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
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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)
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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)
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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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