United States
Environmental Protection
Agency
Administration and
Resources Management
(PMr225)
July 1989
Public - Private
Partnerships (P3)
Strategy
PUBLIC- PRIVATE
PARTNER
SHIPS
Printed on Recycled Paper
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&EPA
Why Public-Private Partnerships?
A Message from the Assistant Administrator
Few would deny that we have made progress in environmental protection. As a society,
we have made numerous commitments and huge investments in bringing pollution under
control, and in reducing the assaults on our air, water and land. Our air and water are
measurably cleaner, and our landfills controlled. But this country is not ready to put the
brakes on environmental progress.
Congress, responding to public interest and concern for the environment, has authorized
significant new requirements which we, as a nation, must meet together. But a second
trend of recurrent Federal budget deficits, changes in our tax laws, and resultant increasing
demands on States and localities in all service areas has sharply li mi ted traditional funding
sources.
Inevitably, environmental and fiscal trends have collided. And now, our cities face the
expensive problem of complying with new regulations while their environmental
infrastructure is aging, compounding the already difficult choices about how to allocate
limited resources. Quite frankly, we are facing a situation that jeopardizes the future of our
environmental protection agenda.
So what is EPA doing about this situation?
We realized we needed to alter the way we do business at EPA. Searching for solutions,
we became aware of a few examples where forward-thinking communities had managed to
bring private sector resources and ingenuity into play in meeting their environmental
obligations. For these reasons, we decided to launch an effort to encourage public-private
partnerships.
Our goal is a simple one-to increase private sector participation in advancing environmental
protection to the level citizens of this country are demanding.
As providers of environmental services, local communities, especially small ones, are the
focal point for the Public-Private Partnerships initiative. The Strategy Document we have
prepared lays out the critical objectives, products, activities and roles of the partners, to
ensure viable public-private partnerships are established. This is not solely a document for
EPA, but suggests roles for other players as well. We would like to hear from you and
solicit your ideas and suggestions on our Public-Private Partnership strategy.
Our initiative is now up front on the public agenda. Every day we hear from new state
officials, financial groups, and others who have become aware of our objectives and want
to know what they can do to help. By joining forces, together we can meet the
environmental financing challenges that we face.
Assistant Administrator
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P3 Strategy Document Executive Summary
Purpose The main purpose of this Document is to give an overview of EPA's
Public-Private Partnerships initiative. It identifies the objectives, ac-
tivities, products, and time frames to implement this initiative. It
also suggests the roles and activities of public, private, and non-
profit participants within that initiative.
Background Needs and expectations for environmental protection are growing,
while budgetary constraints and changes in Federal tax laws are
limiting traditional funding sources. Environmental legislation
reauthorized or proposed by Congress in recent years place signifi-
cant additional resource requirements on States and communities,
increasing their infrastructure and administrative costs. Increasing
demands in all service areas, environmental and other, place addi-
tional burdens on States and local communities to come up with the
resources to cover their needs. The resulting strain on public re-
sources jeopardizes past, present, and future environmental im-
provements.
Agency-wide Initiatives EPA has developed several Agency-wide initiatives designed to
bridge the gap between requirements and available resources; to
promote greater cooperation between EPA, the environmental and
private community; and to encourage the use of innovative tech-
nologies. These include:
Public-Private Partnerships
Alternative Financing
Technology Transfer/Cooperative Environmental Management
Technology Development
Legislative/Regulatory Flexibility
Pollution Prevention
Public-Private One initiative in particular, Public-Private Partnerships (P3)/ is re-
Partnerships Initiative ceiving strong Agency and public support as a means of addressing
the environmental funding problem. A public-private partnership
exists if the public and private sectors share responsibility for pro-
viding environmental public works. EPA is focusing on establishing
partnerships in drinking water, wastewater treatment, and solid
waste at the local level, with particular emphasis on small commu-
nities.
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P3 Objectives The Public-Private Partnerships initiative encompasses the following
objectives:
Provide national leadership and coordination
Determine impediments and incentives
Facilitate partnership formation
Provide community outreach
P3 Products Work is underway on a number of products to meet these P3 objec-
tives. The products include:
Conferences
Self-Help Guides and Videos
Legislative/Regulatory Options Paper
Case Studies
Demonstration Projects
Information and Communication Networks
Roles and Relationships AH participants play an important role in successful partnerships,
of Public-Private ^u* I00*! governments make the final decisions to pursue public-
Partner*; P"vate partnership arrangements. As providers of environmental
services, local communities, especially small ones, are the focal point
for the P3 initiative. The feedback we have received to date sug-
gests the following general roles for the participants:
EPA:
Coordinator and Facilitator
EPA will provide national coordination, leadership, and policy
development of the P3 initiative's strategy and activities.
State Government:
Marketer
State governments can help encourage and support the forma-
tion of public-private partnerships in local communities.
Local Government:
P3 Implementers and Users
Local communities are the primary users and decision-makers in
the public-private partnership process. They must plan for
environmental programs and how to fund them. To meet their
growing infrastructure and environmental service needs, com-
munities will need to pursue alternatives to traditional service
and funding arrangements.
Private Sector:
Partner in the Delivery of
Environmental Services
Business and banking interests can offer financial and technical
expertise as well as provide the service arrangements of an envi-
ronmental infrastructure project.
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Non-Profit Sector: Associations, foundations, academia, and environmental groups
Contributor of provide expertise and support for communications, awareness,
P3 Information/Expertise and outreach to the public.
The relationship of participants in public-private partnerships is
precisely that of a partnership. They are partners in the provision of
services to protect public health and the environment.
This Document presents a thinking strategy to encourage an open
and ongoing dialogue on how to carry out the P3 initiative.
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P3 Strategy Document Table of Contents
Page Title
/ Executive Summary
1 Introduction/Background
A. Environmental Financing Challenge
B. Creative Solutions Are Necessary
5 The Public-Private Partnerships Initiative
5 A. The Need for Public-Private Partnerships
5 B. What Is A Public-Private Partnership?
6 C. Types of Public-Private Partnerships
7 D. The Partnerships Initiative: The Process
7 E. The Partnerships Initiative: Objectives
9 F. The Partnerships Initiative: Essential Products
13 G. The Partnerships Initiative: Timetable
14 H. The Roles of the Partners in the Initiative
17 I. The Relationships of the Participants
18 J. For More Information
Appendices
19 Appendix 1: Acronyms
21 Appendix 2: Agency Initiatives to Manage and Meet the
Environmental Challenges
27 Appendix 3: EPA Contacts List
29 Appendix 4: Suggested P3 Activities of EPA Offices
List of Exhibits
2 Exhibit 1: Actual and Projected Local Government
Expenditures (1981 - 2000)
4 Exhibit 2: Summary of Major Initiatives to Manage
and Meet Environmental Challenges
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Page Title
List of Exhibits (Continued)
6 ExhibitS: Types of Partnerships
7 Exhibit 4: The Partnership Process
8 Exhibit 5: Public-Private Partnerships Initiative:
Objectives and Products
12 Exhibit 6: 1989 Regional Conferences
13 Exhibit?: Building Public-Private Partnerships:
Products and Implementation Schedule
18 Exhibit 8: EPA Working with the States, Local
Governments, and the Private and
Non-Profit Sectors to Build Public-Private
Partnerships
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P3 Strategy Document Introduction/Background
A. Environmental
Financing Challenge
Environmental challenges
are greater and
traditional funding
sources more limited
Local spending for
environmental services
will increase dramatically
Over the past 20 years, billions of dollars have been spent by govern-
ments, industry, and the public, to build an environmental infra-
structure that protects the integrity of our nation's air, water, land,
and natural resources. The results are impressive, but our work is
not complete. New, tougher, and more complex regulations will
require additional infusions of capital during a period when govern-
ments are struggling to adjust to the maintenance and replacement
costs of an aging infrastructure.
At the same time, traditional funding sources have become limited
due to budgetary constraints, changes in the tax laws, and increasing
demands on States and localities in all service and operating pro-
gram areas. The new state of affairs reflected in legislation such as
the Gramm-Rudman-Hollings bill means we can no longer rely on
the Federal purse to pay for as great a share of environmental pro-
tection as it has in the past. This shift of financial responsibility to
states and local communities from the Federal government is part of
what we know as the "New Federalism", and mis trend will likely
continue.
It is no surprise that recent studies point to a severe shortfall in
public resources available to finance future environmental improve-
ments, especially at the local level.
For local communities, the cost of environmental expenditures will
rise dramatically. (See Exhibit 1). In 1987, local spending cm envi-
ronmental services was $32.6 billion. To maintain this level of envi-
ronmental and service standards, an additional $15.8 billion will be
needed annually by the year 2000. Furthermore, costs associated
with new regulations are estimated to reach $5.3 billion by the year
2000. This conservative estimate reflects only a portion of the costs
of federal environmental regulations that will take effect over the
next five to ten years, none of the environmental programs envi-
sioned by Congress beyond 1987, and none of the growing number
of new state or local environmental mandates.
At the state level, the EPA Office of Water projects a state funding
shortfall of approximately $309 million in 1995. A recent FJ>A study
suggests that by the year 2000, states will have to spend more than
twice the amount spent in 1987 to administer their water programs.
This represents the cumulative effect of the many new statutory
drinking and surface water requirements coupled with the diminish-
ing federal funds that partially support ongoing state surface water
quality programs.
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Actual and Projected
Local Government Expenditures
(1981 - 2000)
-\iIiiiiiiiiiiir
1981 1983 1985 1987 1989 1991 1993 1995 1997 1999
Fiscal Year
$5.3Hton
AddBonal local
apendng to comply
with new
envi'onniontal
standards
$15.8Hlon
AdoJBonal local
government spendng
to maintain
current level of
environmental
quafty
Exhibit 1
Source: Apogee Research, Inc. The Cost of Environmental Protection Draft Report, 1989.
B. Creative Solutions
Are Necessary
Failure to act to reduce the growing difference between needs and
resources may result in losing the environmental gains we have al-
ready realized.
The growing costs of environmental protection require a reexamina-
^on °^ ^ow me nation finances and pays for such investments. The
difference between current and future needs and current spending
dearly calls for more innovative approaches, especially at the local
level. We need to take a fresh look at our requirements as well as
the financing and management options available to meet them.
With these issues in mind, EPA has developed several initiatives to
encourage the institutional and policy changes required to meet
these challenges.
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The initiatives include:
Public-Private Partnerships
Alternative Financing
Technology Transfer/Cooperative Environmental Management
Technology Development
Legislative / Regulatory Flexibility
Pollution Prevention
Exhibit 2 identifies the goals, activities, responsible EPA offices, and
other main participants for each initiative. An explanation of all
acronyms is given in Appendix 1.
The remainder of this Document is a workplan for the first initia-
tivePublic-Private Partnerships. It defines these partnerships;
describes the types of partnerships; and specifies the activities,
products, players and suggested roles, and the timing necessary to
implement the initiative.
For additional information on the other five initiatives, see Appen-
dix 2. This appendix consists of more detailed narratives on these
initiatives.
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Exhibit 2
Summary of Major Initiatives to Manage and Meet Environmental Challenges
INITIATIVE
Public-Private
Partnerships
Alternative
Financing
Technology
Transfer
Technology
Development
Legislative/
Regulatory
Flexibility
Pollution
Prevention
MAIN GOAL
Increase private
sector involvement
in environmental
infrastructure
Promote greater
use of financing
mechanisms other than
general appropriations
or federal grants
Facilitate coooperative
environmental manage-
ment among industry
and academia
Stimulate development
of cost-effective
technologies
Promote greater
flexibility of
Congressional and
State legislation and
EPA regulations
Promote an integrated
approach to stressing
prevention
FOCUS/
AUDIENCE
Local
governments,
especially
small
communities
Local
infrastructure
needs and
state and
Federal
administrative
costs
Business and
industry
State and
local
communities
Industry
Federal and
State
legislation
States and
industry
MAJOR
ACTIVITIES
Develop partnership options
Find success stories
Identify impediments
Implement community outreach
Demonstration projects
Implement SRFs, other AFMs
Hold OW conferences
Survey states (NGA)
Expand use of SRFs and AFMs
to other programs
Analyze user fee feasibility and
implement in various programs
Provide tools and information
(OTTRS & CERI)
Enhance IPA program
Expand communication networks
Disseminate technical
information
Technology Advisory Board
(NACETT)
Utilize EPA Training Institute
Implement Technology Transfer
Act
Develop and evaluate control
technologies
Establish National
Environmental Technology
Applications Corp.
(NETAC)
Evaluate and review legislative/
regulatory impediments and
incentives
Develop legislative/regulatory
options
Regulatory Rexibility Act
Produce Agency policy statement
Support and develop Regional,
State, and local pollution pre-
vention programs
Supply tools to prevent pollution
Target opportunities and identify
incentives
Evaluate progress of pollution
prevention
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OTHER
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P3 Strategy Document The Public-Private Partnerships Initiative
A. The Need for In light of the serious budget constraints facing Federal and State
Public-Private governments, EPA believes that public-private partnerships have
Partnershivs 8reat potential to help meet the growing environmental and re-
source challenges facing this country in the 1990's and beyond.
Greater private involvement can increase public resources available
for environmental protection in at least two ways.
Private sector
involvement can lead to
greater efficiency
First, properly designed and executed partnerships can provide
improved environmental services at the lowest cost to the pub-
lic.
Second, private equity arrangements can free State and munici-
pal resources for other investments.
In both cases, the involvement of the private sector can lead to im-
provements in efficiency that may not otherwise accrue under strict
public provision of services. These efficiencies can lower the envi-
ronmental protection and compliance costs absorbed by the public.
As a result, municipal revenues may be freed for providing other
public services.
B. What is a Public-
Private Partnership?
A public-private partnership is a contractual relationship between a
public and private party that commits both to providing an environ-
mental service.
Partnership Activities The public-private partners generally share responsibility for any
one or more of the following activities:
Decision to provide an environmental service in a community.
Financing the project using public and/or private financing.
Designing and/or constructing the facility.
Operating and maintaining the facility or service.
EPA's focus is on establishing public-private partnerships at the
local level, especially in drinking water, wastewater treatment and
solid waste. Particular emphasis is placed on the needs of small
communities.
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C. Types of The types of partnerships that have evolved are a result of who does
Public-Private w^at with respect to the activities that have just been described. The
Partnershivs c^iart below identifies five types of partnerships which are arrayed in
" the chart from partnerships with least private involvement to most
private involvement.
Types of Partnerships
Least Private Involvement
Contract Services
Turnkey Facity
Developer Financing
Privatization
Merchant Facility
Most Private Involvement
Exhibit 3
Partnership Definitions The key features of each of these types of partnerships is as follows:
Contract Services. In this type of partnership, the private sector
is contracted to provide a specific municipal service, such as
garbage collection or to maintain and operate a facility such as a
waste treatment facility. The facilities are owned by the public
sector.
Turnkey Projects. In this type of arrangement the private sector
designs, constructs, and operates an environmental facility. The
facility is still owned by the public sector.
Developer Financing. In this type of arrangement, the private
sector (usually private developers) finances the construction or
expansion of an environmental facility in return for the right to
build houses, stores, or industrial facilities.
Privatization. In this type of public-private partnership, the
private sector owns, as well as builds and operates the facility.
They also partially or totally finance the facility.
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Merchant Facilities. In this type of arrangement, the private
sector makes a business decision to provide an environmental
service to a community with the expectation that they will make
a profit from the services provided. In merchant facilities not
only does the private sector own and operate the facility as in
privatization deals, they also make the decision to provide an
environmental service to a community.
Municipalities determine As you move toward more private involvement a number of things
appropriate level of happen:
private involvement
The private sector invests more of its funds.
The private sector assumes more of the risk for the effective
operation of the facility.
On the other hand, the greater the private involvement the less
control the municipality has over the delivery and cost of the service.
In deciding what kind of partnership is most appropriate, communi-
ties have to make tradeoffs between these three factors: private invest-
ment, risk, and control. Partnerships have to be tailored to the needs
of communities. Certain types of partnerships will work more
effectively than others, depending on the requirements and needs of
the community.
As the Agency proceeds in the implementation of the Public-Private
Partnerships strategy, it will investigate and encourage the various
types of partnerships as described above.
D. The Partnerships The basic process for the P3 initiative, as shown in Exhibit 4 below, is
Initiatve: to define a framework involving several key implementation steps.
The Process 1****** D^
The Partnership Process
Define Structure
of the
Initiative
Complete Activities
to Meet
Initiative
Market Products
through
Regional
Coordinators
Establish Networks
with State/Local
Governments
Exhibit 4
E. The Partnerships EPA has identified key Agency objectives that will enhance the roles
Initiative: of tne public, private, and non-profit sectors in helping to meet local
Objectives enyironmental needs. The objectives are:
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Exhibit 5
Public-Private Partnerships Initiative: Objectives and Products
OBJECTIVE
Provide national
leadership, and
coordination
Determine impedi-
ments/incentives to
public-private
partnerships
Facilitate
partnership
formation
Community
outreach
MAJOR
ACTIVITIES/PRODUCTS
Strategy document
Debate document
Regional P3 Coordinators
Environmental Financial
Advisory Board
Cost of Environmental
Protection Report
Review Federal, State and local
laws/regulations to identify
barriers
Analyze partnership barriers and
incentives and develop recom-
mendations
Develop legislative/regulatory
options paper
Clearinghouse
Case studies report
Current Public-Private
Partnerships Options
Self-help guides
Self-help videos
Demonstration projects
Venture Investment Funds
Communications strategy
Public-Private Partnerships
Bulletin
Conferences
State/Local marketing networks
EPA
LEAD
OARM
Regions
OARM
Program
Offices
OARM
Regions
OARM
OTHER EPA
OFFICES
OCEM
Program Offices
OEA
OPPE
Program Offices
OGC
OCEM
Regions
OEA
Program
Offices
OUTSIDE
PARTIES
States
Localities
Business
Industry
Academia
Associations
States
Localities
Business
Industry
Academia
Assocations
States
Localities
Business
Industry
Academia
Associations
States
Localities
Business
Industry
Academia
Associations
Note: See Exhibit 5 for EPA's Implementation Timetable
8
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Provide a focal point, as well as national leadership and coordi-
nation, for public-private partnership activities.
Determine the impediments and incentives to partnerships, and
develop strategies to alleviate impediments and create incen-
tives.
Facilitate partnership formation, including identifying viable
partnership options that States and communities can use to
increase private sector involvement in environmental projects.
Provide outreach to communitiessharing with them informa-
tion on public-private partnerships and how to arrange them.
F. The Partnerships Work on a series of products is underway to meet the Strategy's
Initiative: goals and objectives. Exhibit 5 arrays the responsible and partici-
Essential Products Patin§ organizations and products for each objective. The products
include:
Objective 1. Strategy Document. The P3 Strategy will define and frame the
Provide national leader- nature of the environmental challenge; briefly outline the initia-
ship and coordination ti ve* *e A^^ ta^ng to. address this cuhallen§e' .fesent a
r workplan to build public-private partnerships; specify activities,
products, and the timing necessary to carry out the plan; and
suggest roles and activities that EPA, State and local govern-
ment, and the private and non-profit sectors can pursue in order
to implement the initiative.
The Debate Document. The Debate Document is a compilation
of essays written by national leaders reflecting their thoughts on
the impending threat to our environmental infrastructure and
on creative solutions to address this challenge. This document
will provide the theoretical basis for the initiative and will be the
centerpiece of an ongoing debate over the policies which will
guide EPA and state activities in the years to come.
Regional P3 Coordinators. The Regional P3 Coordinators are
contact persons within EPA's Regional Offices who will coordi-
nate implementation of the Public-Private Partnerships initiative
in the regions. These individuals will take the lead in planning
and carrying out the regional portion of the effort, such as con-
ducting regional conferences, working with State legislators to
identify regulatory and legislative barriers and incentives to
partnerships, and identifying success stories where partnerships
have worked within their region.
Environmental Financial Advisory Board. The Board is a
nationally recognized, authoritative body of senior executives
drawn from all levels of government, including elected officials;
9
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Objective 2.
Determine impediments
and incentives
Objective 3.
Facilitate partnership
formation
the finance and banking community; business and industry;
environmental organizations; and academia. This Board will be
reflective of local and regional municipal finance matters and
have recognized credibility to communities of varying sizes.
The Environmental Financial Advisory Board was established
through the National Advisory Council for Environmental Tech-
nology Transfer.
The Cost of Environmental Protection Report. This report
documents the costs of environmental protection for all levels of
government and sectors of society. The report presents recent
trends in expenditures associated with EPA programs and
projects future spending patterns. It calculates the gap between
environmental needs and the resources currently available to
meet these needs. It also identifies types of communities that
will have the most difficulty in financing future environmental
needs.
Legislative/Regulatory Options Strategy. The purpose of this
strategy is to develop options for identifying and eliminating
possible obstacles and disincentives to the establishment of
public-private partnerships for environmental services. A
review of legislative and regulatory barriers will be conducted
in several distinct phases. The initial phase will focus on prob-
lems associated with federal statutes and requirements and will
assess the impacts of proposed tax legislation changes on envi-
ronmental financing. Upon completion of the first phase/ a
review of state and local barriers will be conducted. An options
paper will identify the legislative and regulatory strategies that
EPA and others should pursue to promote the building of part-
nerships.
Clearinghouse. The clearinghouse will be an information ex-
change maintained by EPA on matters relating to environmental
financing, infrastructure development, and public-private part-
nerships. Materials include products of the Public-Private Part-
nerships initiative, program office publications, and lists of
Federal/State/local contacts in relevant areas.
Case Studies Report. This report will document a series of
successful public-private partnerships in three main areas:
drinking water, wastewater treatment, and municipal solid
waste management.
Current Public-Private Partnerships Options. This report
assesses which types of public-private partnerships are viable,
given the current regulatory and legislative climate. It also
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Objective 4.
Provide community
outreach
explores which arrangements are most suitable for specific
environmental problems and what the incentives and impedi-
ments are in the formation of partnerships.
Self-Help Guides and Videos. These materials are designed to
provide local officials with the information necessary to imple-
ment a partnership. The guides will show how to choose the
partnership option that best suits their specific needs and pro-
vide detailed step-by-step information on how to structure and
implement the partnership agreement.
Demonstration Projects. Demonstration projects will serve as
models of succesful public-private partnerships to communities.
These projects will demonstrate to communities that partner-
ships work and benefit both the public and private sectors. EPA
will provide grant assistance to a few communities to facilitate
the successful formation and development of public-private
partnerships.
Venture Investment Funds. These funds are EPA monies
available for use in public-private partnership demonstration
projects. Such money would be a part of the technical assistance
provided to State and local officials in structuring specific proj-
ects.
Communication Strategy. The communication strategy pro-
vides a framework for EPA's efforts to raise awareness of the P3
initiative, solicits input from external sources, and encourages
participation in meeting P3 objectives. It identifies the different
publics important to the success of the P3 initiative and describes
how EPA will manage the various working relationships with
each major constituency. A key aspect of this strategy is our
coordination with other Federal agencies, including the Office of
Management and Budget, the Department of Treasury on tax
issues, and the Departments of Energy and Housing and Urban
Development on the interrelationships of various energy, hous-
ing, and environmental financing issues. Due to the ongoing
nature of the function, the communication strategy will be
reviewed and updated periodically, as required.
Public-Private Partnerships Bulletin. The Bulletin is a series of
reports to generate dialogue and debate on the many problems,
opportunities, and issues that exist in the areas of environmental
financing and public-private partnerships. The publication will
keep interested individuals informed of EPA activities, the
resources available to them, and ideas from others facing similar
challenges across the country.
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Conferences. These forums will bring together, on a national
and regional level, interested individuals from all sectors to
focus on pertinent environmental financing and infrastructure
problems. EPA plans to hold four or five regional conferences
per year. They will examine how to establish partnerships most
suited to the requirements and conditions of each region in the
country. The first conference was sponsored by EPA's Region
IV Atlanta office, in April 1989, and focused on solid waste
issues. The location and time of the regional conferences are
given in Exhibit 6.
1989 Regional Conferences
Region 5
TEA 1989
Region 8
TEA 1989
Region 1
TEA 1989
Region 3
June 1989
Region 4
April 1989
Exhibit 6
State/Local Marketing Networks. These networks consist of
individuals in State and local governments, professional and
trade associations, and business and industry that will receive
products, information, and activities relating to the Public-
Private Partnerships initiative.
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G. The Partnerships A number a key activities for EPA's Public-Private Partnerships
Initiative: "titiative a*6 now underway. Each of these activities involves the
Timetable comPletion of products (described in Section F). Exhibit 7, the Im-
plementation Schedule, illustrates the timing of the products. The
Schedule covers the first three years of the initiative and identifies
short and long-term milestones for work products.
Building Public-Private Partnerships:
Products and Implementation Schedule
Work
Product
Strategy Document
The Debate Document
Regional P3 Coordinators
Envir. Financial Adv. Board
Cost of Environmental Project
Legislative/Regulatory Options
Clearinghouse/Case Studies
Current P3 Options
Self-Help Guides/Videos
Demonstration Projects
Venture Investment Funds
Communication Strategy
P3 Bulletin
Conferences
State/Local Market. Network
Implementation Schedule
FY1989
Jan May Sept
FY1990
Jan May Sept
FY1991
Jan May Sept
ongoing- every quarter
ExMbit?
13
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H. The Rotes of the The development of public-private partnerships involves support
Partners in the ^rom Federal, State, and local government, finance and banking,
Initiative ^usmess an<^ industry, academia and foundations, and associations
and interest groups. An elaboration of the suggested roles and
activities for each participant in the Public-Private Partnerships
initiative is described below.
EPA'sRole
'Coordinator and
Facilitator"
Within EPA, its Headquarters and Regional offices will participate in
a number of ways in the initiative. EPA Headquarters will provide
national coordination, leadership, and policy development of the P3
initiative's strategy and activities. EPA Regional Offices will serve
as the contact point and liaison to States and localities, and will be
involved in the implementation of the initiative. The Regional
Offices play a crucial role in the dissemination of information to
States, local governments and the private sector on the P3 initiative.
Products to support the initiative will be developed at Headquarters
and marketed through the Regional Offices.
The EPA Steering EPA has established a Steering Committee and Task Force to pro-
Committee and ^de leadership and guidance for the P3 initiative. Appendix 3 lists
Task Force me mem^ers °f me Steering Committee and Task Force.
EPA's Activities
Develop strategy and guidance as needed to implement and
coordinate the P3 initiative.
Provide direction and assistance to members of the Environ-
mental Financial Advisory Board on carrying out the agenda of
the Board.
Coordinate and develop the environmental financing clearing-
house.
Provide examples and publish case studies of successful and
unsuccessful public-private partnerships.
Develop and distribute self-help guides and videos for use by
communities in reviewing and implementing the public-private
partnership option.
Publish, distribute, and contribute articles and viewpoints to the
Public-Private Partnerships Bulletin.
Take the lead in identifying, developing and implementing
public-private partnerships demonstration projects.
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Develop and use available communication networks to increase
the participation of both the public and private sectors in meet-
ing the goals of the initiative.
Monitor events and projects across the country which may have
a bearing on public-private partnerships.
Conduct conferences, seminars and meetings for government
officials and the private sector to increase awareness of public-
private partnerships.
Monitor, analyze, and provide recommendations on legislative
initiatives and regulations which may influence privatization as
well as identify incentives and disincentives to public-private
partnerships.
State Government Role
"Marketer'
State governments are the vital links to local communities. In our
discussions with States and localities, they have suggested a number
of activities which they could pursue to build public-private partner-
ships. Hie major suggested role for States is to encourage and sup
port localities in the formation of public-private partnerships. Hie
States can also serve as contact points between EPA and communi-
ties, insuring that localities in need of assistance are brought to the
attention of an EPA contact Suggested activities for State govern-
ments include but are not limited to:
Promote and assist localities in the formation of public-private
partnerships.
Work with local organizations and EPA to obtain and provide
the necessary guidance and information that local communities
need to form a public-private partnership.
Assist in developing legislative/regulatory options and evaluate
and review State regulations and legislation and how they
inhibit or promote the formation of public-private partnerships.
Contribute State viewpoint articles to the Debate Document and
the Public-Private Partnerships Bulletin.
Provide input on public-private partnership case studies and
provide information for and use the EPA P^ Clearinghouse.
Review self-help guides and videos for practical applications
and pertinence to local communities needs or requirements.
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Participate in and co-sponsor regional and State conferences on
public-private partnership issues.
Participate in the development and implementation of public-
private partnership demonstration projects.
Local Government Role
"P3 Implementers
and Users"
The role of local communities is most critical in the Public-Private
Partnerships initiative. Localities are the primary users and decision
makers in the public-private partnership process. Some of the sug-
gested activities for local governments include the following:
Work with States and EPA in addressing issues of concern to the
community on public-private partnerships.
Work with States and EPA in implementing public-private
partnership demonstration projects.
Participate in regional and local conferences on public-private
partnership issues.
Provide lessons learned on public-private partnerships regard-
ing finance, legal, political, technical, or other aspects of the
partnership.
Review and revise local regulations or laws that discourage the
creation or implementation of public-private partnerships.
Provide a local viewpoint on barriers and incentives in the
formation of public-private partnerships by submitting articles
to the Public-Private Partnerships Bulletin.
Review, provide recommendations, and use P3 guidance docu-
ments, e.g. Self-help guides and videos.
Contribute to and use P3 information clearinghouse and case
study documentation.
Private Sector Role
'Partner in the Delivery of
Environmental Services"
The private sector plays an increasingly important role in the public-
private partnership process as a potential provider of the financing,
technical, or service arrangements of an environmental infrastruc-
ture project. Some of the suggested activities for finance, banking,
business and industry are:
Provide feedback and information on public-private partner-
ship success stories and failures.
16
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Provide financial resources for public-private partnerships.
Contribute articles to the Public-Private Partnerships Bulletin.
Provide private sector viewpoints on incentives and drawbacks
to the formation of public-private partnerships.
Participate in and contribute to national, regional, and local
conferences on public-private partnerships.
Participate in public-private partnership demonstration projects.
Non-Profit Sector Role
"Contributor of P3
Information/Expertise"
The non-profit sector's role in the Public-Private Partnerships initia-
tive is to provide information and expertise on various subjects and
issues that relate to public-private partnerships. Academia, founda-
tions, professional and trade associations, and interest groups can
support the P3 initiative in the following ways:
Expose membership to the P3 initiative by providing informa-
tion exchange and direction.
Analyze P3 issues and explore questions such as why the private
sector hasn't moved more aggressively into the P3 market? Is
the profit margin there? etc.
Provide expertise and consultation to local communities.
Contribute articles to the Debate Document and the Public-
Private Partnerships Bulletin.
Participate in and contribute to conferences held on public-
private partnerships.
Review legislative/regulatory options papers and provide
criticism and suggestions.
I. The Relationships The relationship of participants in public-private partnerships is
of the Participants Preciselytnatmey are partners in the provision of environmental
protection and services.
Local governments are the focal point for this initiative. Their need
for resources, both financial and technical, particularly in the face of
the growing demand for increasingly expensive environmental
services, calls for support from other levels of government and from
the private and non-profit sectors. States are also key actors in the
development of public-private partnerships. They act as the liaison
between EPA and local communities and influence the formation of
public-private partnerships through State laws and regulations.
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EPA Working with the States, Local
Governments, and the Private Sectors
to Build Public-Private Partnerships
EPA
States
Non-profit
Sector
Local Gov't
Private Partner
PUBLIC-PRIVATE
PARTNERSHIP
Exhibit 8
Exhibit 8 illustrates the relationship of the partners as one of mutual
support. EPA and State governments facilitate and provide techni-
cal support. Local communities are the implementers of public-
private partnerships. Banking and business interests offer financial
and technical resources. Associations, foundations, academia, and
interest groups provide expertise and support for communications,
awareness, and outreach to the public.
/. For More Information Interested individuals and organizations are invited to call or write
the Resource Management Division of the Office of the Comptroller,
EPA for more information about the initiative.
Please call or write:
U.S. Environmental Protection Agency
Office of the Comptroller
Resource Management Division (PM-225)
401 M Street, S.W.
Washington, DC 20460
Telephone: (202) 475-8227
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Appendix 1 Acronyms
AFM Alternative Funding Mechanism
CERI Center for Environmental Resource Information
EPA U.S. Environmental Protection Agency
ICMA International City Managers Association
LIMB Limestone Injection Multistage Burner
NACETT National Advisory Council for Environmental Technology
Transfer
NETAC National Environmental Technology Applications
Corporation
NGA National Governor's Association
OAR Office of Air and Radiation
OARM Office of Administration and Resources Management
OCEM Office of Cooperative Environmental Management
OEA Office of External Affairs
OGC Office of General Counsel
OPPE Office of Policy, Planning and Evaluation
OPTS Office of Pesticides and Toxic Substances
ORD Office of Research and Development
OS WER Office of Solid Waste and Emergency Response
OTTRS Office of Technology Transfer and Regulatory Support
OW Office of Water
P3 Public-Private Partnerships
RIA Regulatory Impact Analysis
SITE Superfund Innovative Technology Evaluation
SRF State Revolving Fund
UST Underground Storage Tank
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'
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:^m
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Appendix 2 Agency Initiatives to Manage and Meet
the Environmental Challenges
Interrelationships of
Agency Initiatives
Key Initiatives
Creative solutions must
identify innovative and
cooperative ways to bridge
the gap between needs and
available resources
EPA has several Agency-wide initiatives underway to address
the environmental resource challenge, promote greater coopera-
tion between EPA and the community, and to encourage the use
of innovative technologies. These initiatives are:
Public-Private Partnerships
Alternative Financing
Technology Transfer/Cooperative Environmental Manage-
ment
Technology Development
Legislative/Regulatory Flexibility
Pollution Prevention
These initiatives are linked together by four common themes:
They are designed to bridge the gap between requirements
and the ability to meet needs.
They are Agency-wide initiatives which cut across all EPA
programs and media.
They seek to promote greater cooperation and coordination
between EPA and its State and local government partners;
private industry; the financial community; associations, and
academia.
They encourage the use of innovative techniques, proce-
dures, and technologies to manage and meet environmental
needs.
There are distinct differences in the way the various initiatives
attempt to bridge the environmental funding gap and their focus
or target audience. Some of the intiatives focus on reducing the
cost to meet environmental requirements while others try to
increase the resources available to meet these needs. A brief
description of each initiative, excluding the Public-Private Part-
nerships initiative which is discussed in detail in the body of this
Document, is given below.
Alternative Financing The Alternative Financing initiative assists various government
entities in discovering and using funding mechanisms other man
general appropriations or federal grants to raise revenue. As
traditional sources of funding become more constrained, new
21
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EPA offices are already funding mechanisms must be utilized. These alternative funding
promoting alternative fund- mechanisms (AFMs) include techniques such as revolving and
ing mechanisms (AFMs) other revenue management funds, user fees, special financing
& districts, bond banks, and dedicated taxes to provide resources
for environmental programs.
This initiative examines alternative financing mechanisms across
all levels of government. Its focus is to: 1) examine the financing
of environmental infrastructure needs at the local level and 2)
examine the financing of administrative and operating costs of
environmental programs at the State and Federal levels.
There are several offices within EPA involved in promoting
AFMs. Some examples are:
The Office of Water (OW) is responsible for implementing
the State Revolving Fund program. They are also involved
in encouraging States to use AFMs to support the costs of
administering their environmental programs. The Office of
Water is holding conferences with the States on this issue.
The Office of Solid Waste and Emergency Response's
(OSWER's) Office of Underground Storage Tanks (UST)
recently produced a handbook that discusses a variety of
AFMs that can be used to support State and local UST pro-
grams.
The Office of Policy, Planning and Evaluation has completed
a report on "State Use of Alternative Financing Mechanisms
in Environmental Programs" which covers AFMs used by
States to fund administrative and operating costs of regula-
tory programs.
The Office of Cooperative Environmental Management
(OCEM) is working through the National Governors' Asso-
ciation to survey states and transfer information among
states on approaches and methods to AFMs.
The Office of Administration and Resources Management
(OARM) has developed an authoritative body of expertise to
provide advice and opinions to the EPA Administrator and
State and local governments regarding environmental mu-
nicipal finance and taxation issues.
EPA is also looking at innovative approaches to finance the ad-
ministrative and operating costs of programs at the Federal level.
The Agency supports the development of Federal fees where
EPA provides special benefits to identifiable user groups. For
example:
The Agency's Superfund program finances the cleanup of
abandoned hazardous waste sites through an excise tax
22
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levied on oil and chemical manufacturers.
In 1988, EPA began collecting fees for the processing of Pre-
manufacture Notices (PMNs) in the Toxic Substances pro-
gram.
In 1990, EPA will collect fees under the new Ocean Dumping
Ban Act.
EPA will also be collecting fees for the reregistration of pesti-
cides and the expedited processing of amended pesticides
registration as well as collecting fees under the new Radon
Act.
Technology Transfer/ Technology Transfer seeks improved results by creating a climate
Cooperative *^at f°sters cooperative approaches to solving environmental
Environmental Pro^^ems' building knowledge and skills to take positive actions,
__. and expanding the use of technology transfer through technical
g men assistance training and focused information dissemination. As
our environmental programs evolve and mature, State and local
governments assume more implementation responsibilities while
EPA moves to a supportive role. EPA's challenge is to provide
States and localities with the technical tools and innovative
analytic and management information they need.
This initiative attempts to reduce the costs of environmental
protection by fostering a cooperative approach among industry,
academia, States and local communities.
EPA must provide States Some of the Technology Transfer activities underway within the
and localities with the Agency include the following:
tools they need m
The Agency is currently enhancing its overall Intergovern-
mental Personnel Act (IPA) program to expand and create
communication networks with State and local governments.
The Office of Research and Development (ORD) has estab-
lished the Office of Technology Transfer and Regulatory
Support (OTTRS) and within it the Center for Environmental
Resource Information (CERI). This Office and CERI are the
focal point for ORD's publication and scientific information
dissemination effort. In addition to publishing and distribut-
ing ORD products, CERI presents seminars, workshops, and
training courses around the country which are free to State
and local governments.
23
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The Agency has created a National Advisory Council for En-
vironmental Technology Transfer (NACETT) comprised of
37 members who represent government agencies, business
and industry, academia, and public interest groups to pro-
vide guidance to this effort. Leadership and coordination of
the Agency initiatives is located in a new Office of Coopera-
tive Environmental Management established as a staff office
in the immediate Office of the Administrator.
The EPA Institute network serves as a central clearinghouse
of information on environmental education and training
efforts underway throughout the Federal government,
within the Agency, and jointly between the Agency, State
and local governments, and other organizations. A newly
developed electronic catalogue of all Agency training courses
will enable State and local governments to search a database
for EPA courses, as well as list courses they can offer to the
Agency.
Technology Development As part of EPA's support role in providing States and localities
with the technical tools they need to successfully implement
required environmental programs, Technology Development
seeks to stimulate the development and use of new techniques
and technologies. This initiative strives to reduce the costs of
environmental compliance through the development of new
technologies that will provide more efficient and effective envi-
ronmental cleanup processes.
New techniques and The effort is led by the Office of Research and Development
technologies are critical to wlucn ^as implemented the program through a number of activi-
fr|pc
effective cleanup and
reduced costs B Cooperative arrangements have been established with indus-
try through the Federal Technology Transfer Act and by the
creation of joint Federal, industry, and academic laboratories
to demonstrate new technologies.
National Environmental Technology Applications Corpora-
tion (NETAC) was formed to facilitate commercialization of
priority environmental technologies being developed by
government and private sector sources.
Technology development is also stimulated through the SITE
(Superfund Innovative Technology Evaluation) Demonstra-
tion Program and other efforts such as the demonstration
and testing of the Limestone Injection Multistage Burner
(LIMB).
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Legislative/Regulatory The Legislative/Regulatory Flexibility initiative is directed at
Flexibility reviewing the Agency's approaches to both legislative and regu-
latory development to ensure that these approaches are fair,
effective, flexible, and affordable, given a complete consideration
of the impacts of these activities. EPA recognizes that environ-
mental legislation and the subsequent implementation of regula-
tions have tremendous impacts on all levels and sectors of soci-
etythe Federal, State and local government; the private sector;
Environmental laws should and the citizenry. This initiative attempts to reduce the costs of
be fair, effective, flexible, environmental compliance by promoting greater flexibility in
and affordable Congressional and State legislation, and in EPA and State regula-
tions, while at the same time preserving environmental stan-
dards.
EPA's intent is to provide the State, local and private sectors
with a greater array of regulatory options and alternatives
and to reduce the difficulties of compliance.
The Agency must also implement the Regulatory Flexibility
Act, which consists of understanding, analyzing, and where
possible, reducing the impacts that new and existing regula-
tions have on small entities, such as small businesses and
governmental jurisdictions.
Pollution Prevention The Pollution Prevention initiative seeks to reduce threats posed
by environmental pollution and the associated costs of environ-
mental protection by promoting an integrated environmental
approach stressing the prevention of pollution before it becomes
a problem. State and local governments will be encouraged to
play a role in helping to shift management priorities of industry
and the public. One of EPA's primary goals is to support the de-
velopment of State and local pollution prevention programs.
Pollution Prevention can A new Pollution Prevention Office, in the Office of Policy, Plan-
promote an integrated mn8 ^d Evaluation, is the focal point for the Agency's preven-
environmental approach tion activities *»*the maJor ^P*08 be^nd m integrated ap"
rr proach to pollution prevention across all program areas.
A multimedia pollution prevention approach will be incor-
porated into all EPA program activities as the preferred
method of managing wastes and reducing emissions.
A broad set of groups are being involved in developing a"
National Pollution Prevention agenda, including States, local
and Federal government, industry trade associations, and
academia.
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26
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Appendix 3 EPA Contacts List
Steering Committee
Charles L. Grizzle (Chair)
Assistant Administrator
Office of Administration and
Resources Management
Erich W. Bretthauer
Acting Assistant Administrator
Office of Research and Development
Robert S. Cahill
Associate Administrator
Office of Regional Operations
Jonathan Z. Cannon
Acting Assistant Administrator
Office of Solid Waste and
Emergency Response
Terry Davies
Special Assistant
Office of the Administrator
Linda J. Fisher
Assistant Administrator
Office of Policy, Planning,
and Evaluation
Henry Habicht
Deputy Administrator
EPA
Robert E. Layton, Jr.
Regional Administrator
Region VI
William G. Rosenberg
Assistant Administrator
Office of Air and Radiation
Greer C. Tidwell
Regional Administrator
Region IV
William A. Whittington
Acting Deputy Assistant
Administrator, Office of Water
Jennifer Joy Wilson
Assistant Administrator
Office of External Affairs
Task Force
David P. Ryan (Chair)
Comptroller
Office of Administration and
Resources Management
Stephen P. Allbee
Director, Planning and Analysis
Division
Off ice of Water
Bruce T. Barkley
Director, Office of Management
Systems and Evaluation
Office of Policy, Planning and Evaluation
Harless R. Benthul
Acting Assistant Regional Administrator
Region VI
Richard M. Brozen
Acting Director, Budget Division
Office of Administration and
Resources Management
Douglas D. Campt
Director, Office of Pesticide Programs
Office of Pesticides and Toxic
Substances
Michael B. Cook
Director, Office of Drinking Water
Office of Water
Charles L. Elkins
Director
Office of Toxic Substances
Office of Pesticides and
Toxic Substances
Joseph Franzmathes
Assistant Regional Administrator
Office of Policy and Management
Region W
27
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T. L. Juszczak
Acting Director, Office of Program
Management and Technology
Office of Solid Waste and Emergency
Response
Gary M. Katz
Director, Financial Management
Division
Office of Administration and
Resources Management
Peggy H. Knight
Director, Office of Community and
Intergovernmental Relations
Office of External Affairs
Alfred W. Lindsey
Acting Director, Office of Environmental
Engineering and Technology
Demonstration
Office of Research and Development
Sylvia Lowrance
Director, Office of Solid Waste
Office of Solid Waste and
Emergency Response
A. Stanle) _
Director, Planning~and Management
Staff
Office of Air Quality
Richard D. Morgenstern
Director, Office of Policy
Analysis
Office of Policy, Planning and
Evaluation
R. Thomas Parker
Director, Office of Cooperative
Environmental Management
Office of the Administrator
Alvin M. Pesachowitz
Deputy Director
Office of Information Resources Management
Harvey Pippen
Director, Grants Administration Division
Office of Administration and Resources
Management
John J. Sandy
Director, Resource Management
Division
Office of Administration and
Resources Management
Jack Stanton
Director, Technology Transfer Staff
Office of Research and
Development
Gerald H. Yamada
Deputy General Counsel
Office of General Counsel
Office of the Comptroller
Public-Private Partnerships Initiative
Staff
U.S. Environmental Protection Agency
Office of Administration and Resources
Management
Resource Management Division (PM-225)
401 M Street, S.W.
Washington, DC 20460
(202) 475-8227
John J. Sandy
Division Director
David Osterman
Branch Chief
Leonard Bechtel
Margaret Binney
Ellen Fahey
Keith Hinds
Kim Lewis
Joanne Lynch
Timothy McProuty
Eugene Pontillo
EUySeng
Christine Zawlocki
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Appendix 4 Suggested P3 Activities of EPA Offices
This appendix provides detailed information on the suggested P3
activities for EPA Offices.
OARM The Office of Administration and Resources Management is the
lead office for the P3 initiative. Divisions within OARM will en-
gage in the following P3 activities:
Resource Management Division
Develop the strategy and guidance as needed to implement
and coordinate the various aspects of the Public-Private
Partnerships Program.
Provide direction and assistance to members of the Environ-
mental Financial Advisory Board.
Take the lead in developing and distributing self-help guides
and videos for use by communities in reviewing and imple-
menting the public-private partnership option.
Participate and contribute to regional conferences on public-
private partnerships.
Publish, distribute, and contribute articles and viewpoints to
the Public-Private Partnerships Bulletin.
Take the lead in identifying, developing and implementing
public-private partnerships demonstration projects.
Provide examples and publish case studies of successful and
unsuccessful public-private partnerships.
Coordinate and develop the environmental financing clear-
inghouse.
Provide support to Grants Administration Division on legisla-
tive analysis.
Research, develop, and publish the Current Public-Private
Partnerships Options document.
Develop and use the available communication networks to
increase the participation of both the public and private
sectors in meeting the goals of the initiative.
29
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Coordinate, edit and publish the Debate Document on the
environmental financing challenge that we face.
Develop and establish a P3 venture investment fund to pro-
vide financial assistance, as appropriate, to the demonstration
projects.
Publish and distribute the Cost of Environmental Protection
report.
Educate and involve EPA Program Offices in P3 effort on a
continuous basis.
Grants Administration Division
Take the lead in reviewing Federal environmental legislation
and regulations (including OMB Circular A-102, and SRF
funding regulations), to identify Federal barriers and incen-
tives to public-private partnerships.
Propose changes to Federal environmental legislation and
regulations that would facilitate partnerships.
In cooperation with State and local governments, develop
model legislation to promote partnerships.
Provide assistance on authorized uses of venture investment
fund which provides financial assistance in demonstration
projects.
Financial Management Division
Provide input on existing P3 policies and procedures with
regard to financial issues, and assess the impact of P3 strategy
on Agency's financial operations.
Office of Information Resources Management
Work with OARM on coordinating and developing environ-
mental financing clearinghouse.
OPPE The Office of Policy, Planning and Evaluation can support the P3
initiative by undertaking the following activities:
Conduct additional Sector Studies at the state and local levels.
Evaluate and refine the Regulatory Impact Analysis process.
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Review OARM's Cost of Environmental Protection report for
accuracy and consistency with the sector studies.
Review policies on regulatory development and formulate
options regarding regulatory costs and impacts on public-
private partnerships.
Research and develop the Cost of Clean report mandated by
Congress.
OEA The Office of External Affairs can contribute to the P3 initiative in
the following ways:
Review policies on legislative development and formulate
options regarding environmental costs and impacts on public-
private partnerships.
Establish a subcommittee of the EPA/State Operations Com-
mittee to ensure States provide input into the P3 initiative.
Run local roundtable, Small Community Coordinator, and
State/EPA Operations Committee and provide assistance to
OARM in maintaining a working relationship with these
groups.
Work with OARM in establishing effective networks with
business, environmental groups, academia, civic associations
and labor groups.
Provide advice and consultation on P3 demonstration projects.
OGC The Office of General Counsel can provide assistance in the
following areas:
Review legal implications and appropriateness of new policy
options regarding legislative and regulatory development.
Review legalities associated with the distribution of Venture
Fund monies for demonstration projects.
OCEM Areas where the Office of Cooperative Environmental Manage-
ment can help in the P3 initiative are:
Provide mechanisms for and provide assistance in setting up
the Environmental Financial Advisory Board through
NACETT.
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Provide OARM and Program Offices assistance in working
with professional association networks and other contacts at
the State and local levels.
Promote and disseminate information on public-private
partnerships, especially to the States and communities.
EPA Program Offices Suggested activities for the Offices of Water, Solid Waste and
(OW, OSWER, OAR, Emergency Response, Air and Radiation, Research and Develop-
ORD and OPTS) men*'an£^ Pesticides and Toxic Substances are:
Review guidance documents for technical accuracy as they
relate to media matters.
Contribute EPA program office viewpoint articles for the
Debate Document.
Provide input on the legislative/regulatory options strategy
and review products for consistency with Agency policy.
Provide examples of case studies on successful/unsuccessful
partnerships and other relevant financing-related information
for the clearinghouse.
Promote and market the concept of public-private partner-
ships at the State and local levels as an alternative to financing
environmental infrastructure.
Provide technical assistance and review self-help guides and
videos.
Contribute articles to the Public-Private Partnerships Bulletin.
Participate in national and regional public-private partner-
ship conferences.
Actively support, suggest candidate projects, and participate
in the planning and implementation of public-private partner-
ship demonstration projects.
Share information on professional networks at the Federal,
State and local levels.
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EPA Regional Offices Suggested activities for the Regional Offices are:
Develop strategy and guidance as needed to implement and
coordinate the P3 initiative.
Provide assistance to members of the Environmental Finan-
cial Advisory Board on carrying out the agenda of the Board.
Assist in the development of the environmental financing
clearinghouse.
Identify success stories i.e. projects within the region where
public-private partnerships have worked.
Develop and distribute self-help guides and videos for use by
communities in reviewing and implementing the public-
private partnership option.
Contribute articles and viewpoints to the Public-Private Part-
nerships Bulletin.
Nominate candidate demonstration projects, where EPA can
facilitate the formation of specific public-private partnerships.
Develop and use available communication networks to in-
crease the participation of both the public and private sectors
in meeting the goals of the initiative.
Monitor events and projects across the country which may
have a bearing on public-private partnerships.
Conduct conferences, seminars and meetings for government
officials and the private sector to increase the communities
interest and awareness of public-private partnerships.
Work with state legislators to identify regulatory and legisla-
tive barriers and incentives to public-private partnerships.
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34
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For More Information Please Call or Write:
U.S. Environmental Protection Agency
Office of the Comptroller
Resource Management Division
(PM-225)
401 M. Street, S.W.
Washington, DC 20460
Telephone: (202) 475-8227
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