CORPORATE ENVIRONMENTAL MANAGEMENT TRAINING TWO WORKSHOPS CO-HOSTED BY US ENVIRONMENTAL PROTECTION AGENCY REGULATORY INNOVATIONS STAFF AND OCCIDENTAL PETROLEUM CORPORATION A Report Prepared For James E. Hayes Regulatory Innovations Staff Prepared by: Gerald J. Filbin Technical Resources, Inc. 3202 Tower Oaks Blvd. Rockville, MD 20852 and John S. Palmisano AER*X-RMT, Inc. 162S I St. NW. Suite 719 Washington, DC 20006 May 8, 1989 ------- FOREWORD This report was prepared as a summary of two workshops on environmental management training for industry, academia, and government representatives. Because a report of this type is a compilation of views and experiences it does not necessarily reflect an official position of the Environmental Protection Agency. Several participants and independent reviewers provided comments on a draft of this report. While the participants are identified in Appendix A of this report, we wish to acknowledge the assistance and thoughtful critique provided by the following reviewers: Dr. Joseph M. Petulla, Director, Graduate Program in Environmental Management, University of San Francisco; Mr. J. Wilfred Cwikiel, University of Michigan; Mr. Russell E. Erbes, Geoscience Consultants, Ltd.; Dr. Kurt Fischer, Center for Environmental Management, Tufts University; Arthur Kaplan, General Electric Corporation; and C. Richard Bozek, Edison Electric Institute. This project was co-funded by the Regulatory Innovations Staff and the Office for Cooperative Environmental Management. ------- SUMMARY Two workshops on Environmental Management Training, hosted by the US EPA Regulatory Innovations Staff and Occidental Petroleum, were held in November and December, 1988. The workshops, held in Los Angeles, CA, and Washington, DC, brought together senior corporate level environmental managers, academic representatives from university programs in environmental management training, consultants, State regulatory agency representatives, and interested parties from the EPA Office for Policy Planning and Evaluation to discuss their collective experience and identify the industry needs, resource requirements, and management systems requirements for effective training of corporate environmental managers. The discussion agenda focused on six major areas: identifying the commonalities of effective environmental management practices; identifying the role of the industry environmental manager within the organization; identifying current and future demand for industry environmental managers; identifying the career paths of these professionals; assessing the sources of supply for training of environmental managers in industry and academia; and examining the present and potential roles of industry, academia, and government in reconciling supply and demand. The discussion examined the range of possible actions to address each of these issues. Several subsequent actions were suggested as a result of these discussions, including development of communications networks between industry and academia targeted at training resources and cooperative programs; short-term personnel exchanges; improvement of networking among industry, academia, and government to facilitate information transfer; and development of environmental manager training programs. ------- 1.0 INTRODUCTION In recent years the Environmental Protection Agency and U.S. industry have begun to place greater emphasis on cooperative approaches to environmental protection as alternatives to "command- and-cohtrol" efforts. As one step in this process, EPA and Occidental Petroleum Corporation hosted two meetings of leaders from industry, academia. State government, and consulting to discuss the "state-of-the-art" of corporate environmental management. The meetings were held on November 29, 1988 at Occidental Headquarters in Los Angeles, California, and on December 5, 1988 at the Environmental Law Institute in Washington, D.C. The workshops were held to identify current and future environmental management needs for industry and other environmentally regulated entities. An endpoint of the discussion was the identification of a range of ideas on what can be done to improve training for future environmental managers, and to reconcile the supply of available training and demand for such opportunities. The following specific goals for the meetings were identified: to define successful environmental management and how it works in the private sector; to identify possible actions that could enhance the quality of environmental management; and to identify future directions for promoting successful environmental management. The participants were invited based upon their understanding of environmental management practice in industry or upon their experience in applied training programs within the academic community. The attendees included attorneys, corporate environmental managers, consulting engineers, regulators, and representatives from institutions that provide environmental education, training, and human resource planning. Both east and west coast locations were selected to allow better regional representation and industry specific representation. A list of workshop participants appears in Appendix A of this report. The discussion agenda appears in Appendix B. This report is intended for broad distribution in the industrial and regulatory communities. It is hoped that this report will increase discussion on professionalization of environmental management in industry, and will broaden participation in development of programs that increase the quantity and quality of corporate environmental managers. ------- 2.0 DISCUSSION 2.1 What Is Environmental Management? The workshop participants identified several goals of successful environmental management. These goals were expressed in many ways but coalesced around three key elements: compliance with regulations, cost savings, and environmental stewardship. Specifically, environmental management should focus on four areas to assure compliance with legal requirements and adherence to corporate philosophy: (1) the reduction of losses by assisting with process evaluation and optimization, and waste minimization; (2) the reduction of potential liabilities, which in part may be achieved by increased compliance with control regulation; (3) the reduction of exposure to conditions that create risk; and 4) the management of natural resources for multiple use both to maintain future reserves and to conserve and protect the environment and public health. Major activities for corporate environmental managers focus on development of compliance policies and plans, evaluation and associated activities, resource allocation to support these activities, information management, training, and communications. In most larger operations, management takes place at three, levels: corporate, division, and plant. It was widely agreed that this was also true of environmental management. The functions of these three levels often differ distinctly. The participants focused their discussion on the area of corporate-level environmental management. The group decided that, although there are many skills common to both environmental management and more traditional management areas, definite quantitative skills, experience, and training are required for the environmental manager. Traditionally, environmental managers have degrees in engineering, law, or science since there is not an academic course of study geared toward this profession. Additionally, training in programs such as MBA curricula may be helpful, but more appropriate training usually occurs by exposure to "on-line" situations or by frequent contact with more experienced plant, divisional, and corporate environmental managers. A key observation of the group was that most environmental managers have developed their knowledge base through on- the-job training. Many participants agreed that environmental management seemed to require boundary spanning" skills thai are not found in any single discipline. These skill areas must include operational knowledge of engineering operations and development, management information systems, finance, and an understanding of both environmental processes and effects. Other skills required of corporate environmental managers include substantive environmental regulatory knowledge, ------- planning skills, and negotiation, communication, motivational, and advocacy skills. Knowledge of information management systems also has growing importance. 2.2 Functions of the Corporate Environmental Manager The application of these skills occurs in the following ways: The environmental manager assists with development of policies and procedures, as well as guidelines for operations staff in meeting legal requirements and corporate goals. The person in this role must be able to translate policies and procedures into specific requirements for day-to-day operations, since this is most often the point of compliance. The environmental manager should be able to evaluate actual environmental risks and likely impacts, and be able to communicate them within the organization. The environmental manager must be able to develop and oversee monitoring procedures to enable objective measurement of performance and expeditious reporting of significant events. The environmental manager must be able to identify and analyze operating trends, and issues on regulatory development and convey their significance to operating staff and management. The environmental manager should be able to identify and review cost effective solutions to both current and anticipated environmental problems. The environmental manager should be able to participate actively in engineering design of new or modified manufacturing facilities, equipment, and processes. The environmental manager will be responsible for interacting with other corporate managers, government and industry officials, and the public. The ability to communicate clearly with hearing boards, professional groups, and sometimes hostile audiences is indispensable for the environmental manager. The environmental manager should be capable of identifying and managing technical staff and consultants required for program implementation. Good environmental management relies upon open pathways of communication between staffs. From a functional viewpoint, since the shortest lines of communication are the most effective, it is important for the environmental manager to have ready access to and be accessible by senior management, divisional operations, and plant staffs. Upward, downward, and lateral communication within the organization is a vital component of success. The environmental manager needs the trust ------- and understanding of all units within the operation that require oversight. At the plant level, the environmental manager and staff need the input of operators at the line level to develop plans for compliance, waste minimization, and health and safety monitoring. Similarly, plant-level employees will be reluctant to accept new plans, training, or operating procedures if they feel that the environmental manager does not understand the manufacturing processes or line operations. With the active support of the corporate hierarchy, the environmental manager must work with managers of other functions within the company and reinforce the idea that it is in their best interest to be willing participants in the environmental management process. In many instances. while the environmental manager may have the responsibility for environmentally sound operation in compliance with regulations, the authority to effect change must come through the operations managers. Thus the operations managers must be cognizant, participatory partners in environmental management. Upward communication may be most critical to the success of corporate environmental management programs. The environmental manager is a conduit for information for corporate managers. Data are collected, organized, and analyzed on compliance successes, failures and remedies, future compliance issues, planning, and implementation. The environmental manager should move proactively to properly assist corporate planners and managers. The environmental manager should be more than just a bearer of bad news; he or she must be involved in the decision- making processes in order to best advise the corporation about planning future compliance and efficiency. It is critical for the environmental manager to understand the technical goals of the company, and just as critical to understand and promote the view that environmental concerns are part of the corporate goals. To foster all of these communication networks, the environmental manager will require outstanding skills as a constituency builder within all levels of the corporate structure. 2.3 Who Is Currently In Demand and Will This Change In the Future? As ihe number of regulated entities and the complexity of regulations increase, the requirement for more and better environmental managers and more and better qualified environmental staff will continue to increase. Currently, the demand is for people with practical knowledge of environmental management at the divisional and plant level, or as one participant identified it, the need is for people who "know the territory" and who have had experience dealing with problems at an ------- operational level. The demand continues to expand for people who are knowledgeable about operations and dynamics within the organization. It appears that regulated entities seek out those with the most experience in confronting and resolving problems in environmental compliance ("scar tissue"), not those with the most or best academic credentials. Since managers who have dealt with similar circumstances and problems have the best perspective for solving and avoiding problems, they make the best candidates. Of the academic disciplines, engineering, toxicology, statistics, chemistry, physics, and associated technical skills appear to most'valued. Many participants felt that current degree programs in arts and sciences do not provide individuals with rigorous analytical skills or sufficient breadth of knowledge. It appears that potential candidates who come from degree programs in business and management lack fundamental knowledge in areas such as natural resources management or resource ecology as well as the basic sciences. Additionally, since knowledge of the law and regulatory processes is necessary, as well, engineering and science students could benefit from some training in environmental ethics and environmental law. Recognizing that credibility with internal constituencies is critical to the success of environmental management programs, the environmental manager must be prepared to be evaluated by a variety of people and criteria. Many participants believed it is critical not to separate line and staff functions; environmental management needs to be integrated with operations at the lowest possible levels to alleviate the necessity for direct corporate-level micromanagement. Several participants believed that a pragmatic approach and a flair for salesmanship are important assets for selling an environmental program both up and down through the organization. In the future, environmental managers must be capable of developing programs to enhance compliance, thus reducing penalties and fees. 2.4 What Are the Career Pathi For Environmental Managers? Very little emphasis was placed on candidates entering directly from degree programs because of a general perception that successful environmental managers need applied skills that current degree programs alone do not provide. Generally, individuals may move into environmental management positions from within the corporate structure. Their career path may be from other levels of environmental management within the corporation or laterally from other corporate level offices, such as an engineering or operations management position or occasionally from the corporate counsel's office. Several participants suggested that experienced divisional environmental managers could move to a corporate level role, as could plant environmental managers move to a divisional ------- role. One participant described a more common situation in his corporation, where environmental staff at the corporate level moved downward on the organizational scale to divisional and plant offices but at levels of greater responsibility. In this way, environmental staff receive training and experience under a careful corporate eye before moving outward to management-level positions at lower hierarchical levels. -No set rules for career pathing can be identified in most cases. It appears that it is often dependent upon areas of primary interests for potential managers as well as on primary needs of the corporation. Some participants commented that the most likely path for environmental managers entering industry seemed to be either from the Federal or State regulatory agencies or consulting. People moving from these sectors are most likely to have a comprehensive understanding of the regulations and laws, auditing, negotiation, and enforcement processes. These individuals are often the best prepared to foresee potential problems relevant to compliance and most likely to understand the steps required to avoid, or effectively remedy, noncompliance. In general, career paths are not well defined and the profession would benefit from identification of an internal career ladder showing possibility of promotion and assumption of other corporate responsibilities. 2.5 What Factors Shape the Supply of Environmental Managers? Career path development in a corporation may be dependent upon the availability of resources for continuing education and training. Lack of training opportunities within a firm may result in experienced and motivated personnel moving to other firms to further a career. This inability to advance or develop as a professional within a firm may create situations where rapid turnover of professional staff may place environmental management programs at risk. The ability of firms to develop and retain high-quality environmental professionals also may be jeopardized by growing competition from law firms and consulting firms. Participants agreed that there is currently a shortage of environmental professionals at all levels in industry although primarily at plant and divisional levels, and that this problem will be exacerbated by the increasing complexitity of environmental management and the lack of mechanisms to define future needs and address the needs with expanded or specific training or education. Given the current need and future demand for corporate environmental managers with practical skills and a diverse but integrated knowledge base, industry itself may continue to serve as the primary source of environmental professionals. For industry, providing a breadth of experiences and the requisite training becomes increasingly difficult in a time of increased specialization, although industry currently provides a great deal of ad hoc training for its environmental professionals both directly and through private training centers and academic institutions. The cost of training also is increasing, while regulation continues to expand ------- with consequent increases in duties for environmental professionals. Thus, the identification of training and other concomitant academic requirements may be of critical interest to business. Similarly, it will be necessary to examine and address the need for continuing education for the changing technical and legal requirements of the field. Continuing education should be designed to facilitate development and advancement/professionalization of environmental management personnel. It also may be appropriate to consider whether or not conventional graduate programs successfully prepare environmental managers or if changes are required to better address industry needs. 2.6 What Steps Can Be Taken to Reconcile Supply and Demand? The key to reconciling the demand for capable environmental managers with the supply lies in developing training programs that address the integrated needs of education, practical experience, and continuing training to address changing needs. Presently, the opportunities to increase the supply and enhance the quality of environmental professionals are limited, although adequate human resources are available. The conversion of human resources to human capital (trained and experienced professional environmental managers) is critically dependent upon expanding existing training mechanisms that includes practical experience in a supervised environment. Similarly, continuing training and education are critical parts of maintaining the quality of environmental management, and they must be viewed as major components of professionalization and career advancement for environmental managers. The participants recommended the following steps for enhancing existing programs and stimulating the development of new programs to address regional or industry-specific concerns: Applied undergraduate and graduate programs designed to train environmental professionals could be improved by development of more cooperative internship programs involving industry and academia. Improved communication with academia is needed to create a meaningful exchange on applied professional management curricula. For example, academic committees interested in the development of curricula that produce environmental professionals would benefit by inviting adjunct faculty from the business community. There is a need for improved technology transfer delivery mechanisms that facilitate getting education and training programs into the hands of potential users. Perhaps oae delivery mechanism would be the creation of a national clearinghouse for environmental management degree programs, courses, institutions, and training opportunities. ------- Several participants felt that efforts should be made to enhance professionalization of environmental managers and other professionals. These efforts could include credentialization by professional organizations. Efforts to build communications and exchange networks would also be useful. The participation of the Education Subcommittee of the National Advisory Council for Environmental Technology Transfer (NACETT) could improve network capability. NACETT may provide a standing organization to facilitate the development of regional or industry-specific consortia for environmental manager training. Cooperative development and distribution of inexpensive training materials would enhance the value of site-oriented training. Industry (multi-industry), academia, and government agencies should work more closely on the development of executive courses focusing on classroom education, field training, simulated compliance and permitting exercises, and public relations experience. These short executive courses should be developed as modules that could be used for training of both industry and regulatory agency personnel. The expansion or refocusing of certain undergraduate courses could enhance training in communication skills and environmental law. The participation of business and academic institutions is needed to improve human resource planning directed at focusing resources and attracting students to multidisciplinary programs in environmental management. Government and academia should explore the development of training and technical assistance programs based upon the Agricultural Extension Service model. The Extension Service provides occasional technical advice and assistance to the agricultural community through local land grant colleges and universities. These programs are co-funded and co- staffed with government personnel. This may be particularly useful to smaller businesses. In considering future activities in'these areas, there was a consensus that a broader geographic and industry-wide constituency needs to be developed for these efforts. In the future, participation of environmental managers from lower industry levels will also be required. Of particular concern are small- and medium-sized businesses that often do not have in-house environmental expertise. This broader constituency also is needed to develop specific plans of action and to facilitate a better network for technology transfer. These workshops and this report should act be considered as end points, but rather as the launching of a new initiative in defining ways to facilitate meeting environmental goals and focusing EPA resources on issues associated with improving environmental manager training, and reconciling supply and demand. ------- 3.0, RECOMMENDATIONS As a result of the Regulatory Innovations Staff (RIS) workshops on training of environmental managers, several participants and reviewers recommended that efforts be directed at fostering the professionalization of environmental managers. One of the major recommendations was in the area of jointly sponsored training and education programs for environmental managers. Workshop participants and external reviewers suggested that the participation of regulatory agencies with industry and academia was critical to successful training program development, since these programs will ultimately produce managers responsible for addressing regulatory concerns. Enhanced compliance would reduce the costs associated with enforcement and litigation for both industry and regulatory agencies; therefore, both industry and the EPA should take an active interest in the development of training programs for environmental managers. Participants suggested that EPA could play a critical role in the development of these programs by facilitating a pilot training program, in collaboration with industry and academia. Because of its traditional outreach role to industry, the Regulatory Innovations Staff would be best able to facilitate a consortium for the creation of a pilot center-of-excellence to offer environmental management training for experienced people from government and industry. The pilot program would require the joint participation of industry and an academic institution. The goals of a pilot center-of-excellence for environmental management training would include: Development and presentation of a few model training course offerings which address industry needs. Development of transferable course offerings for other institutions. Preparation of course and instructor guidebooks. Design of training materials, such as overhead transparencies, resource handouts, slides, etc. Provision of opportunities for technical assistance to other centers-of-excellence from the pilot center and RIS. 10 ------- Some of the major concerns of the participants and reviewers of the Environmental Management Training Workshops centered on steps that could be taken to enhance the professional development of environmental managers. This could be addressed by developing a workgroup on environmental professionalization. The workgroup should include representatives from professional associations (i.e.. Air and Waste Management Association, AWWA, WPCF, insurance guilds, environmental law associations, etc.) to discuss the opportunities, barriers, and implications for professionalization of corporate environmental management. A consortium of offices with traditionally supportive roles such as RIS and the Health Resources and Services Administration should be brought together with traditional institutional ombudsmen such as the Conservation Foundation to host the workgroup. Issues that could be discussed include training and education, liabilities and protection, forms of professionalization, and credentialization by professional associations. The workgroup should be convened in a series of meetings to reach out to a broad geographic constituency with many-faceted concerns. The goals of this workgroup would be to examine the feasibility of any of several steps for professionalization of industry environmental managers, and to implement desirable programs in: Establishing standards in training and education. Standardizing the knowledge base. Identifying roles of professional societies and states in encouraging professionalization. Evaluating and facilitating processes for forms of professionalization including models that have worked for other professions (engineering, medicine, and law). Identifying roles and facilitating participation of professional societies and states in encouraging professionalization. Defining the role of the EPA and other Federal agencies in encouraging professionalization. 11 ------- APPENDIX A WORKSHOP PARTICIPANTS Clark Allen, President Clark Allen, Inc. P.O. Box S80222 Houston, TX 772S8 Karen Blumenfeld Director, Environmental Policy and Management Studies Alliance Technologies Corp. 213 Burlington Road Bedford, MA 01730 Vinay Dighe Manager of Environmental Affairs Occidental Petroleum Corporation 10889 Wilshire Blvd.. Suite 1160 Los Angeles, CA 90024 Patrick Eagan Program Director Engineering Professional Development University of Wisconsin 432 North Lake Street Madison, WI S3706 Ed Faeder, Director Environmental Protection and Safety Lockheed Aeronotical Systems Corporation Building 63, Plant AL Burbank, CA 91520-3801 Jerry Filbin Technical Resources, Inc. 3202 Monroe Street Suite 200 Rockville, MD 208S2 James Fisher Corporate Environmental Audit Director Energy, Environmental and Regulatory Affairs Group Weyerhaeuser Corporation Tacoma. WA 98477 Frank Friedman Vice President Occidental Petroleum Corporation 10889 Wilshire Blvd. Los Angeles, CA 90024 William Futrell, President Environmental Law Institute 1616 P Street N.W. Washington, DC 20036 Jim Green Facility Environmental Manager Mobil Exploration and Production, US, Inc. P.O. Box 9989 Bakersfield, CA 93389-9989 James Hayes Regulatory Innovations Staff (PM 223) US Environmental Protection Agency 401 M Street SW Washington, DC 20460 Nichols Hazelwood, Director Environmental Programs IT Corporation 17461 Derian Avenue Irvine, CA 92714 Thomas Hellman, Manager Health, Safety and Environmental Protection Corporate Environmental Programs General Electric Company 3135 Easton Turnpike Fairfield, CT 06431 Paul Kaplow Aristech, Inc. 600 Grant Street, Room 2156 Pittsburgh, PA 15230 ------- Barry Kerb Regulatory Innovations Staff (PM-223) U.S. Environmental Protection Agency 401 M Street S.W. Washington, DC 20460 Tapio Kuusinen Regulatory Innovations Staff (PM-223) U.S. Environmental Protection Agency 401 M Street S.W. Washington, DC 20460 Richard Liroff Senior Associate The Conservation Foundation 12SO 24th Street N.W., Suite SOO Washington, DC 20037 R. Dean Miracle Director of Environmental Affairs Georgia Power Company 333 Piedmont Avenue Altanta, GA 30308 James Morgester, Director Enforcement Division California Air Resources Board P.O. Box 2815 Sacramento, CA 95814 Frank N. Moseley Director of Environmental Licensing Central and Southwest Services, Inc. 2121 San Jacinto Suite 2SOO Dallas. TX 75266 John Nemeth Georgia Institute of Technology GTRI/EDL O'Keefe Building, Room 042 Sixth & Fowler Street Atlanta, GA 30332 Kirk Oliver Senior Attorney California Secretary of Environmental Affairs 1102 Q Street Sacramento, CA 95814 John Palmisano, President RMT AER'X 1625 I Street NW, Suite 710 Washington, DC 20006 Francis J. Priznar Senior Associate Booz, Allen, and Hamilton, Inc. 4430 East West Highway Bethesda, MD 20814 Ralph Rhodes Director, Surveillance Allied Signal, Inc. P.O. Box 1013-R Morristown, NJ 07960 C.B. Scott, Director Environmental Science Unocal Corporation 1201 West 5th Street Los Angeles, CA 90051 Randall Scott, Director Office of Environmental Auditing Room 3E094 Forrestal Building U.S. Department of Energy (EH-24) 1000 Independence Avenue, S.W. Washington, DC 20585 Cornelius C. Smith, Jr. Vice President Community and Employee Health, Safety and Environmental Protection Union Carbide Corporation 39 Old Ridgebury Road Danbury, CT 06817-0001 Martin Smith Acting Manager Environmental Permitting and Programs Florida Power and Light Company P.O. Box 14000 Juno Beach, FL 34408-0420 Sherman Smith, General Manager ENSR/ ERT 19782 McArthur Blvd., Suite 365 Irvine, CA 92715 ------- Barry Stern U.S. Department of Health and Human Services Room 8C-09 5600 Fishers Lane Rockville, MD 20857 Thomas Sullivan President Government Institutes 966 Hungerford Drive, Suite 24 Rockville. MD 208SO Russell Susag, Director Environmental Regulatory Affairs 3M Corporation P.O. Box 33331 St. Paul. MN SSI33 Victor Sussman Director of Environmental Control Ford Motor Company 1S201 Century Drive, Suite 608 Commerce Park North Dearborn, MI 48120 ' ------- APPENDIX B WORKSHOP AGENDA The Regulatory Innovations Staff-US EPA and Occidental Petroleum FOSTERING EFFECTIVE ENVIRONMENTAL MANAGEMENT Facilitators and recorders: Jerry Filbin TRI and John Palmisano RMT-AER*X 1. INTRODUCTION 8:30 A.M. 5 Min. Jim Hayes- EPA Vinay 10 Min. Dighe- Occidental 2. WHAT ARE THE ELEMENTS OF ENVIRONMENTAL MANAGEMENT Frank Friedman - Occidental 20 Min. Each of the following discussions will last approximately SO minutes. 3.Discussion Topic 1: 9:10 A.M. 4. Discussion Topic 2: 10:00 A.M. 10:50-11:05 5. Discussion Topic 3: 11:10 12:00-1:00 6. Discussion Topic 4. 1:00 7. Discussion Topic 5. 1:50 8. Discussion Topic 6. 2:40 9. Wrap-up: 3:30-4:00 What is environmental management? Is it just another application of management principles? How does environmental management differ from managing financial resources? Who are environmental managers? Titles? Position in corporate management structure? Responsibilities? Career path in companies? Where do they come frora- where do they go? BREAK* The demand side: What do you look for in a corporate environmental manager? Skills? Training? Education? Experiences? Environmental Ethic? LUNCH" How is a the field changing? What are the future attributes, knowledge base, and career pathing? Duties? Responsibilities? The supply side: What courses and skills are people demanding? What existing institutions provide training? What new institutions (if any) are required? How do we recognize the acquisition of these skills? Bringing it together. How do supply and demand compare? Does EPA have a role to play? If so, what is it? Identify the various perspectives on the issue. What actions are required by industry, academia, and by government agencies to develop and implement appropriate training programs? ------- |