EPA REGION 10 STRATEGIC PLANNING WORKSHOP
            WORKSHOP SUMMARY
           Date of Workshop: June 10,1992

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This summary of the EPA Region 10 Strategic Planning Workshop, held
on June 10, 1992, reflects the results from a day long brainstorming
session with workshop participants. The workshop was organized to
provide a forum to hear perspectives of individuals that work to
protect the environment in Region 10, and to gather data for
consideration in the Region's long-term planning process.

The summary cites opinions from leaders involved with environmental
issues in the Pacific Northwest.  Region 10 will consider these ideas
and perspectives as it develops long-term plans.

The Region appreciates workshop participants' enthusiastic
participation and the general goodwill expressed  toward Region 10
throughout the day.

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                                   SUMMARY
                                     OF THE
              EPA REGION 10 STRATEGIC PLANNING WORKSHOP

I.     BACKGROUND

Region  10 has chosen a novel, perhaps unique, approach to the formulation of the FY95
strategic plan.  In the past, strategic planning has been conducted exclusively within the
Regional Office.  This year, Region 10 decided to broaden the range of viewpoints
contributing to the strategic plan. In particular, the Region wanted the perspective of those
groups and individuals identified as EPA's partners in concern for the environment. EPA
is confident that by expanding participation the final strategic plan will be more relevant and
useful to the Region as a whole.  This workshop was organized specifically to provide a
forum for developing information which will serve as the basis for the remainder of the
planning process.

II.    INTRODUCTION

This paper summarizes the FY95 Strategic Planning Workshop sponsored by EPA Region
10 and  held  on June 10th, 1992.  The  purpose of the workshop was to bring Regional
environmental leaders together with EPA Region 10's senior managers to discuss how EPA
Region  10 can best "add value" to environmental protection efforts in the Pacific Northwest.
The goal of the workshop was to discuss collectively  emerging environmental threats and
opportunities and how EPA, given its strengths and weaknesses, can best respond to them.
The workshop was the first step in EPA's long-term planning process; EPA will use the
results of the workshop in the development of its strategic plan, which will be used to guide
the Region's activities over the next five years.

The workshop involved thirty-two participants, drawn from the broad array of constituencies
in the Region 10 community:

      private industry;
      federal, tribal, state and local government officials;
      public interest groups;
      agriculture; and
      academia.

(A list of the participants is attached to  this meeting summary.)

III.   RESULTS OF THE DAY'S MEETING

The Workshop exceeded Region 10's expectations. All participants maintained high levels
of enthusiasm, actively participated and expressed general goodwill toward EPA Region 10.
At the conclusion, both internal and external participants expressed satisfaction  with the
spirit of the Workshop, that of working together on a common goal.

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IV.    WORKSHOP AGENDA

Dana Rasmussen, EPA Region 10 Administrator, set the stage for the workshop.  After
providing a brief background on the Region's strategic planning process and the purpose of
the day, Dana presented EPA's mission and some of the Agency's major challenges.

EPA's mission is to implement national environmental laws by providing oversight, technical
assistance, and enforcement options to and through the states and tribal governments.
Environmental protection challenges are being passed down closer to the public as more and
more federal laws (such as drinking water and stormwater rules) impose requirements on
local governments. Dana shared that one of the challenges she is faced with is finding the
best way to work with communities so that they can be most effective. In addition, EPA is
finding that traditional approaches to environmental problems (e.g., "command and control")
will not work as they have in the past.  We all have limited resources which we must use to
our best  advantage.

In presenting EPA's 10 themes, or main areas of focus, to the group, Dana expressed that
the themes are designed to  reflect EPA's view on the future of environmental regulation.
She emphasized that the EPA believes it is critical to:

       Build state, local and tribal capacity to implement the laws since those closest to the
       problem often offer the  best solution;

       Reduce environmental  risk by  basing decisions  on the  best  available  scientific
       information and  make a commitment to keep the best science current;

       Prevent pollution before it is created;

       Promote public environmental education and stewardship;

       Assure  that  statutory mandates are implemented  so  they promote the most
       environmental benefit;

       Use voluntary and cooperative approaches to complement environmental regulation
       and enforcement;

       Recognize  that  cross-media  and  geographic  approaches  hold the  future  of
       environmental protection; and

       Foster the integration of economic concerns and environmental protection to assure
       sustainable development.

Along with stressing the Agency's 10 themes, Dana Rasmussen pointed out that under the
leadership of Bill Reilly and Hank Habicht, more and more emphasis is being placed on the

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importance of implementing federal policies in Regional offices.  This direction gives the
Regions, states and tribes more influence on national policy than ever before. Regions are
working with greater flexibility to focus on local environmental needs.

In concluding her remarks, Dana Rasmussen stressed the importance of hearing from each
workshop participant.  Ideas generated would be used as input for the Region's strategic
planning process. The goal for the day:  work together to identify the ways in which EPA
Region 10 can add value in environmental protection.

After Dana's opening remarks, discussion focussed on three major topics:

       Region 10's strengths and weaknesses;
       Region 10's threats and opportunities; and
•      How EPA Region 10 can add value to environmental protection efforts.

V.     STRUCTURE OF THE MEETING

Through both small group  and then full group discussions, participants discussed the
Region's strengths, weaknesses, threats, and opportunities.  A discussion by the full group
was held at the  end of the day on how EPA Region 10 can  add value to environmental
protection efforts. (A workshop agenda is attached to this meeting summary.)

This paper follows the agenda items as they  occurred and summarizes in turn each of the
three major discussions.  Within the following sections, the ideas generated in the small
groups are first presented and then comments made in the small or large groups about the
ideas,  their relative priority, or their linkages  to one another are  provided.  For this
summary, the list of ideas is not broken out by small group;  the ideas have been combined
and similar ones consolidated to make the summary more readable. (A full list of the ideas
generated in each group is attached.)

VI.    STRENGTHS AND WEAKNESSES

A.     Definition.  EPA Region 10's strengths and weaknesses were defined as programs,
       policies, or other characteristics of EPA which are either effective, and therefore
       constitute strengths, or are ineffective, and therefore constitute weaknesses.

      Participants stressed that EPA possesses both strengths and weaknesses and that, in
      many cases, strengths and weaknesses are closely related.  For example,  participants
       identified EPA's funding of state and local environmental programs as a strength; at
       the same  time, they identified a lack  of sufficient EPA funding for state and local
      programs  as a weakness.

      Participants also noted that although Region 10 is committed and open to change in
      order to be a more effective organization within the  Region (e.g., emphasizing the

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      strengths  and  deemphasizing the  weaknesses cited by  workshop  participants),
      accomplishing this change will be difficult.   For example, participants cited the
      directions  and  priorities set by  the  Executive Branch,  Congress, and  EPA
      Headquarters, which may be different than those set by the Region.

B.    Strengths. Listed below are  the strengths identified by workshop participants.  They
      are grouped in two broad categories: internal strengths, which pertain to EPA's staff
      and programs;  and external  strengths, which pertain  to EPA's relationship with its
      partners.

      Internal Strengths

             Professional, competent staff.  EPA Region 10  staff is seen as dedicated,
             culturally diverse,  and well-trained.   The staff  possesses  scientific and
             technical competence which gives it credibility in its interaction with others.

             Innovative Programs. EPA's emphasis on pollution prevention and geographic
             initiatives are examples of EPA's willingness to try new approaches to solve
             environmental problems.

             Strong enforcement program. A strong enforcement program is necessary and
             demonstrates EPA's commitment to environmental protection. EPA enforces
             laws fairly and equitably and, as a federal agency, is able to "take the heat",
             because  it is not subject to local and regional political pressure.

      External Strengths

             Regional leadership promotes climate for change. EPA Region 10's leadership
             is demonstrated by its ability to bring together diverse constituencies and its
             involvement in  interagency partnerships.  Emphasis on  the importance of
             change  for improvement establishes  an  openness  that  enhances  these
             relationships.   On a  less  tangible level,  EPA is  generally viewed as the
             nation's  primary "protector of the  environment" and as  the  keeper of the
             "environmental ethic."

             Regional  autonomy  enables solutions  to  be tailored to  local problems.
             Decentralized authority and the Region's proximity to the states allow  EPA
             programs to be tailored to local problems.

             Funding  of state and local programs.   EPA's monetary resources and  its
             funding of state and local  programs are a valuable and essential component
             of environmental protection in the Region.

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             Responsiveness to state and local "partners".  EPA provides state and local
             governments with the opportunity for comment and feedback on its programs,
             is cooperative, and provides states with technical assistance.


C.    Weaknesses.  The weaknesses cited by workshop participants have been grouped
      below according to internal weaknesses, which focus on EPA staff and programs, and
      external weaknesses, which focus on EPA's relationship to its partners.
       Internal Weaknesses

             Staff weaknesses.  At the staff level, EPA staff need to develop a greater
             awareness of what's transpiring "on the ground".  EPA staff also have  a
             tendency to deal too much with the details and specifics of a program or
             problem and not with the "big picture". The Operations Offices could use
             more staff. The EPA management team lacks diversity.

             Insufficient resources for innovative approaches. The agency's budget does not
             provide adequate support  for  pollution prevention  and other innovative
             strategies. This leads to a discrepancy between or "mixed signals" about what
             the Agency says is important and what it does.

             Lack of multimedia integration.  EPA's programs are not well integrated,
             preventing EPA from taking into account the cumulative impacts of a problem
             on the air, water, and land.

             EPA is "Data Rich and Information Poor."  Participants commented that
             although EPA collects an extensive amount of data, it is not  often enough
             applied and used to solve  concrete problems; the data is instead  used to
             pursue "science for science's sake."

             Weak (slow) decision-making. EPA's decision-making process is slow, subject
             to conflicting internal directions, and is "risk-adverse":  the Agency is too
             cautious when uncertain and too bound by precedent.

             Inconsistent decision-making. EPA and state agencies, which have overlapping
             responsibilities, are inconsistent in their application of enforcement and other
             measures. EPA is also inconsistent in the way that it applies its policies in
             different states  and situations.

             Lack of follow-up.  EPA does  not follow-up on the activities  that it sets in
             motion. For example, EPA Region 10 loses control of enforcement cases to
             the Department of Justice and to EPA Headquarters soon after they begin.

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             Unrealistic expectations. A wide disparity exists between EPA's environmental
             protection goals and what  the agency  and its  partners  can realistically
             accomplish  within  existing  political, legal,  and economic  constraints.
             Internally, the agency needs to reexamine  and follow-through on its priorities
             and cultivate the ability to say "no".  Externally, it is unrealistic of EPA to
             expect to transfer responsibilities to state and local governments when their
             revenues are dwindling.

      External Weaknesses

             Need  more outreach to customers.   EPA has not communicated with and
             involved sufficiently the general public, Indian tribes, and other entities such
             as agricultural organizations. As a result, EPA's role  and activities (other
             than as  regulator) are not well understood; the agency is "invisible" to many
             of its  customers.

             Unequal partnerships.   There is insufficient  collaboration and  consensus-
             building with EPA's partners to identify problems, set priorities, and develop
             management strategies.  EPA views state/local governments and others as
             "customers" and not as "partners."  Unequal partnerships contribute to a lack
             of trust  between EPA and its partners.

             Rigidity  of regulations.   The regulations  which  EPA  enforces, and  by
             association EPA, are viewed as too rigid. To the extent that there is Regional
             autonomy enabling regulatory flexibility, it is not well understood externally.

D.    Large Group Discussion of Strengths and Weaknesses

After presentation of the ideas generated in each of the small groups, discussion in the large
group centered on three topics:  1)  the balance between EPA's strengths and weaknesses;
2) whether the Agency is in a transition and the type and degree of transition the agency
is undergoing; and 3)  how EPA can most effectively work both with its partners and within
its political, legal, and economic constraints.

Balance between EPA's strengths  and weaknesses

Workshop participants emphasized that EPA possesses both strengths and weaknesses. The
strengths identified  by participants tended to be  relatively uniform across the three small
groups.   In contrast,  there was a  greater diversity of opinion across the small groups
regarding EPA's weaknesses.

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EPA Region 10 is an agency in transition

Participants discussed that EPA Region 10 is undergoing a fundamental shift characterized,
in part, by the following:  increasing partnerships, leveraging of resources, emphasizing the
use of technical assistance,  and  developing  innovative approaches  such as pollution
prevention.  Participants noted that the Region generally seems to be on the right track,
with some needed additions such as better communication of EPA strengths (e.g., technical
expertise), so that  partners can make use of them.  The list of strengths and weaknesses
provides insight into what the Region should emphasize to continue and enhance its
transition and what it should de-emphasize.

Participants also noted, however, that there is a "disconnect" between the transition that the
Region is attempting to make and what the President, Congress, and EPA Headquarters are
proposing; this will likely prevent the Region from fully making the transition it envisions.
There are also a lot of expectations which the Region needs to fulfill on a day to day basis
that will tend to keep the Region on its current course.

EPA Region 10 and its partners

EPA  Region 10 should explore the strengths and weaknesses of its partners, so that the
Region and its partners can work together in a way in which their strengths and weaknesses
complement  each  other.   Participants  also encouraged  EPA to focus  on what it can
accomplish and to start work  on it; EPA's partners recognize  and can accept that EPA
operates under a lot of constraints (political, legal, economic),  however those constraints
need  not prevent progress from being made.
VII.   OPPORTUNITIES AND THREATS IN REGION 10

A.     Definition.  Opportunities and threats were defined as forces, trends, and other
       conditions external  to  EPA which the agency  can either take advantage of or
       minimize to enhance its environmental protection efforts. Sources of opportunities
       include political, economic, social and technological forces and trends.

B.     Opportunities. Workshop participants identified the following opportunities in EPA
       Region 10:

       Increasing Interest in Environmental Protection

       •      Strong public interest in the environment. The general public has become more
             interested in protecting the environment through recycling and other means.
             As  a result, opportunities  exist for EPA to  encourage  environmental
             stewardship  through expanded  education efforts (including  K through 12
             children).  Providing accurate information will enable citizens  to take

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      responsibility for and action on environmental problems and will enhance
      their support for EPA's efforts. EPA can also take advantage of the fact that
      many people live in the Pacific Northwest because of its beauty and may be
      more willing to help protect it.

      Increasing interest by businesses in environmental protection.  The attitude of
      industry  towards environmental protection appears  to be  changing,  as
      reflected in the growth of "green" businesses, and cleaner technologies. This
      provides the opportunity for EPA to form more cooperative relationships with
      business.

      Increasing interest in EPA by the Executive Branch and Congress. Congressional
      and  Executive  Branch interest in  EPA provides the opportunity for  the
      Agency to continue its dialogue with them to help ensure that the Agency's
      environmental short- and long-term goals are met.

Increased Need for Public Outreach

      Formation of new alliances.  Because  the management  of environmental
      problems has grown beyond the mission of EPA, because of declining EPA
      resources, and  because of increased interest in  environmental protection,
      there is the  need for and opportunity to build stronger alliances with other
      government  agencies, Indian  tribes, industry, universities, and the general
      public.   These  alliances will help leverage resources  for environmental
      protection and ensure that environmental problems are more fully addressed.

      Communication and outreach through use of the public media.  EPA can use
      the news media and other forms of communication to  effect environmental
      change.   The  public  media  provides   EPA with  the  opportunity  to
      communicate its new  paradigms  (which  should be communicated in an
      understandable way); increase its role as an advocate for the  environment;
      and build a basis of support and activism.

Evolving EPA Programs

      Development of innovative approaches.   The  development of innovative
      approaches such as pollution prevention and market-based incentives provide
      an opportunity for EPA to deal positively and effectively with changing
      environmental problems (e.g., the increase  in nonpoint source problems) for
      which traditional command and control approaches are not as effective.

      Availability of data.   EPA possesses an  abundance of  good data on  the
      environment. This provides EPA with the opportunity, which  it has not yet
      taken full advantage  of, to decide how the data  can  best  be used and

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             interpreted for specific applications and problems at the federal state, and
             local level (e.g., to track environmental progress).

             The advent of long-term strategic planning.  Within the context of its current
             emphasis on long-term planning, EPA should take the opportunity to develop
             a plan for the  future which  clearly defines EPA's role in  environmental
             protection, its goals, and how and when it will achieve them. EPA should
             take a broad "ecological systems", rather than a piecemeal, approach to its
             environmental protection efforts.

      Emerging Environmental Issues

             International environmental protection.  Opportunities exist for the Region to
             become  involved  in  international  environmental policy  because  of its
             proximity to the Pacific Rim and Canada, as well as the growing need for U.S.
             environmental assistance in developing countries and Eastern Europe.

             Growth management. Growth management is an important issue which EPA
             could be  involved in through,  for  example,  ensuring that  environmental
             considerations are incorporated into growth management plans.

             Environmental equity.   Environmental  equity is becoming an increasingly
             important issue.  EPA's role could involve directing environmental resources
             to disadvantaged communities  (e.g.,  to  ensure  that native villages have
             adequate sewer and water systems).
C.    Threats. Workshop participants identified the following threats:
      Decreasing Resources

             Decreasing EPA funding.  The decreasing amount of resources available to
             EPA,  which reflects the general economic decline worldwide, means that
             EPA's efforts will necessarily decrease. The need for EPA to set priorities
             will become increasingly important.

             Increased competition for resources for social and environmental priorities. As
             the quality of life  in both cities and  rural areas decreases (e.g.,  decaying
             infrastructure, lack of education and job opportunities for minorities), there
             will be  increased  competition  for  resources to accomplish  social and
             environmental policy goals.

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      Emerging Challenges to Effective Public and Partnership Involvement

            Burdensome environmental concerns and regulations. As the public becomes
            more  aware of the myriad  environmental problems which exist  and as
            regulations become more stringent, there is the possibility that the public and
            industry will feel overburdened and that as  a result interest and concern for
            the environment will wane.

            Public expectations too high.  Public expectations are misaligned with what
            EPA is capable of accomplishing, which leads to a lack of confidence in EPA.
            EPA's inability to meet goals and timelines set by Congress intensifies the
            problem.

            Diverse constituencies are not recognized.  EPA, particularly  at the staff level,
            does not fully recognize and  involve the  wide variety of constituencies
            concerned and affected by environmental issues. This undermines the success
            of EPA's  efforts.

      Emerging Environmental Issues

            Loss of Wetlands. The degradation of wetlands constitutes an environmental
            threat which EPA should  respond to.

            Property Rights.  The issue of property rights and "takings" between private
            landowners and the government is an  emerging issue, particularly as a tight
            economy  and  diminishing natural resources increase the demand for those
            resources.
D.    Large Group Discussion of Threats and Opportunities

During and after the presentation of the ideas generated in each of the small groups,
comments in the large group centered on two topics: 1) the relationship between threats and
opportunities; and 2) the role of the economy in creating threats and opportunities.

Relationship between threats and opportunities

Participants commented that many threats and opportunities are "opposite sides of the same
coin," and that, depending on EPA's perspective and action, the same trend or condition can
become either an opportunity or a threat. For example, while EPA's decreasing budget is
generally viewed as a threat to environmental protection, it also provides the agency with
the opportunity and motivation to  better prioritize its goals and activities and make the
always difficult choices about competing environmental problems.  Another example is the
"threat" that the communications media presents because of its tendency to entertain rather

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than inform the public.  However, the media also presents an opportunity for EPA to
improve the type of coverage which environmental issues receive.

The role of the economy in creating threats and opportunities

The economy was a recurring theme in each of the small group discussions. The downturn
in the economy has  affected and will continue to affect EPA's budget.  The depressed
economy may also begin  to strain public goodwill towards the environment, as people
become more reluctant to spend their limited resources for environmental protection. The
issue of property rights and "takings"  has become an important issue, and is intensified by
the sluggish economy.  Participants noted that the fiscal reality is that EPA will have to
spend  less, and that more resources will have to  be  leveraged from public and private
sources to maintain the same level of environmental protection.
VIII.  DISCUSSION OF HOW EPA REGION 10 CAN ADD ENVIRONMENTAL VALUE

Listed below are the suggestions made by participants on how EPA can add value to
environmental  protection efforts.  The suggestions fell into two broad categories: 1)
increasing  community outreach;  and 2) how to get started with taking action on ideas
generated in the workshop.

       Increase Community Outreach.  Using a Variety of Approaches

             Increase the frequency of outreach.  It would be useful to have key members
             of the executive team interact more  frequently with state and community
             leaders. To facilitate this, partnerships could  be put in place to collectively
             set priorities.

             Increase the amount of time spent "in the field."  EPA needs to get out into the
             communities and talk to mayors and other leaders. Environmental problems
             may be bigger or smaller  than expected when looked at in the field.

             Begin an interactive dialogue with customers earfy in the process. A dialogue
             with states should be started about whether there are regulatory problems or
             issues that they would like to discuss; EPA should not just "show up" when
             there is bad news.

             Involve nongovernmental organizations, other government agencies, and industry.
             EPA should communicate with and involve nongovernmental organizations,
             other government agencies, and industry.  Involving the nongovernmental
             organizations and other  government agencies  is  important because many
             environmental issues are beyond EPA's scope.  Involving industry is important
             because industry currently sees EPA only as enforcers and permit writers.

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      Use formal and informed processes. Both formal and informal processes should
      be used for state and community outreach (e.g., formal meetings and informal
      one-on-one lunches).  EPA's forum with ASARCO was cited as an example
      of a successful process.

      Act as a catalyst for the creation of organizations.  EPA should continue to
      develop and promote organizations like the Pollution  Prevention Research
      Center; EPA is a natural catalyst for creating this kind of an organization.

      Publicize successes.   When a program approach or process has worked, EPA
      should make sure  it is well  publicized  so that others  can learn about  the
      approach.
Take Action. With Some Caveats

      Use a variety of forums to initiate action.  The Region should take action
      sooner rather than later on suggestions made in the workshop.  EPA Region
      10 staff should be informed of what transpired at the workshop, and then the
      following  vehicles could be  used to initiate  activities suggested by the
      workshop:  1) State-EPA Agreement; 2) changes in the workforce; 3) the
      organization of state directors ("Gang of 15") for  national policy issues; and
      4) pilot projects.

      Provide education and training.  If a new course of action is set, it is essential
      that  the  education and training necessary  to undertake the new tasks  is
      provided.

      Check with partners before action is taken.  The workshop stopped short  of
      making recommendations on specific actions; the Region should get validation
      on any specific actions from its partners.

      Act on workshop's common themes.  EPA  should find the most  common
      themes identified in the workshop and incorporate them into its long-term
      plan.

      Follow through on  activities.  EPA needs to  keep  constancy of purpose and
      follow-through in mind, so that it does not try to do too much  at once and
      fail.

      Remember that change is difficult.  As EPA sets itself on a new course, it must
      remember that change invariably leads to conflict.
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IX.    NEXT STEPS

The strategic planning workshop was the first step in EPA's long-term planning process.  In
addition to this workshop, EPA will hold two subsequent internal retreats involving Region
10's Executive  Team. Those retreats will focus on developing strategic  options for the
Region,  establishing criteria by which to evaluate the  options, and  then ultimately
developing a strategic plan for the Region. The results of the workshop  will be used  by
Region 10 in its two subsequent retreats to help identify and select strategic options.  The
target completion date for the five-year strategic plan is January 1, 1993.
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ATTACHMENTS

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       COMPLETE LIST
OF STRENGTHS AND WEAKNESSES
        GENERATED
      IN SMALL GROUPS

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GROUP ONE - STRENGTHS AND WEAKNESSES
STRENGTHS




Technical assistance provider




Request/use input from VARIOUS groups




EPA becoming more visible




EPA's involvement with a variety of agencies




Philosophy of "doing the right thing"




Perception of good quality people




Represents concern for environment, has a large political constituency




Reilly viewed as a "reasonable" person




Innovative



Can "take the heat"  - not subject to local/regional political pressure




Ability to "bring heat" to local  level re enforcement



EPA headquarters promotes autonomy - can tailor to local problems




Working toward P2 rather than pollution control






WEAKNESSES




Not advertised very well




Could do what we do better




Science for science's sake



Regional autonomy not yet understood externally




Tendency to deal with the too  specific, details
                                       1

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GROUP ONE - STRENGTHS AND WEAKNESSES
Autonomy promoted by EPA headquarters sometimes leads to inconsistencies between
Regions

Divisive = state/EPA agencies inconsistent in enforcement rules. Prefer to deal with one
entity.

Budget for Agency does not support working toward P2 rather than pollution  control -
mixed signal re P2/enforcement

Invisible to Aq. Agencies.  Would like more alignment with conservation districts and EPA

Public perception that state agencies are responsible for funding, etc., rather than EPA.
EPA only seen as regulator.

Deficient in "big picture focus" - media outreach

Enforcement cases - EPA loses control (to Justice Department, EPA Headquarters) after
case begins!

Expectation - transfer to state/local government when their revenues are dwindling

High standards/low resources:  need to reexamine priorities/objectives

Cannot rely on government resources to accomplish this (idea of leveraging)

Succeed in state/EPA partnership to that EPA has become invisible

Unclear goals  as to what state/region wants to achieve (Identify three to four goals and
make  public focus for average citizen).

More  awareness of what's going on "on the ground" by EPA staff

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GROUP TWO - STRENGTHS AND WEAKNESSES
TOP SIX STRENGTHS

• Regional leadership promotes climate for change
• Strong enforcement program
• Professional competence
• Scientific/technical competence
• People
• EPA staff located near states
TOP EIGHT WEAKNESSES

• Inadequate involvement of state/local communities in problem identification
• Weak (slow) decision making
• Lack of multi-media integration
• Risk avoidance
• Insufficient OPS staff
• Lack of outreach to  [customer]
• Lack of consensus in problem solving
• "Beans" versus compliance-driven
STRENGTHS (numbers are votes given)

People (6)

Professional competence (8)

Traditional command/control (3)

Funding - state/local (0)

Scientific/Technical competence (8)

Sensitive to "partners" in state/local (0)

Regional flexibility (4)

EPA staff near states (6)

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GROUP TWO - STRENGTHS AND WEAKNESSES
Regional leadership is promoting climate for change (11)

Strong enforcement program (10) •

Recognizes customers (1)

Resources for conventional programs(3)

Fair/equity in applying federal law (1)


WEAKNESSES (numbers are votes given)

Weak/slow decision making (6)

Lack of diversity on management team

Lack of multi-media integration (5)

Risk avoidance (5)
      too cautious when uncertain
      too bound by precedent

Impractical (0)

Insufficient staff in OPS Offices (5)

Lack of customer outreach (5)

Rigidity in regulations

Perception of EPA as "enemy"

Tackling environmental problems beyond EPA mandate

Lack of consensus/collaboration in problem solving (5)

Regulatory barriers

Working with tribes (4)

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GROUP TWO - STRENGTHS AND WEAKNESSES
Inability to say "no"

Trouble making choices (0)

Enforcement follow-up (1)

"Beans" versus Compliance (5)

All follow-up (not just enforcement) (2)

Inadequate involvement of state/local communities in priority setting,  other problem
identification (7)

Seeing us as "customers" rather than "partners" (3)

Resources for innovation (0)

Lack of trust in EPA (0)

Don't share "political problems" regarding Beans (1)

EPA doesn't trust (0)

Lawyer-driven decisions (0)

Lack of resources (1)
                                       5
                                           I

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GROUP THREE - STRENGTHS AND WEAKNESSES








STRENGTHS




Desire to be on cutting edge




Decentralized authority




Staff dedication




Staff diversity (cultural perspectives)




Willingness to take risk at regulatory level



Senior management cooperativeness




Interagency partnerships (state/federal/local)



A lot of resources (people/$$)




Commitment to TQM




Environmental ethic




Geographic initiatives




Enforcement




Data collection/tracking




Training




Permitting within media




Giving money




EPA journal/publications




Providing states with opportunities for input




Responding to Hill

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 GROUP THREE - STRENGTHS AND WEAKNESSES
Technical expertise/science (technical credibility)

Creativity/innovation

Responsiveness

Operates as a "buffer"

Interpreting EPA/HQs guidance

Being 3,000 miles away from Washington, DC

Good reputation with public (EPA versus IRS, etc.)
       "the protector of the environment"


WEAKNESSES

Political credibility

"Disconnect" between what EPA wants to do technically and what it can do politically

Communicating "uncertainty" (risk)

Legal constraints

Communicating with public

Inconsistent application of policies

Lack of cross-media

Reluctance to  recognize economic realities (win/lose)

Management view of EPA mission is narrowly defined

Inconsistent/conflicting direction (internally)

Use of data collected/tracked:  "data rich/information poor"

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GROUP THREE - STRENGTHS AND WEAKNESSES
Info used when collected by meetings, etc.




Lack of diversity




Undisciplined autonomy at staff level (management/staff relations)




Measuring success through enforcement




Follow through on "risk-based" priority setting




Short-term focus




Partnerships:  lack of understanding constraints (not an "equal" partnership)
                                       8

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        COMPLETE LIST
OF THREATS AND OPPORTUNITIES
         GENERATED
      IN SMALL GROUPS

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GROUP ONE - THREATS AND OPPORTUNITIES
EPA is going to "wear people out" - need to bring out citizen good will

Look to future - where/how does environmental protection fit in - needs to be defined.

Accountability - clear definition: where do we want to go and how long it will take to get
there

Uncertainty on part of industry  regarding  outcome of  inspections (ie state  vs  EPA
regulations/interpretation)

Economic accountability

General wetlands issue

Disaster toxins - international issues especially affecting the Arctic: What will be the EPA's
role?

Incentives to accomplish objectives (rather than fines)

Widening disparity between growth/no growth areas regarding resources

An advocacy role for EPA (partnerships)

Work more with "on the ground" agencies

Outreach by government to universities to industry

Public expectations of EPA misaligned with what we are capable of accomplishing

Inability to meet political timelines which lead to additional time pressure

Inability to do what we say we are going to do

A fixation with new things (don't finish things) - institutional  problem

Need constancy of purpose (Region 10 develop a few goals and follow through?)

Invent new ways of defining problems that build in citizen judgements/sense of responsibility

Use public media to "advertise" new paradigms/show success & goals/milestones
                                         1

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GROUP ONE - THREATS AND OPPORTUNITIES
Provide accurate information so that citizens can take action

Excellent data available

Need decisions regarding data usage - what data do we need/use? How does data affect
partners?

Inability to identify risk versus non risk

Need to recognize the variety of constituencies by lower level staff

Economic changes  = threat and opportunity

Notion of environmental issues has grown beyond  mission  of EPA (now under other
agencies as well)

Large scope policy goals  - what is EPA's role in  this?

Take "ecological systems" broad approach rather than piecemeal

Broaden EPA activities by pulling in other federal, state and public

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 GROUP TWO - THREATS AND OPPORTUNITIES
TRENDS

Increased Executive Branch -interest in EPA

Increased public interest
       Recycling
       Technology transfer
       Education

Decreasing extractable resources

"Pollution" is changing from few to many sources [point/non-point]

Economic decline worldwide

Instantaneous worldwide communication

Continued Congressional interest in federal enforcement

Interest in environmental indicators

Environmental stewardship
       churches
•      children

Increase in successful collaboration locally among diverse interests (timber/fish/wildlife)

Stalemate increased nationally

Demographic changes
•      aging baby boomers

Increase in conflicts between environment and economics ("biodiversity versus jobs")

Increase in economic benefit from P2

Decrease in quality of life in cities/rural areas

Increase in quality of life in suburbs

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GROUP TWO - THREATS AND OPPORTUNITIES
Decaying infrastructure

Increase in "Sound Bite" media

Decrease in opportunities in education, employment and survival skills for minorities



OPPORTUNITIES

Increase integration of environmental and other policies

Build basis of support (EPA "champions")

Increase energy conservation

Use education/communication to impact environmental change

"Can enforce upon the few - not the many."

Pollution Prevention allows "win/win" - shifts resources from enforcement to education,
cleanup to prevention

Changing perception on "environmental problem"
•     integrate environment into planning

Partnership essential

Leverage resources
      state
      local
      federal

New alliances

Market-based solutions

Direct environmental resources to disadvantaged communities (Environmental Equity)
      sewer/water systems in native villages

Quality scientific data and interpretation

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GROUP TWO - THREATS AND OPPORTUNITIES


Expanded education and information transfer
      Get facts out

Continue dialogue with Congress

EPA tells more understandable story

Localize support for change

EPA "activism" on more than just Earth Day

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GROUP THREE - THREATS AND OPPORTUNITIES
THREATS




Fiscal reality




Less visible, more complex environmental problems



Solutions are behavioral, not technical (individual/personal)




Population less literate/less technically skilled (in sciences)




Small business/industry (regulatory) overload




Effectiveness of dealing with small businesses




Population growth in the Northwest




Economic downturn




Environment versus jobs




Urban versus rural interests - polarization




Segregation of interests




More compelling, competing issues




Broadcast/print media




Loss in faith in government at all levels




Drought (water quantity/quality)




Raising expectations of public with less money




New federalism




Major problems in country will consume resources




Lose credibility through punitive enforcement




Loss of EPA relevance in eyes of public in regard to natural resources




Last frontier (important waste issues)






                                        6

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GROUP THREE - THREATS AND OPPORTUNITIES
Property issues/"takings"






OPPORTUNITIES




Positive growth toward cleaner technology, infrastructure




Growth management - EPA can be involved



Industry attitude changing




"Green Businesses"




Policy cover to move in directions that make sense




Maintain credibility in enforcement (pollution prevention)




Proximity to Pacific Rim/Canada




Developing Countries




Building relationships with tribes




Catalyst for integration




Prioritize issues (lack of funding will force)




Strengthening technical underpinnings




At limits of "command and control"




To make choices



Respond to "hunger" for environmental information (especially K-12)




Respond to need of technical transfer




Capitalize on demographics




Northwest as  special

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WORKSHOP PARTICIPANTS

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            FY95 STRATEGIC PLANNING  CUSTOMER RETREAT LIST
                         Revised June 9, 1992
 CONSTITUENCY

 Tribes
 Industry
 Public Sector
Environmental
           CUSTOMER

 1. Jim Anderson  (WA)
    Executive Director
    Northwest Indian Fisheries Commission
    6730 Martin Way East
    Olympia, WA 98506
    (206) 438-1180
    FAX (206) 753-8659

 2. Joan Cloonan,  Director (ID)
    Environmental Affairs
    J.R.  Simplot
    P.O.  Box 9386
    Boise,  ID 83707
    (208)  384-8317
    FAX (208)  384-8015

 3.  Thomas  Donaca, General Counsel (OR)
    Associated Oregon  Industries
    7690  SW Cedar  Street
    Portland,  OR 97225
    (503) 588-0050
    FAX (503)  588-0052

 4.  General  Ernest J. Harrell,  Commander (OR)
    U.S. Army  Corps of Engineers
    North Pacific Division
    P.O. Box 2870
    220 NW  8th Avenue
    Portland, OR 97208
    (503) 326-3702
    FAX (503) 326-7323

5.  Frederick Zitterkopf  (WA)
    Base Civil Engineer
    92 CES/DDE
    Fairchild AFB,  WA 99011-5000
    (509)  247-2291
    FAX (509) 247-2878

6. Darlene Madenwald (WA)
   Washington Environmental Council
   5200 University Way
   NE Suite 201
   Seattle, WA 98105
    (206)  527-1599
   FAX (206) 527-1693

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 Academia
Local Government
Agriculture
State Directors
  7.  Lee  Gorsuch,  Dean (AK)
     School  of Public  Affairs
     University of Alaska
     3211 Providence Drive
     Anchorage,  AK 99508
     (907) 786-1770
     FAX  (907)  786-7739

  8.  Ray  Corpuz, City Manager (WA)
     747  Market  Street
     Suite 1200
     Tacoma, WA  98402
     (206) 591-5130
     FAX  (206) 591-5123

 9. Rose Marie Winters (WA)
    Washington State Conservation Commission
     1226 N.  Morain Loop
    Kennewick, WA 99336
     (509) 783-0975

10. Brian Olmstead (ID)
    Snake River Water  and Soil Commission
    3128  East 3500 North
    Twin  Falls, ID 83301
     (208) 733-5380

 11.  Mike Reed, Assistant Director
     Department of Ecology  MS PV-11
     P.O. Box 47600
     Olympia,  WA 98504-7600
     (206)  459-6696

 12.  Fred Hansen,  Director
     Department of Environmental Quality
     811  SW  6th Avenue
     Portland,  OR  97204

 13.  Joe  Nagel,  Administrator
     Division  of Environmental Quality
     Idaho Department of  Health and  Welfare
     1410 North Hilton
     Boise,  ID 83720

 14.  John A. Sandor, Commissioner
     Department of Environmental Conservation
     410  Willoughby Avenue Suite #105
     Juneau, AK 99801-1795

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                  ENVIRONMENTAL PROTECTION AGENCY
               U.S. Environmental  Protection  Agency
                          1200 6th Avenue
                         Seattle, WA 98101
                          EXECUTIVE  TEAM
Dana A. Rasmussen
Gerald A. Emison
Gary L. O'Neal
Barbara J. Lither
Jackson L. Fox
Robert G. Courson
Charles E. Findley
Randall F. Smith
SO-141
SO-141
Ronald A. Kreizenbeck    SO-141
HW-124
OE-075
Barbara F. McAllister    MD-141
SO-155
                          ES-096
WD-131
HW-111
Regional Administrator
(206) 553-0479
FAX  (206) 553-1809

Deputy Regional
Administrator
(206) 553-0454
FAX  (206) 553-1809

Chief of Staff
(206) 553-1265
FAX  (206) 553-1809

Director of Environmental
Sustainability
(206) 553-1792
FAX  (206) 553-1775

Director, Office of
Enforcement
(206) 553-1191
FAX  (206) 553-0163

Acting Assistant Regional
Administrator
(206) 553-4044
FAX  (206) 553-4957

Regional Counsel
(206) 553-1073
FAX  (206) 553-0163

Director, Environmental
Services Division
(206) 553-0404
FAX  (206) 553-0119

Director, Water Division
(206) 553-1793
FAX  (206) 553-0165

Director, Hazardous Waste
Division
(206) 553-1261
FAX  (206) 553-0175

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F. Jim McCormick         AT-081         Director, Air and Toxics
                                        Division
                                        (206) 553-4152
                                        FAX  (206) 553-8338

Robert S. Burd           WD-125         Director
                                        Intergovernmental Liaison
                                        (206) 553-1237
                                        FAX  (206) 553-1775

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                   Operations  Office Directors
Julie M. Hagensen
WOO
Kenneth D. Brooks
OOO
Alvin L. Ewing
AGO/A
Lynn M. McKee
100
Director, Washington
Operations Office Director
% Washington Department of
Ecology
P.O. Box 47600
Olympia, WA 98504-7600
(206) 753-9083
FAX (206) 753-8080

Director, Oregon Operations
Office
811 S.W. 6th Avenue 3rd Floor
Portland, OR 97204
(503) 326-3280
FAX (503) 326-3399

Director, Alaska Operations
Office
Federal Building Room 537
222 West 7th Avenue #19
Anchorage, AK 99513-7588
(907) 271-5083
FAX (907) 271-3424

Director, Idaho Operations
Office
422 West Washington Street
Boise, ID 83702
(208) 334-1166
FAX  (208) 334-1231

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WORKSHOP AGENDA

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                              AGENDA
                 FY95 STRATEGIC  PLANNING WORKSHOP
                       Wyndham Gardens Hotel
                           June 10.  1992
8-8:30          REGISTRATION AND COFFEE


8:30-9:00       WELCOME AND INTRODUCTION           Rasmussen
9:00-9:30      EPA REGION 10:  THE REGIONAL        Rasmussen
               ADMINISTRATOR'S VIEW
9:30-12:00     DISCUSSION OF REGION 10 «S STRENGTHS/WEAKNESSES

     90 minutes      Small Group Discussion
     30 minutes      Small Group Reports
     30 minutes      Large Group Discussion
12:00-12:45    Lunch  Break
12:30-12:45    INTRODUCTION TO  EPA REGION 10 «S     Emison
               THREATS AND  OPPORTUNITIES
12:45-3:00     DISCUSSION  OF  REGION 10'S  THREATS/OPPORTUNITIES

     75 minutes     Small  Group  Discussion
     30 minutes     Small  Group  Reports
     30 minutes     Large  Group  Discussion
3:00-3:15      Break


3:15-4:00      DISCUSSION OF HOW EPA REGION 10     Participants
               CAN ADD ENVIRONMENTAL VALUE


4:00           CLOSING REMARKS                     Rasmussen


4:30    '       ADJOURN

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