP community non-profit
partners, i.e., Chelsea Human Services Collaborative,
Chelsea Greenspace & Recreation Committee, and the
Watershed Institute.
The main area of emphasis is Chelsea, Somerville and
Boston. In 1999, Greater Boston's multiracial
population totaled 574,283, accounting for 41 percent of
Chelsea's and 24 percent of East Boston's populations.
The unemployment rate in Chelsea is 12.1 percent, and it
is 11 percent in East Boston. Nearly 51 percent of the
residents of Roxbury live at or below the poverty level.
WHERE IS THE
PARTICIPATING
COMMUNITY?
The main areas of emphasis will
be Chelsea, Somerville, and Boston,
Mass. In 1999, Greater Boston's
multiracial population totaled
574,283; making up 41% of
Chelsea's and 24% of East Boston's
populations. The unemployment
rates in Chelsea and East Boston are
12.1 % and 11%. Nearly 51 % of the
residents of Roxbury live at or below
the poverty level.
Intended Project Benefits
Encouragement of and creation of opportunities for meaningful community involvement,
serve community needs, and provide community benefits.
Establishment of mechanism for matching financial and technical resources with
community needs.
Fostering of cooperation among residents and government officials for the enhancement
of the urban environment.
Servicing of and involvement of low-income communities and minorities that have
traditionally had little access to environmental resources in planning and decision
making.
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Development of a plan for long-term sustainability and improvements that addresses
community environmental education and improvement needs.
Partnering with the Chelsea Creek Action Group (CCAG) to work with local residents to
build public awareness, promote public access, clean up contaminated land, and
transform the Chelsea Creek into a recreational, educational, and economic resource for
the communities and region.
Project Milestones
Awarding of eleven projects to Greater Boston Urban Resources Partnership, with a total
funding of $265,000.
Granting of funding in amount of $38,500, provided by EPA.
Beginning of work with Worcester Polytechnic Institute and community partners to
create first-of-its kind interactive database of GB-URP funded environmental and public
health projects in Greater Boston area.
Hosting of a regional summit on asthma titled "Environmental Justice Children's
Initiative," designed to develop a strategy for filling the gaps in current action on asthma
and to emphasize prevention of exposure to known triggers in homes, schools, and the
outside environments.
Beginning of work with community partners, federal agencies, state and local agencies,
local businesses, academia to conduct community-based comparative risk assessment for
Chelsea Creek.
Lessons Learned
The Initiative demonstrates the value of federal agency partnerships to effectively deliver
technical and financial assistance and other services to the public, and involves low-income and
minority communities that have traditionally had limited access to environmental resources. The
Project also demonstrates sustainability in recognition that many environmental issues may not
be adequately addressed without the combined resources of federal, state, and local governments
and the capacity building at the community level, in order to develop long term solutions from a
"bottom up" approach. Improved communication between partners, environmental and public
health fairs, and a broad array of educational resources targeted towards educating the
community have resulted from these partnerships.
Partners
City of Boston,, US Department of Agriculture (Forest Service, Natural Resources Conservation
Service), US Environmental Protection Agency, US Department of Housing and Urban
Development, Massachusetts Department of Environmental Management, Massachusetts
Department of Fish and Wildlife Enforcement, Tufts University and the Watershed Institute.
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Appendix II
INDIVIDUAL INTERAGENCY DEMONSTRATION PROJECT REPORTS
Environmental Justice in Indian Country: A Roundtable to Address
Conceptual, Political and Statutory Issues
Albuquerque, New Mexico Lead Agency: Department of Energy
Federal agencies in collaboration with tribes, tribal organizations, and other interested parties
conducted a roundtable to thoroughly discuss and identify means to address the broad range of
tribal cultural, religious, economic, social, legal and other issues related to environmental justice
in Indian country and among Alaska Natives. The Interagency Working Group on
Environmental Justice (IWG) made a commitment to ensure Native American and Alaska Native
concerns were not overlooked and that tribal environmental justice issues were seriously
considered. However, a major barrier towards moving forward was the lack of clarity on how to
properly interpret and implement the principles of environmental justice, and adhere to the
government to government working relationship and the federal-tribal trust responsibilities.
The "American Indian and Alaska Native Environmental
Justice Roundtable" was convened on August 3-4, 200 in
Albuquerque, New Mexico at the Southwestern Indian
Polytechnic Institute (SIPI) to address these concerns. Over
150 participants identified issues and recommended
strategies to assist policy-makers in the development of a
forward-thinking, comprehensive environmental policy that
recognizes and fosters the unique relationship between
environmental protection, human health, environmental
justice, and economic development. It provided an
opportunity for communications between federal officials,
tribal elected officials, tribal community members,
environmental protection experts, state and local officials,
academia, business/industry, and grassroots organizations.
Impetus for this roundtable came as a request during the
July 1999 conference, "Environmental Justice:
Strengthening the Bridge Between Economic Development
and Sustainable Communities."
WHERE IS THE
PARTICIPATING
COMMUNITY?
The Roundtable assembled a
representative group of American
Indians, Alaskan natives,
environmental protection experts,
legal scholars, ethicists, tribal
elders, religious leaders, cultural
specialists, policy experts, and
others from around the nation to
identify and address the issues
associated with environmental
justice in Indian Country.
Intended Project Benefits
Greater communication, understanding and trust between and among federal agencies
and tribal governments, tribal citizens, state governments and other groups.
Recommendations for addressing five (5) core issues:
'Federal government's responsibilities for environmental justice in Indian country and
among Alaska Natives.
'Tribal governments's responsibility for addressing environmental justice concerns.
States' responsibilities for addressing environmental justice in Indian country.
Implications of environmental justice for industrial development in Indian country.
"Collaboration of tribal, federal, and state governments to address human health
and environmental justice.
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Project Milestones
Production of a comprehensive report of the Roundtable with recommendations.
(completed January 31, 2001).
Continued review of the report to identify opportunities for interagency collaboration to
enhance environmental justice in Indian country and among Alaska Natives, by the IWG
American Indian and Alaska Natives Task Force.
Lessons Learned
Environmental Justice is a prevailing concern in Indian country and among Alaska Natives. As
stated in the Executive Summary of the Roundtable report, "American Indian and Alaskan
Natives value the environment differently than non-natives...(tribes) use and manage the
environment holistically; everything is living and has a spirit. Thus many federal and state
environmental laws and regulations...do not address the needs and concerns of (tribes). Land-
based resources are the most important assets to tribes spiritually, culturally, and economically."
The Roundtable participants defined environmental justice in terms of injustices. Many of these
injustices are due to an inadequate understanding of the special legal relationship between the
federal government and the federally-recognized tribes. The lack of understanding of tribal
sovereignty, federal-trust responsibility, government-to-government relationship, treaty rights,
and tribal citizenship continues to hinder the development and implementation of effective
federal programs and activities for or of interest to tribes. Progress is being made, although
limited, as more and more federal agencies work to develop "tribal policies" and "tribal
consultation" strategies, and provide "Working Effectively with Tribal Governments" training
for their managers and staffs. Similar steps are being taken by some states as well. Greater
attention and support needs to be given to federal tribal programs and tribal environmental
programs so environmental injustices can effectively be addressed. Through these efforts, the
three forms of sovereign governments (federal, state and tribal) will be in a better position to
more effectively provide for environmental protection, public health, and economic development
for all communities in our Nation.
Partners
Department of Energy. Department of Health and Human Services (Indian Health Service,
Administration for Native Americans), Department of Interior (Bureau of Indian Affairs, Bureau
of Reclamation), Department of Justice, Environmental Protection Agency, Department of
Defense, Department of Agriculture, Department of Housing and Urban Development,
Bonneville Power Administration, Council of Energy Resource Tribes, Medical University of
South Carolina, Lockheed
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