[Federal Register Volume 82, Number 231 (Monday, December 4, 2017)]
[Rules and Regulations]
[Pages 57115-57117]
[FR Doc No: 2017-25837]

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DEPARTMENT OF TRANSPORTATION

Federal Aviation Administration

14 CFR Part 97

[Docket No. 31166; Amdt. No. 3775]

Standard Instrument Approach Procedures, and Takeoff Minimums and
Obstacle Departure Procedures; Miscellaneous Amendments

AGENCY: Federal Aviation Administration (FAA), DOT.

ACTION: Final rule.

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SUMMARY: This rule establishes, amends, suspends, or removes Standard
Instrument Approach Procedures (SIAPs) and associated Takeoff Minimums
and Obstacle Departure Procedures (ODPs) for operations at certain
airports. These regulatory actions are needed because of the adoption
of new or revised criteria, or because of changes occurring in the
National Airspace System, such as the commissioning of new navigational
facilities, adding new obstacles, or changing air traffic requirements.
These changes are designed to provide safe and efficient use of the
navigable airspace and to promote safe flight operations under
instrument flight rules at the affected airports.

DATES: This rule is effective December 4, 2017. The compliance date for
each SIAP, associated Takeoff Minimums, and ODP is specified in the
amendatory provisions.
    The incorporation by reference of certain publications listed in
the regulations is approved by the Director of the Federal Register as
of December 4, 2017.

ADDRESSES: Availability of matters incorporated by reference in the
amendment is as follows:

For Examination

    1. U.S. Department of Transportation, Docket Ops-M30, 1200 New
Jersey Avenue SE., West Bldg., Ground Floor, Washington, DC 20590-0001.
    2. The FAA Air Traffic Organization Service Area in which the
affected airport is located;
    3. The office of Aeronautical Navigation Products, 6500 South
MacArthur Blvd., Oklahoma City, OK 73169 or,
    4. The National Archives and Records Administration (NARA). For
information on the availability of this material at NARA, call 202-741-
6030, or go to: http://www.archives.gov/federal_register/code_of_federal_regulations/ibr_locations.html.

Availability

    All SIAPs and Takeoff Minimums and ODPs are available online free
of charge. Visit the National Flight Data Center at nfdc.faa.gov to
register. Additionally, individual SIAP and Takeoff Minimums and ODP
copies may be obtained from the FAA Air Traffic Organization Service
Area in which the affected airport is located.

FOR FURTHER INFORMATION CONTACT: Thomas J. Nichols, Flight Procedure
Standards Branch (AFS-420), Flight Technologies and Programs Divisions,
Flight Standards Service, Federal Aviation Administration, Mike
Monroney Aeronautical Center, 6500 South MacArthur Blvd., Oklahoma
City, OK 73169 (Mail Address: P.O. Box 25082, Oklahoma City, OK 73125)
Telephone:<PHONE_NUMBER>.

SUPPLEMENTARY INFORMATION: This rule amends Title 14 of the Code of
Federal Regulations, Part 97 (14 CFR part 97), by establishing,
amending, suspending, or removes SIAPS, Takeoff Minimums and/or ODPS.
The complete regulatory description of each SIAP and its associated
Takeoff Minimums or ODP for an identified airport is listed on FAA form
documents which are incorporated by reference in this amendment under 5
U.S.C. 552(a), 1 CFR part 51, and 14 CFR part 97.20. The applicable FAA
forms are FAA Forms 8260-3, 8260-4, 8260-5, 8260-15A, and 8260-15B when
required by an entry on 8260-15A.
    The large number of SIAPs, Takeoff Minimums and ODPs, their complex
nature, and the need for a special format make publication in the
Federal Register expensive and impractical. Further, airmen do not use
the regulatory text of the SIAPs, Takeoff Minimums or ODPs, but instead
refer to their graphic depiction on charts printed by publishers of
aeronautical materials. Thus, the advantages of incorporation by
reference are realized and publication of the complete description of
each SIAP, Takeoff Minimums and ODP listed on FAA form documents is
unnecessary. This amendment provides the affected CFR sections and
specifies the types of SIAPs, Takeoff Minimums and ODPs with their
applicable effective dates. This amendment also identifies the airport
and its location, the procedure, and the amendment number.

Availability and Summary of Material Incorporated by Reference

    The material incorporated by reference is publicly available as
listed in the ADDRESSES section.
    The material incorporated by reference describes SIAPS, Takeoff
Minimums and/or ODPS as identified in the amendatory language for part
97 of this final rule.

The Rule

    This amendment to 14 CFR part 97 is effective upon publication of
each separate SIAP, Takeoff Minimums and ODP as Amended in the
transmittal. Some SIAP and Takeoff Minimums and textual ODP amendments
may have been issued previously by the FAA in a Flight Data Center
(FDC) Notice to Airmen (NOTAM) as an emergency action of immediate
flight safety relating directly to published aeronautical charts.
    The circumstances that created the need for some SIAP and Takeoff
Minimums and ODP amendments may require making them effective in less
than 30 days. For the remaining SIAPs and Takeoff Minimums and ODPs, an
effective date at least 30 days after publication is provided.
    Further, the SIAPs and Takeoff Minimums and ODPs contained in this
amendment are based on the criteria contained in the U.S. Standard for

Terminal Instrument Procedures (TERPS). In developing these SIAPs and
Takeoff Minimums and ODPs, the TERPS criteria were applied to the
conditions existing or anticipated at the affected airports. Because of
the close and immediate relationship between these SIAPs, Takeoff
Minimums and ODPs, and safety in air commerce, I find that notice and
public procedure under 5 U.S.C. 553(b) are impracticable and contrary
to the public interest and, where applicable, under 5 U.S.C. 553(d),
good cause exists for making some SIAPs effective in less than 30 days.
    The FAA has determined that this regulation only involves an
established body of technical regulations for which frequent and
routine amendments are necessary to keep them operationally current.
It, therefore--(1) is not a ``significant regulatory action'' under
Executive Order 12866; (2) is not a ``significant rule'' under DOT
Regulatory Policies and Procedures (44 FR 11034; February 26, 1979);
and (3) does not warrant preparation of a regulatory evaluation as the
anticipated impact is so minimal. For the same reason, the FAA
certifies that this amendment will not have a significant economic
impact on a substantial number of small entities under the criteria of
the Regulatory Flexibility Act.

List of Subjects in 14 CFR Part 97

    Air traffic control, Airports, Incorporation by reference,
Navigation (air).

    Issued in Washington, DC, on November 17, 2017.
John S. Duncan,
Director, Flight Standards Service.

Adoption of the Amendment

    Accordingly, pursuant to the authority delegated to me, Title 14,
Code of Federal Regulations, Part 97 (14 CFR part 97) is amended by
establishing, amending, suspending, or removing Standard Instrument
Approach Procedures and/or Takeoff Minimums and Obstacle Departure
Procedures effective at 0901 UTC on the dates specified, as follows:

PART 97--STANDARD INSTRUMENT APPROACH PROCEDURES

0
1. The authority citation for part 97 continues to read as follows:

    Authority:  49 U.S.C. 106(f), 106(g), 40103, 40106, 40113,
40114, 40120, 44502, 44514, 44701, 44719, 44721-44722.

0
2. Part 97 is amended to read as follows:

Effective 4 January 2018

Tucson, AZ, Tucson Intl, ILS OR LOC RWY 11L, Amdt 14A
Tucson, AZ, Tucson Intl, LOC BC RWY 29R, Amdt 8A
Tucson, AZ, Tucson Intl, VOR OR TACAN RWY 11L, Amdt 1B
New Orleans, LA, Louis Armstrong New Orleans Intl, ILS OR LOC RWY
11, ILS RWY 11 (SA CAT I), ILS RWY 11 (CAT II), ILS RWY 11 (CAT
III), Amdt 4
Greenville, SC, Greenville Downtown, RADAR-1, Amdt 13B, CANCELED
Greer, SC, Greenville Spartanburg Intl, RADAR-1, Amdt 7, CANCELED

Effective 1 February 2018

Huntsville, AL, Huntsville Intl-Carl T Jones Field, ILS OR LOC RWY
18L, Amdt 4D
Huntsville, AL, Huntsville Intl-Carl T Jones Field, ILS OR LOC RWY
18R, ILS RWY 18R (CAT II), Amdt 24E
Huntsville, AL, Huntsville Intl-Carl T Jones Field, ILS OR LOC RWY
36L, Amdt 10C
Huntsville, AL, Huntsville Intl-Carl T Jones Field, ILS OR LOC RWY
36R, Amdt 2C
Huntsville, AL, Huntsville Intl-Carl T Jones Field, RADAR-1, Amdt
10A
Huntsville, AL, Huntsville Intl-Carl T Jones Field, RNAV (GPS) RWY
18L, Amdt 1B
Huntsville, AL, Huntsville Intl-Carl T Jones Field, RNAV (GPS) RWY
18R, Amdt 1B
Huntsville, AL, Huntsville Intl-Carl T Jones Field, RNAV (GPS) RWY
36L, Amdt 1B
Huntsville, AL, Huntsville Intl-Carl T Jones Field, RNAV (GPS) RWY
36R, Amdt 1B
Huntsville, AL, Huntsville Intl-Carl T Jones Field, Takeoff Minimums
and Obstacle DP, Amdt 4A
Talladega, AL, Talladega Muni, ILS Y OR LOC Y RWY 4, Orig
Talladega, AL, Talladega Muni, ILS Z OR LOC Z RWY 4, Amdt 1
Talladega, AL, Talladega Muni, RNAV (GPS) RWY 4, Amdt 2
Talladega, AL, Talladega Muni, RNAV (GPS) RWY 22, Amdt 2
Talladega, AL, Talladega Muni, VOR-A, Amdt 7, CANCELED
El Dorado, AR, South Arkansas Rgnl at Goodwin Field, Takeoff
Minimums and Obstacle DP, Amdt 2A
Alturas, CA, Alturas Muni, RNAV (GPS) RWY 31, Amdt 2
Bishop, CA, Bishop, RNAV (GPS) Y RWY 12, Orig-D
Bishop, CA, Bishop, RNAV (GPS) Z RWY 12, Orig-E
Byron, CA, Byron, RNAV (GPS) RWY 30, Amdt 1A
Chico, CA, Chico Muni, RNAV (GPS) RWY 31R, Orig-C
Half Moon Bay, CA, Half Moon Bay, RNAV (GPS) Z RWY 30, Orig-C
Lakeport, CA, Lampson Field, RNAV (GPS)-A, Orig-C
Los Banos, CA, Los Banos Muni, RNAV (GPS) RWY 14, Orig-B
Paso Robles, CA, Paso Robles Muni, RNAV (GPS) RWY 31, Orig-B
Santa Barbara, CA, Santa Barbara Muni, ILS OR LOC RWY 7, Amdt 5B
Tracy, CA, Tracy Muni, RNAV (GPS) RWY 26, Amdt 1A
Denver, CO, Centennial, ILS OR LOC RWY 35R, Amdt 10A
Oxford, CT, Waterbury-Oxford, ILS OR LOC RWY 36, Amdt 14B
Orlando, FL, Executive, ILS OR LOC RWY 25, Amdt 1A
Orlando, FL, Executive, RNAV (GPS) RWY 25, Amdt 3A
West Palm Beach, FL, Palm Beach County Park, RNAV (GPS) RWY 34, Amdt
1
West Palm Beach, FL, Palm Beach County Park, RNAV (GPS)-A, Amdt 1
West Palm Beach, FL, Palm Beach County Park, RNAV (GPS)-B, Amdt 1
West Palm Beach, FL, Palm Beach County Park, Takeoff Minimums and
Obstacle DP, Amdt 3
Iowa Falls, IA, Iowa Falls Muni, RNAV (GPS) RWY 13, Amdt 1
Iowa Falls, IA, Iowa Falls Muni, RNAV (GPS) RWY 31, Amdt 2
Driggs, ID, Driggs-Reed Memorial, RNAV (GPS)-A, Amdt 1A
Twin Falls, ID, Joslin Field--Magic Valley Rgnl, RNAV (GPS) RWY 26,
Amdt 1B
Chicago/Prospect Heights/Wheeling, IL, Chicago Executive, Takeoff
Minimums and Obstacle DP, Amdt 3A
Indianapolis, IN, Indy South Greenwood, Takeoff Minimums and
Obstacle DP, Amdt 5
Olathe, KS, New Century Aircenter, ILS OR LOC RWY 36, Amdt 7A
Topeka, KS, Philip Billard Muni, RNAV (GPS) RWY 4, Orig-A, CANCELED
Topeka, KS, Philip Billard Muni, RNAV (GPS) RWY 22, Amdt 1, CANCELED
Topeka, KS, Philip Billard Muni, VOR RWY 22, Amdt 21, CANCELED
Deblois, ME, Deblois Flight Strip, DEBLOIS ONE Graphic DP
Deblois, ME, Deblois Flight Strip, RNAV (GPS)-A, Orig
Deblois, ME, Deblois Flight Strip, Takeoff Minimums and Obstacle DP,
Orig
Fremont, MI, Fremont Muni, VOR RWY 18, Orig-A, CANCELED
Fremont, MI, Fremont Muni, VOR RWY 36, Amdt 7A, CANCELED
Lansing, MI, Capital Region Intl, ILS OR LOC RWY 10R, Amdt 11B
Lansing, MI, Capital Region Intl, ILS OR LOC RWY 28L, Amdt 27C
Owosso, MI, Owosso Community, RNAV (GPS) RWY 11, Amdt 1D
Owosso, MI, Owosso Community, RNAV (GPS) RWY 29, Amdt 1D
Ray, MI, Ray Community, RNAV (GPS)-A, Orig-A
Hutchinson, MN, Hutchinson Muni-Butler Field, RNAV (GPS) RWY 33,
Orig-B
Hutchinson, MN, Hutchinson Muni-Butler Field, VOR RWY 33, Amdt 3B
Aurora, MO, Jerry Sumners SR Aurora Muni, Takeoff Minimums and
Obstacle DP, Amdt 2
Columbia, MO, Columbia Rgnl, ILS OR LOC RWY 2, Amdt 16A
Columbia, MO, Columbia Rgnl, LOC BC RWY 20, Amdt 13A
Columbia, MO, Columbia Rgnl, RNAV (GPS) RWY 2, Amdt 2A
Columbia, MO, Columbia Rgnl, VOR Y RWY 20, Amdt 4A
Lee's Summit, MO, Lee's Summit Muni, RNAV (GPS) RWY 18, Amdt 3
Lee's Summit, MO, Lee's Summit Muni, RNAV (GPS) RWY 29, Amdt 3

Lee's Summit, MO, Lee's Summit Muni, RNAV (GPS) RWY 36, Amdt 3
Lee's Summit, MO, Lee's Summit Muni, Takeoff Minimums and Obstacle
DP, Amdt 1
Lee's Summit, MO, Lee's Summit Muni, VOR-A, Amdt 1
Circle, MT, Circle Town County, RNAV (GPS) RWY 30, Orig-B
Kenansville, NC, Duplin Co, LOC/NDB RWY 23, Amdt 1A, CANCELED
Beatrice, NE, Beatrice Muni, VOR RWY 18, Amdt 3
Beatrice, NE, Beatrice Muni, VOR RWY 36, Amdt 10
Hebron, NE, Hebron Muni, NDB RWY 12, Amdt 4C, CANCELED
Artesia, NM, Artesia Muni, NDB RWY 31, Amdt 5A
Dunkirk, NY, Chautauqua County/Dunkirk, Takeoff Minimums and
Obstacle DP, Amdt 3
Cleveland, OH, Burke Lakefront, Takeoff Minimums and Obstacle DP,
Amdt 7
Toledo, OH, Toledo Express, RNAV (GPS) RWY 7, Amdt 1B
Toledo, OH, Toledo Express, RNAV (GPS) RWY 25, Amdt 2B
Wooster, OH, Wayne County, VOR RWY 10, Amdt 1B
Wooster, OH, Wayne County, VOR RWY 28, Orig-E
Ardmore, OK, Ardmore Downtown Executive, RNAV (GPS) RWY 17, Orig-C
Ardmore, OK, Ardmore Downtown Executive, RNAV (GPS) RWY 35, Orig-C
Claremore, OK, Claremore Rgnl, RNAV (GPS) RWY 18, Amdt 1
Claremore, OK, Claremore Rgnl, RNAV (GPS) RWY 36, Amdt 3
Claremore, OK, Claremore Rgnl, Takeoff Minimums and Obstacle DP,
Amdt 1
Duncan, OK, Halliburton Field, LOC RWY 35, Amdt 5, CANCELED
Duncan, OK, Halliburton Field, RNAV (GPS) RWY 17, Amdt 2
Duncan, OK, Halliburton Field, RNAV (GPS) RWY 35, Amdt 2
Duncan, OK, Halliburton Field, VOR RWY 35, Amdt 12, CANCELED
Madras, OR, Madras Municipal, RNAV (GPS) RWY 16, Amdt 1C
Newport, OR, Newport Muni, RNAV (GPS) RWY 34, Amdt 1B
Portland, OR, Portland-Hillsboro, Takeoff Minimums and Obstacle DP,
Amdt 7A
Portland, OR, Portland Intl, ILS OR LOC RWY 28L, Amdt 5
Portland, OR, Portland Intl, ILS OR LOC RWY 28R, Amdt 17
Portland, OR, Portland Intl, RNAV (GPS) X RWY 28L, Amdt 4
Portland, OR, Portland Intl, RNAV (GPS) X RWY 28R, Amdt 4
Redmond, OR, Roberts Field, RNAV (GPS) Y RWY 5, Amdt 2A
Redmond, OR, Roberts Field, RNAV (GPS) Y RWY 23, Amdt 1A
Redmond, OR, Roberts Field, RNAV (GPS) Y RWY 29, Amdt 2A
Redmond, OR, Roberts Field, RNAV (GPS) Z RWY 29, Amdt 1A
Sunriver, OR, Sunriver, VOR RWY 18, Amdt 1D
Bloomsburg, PA, Bloomsburg Muni, RNAV (GPS)-B, Amdt 1B
Bloomsburg, PA, Bloomsburg Muni, VOR-A, Amdt 1B
Mifflintown, PA, Mifflintown, RNAV (GPS) RWY 26, Orig-A
Pittsburgh, PA, Allegheny County, Takeoff Minimums and Obstacle DP,
Amdt 9
Selinsgrove, PA, Penn Valley, Takeoff Minimums and Obstacle DP, Amdt
3A
Selinsgrove, PA, Penn Valley, VOR-A, Amdt 7C
Shamokin, PA, Northumberland County, RNAV (GPS) RWY 8, Orig-D
Shamokin, PA, Northumberland County, RNAV (GPS) RWY 26, Orig-C
Shamokin, PA, Northumberland County, Takeoff Minimums and Obstacle
DP, Amdt 2A
Shamokin, PA, Northumberland County, VOR RWY 8, Amdt 3E
Kingstree, SC, Williamsburg Rgnl, NDB RWY 14, Amdt 4B, CANCELED
Summerville, SC, Summerville, RNAV (GPS) RWY 6, Amdt 1
Summerville, SC, Summerville, Takeoff Minimums and Obstacle DP, Amdt
2
Alpine, TX, Alpine-Casparis Muni, RNAV (GPS) RWY 19, Amdt 1
Alpine, TX, Alpine-Casparis Muni, RNAV (GPS) RWY 23, Orig
Baytown, TX, R W J Airpark, RNAV (GPS) RWY 32, Orig-A, CANCELED
Cisco, TX, Gregory M Simmons Memorial, RNAV (RNP) Z RWY 18, Orig
Cisco, TX, Gregory M Simmons Memorial, Takeoff Minimums and Obstacle
DP, Orig
Laredo, TX, Laredo Intl, Takeoff Minimums and Obstacle DP, Amdt 4A
Fillmore, UT, Fillmore Muni, RNAV (GPS) RWY 4, Amdt 1A
Huntington, UT, Huntington Muni, RNAV (GPS)-C, Orig-A
Huntington, UT, Huntington Muni, VOR-B, Amdt 1A
Nephi, UT, Nephi Muni, RNAV (GPS) RWY 35, Orig-B
Ogden, UT, Ogden-Hinckley, EMONT TWO, Graphic DP
Ogden, UT, Ogden-Hinckley, Takeoff Minimums and Obstacle DP, Amdt 2A
Price, UT, Carbon County Rgnl/Buck Davis Field, ILS OR LOC RWY 1,
Amdt 1B
Price, UT, Carbon County Rgnl/Buck Davis Field, RNAV (GPS) RWY 1,
Amdt 2B
Price, UT, Carbon County Rgnl/Buck Davis Field, VOR RWY 1, Amdt 1B
Wenatchee, WA, Pangborn Memorial, RNAV (RNP) RWY 12, Amdt 1A
Wenatchee, WA, Pangborn Memorial, RNAV (RNP) Z RWY 30, Amdt 1A
Wenatchee, WA, Pangborn Memorial, VOR-A, Amdt 9C

[FR Doc. 2017-25837 Filed 12-1-17; 8:45 am]
 BILLING CODE 4910-13-P


                                         National Advisory Council for

                                   Environmental  Policy and Technology

      March #,  2013

      The Honorable Robert Perciasepe

      Acting Administrator

      United States Environmental  Protection Agency

      1200  Pennsylvania Avenue, NW Washington D.C. 20460

      Dear Acting Administrator Perciasepe:

  1	The National Advisory Council for Environmental  Policy and Technology (NACEPT) is pleased to   2	present its Second Advisory Letter on Sustainability. We believe the idea of sustainability is central   3 	to EPA's mission and our recommendations in this letter are consistent with, but expand on, those   4 	in the National Academy of Sciences (NAS) Report   sustainability and the U.S. EPA"l. NACEPT met   5 	with representatives from the NAS panel and concluded in our First Advisory letter on   6	Sustainability:

  7

  8 	"The National Council for Environmental Policy and Technology (NACEPT) unanimously   9 	supports the EPA adopting  the National Academies' overall recommendation in its  10	Sustainability and the U.S. EPA report that  EPA more fully incorporate sustainability  11 	considerations into its decision-making processes and day-to-day operations".

 12

 13 	In this Second Advisory letter, NACEPT will respond to specific charge questions and provide  14 	recommendations for immediate  next steps EPA could take to accelerate the Agency's, and  15 	America's, path to sustainability.

 16

      1Sustainability and the U.S. EPA, National Research Council, National Academies Press, 2011

                                                                              1

 17 	Specifically, EPA requested that NACEPT address the following questions  in its Second Advisory  18 	letter:

 19 	1.   What strengths can EPA leverage to successfully deploy, across the Agency, sustainability  20 	strategies drawing upon both the National Academies report recommendations and, also,  21 	approaches to sustainability and recommendations  from other sources and stakeholders?  22 	How can EPA's deployment also achieve positive influence with other agencies and  23 	stakeholders?

 24 	a)   Are there internal or external challenges- barriers and gaps- that EPA will need to  25	address, manage and overcome to successfully deploy sustainability strategies drawing  26 	upon both the National Academies report recommendations  and, also, approaches to  27 	sustainability and recommendations  from other sources and stakeholders?

 28 	b) 	If yes: (1) Identify the significant internal challenges and then recommend strategies to  29 	address, manage and overcome them; and (2) Identify the significant external challenges  30 	and the stakeholders involved, and then recommend strategies to address, manage and  31 	overcome them and contribute to the EPA's successful roll-out of its defined sustainability  32 	strategy while engaging with key stakeholders.

 33

 34 	2. Using EPA Sustainability Vision as a starting  point, and back-casting from that vision, what  35 	breakthrough  objectives does NACEPTrecommendfor  EPA over the next 3-5 years drawing  36 	upon both the National Academies report recommendations and, also, approaches to  37 	sustainability and recommendations  from other sources and stakeholders?

 38 	a)   What measurement systems does NACEPT recommend for assessing progress towards  39 	these breakthrough objectives and EPA's sustainability vision?

 40 	b)   What tools are available to help EPA consider the qualitative and quantitative  41 	environmental, public health, social and economic benefits?

 42 	c)   What approaches should EPA use to share progress with the public?

 43 	d)   What other new approaches might be necessary to implement the breakthrough goals  44 	that NACEPT has identified?

 45

 46	To address  these questions,  NACEPT organized into two work teams.  One addressed EPA's  47	strengths and challenges related to incorporating sustainability across the Agency. The second  48 	developed  recommendations for a vision, mission, and breakthrough objectives.  See further  49 	detail about our work approach  in Appendix A.  so

 51 	Executive Summary of Recommendations

 52	NACEPT makes ten recommendations in three categories:  I) Aligning EPA on its path to  53 	sustainability, II) Ensuring Stakeholder Engagement and III) Asserting Sustainability  Leadership.

                                                                              2

 54 	Together, these recommendations provide an implementation roadmap for the Agency's more  55 	complete incorporation of sustainability as a guiding  concept for executing its fundamental mission.  56 	Each of these will be further elaborated on throughout the letter.

 57

 58 	SUMMARY OF RECOMMENDATIONS

 59

 60	I. Setting Direction and Creating Alignment on EPA's Path  to Sustainability

 61 	Recommendation 1:  EPA Should Build Upon Its Significant Strengths To Develop And Deploy A  62 	Robust Sustainability Strategy.

 63 	Recommendation 2: EPA Should Clarify And Expand Its Current Mission To Explicitly Address  64 	Environmental, Social And Economic  Goals.

 65 	Recommendation 3:  EPA Should Adopt A Compelling Sustainability Vision Based On The Needs Of  66 	Present And Future Generations.

 67 	Recommendation 4:  EPA Should  Endorse A Small Number  Of Breakthrough Objectives To Be  68 	Achieved By 2020  To Accelerate Implementation Of Its Sustainability Strategy And Demonstrate  69 	Visible Leadership.

 70 	Recommendation 5:  EPA Should  Develop Quantitative Metrics To Analyze Net Impacts And  71 	Benefits Of Decisions  In Terms  Of Contributions To A More Sustainable Society And Incorporate  72 	These  In Goal-Setting Processes.

 73

 74 	II.  Engaging Stakeholders In EPA's Commitment To Sustainability

 75 	Recommendation 6.  EPA Should Clearly Connect  Its Sustainability Strategy To Its Existing  76 	Authorities And Engage Stakeholders In Implementation.

 77 	Recommendation 7: EPA Should  Link Sustainability, Community Engagement And Environmental  78 	Justice Approaches Across EPA.

 79

 80 	III. Asserting EPA's Leadership In Sustainability

 81 	Recommendation 8:  EPA Should  Develop The Organization And Culture  Needed To Transition And  82 	Strengthen Its Sustainability Capabilities: Leadership, Innovation, and Collaboration.

 83 	Recommendation 9:  EPA Should  Enhance  Its Presence In Sustainability Both Inside The Agency  84 	And Across The Federal  Government.

 85 	Recommendation 10: EPA Should  Establish A Stronger Role As Convener Of Sustainability  86 	Discourse And Collaboration Involving Government And Society At Large.

 87

 88 	Implementing these recommendations will help EPA set direction toward a more sustainable  89 	future, create alignment within the agency and across the federal government, connect EPA's

                                                                              3

  90 	commitment with  people around the country and across the world,  and set the country on an   91 	accelerated path to sustainability. These  recommendations will establish EPA as a game changer   92 	working with the rest of the Federal  Government, industry, state and local governments, and other   93 	nations. Each of these recommendations will be expanded upon  below.

  94

  95 	I. SETTING DIRECTION AND CREATING ALIGNMENT ON EPA'S PATH TO SUSTAINABILITY

  96

  97 	Recommendation 1: EPA Should Build  Upon  Its Significant Strengths To Develop and Deploy   98 	A Robust Sustainability Strategy.

  99 	There  are two widely accepted definitions of sustainability that  are good background for EPA to  100 	consider as it embarks on a more  explicit sustainability strategy. In 1987, the Brundtland  101 	Commission - or the World Commission on Environment & Development- headed by then  102 	Norwegian Prime  Minister  Gro Harlem  Brundtland, defined sustainable development as  103 	"development that meets the needs of the present without compromising the ability of future  104 	generations to meet their needs".2   This defined  sustainability at the scale of national or global  105 	governance, and focused  on intergenerational societal needs.

 106

 107 	John Elkington,  founder of the think  tank SustainAbility, built on the Brundtland definition and  108 	introduced the idea of the 'triple bottom line'. Elkington  advocated this sustainability decision-  109 	making framework to help organizations optimize the environmental, social and economic  110 	outcomes from their  activities.

 111

 112 	NACEPT believes that  both the Brundtland definition, focused  on needs, and the Elkington  113 	definition, focused  on environment, society  and economy, should inform  EPA's approach to  114 	sustainability. While adapting definitions of sustainability will vary with the circumstances and  115 	needs  of individual organization, most agree  that  11SUstainability" includes the foundational 11pillars"  116 	that  address environmental, economic and social considerations, and intergenerational needs,  117 	when  making decisions and looking  at impacts associated with that  organization's mission.

 118

 119 	EPA has a solid foundation to embrace sustainability. While the term  11SUstainability" was not in  120 	common  use when  EPA was launched over forty years  ago, its mission  is directly in line with the  121 	idea.  The NAS Sustainability report3  correctly notes  that  EPA's mission  has never  been focused  122 	solely on environmental protection. EPA operates with  explicit directives to protect human health,  123 	to make communities more livable, and to develop and deploy technologies and practices that  can

      2 Sustainable Development: a guide to our common future, the report of the World Commission on Environment and        Development; Oxford University Press, 1987.        3 Sustainability and the U.S. EPA, National Research CounciiJ National Academies Press, 2011

                                                                              4

 124 	reduce emissions cost-effectively.  As such, NACEPT believes sustainability concepts have long been  125 	central to EPA's approach,  representing it's 11true  north."

 126

 127 	Bob Perciaseppe succinctly captured that idea when he said:

 128 	[-EPA to provide]

 129

 130 	Since its inception in 1970, EPA has developed expertise,  experience and understanding about  131	protecting  human health and the environment through setting performance standards, requiring  132 	control technology, permitting operations, assisting compliance, protecting community  health, and  133 	recommending best practices across many sectors of the economy 4.  EPA's activities, both  134 	regulatory  and non-regulatory, have been driven by protective  ecosystem standards, human health  135 	standards and considerations of impacts to society, as well as environmental justice. In some  136 	aspects of its mission, EPA already takes economic factors into consideration, since its actions have  137 	an impact on economic development, both positive and negative.  NACEPT believes EPA can further  138 	address economic considerations with its sustainability strategy,  while fulfilling its statutory  139 	obligations to protect  the environment and human health. In fact, greater  focus on the econo ic leg  140 	of sustainability may enrich all of EPA's activities particularly in the current context where  141 	addressing the deficit and encouraging economic growth are national priorities.  EPA has the  142 	opportunity to address and rectify the possible perception inside and outside the EPA that there is a  143 	cost premium to advance sustainability strategies.

 144 	NACEPT believes that advancing sustainability can drive significant economic benefits for the U.S.  145 	government as it has with industry.  The surprising outcome of many corporate sustainability  146 	efforts has been substantial economic benefit through, for example, energy efficiency, reduced  147 	waste, or innovation, enabled by looking at old problems  with a new lens of sustainability. Perhaps  148 	most importantly, by pursuing a holistic approach  to sustainability, EPA may be able to better  149 	invest the Agency's limited resources and enable more cooperative relationships across federal  150 	agencies, among regulators (federal, state and local) and with regulated  entities.

 151

 152 	Some of the most innovative sustainability initiatives involve collaboration  between  companies,  153 	NGOs and government5.    A particular advantage  for EPA in multi-stakeholder collaboration is  154 	enhancing the influence of the Agency to advance sustainability along supply chains that originate  155 	largely outside of the U.S (many of which cannot be addressed within, even though they affect, the

       4         Many EPA programs already intentionally incorporate  two or more pillars of sustainability such as Brownfields and Land        revitalization program, Energy Star, Urban Waters, Partnership for Sustainable Communities grants program, The Office of Solid        Waste and Emergency Response Community Engagement Initiative, Infrastructure and environmental education.        5  For example, the Sustainability Consortium in which about 80 companies, some NGOs and, in some areas, EPA's Design for the Environment (DfE), are developing sustainability profiles .for consumer products that will be used by retailers to prioritize        their purchases; WRI's Aqueducts program involves collaboration across multiple stakeholder to map and respond to water risks.

                                                                              5

 156 	U.S.). They provide an opportunity for EPA to use its scientific expertise to help address critical  157 	sustainability issues in ways consistent with its mission.

 158

 159 	Despite the many strengths outlined above, EPA will encounter challenges and barriers to  160 	successful implementation of a sustainability strategy.  Regulated entities may be resistant if they  161 	believe EPA intends to regulate or require sustainability, if they believe that the strategy will  162 	increase costs, or decrease the likelihood that a plant, operation or business will be allowed to  163 	function economically. Some entities may express preference  for a smaller government role in  164 	sustainability to allow for competition  and the marketplace to define the best sustainable choice for  165 	that entity.  Some in the private sector may see a competitive  advantage  to their own sustainability  166 	efforts and resist the implementation of an EPA sustainability strategy, while yet others  may view  167 	implementing the NAS recommendations as an unfunded and perhaps  expensive mandate.  We  168 	believe EPA can address these concerns with careful and transparent implementation.

 169

 170 	The first step in developing a robust sustainability strategy  is to reconsider  EPA's Mission.

 171

 172 	Recommendation 2: EPA Should Clarify And Expand  Its Current Mission Statement To  173 	Explicitly  Endorse A Sustainability Approach.

 174 	EPA's current  mission statement to (protect human health and the environment' has served the  175 	Agency well for many decades.  A more explicit focus on sustainability does not imply departing  176 	from this mission but enhancing it in line with the NAS recommendation.

 177 	NACEPT recommends three simple, but significant, changes to the Mission: one encourages  EPA to  178 	not just protect human health and the environment, but improve it; a second recognizes long term  179 	economic growth as a pillar of sustainability,  and a third addresses the societal desire for improving  180 	quality of life.

 181 	NACEPT recommends the following new mission statement for EPA:

 _182  183

 184 	EPA's Mission is to improve human  health and the environment while maintaining or  185 	enhancing  quality of life.

 186

 187 	EPA's Mission is to improve human  health and the environment and to encourage actions  188 	and solutions that advance the health, well-being and benefit of all.

 189

 190 	EPA's Mission is to improve human  health and the environment while advancing long term  191 	economic viability and the quality of life for all Americans.

 192

                                                                              6

 193 	One advantage of this (these)  updated  mission statement(s) is that it/they maintains the central  194 	ideas in EPA's long-standing mission statement while incorporating the concept  that improving  195 	quality of life requires  addressing the economy, while remaining clear and succinct.  A second  196 	advantage is that it/they make a significant statement that decouples the notion that environmental  197 	and human health protections come at a cost to society.  EPA's mission would reinforce that  198 	environmental and human health protections can be compatible with achieving the nation's  199 	economic goals.

 200

 201 	Recommendation 3: EPA Should Adopt  A Compelling Sustainability Vision based on the  202	needs of present and future generations.

 203 	As discussed, EPA has a Mission that drives its every day work.  However, it does not have a clearly  204	articulated Sustainability Vision statement to establish  a future  oriented goal and a broader context  205 	for executing the Agency's Mission. Both the NAS report  and NACEPT's first letter on sustainability  206	recommend  creating a vision statement as a necessary  first step for the Agency6::   A vision statement  207	will allow EPA's various and diverse activities and programs  to cohere and support one another  208	under the common umbrella of sustainability and will signal to stakeholders inside and outside the  209	Agency that EPA has a long term goal to advance a leadership role in sustainability.

 210

 211 	A compelling Sustainability Vision statement will present a clear picture of a future state where EPA  212	is widely recognized as a global leader on sustainability. EPA's current Mission succinctly and  213 	effectively addresses the environmental and human health aspects of sustainability, but both the  214 	Mission and Vision statements should incorporate long term quality of life and standard of living as  215 	equally important aspirations of sustainability.

 216

 217	While EPA leadership needs to undertake its own dialogue to develop a sustainability Vision for the  218	Agency, NACEPT suggests that EPA focus on a vision of sustainability that reflects environmental,  219	social and economic ambitions  and considers intergenerational needs.  NACEPT proposes:

 220

 221  222  223

 224

 225  226

 227

      EPA's Vision is to propel America towards sustainability, protecting the environment and health in a way that meets the environmental, social and economic needs of the present without compromising the ability of future generations to meet their needs.

      EPA Vision is a more sustainable American society and environment, now and for future generations.

6  First Sustainability Advice letter to Administrator Jackson, NACEPT, April 5, 2012

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 228 	EPA's Sustainability Vision statement and mission statements should be presented together.  The  229 	Vision expresses  the Agency's long term goal and the Mission clarifies how the vision will be  230 	achieved.  To illustrate  how the expanded mission and new vision will be implemented by the  231 	Agency, NACEPT recommends announcing a series of breakthrough objectives that will provide  232 	definition through sustainability in action.

 233

 234 	Recommendation 4:   EPA Should Endorse A Small Number of Breakthrough Objectives To  235 	be Achieved By 2020  To Accelerate Implementation Of Its Sustainability Strategy &  236 	Demonstrate Visible Leadership.

 237 	The National Academy of Sciences recommended that EPA develop "Breakthrough  ObjectivesJJ to  238 	guide and energize EPA's sustainability plan7.  Breakthrough Objectives should galvanize the  239 	Agency and help people understand the concepts of sustainability by demonstrating what it means  240 	in a specific context.

 241

 242 	NACEPT recommends the following criteria be used to evaluate Breakthrough  Objectives. The  243 	objectives must:

 244 	a. 	Support  the Sustainability Vision  245 	b.	Encompass new and/or more effective directions for the Agency to take.  246 	c.	Improve performance throughout the Agency, not just in one area  247 	d.   Advance environmental, social and economic goals.  248 	e. 	Be implementable and measurable  at national, state and community scales  249 	f.	Be able to be completed in 3-5 years  250 	g.	Be simple and intuitively understandable  251

 252 	This is not a foreign concept for a government agency.  Perhaps the most famous historical  253 	"Breakthrough  ObjectiveJJ was President John F. Kennedy's 1961 bold exhortation to Congress that  254 	the United States should safely put a man on the moon before the end of the decade in response to  255 	advances in the Soviet Union's space program. This met the criteria above of being simple,  256 	understandable, measurable,  an advance from the current state, and specific as to the timeline.  257 	Most importantly,  it provided great internal  alignment within NASA and galvanized that Agency  258 	into action.  The United States achieved that goal.  Breakthrough Objectives could be EPA's game-  259 	changers.

 260

       7As the Academy wrote:"Commonly referred to in the business community, breakthrough objectives are goals that extend  far beyond current capabilities and experiences  of an organization and require new strategies  and approaches to ensure successful attainment of these  goals.  These objectives are generally designed to improve  performance throughout  an organization."        Sustainability and the U.S. EPA, The National Academies report, 2011

                                                                              8

 261 	In considering the type of Breakthrough Objectives to recommend, NACEPT first considered the  262	types of themes the objectives could be structured around. Example themes include:  263 	11	Project-based objectives i.e. focused on industry or infrastructure  264	11	Internally  themed  objectives i.e. focused on EPA buildings or operations  265	11	Environmental issue themed objectives e.g. focused on water  or waste or pollution  266	11	Federal government themed objectives i.e. focused on the operations of all Federal Agencies  267	:: 	Societally themed  objectives i.e. focused on EPA interactions with society writ-large  268  269	We then developed a range of possible breakthrough objectives within these theme types, without  270	excluding any theme type when considering potential  recommendations. A partial list of our  271 	suggestions  are provided below for EPA to consider.  NACEPT recommends EPA select no more  272	than 3 final objectives and that at least one Objective be internally focused to serve as a role model  273 	for other entities and to provide a demonstration that operating more sustainably is attainable by  274	any entity.  275  276	Possible Breakthrough Objectives for EPA to consider8:  277  278	1.   By 2020 EPA will have facilitated 25 green infrastructure  projects that deliver regulatory  279	performance comparable to conventional pollution control systems, but at lower costs, with higher  280	conservation values and outcomes, and measurable net  job creation.

 281 	This possible breakthrough objective is very focused on a set of projects, but serves to illustrate  282	the viability of achieving a sustainable 'triple-win', through  pilots.  Infrastructure projects will  283 	provide environmental protection  and beneficial economic activity in local communities.

 284

 285	2.   By 2020, work with at least 10 firms in high carbon-emitting industries (steel, cement  aluminum,  286	paper and plastic) to develop approaches to incentivize 25% increase in energy and carbon  287	efficiency without reducing profitability or employment.

 288	This possible breakthrough objective is very focused on a priority environmental issue: climate  289	change, with large energy users.  It serves to help EPA prioritize  work with production  290	industries that have the highest relative contribution to energy use and GHG emissions.  291 	Achieving this objective would allow EPA to use the power of collaboration  and voluntary  292	initiative to drive progress  on climate change.

 293

 294	3.   EPA will work with priority industries and or communities to reduce water, carbon and waste  295 	emissions by 33% by 2020.

      8 In Appendix B, NACEPT has provided a template for evaluating Breakthrough Objectives and a longer list of suggestions.

                                                                              9

 296  297  298  299

 300 This possible breakthrough objective is focused  on priority industries as well as communities and expands to three environmental issues,  not just climate  change, setting a specific improvement goal.  This goal would  require beneficial collaboration and result in significant environmental and economic benefits.

 301 	4.    By 2020J improve  air quality to reduce soot 20% without raising the price of electricityJ nor  302 	causing disproportionate impacts on affected low-income  communities or resulting in significant  303 	reduction  in local employment.

 304 	This possible breakthrough objective is focused  on a specific  health  and environmental  305 	justice issue as soot  pollution is linked to asthma and respiratory health  conditions. It also  306 	presents an opportunity to address climate  change  and visibility.

 307

 308 	5.   By 2020 create 'one EPA' by dramatically increasing  collaboration across departments and  309 	creating  joint programs  focused on sustainability.

 310 	This possible breakthrough objective is internally focused  and builds on the One EPA concept-  311 	expanding it to ensure there is true  collaboration.  As one example,  the range  of EPA-controlled  312 	ecolabels such as Energy Star, WaterSense, Design for Environment etc could work much more  313 	closely together to develop a joint program related to environmental sustainability overall.

 314

 315 	6.   By 2020J EPA Will Be Carbon Positive.

 316 	This possible Breakthrough Objective goes beyond  the more  common  corporate objective of  317 	carbon neutrality. To be carbon-positive, EPA would  need to avoid more carbon than  it emits.  318 	By pursuing carbon-positivity, EPA would send  a signal to other agencies  and regulated entities  319 	that  it is going beyond  today's terms of addressing climate  change.  EPA would  build on a  320 	foundation of activity  already focused  on its footprint and stretch even further.

 321

 322 	7.   EPA Will Help the Federal Government Achieve 95% Sustainable Purchasing For All Goods And  323 	Services [with the exception  of weapons  systems) Used By The US Government.

 324 	This possible Breakthrough Objective recognizes that  use of Federal  purchasing as a driver of  325 	sustainability has already been  recognized in numerous Executive Orders, the latest of which,  326 	E013514, sets out the goal to advance sustainable acquisition9.   While the Executive  Order  327 	does provide high level guidance on the types of product and services attributes that  are  328 	considered 'sustainable acquisition', and stipulates that  95%  of 'all contract actions' meet such

       9 [Section (2}{h)} advance sustainable  acquisition to ensure that 95 percent of new contract actions including task and delivery orders, for products and services with the exception of acquisition of weapon systems, are energy-efficient (Energy Star or Federal Energy Management Program (FEMP} designated), water-efficient, bio-based, environmentally preferable (e.g., Electronic Product Environmental Assessment Tool (EPEAT} certified}, non-ozone  depleting, contain recycled content, or are non toxic or less-toxic alternatives, where such products and services meet agency  performance requirements.

329

 a test, there is considerable opportunity for EPA, working with GSA, other federal agencies, 330

 cross-stakeholder initiatives1°, NGOs and businesses, to help define exactly what constitutes 331

 'sustainable acquisition', and how to measure achievement of the 95% targetll. 332

333  8.  By 2020, EPA will help America's industries achieve a 20% reduction  in lifecycle environmental 334

 impacts, while improving  their long-term economic competitiveness and job-creation  potential  335 	This possible breakthrough objective formalizes the widespread use of lifecycle assessment  336 	(LCA) as an environmental tool, and expands the use of LCA from an environmental focus  337 	only, to a broader sustainability context.

338

339  9.  EPA Should Undertake  Educating The Next Generation Of Decision-Makers On Sustainability. 340

 This possible breakthrough objective focused on educating the next generation of decision 341

 makers on what sustainability is- and what it isn't- as a critical objective for EPA. This is a 342

 'societal' objective in that it implies focusing on wider U.S. society in an effort to educate and 343

 engage them in a multi-decade effort to put the US on a path to sustainability. To accomplish 344

 this will require  innovative and creative multi-stakeholder collaboration  by EPA, including 345

 using sources  of knowledge from academia, to corporate problem-solving,  to NGOs to native 346

 cultures.  Successful training and outreach  will result in improved  knowledge of sustainability 347

 leading to better  decision-making that optimizes social, environmental and economic outcomes 348

 for the United States. 349

 350 	The following diagram (Figure 1)  is a succinct visual of the Vision, Mission and Breakthrough  351 	Objectives connected  across the organization  and programs at EPA.

 352

       1° For example, The Sustainability Consortium is a collaborative effort  of over 70 companies, some NGOs, and (so far) limited government agency participation (EPA's Design for the Environment has participated  in one category) to develop sustainability assessment measures for all categories of consumer goods sold by retailers.  Initially funded, but not owned, by Walmart;        managed by Arizona State University and the University of Arkansas. This task is moving into high gear and could benefit from EPA engagement. It is focused on supply chains, not just on the American brands selling the final products.  There is potential for major leverage on chemicals in processes and products worldwide.  In many areas, there is a real need for better technical tools- whether for assessment or tracing and understanding environmental  impacts, as well as social/community/labor impacts.        11 In the Executive Order, it is not clear how a product would qualify as 'less toxic or non toxic", or for which product types recycled content is a relevant attribute. It does not clarify how Federal purchasers should evaluate the hundreds of sustainability-oriented standards or ecolabels, and it does not make clear how to achieve the ultimate  goal of sustainable acquisition: to reduce lifecycle environmental impacts in areas of greatest concern and optimize social and economic outcomes associated with Federal purchasing.

  Vision   Option 2

                     EPA Vision is a more sustainable American  society and environment, now and for future generations

  Mission  Option 1                 EPA's Mission is to improve human health and the environment, while maintaining  or enhancing  quality of life

 353

 354

 355

 356 	Recommendation 5: EPA Should  Develop  Quantitative Metrics To Understand Net Impacts  357 	And Benefits Of Decisions In Terms Of Contributions To A More Sustainable Society And  358 	Incorporate In Goal Setting Processes.

 359	One of EPA's greatest strengths is its capacity to develop and deploy metrics of pollution- of  360 	emissions and concentrations of substances that can create  risks to human health and ecosystem  361 	conditions.  EPA can share  both t}lese data and the agency's human skills in gathering and using  362	such data with the rapidly growing number of corporations, small businesses  and non profits,  363 	certifying organizations, and collaborative, multi -sector efforts.  The Office of Research and  364 	Development, could play an important role in connecting with the most current research in  365 	academic and other institutions and in assisting other offices to incorporate and disseminate new  366 	sustainability knowledge more rapidly.  ORD and other EPA offices, such as Energy Star, DfE and  367 	other non-regulatory offices and initiatives have distinctive  competencies, valuable knowledge and  368 	metrics needed by businesses and non-profits to build their capacity to operate sustainably.

 369

 370 	By sharing skills, EPA can forge more productive  relationships with regulated  entities and build its  371 	own capacities.  Given the complexities of understanding interaction and interconnectivities among  372	natural and social systems, EPA can build upon both its access to data and its ability to handle,  373 	analyze, report  and explain data. In its varied roles as a source of data and information, an educator,

 374 	an analyzer, a convener, and a decision-maker, it can make a difference in growing sustainability  375 	capacity across the United States.   EPA is already leveraging its research programs to better  376 	understand interconnectivity among and across  both natural and social systems. This  377 	recommendation could also be a topic to be more specifically expanded upon by a future NACEPT  378 	Council.

 379  380 	NACEPT recommends that  EPA use the Breakthrough Objectives  and metrics to better reflect its  381 	strategy on sustainability in its FY 2016-2020 Strategic Plan.  NACEPT believes  that  EPA can  382 	demonstrate a stronger focus on sustainability using its strategic planning and goal-setting  383 	processes and identifying sustainability as a central theme of its work.  384  385 	II. ENGAGING STAKEHOLDERS IN EPA'S COMMITMENT TO SUSTAINABILITY  386  387 	Recommendation 6.  EPA Should Clearly Connect Its Sustainability Strategy To Its Existing  388 	Authorities and Engage Stakeholders in Implementation.

 389 	EPA will need to address the fact that  its various authorizing statutes do not explicitly  reference  390 	sustainability the way business and governments commonly understand sustainability today.  Some  391 	may question EPA's adoption of a sustainability strategy, believing that  sustainability is beyond  its  392 	statutory mission. NACEPT does not believe this is a barrier to moving forward on a sustainability  393 	strategy. Language  in a number of authorizing statutes is strongly indicative of a vision of a more  394 	sustainable approach to addressing environmental and societal health  issues.  EPA will need to be  395 	transparent and open with stakeholders and justify its path forward 12.

 396

 397 	NACEPT believes  that  EPA has authority to acknowledge sustainability as core to its  Mission.  398 	Congress set the stage  for Federal  Government agencies to address sustainability when  it enacted  399 	the National Environmental Policy Act (NEPA) which declared:

 400 	"the continuing policy of the Federal  Government is to create and maintain conditions,  401 	under which humans and nature can exist in productive harmony, which permits  402 	fulfilling the social, environmental, and economic and other requirements of present  403 	and future generations"B

 404

 405 	NEP A reflects  both the three pillars  of sustainability as well as the intergenerational aspect of  406 	sustainability. NEPA's strong mandate for public participation and input in generating integrated  407 	analysis  of environmental, economic and social factors is central to the workings of sustainability.

 408

       12  NACEPT notes that the Office of General Counsel at EPA is currently undertaking a review of all Agency legal authority  to support implementing a sustainability strategy.        13  National Environmental Policy Act, 42 U.S.C. 4331(a}L 1969

 409 	More recently, President  Obama, in Executive Order 13514, provided further specific' directive to  410 	the executive branch agencies:

 411 	11tO establish an integrated strategy  towards  sustainability in the Federal Government",  412 	providing a definition of sustainability 'to create and maintain conditions, under which  413 	humans and nature can exist in productive  harmony, that permit fulfilling the social,  414 	economic, and other requirements of present and future generations"14

 415

 416 	NACEPT members  believe that active community engagement and meaningful community and  417 	stakeholder input will improve the effectiveness of EPA's commitment to sustainability. EPA has  418 	deep connections and relationships with many key stakeholders including state, local and tribal  419 	governments, corporations, small businesses, nonprofits, academic institutions and other entities,  420 	many of which are similarly engaged in determining the most sustainable direction for their  421 	organizations.  They have embraced  sustainability to drive innovation, educate and engage their  422 	employees and citizens, reduce costs, become more competitive  and address  key global issues, such  423 	as global climate change, the decreasing availability of fresh water, loss of biodiversity  and  424 	associated  habitats, improving the standard of living, eliminating poverty, and improving the health  425 	and welfare of global citizens.

 426

 427 	For example, in the private sector, corporations have demonstrated a significant interest in  428 	developing more sustainable approaches. Increasingly, they are evaluated and rated for their  429 	sustainability programs  and progress, creating a competitive imperative.15  Their actions range  430 	from building explicit business  models to grow a company using a sustainability strategy to  431 	management of sustainability throughout corporate supply chains to greater  transparency in  432 	reporting on a Company's environmental footprint and efforts to reflect improvement efforts  433 	relating to employees, and local and global communities.  This corporate drive, while not explicitly  434 	driven by EPA, clearly stems from the strong focus and foundation  of environmental performance  435 	that EPA has driven over the last forty years.  Given the highly regulated  aspect of U.S. businesses,  436 	there is a great opportunity for the regulated community and EPA to collaborate further, for  437 	example, pursuing  public/private partnerships with EPA on important issues16. The opportunity to  438 	leverage sustainability efforts through  partnerships and collaboration  also exists in state, local and  439 	tribal governments as well as non-governmental organizations.

       14 Executive Order, 13514 {2009)        15  Examples: Dow Jones Sustainability Index, Newsweek Magazine's annual ranking of Greenest U.S. Companies, annual ranking of the Global100 Most Sustainable Corporations in the World, Maplecroft  Climate Innovation Index- annual ranking of largest        330 or so U.S. companies re: climate actions, Bloomberg Renewable Energy ranking of companies using renewable energy, US EPA Green Power Partnership -largest purchasers of renewable energy in the U.S. (Top 10 Federal Government, companies, retail, universities, Top 20 K-12 schools, etc.), Carbon Disclosure Project, 100 Best Corporate Citizens, World's Most Ethical Companies.        16 A good recent example of this is the joint public-private effort to raise corporate average fuel efficiency across American        automobile manufacturers.

                                                                             14

 440

 441 	Recommendation 7: EPA Should Link Sustainability, Community Engagement and  442 	Environmental Justice Approaches across EPA.

 443 	The directive to improve environmental justice is incorporated in sustainability and is already  444 	underway.  The Obama Administration expanded  the commitment to ensuring federal agencies also  445 	advance the goals of environmental justice (EJ) by signing the "Memorandum  of Understanding on  446 	Environmental  Justice and Executive Order 12898"  (EJ MOU) in August, 2011.17 The Interagency  447 	Working Group on Environmental Justice (EJIWJ) has expanded its ranks to include additional  448 	federal agencies representing the intersecting concerns of the environmental quality, social impacts  449 	and economic development. Administrator Lisa Jackson explained how these are interconnected:

 450 	11All too often, low-income, minority and Native Americans live in the shadows  of our  451 	society's worst pollution, facing disproportionate health impacts and greater obstacles to  452 	economic growth in communities that can't attract  businesses  and new jobs. Expanding the  453 	conversation on environmentalism and working for environmental justice are some of my  454 	top priorities  for the work of the EPA...Every agency has a unique and important role to play  455 	in ensuring that all communities  receive the health and environmental protections they  456 	deserve."ls

 457

 458 	Environmental  justice scholars and community activists have stressed the importance of  459 	integrating the three factors that comprise sustainability (environmental, social and economic  460 	factors)  rather than seeing them as separate concerns.  Environmental  justice and community-  461 	based organizations,  communities of color and low income, and Tribal communities across the  462 	United States are developing a vision of healthy and sustainable communities.  Many of them are  463 	proactively exploring sustainability through planning, alternative energy solutions, community-  464 	driven decision-making, and community design.  Working with governmental agencies and the  465 	private sector, communities are urging problem-solving approaches aimed at minimizing  466 	environmental degradation while building community capacity to contribute to sustainable  467 	development decisions.19 The work, experiences, and traditional environmental knowledge (TEK)  468 	and cultural heritage of environmental justice organizations and Tribal communities  provide  469 	valuable insights and best practices for advancing sustainability and creating healthy communities

 470

 471 	This recommendation has challenges.  Budget reductions  have limited funds for coinmunity  472 	programs, such as the CARE program which focused on community-based environmental  473 	management. There are limited channels for community input to effectively influence  474 	governmental decisions.  Lack of informed opportunities to engage in the process of planning,

      17 EJMOU (2011} http://epa.gov/environmentaljustice/resources/publications/interagency/ej-mou-2011-08.pdf        1s http:/ jwww.whitehouse.gov/administration/ eop/ ceq/Press_Releases/August_04_2 011       19  Remarks of Deeohn Ferris at the Environmental  Law Institute  Sustainability Forum, (Washington, DC,September 27, 2011)

                                                                             15

 475 	decisions and investments and insufficient resources are major barriers to underserved  476	communities  being able to achieve these goals. Limited ethnic, linguistic and culturally diverse staff  477	at EPA inhibits communications and partnerships with EJ communities.  Lastly, community  478 	concerns about anti-immigration backlash create distrust of federal government agencies.

 479

 480 	However, there are meaningful steps EPA can take to address these challenges.  EPA could provide  481 	technical assistance  to communities  to collaborate  on sustainability at the locat state, regionat  and  482	national levels.  EPA's assistance  could help fund communities  to participate in annual conferences  483 	to improve collaboration with EJ communities, as well as training, and capacity building.  484	Additionally, EPA can be proactive in nominating and appointing individuals with expertise  on  485 	environmental justice, racial justice, and equitable  development to federal advisory committees  to  486 	incorporate their expert insights and lessons.

 487	There are numerous  examples where states, tribal and local governments have made significant  488 	sustainability commitments as well. EPA can learn from those efforts and ensure that its  489	sustainability strategy complements,  rather  than contrasts or confronts those locally-developed  490 	sustainability initiativeszo.

 491

 492

 493

III. ASSERTING SUSTAINABILITY LEADERSHIP

 494	Recommendation 8.  EPA Should  Develop  The Organization And Culture Needed To Transition  495 	And Strengthen Its Sustainability Capabilities: Leadership, Innovation, and Collaboration.

 496 	EPA's regulatory  programs focus on national standards, applied consistently and uniformly across  497 	the country to address specific environmental concerns.  Sustainability addresses a broad spectrum  498 	of environmentat social and economic concerns in individual situations.. These are different lenses  499	with which to view approaches to the problems EPA must address.  While many EPA employees are  500 	already knowledgeable about sustainability concepts and see implementing EPA's sustainability  501 	strategy  as highly compatible  with EPA's mission to protect human health and the environment,  502 	EPA should strengthen employee knowledge of sustainability principles and their application  in  503 	actions of the Agency.  504  505 	EPA can accelerate  building sustainability capacity within the EPA by utilizing tools such as  506 	websites, training, newsletters, new hire orientation, and Sustainability forums to ensure  507 	employees understand what sustainability is and what EPA's strategy entails.  This

       20   Examples of a strengthened EPA outreach in this area include: 1) Partnering with community-based environmental science initiatives (citizen science, community-based monitoring, and bucket brigade) to design collaborative research programs, and 2) collaborating with indigenous scientists and tribal organizations developing new sustainability practices and technologies        incorporating traditional environmental  knowledge (TEK).

                                                                             16

 508 	recommendation dovetails with NACEPT's recommendations and EPA initiative to foster a 110ne  509 	EPA" culture using its sustainability strategy  as a prevailing theme.

 510

 511 	By partnering with other institutions EPA can train, educate, and increase awareness and  512 	understanding about sustainability. For example, academic institutions are rapidly responding to  513 	student desire for a sustainability curriculum21.  Students  are clearly responding to the direction  514 	they see corporations and governments moving and want to develop marketable skills. EPA can  515 	leverage its expertise  in fundamental  science, systems thinking, community outreach, and law and  516 	policy to provide technical assistance in developing sustainability curriculum.  This would have the  517 	additional benefit of attracting new EPA hires that have been through  an academic curriculum  that  518 	would align with the skills and expertise  that EPA anticipates needing in the future.

 519

 520 	Other opportunities for ORD and other EPA offices to partner with external institutions to advance  521 	sustainability include:

 522 	1.   Develop a National Sustainability  Report.  It is imperative that some national identification,  523 	collection and reporting of sustainability metrics and the progress America is making to achieve  524 	the EPA Vision be done on a regular basis.  EPA is a logical agency to play a leading role to  525 	accomplish that goal.  526 	2.   Assess existing, or develop if needed, methodologies  for measuring  natural  resource  527 	sustainability,  such as life cycle analysis, ecosystem services, and water foot printing.zz  528 	3.    Develop, vet or bless tools that could be used across industry  and governments for measuring  529 	sustainability and that are practical and could be used in a comparative  way.  530 	4.   Partner with academic institutions to encourage the use of defined sustainability programs  531 	(example STARS23), encourage sustainability curriculum  development and research.  532 	5.   Partner  with U.S. cities to highlight what cities are doing to advance sustainability, including  533 	community's  development initiatives such as locally grown food, green buildings, sustainability  534 	programs in schools.  535 	6.   Develop a program  to serve as an enterprise model for stakeholders such as other federal  536 	agencies and local governments.

       21   Many Junior colleges and universities now have fulltime  sustainability coordinators and defined sustainability programs with this trend increasing across the network of higher education. Many of these sustainability programs are comprised of three elements; advancing sustainability concepts into the courses, facilities (ex: enhanced energy and water efficiency, natural landscaping, local & organic foods} and community  (ex: offering community  outreach activities to advance sustainabiljty in the communities}.  More and more universities now offer degrees (some on-line} in sustainability. Beyond Grey Pinstripes is a ranking of MBA programs focused on social and environmental impact. Beyond Grey Pinstripes is an independent, biennial survey conducted by the Aspen Institute  highlighting how academic institutions  prepare students to meet the business challenges of tomorrow, including training in social and environmental  issues.       22  For example, the Global Footprint Network 22  measures the ecological foot of nations and the world as a whole.        The Sustainability Tracking, Assessment & Rating System'M (STARS} is a transparent, self-reporting framework  for colleges and universities to measure their sustainability performance. STARS(R) was developed by AASHE with broad participation  from        the higher education community.

                                                                             17

537  7.  Work with state governments to understand and promote  best sustainability practices at the 538

 state level. 539  8.  Leverage existing EPA programs to advance and champion sustainability in the built 540

 environment. EPA already has programs  that address many aspects of green building.24  These 541

 building efficiency/green programs  align with elements  of private standards green building 542

 certification programs.25    EPA can utilize its existing authority and roles as permit writers, 543

 approvers, grant-providers to educate and encourage greater adoption  and utilization of green 544

 building techniques.z6 545

 546 	Recommendation 9. EPA Should Enhance Its Presence In Sustainability Both Inside The  547 	Agency And Across The Federal Government.

 548 	.   To build its presence  as a sustainability leader and to ensure alignment across EPA, NACEPT  549 	recommends:

550    a)  EPA establish an EPA Sustainability Steering Committee (EPA SSC) including high- 551

 level representatives from  key EPA departments.  EPA should target a SSC of 10-12 552

 individuals to make the sse manageable and effective, including high-ranking career 553

 employees in EPA's primary  jurisdictional offices: air, water, waste, etc. It is important that 554

 these individuals be in a position to influence the direction  being taken for programs  and 555

 processes  in their specific EPA department. The SSC would be internaluchampions" for 556

 EPA's sustainability strategy.  Such a Committee would accelerate  the integration of 557

 sustainability across and into the EPA to help achieve EPA's missions, goals and 558

 sustainability leadership within the U.S. governmept. NACEPT recommends such a 559

 Committee be convened quickly, commit to regular meeting session to facilitate and inform 560

 the implementation and execution of it's sustainability strategy, and periodically rotate the 561

 chair among the leaders.        24  For example, including Energy Star, Water Sense, Air Indoor Plus, Environmentally Preferable Purchasing, and Brownfield's programs.        25 The push toward greater use of sustainable design concepts for buildings increased in momentum  in the late 1990s with the        creation of Building Research Establishment's Environmental Assessment Method {BREEAM), the first green building rating system in the U.K. In 2000, the U.S. Green Building Council {USGBC} followed suit and developed and released its own set of criteria also aimed at improving the environmental  performance of buildings through its Leadership in Energy and Environmental Design {LEED) rating system for new construction. Later, the Green Building Initiative  {GBI), was created to assist the National Association of Homebuilders {NAHB) in promoting  its Green Building Guidelines for Residential Structures. Although originally developed for Canada, GBI helped to make Green Globes 21available for use in the U.S. in 2005 and tailored for the ecotourism industry. Today many countries have developed green building standards. Most green building systems address broader issues of sustainability and evolving concepts such as net zero energy use, building orientation & landscaping considerations, and living & restorative building concepts that improve the natural environment, or those that model nature's processes.        26   Actions identified  by NACEPT members include: train more individuals on green building techniques and practices, b)        Coordinate with other departments, such as the Department of Energy, to achieve the full potential  of existing green building related programs within the U.S. Government, and c) Explore the merits of developing a Federal Green Building Program to be        used by Federal Government Agencies,	·

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 562  563  564  565  566  567  568  569  570  571  572  573

 574	b)  575  576  577

 578  579

 580  581  582  583

 584  585  586  587  588  589  590  591  592

 593  594  595 This is similar to the approach  many large corporations and other entities have used to implement  sustainability as a strategy for their institutions. These Committees are usually comprised  of senior leaders who meet regularly to evaluate sustainability strategies, goals, targets,  progress, and developments. Each member of the SSC should take explicit ownership of a sustainability priority, such as a recommended specific Breakthrough Objective. That visible leadership will accelerate alignment and focus attention of employees across the organization.  A best practice many companies also deploy is bringing in outside advisors, either in a permanent advisory role, or on a periodic basis and this would include advisors on innovative sustainability practices and technologies  representing and emerging from underrepresented communities and Tribal organizations.  This ensures the Agency is aware of developments in the field and gains the advantage of a fresh perspective. EPA convene and lead  a U.S. Government Sustainability Steering Committee (U.S. Gov SSC), with  high-level representatives from different U.S. Government agencies. Sustainability leadership within EPA and across the Federal Government is critical to move the Federal Government to more sustainable approaches. As John Dernback notes:       An ((inherent challenge(s)  for sustainability governance continues to be lack of coordination among different levels of government."27 This Committee would set U.S. government sustainability priorities  and goals, such as integrating Federal Government sustainability reporting into one or more high level government reports,  evaluating processes to green the Supply Chain for the U.S. Government, and reviewing sustainability best practices across the Federal Government28 :: NACEPT notes that Sustainability  approaches are often most effective when focused on specific situations. One of the great advantages for many private sector companies has been defining a sustainability strategy  in context of their most relevant aspects.  For example, a textile manufacturer may be more focused on worker  conditions in small factories and an agricultural  based company may be more focused on nutrient loading to aquatic ecosystems.  And yet, flexibility presents  a challenge for entities charged with achieving mandated  missions and specific performance targets.  The US SSC should have the flexibility to set goals and objectives within logical context for different agencies and their jurisdictions. EPA need not be the sole convener and leader.  NACEPT recommends a rotating chair, with work groups on specific topics and situations. In these efforts, as in internal  EPA work on sustainability, the key is to focus on specific situations or opportunities, as well as on

       27 Acting as if Tomorrow Matters: Accelerating the Transition  to Sustainability- John C. Dernback, Environmental  Law        Institute, 2012, page 83.        28  For example, this group could provide direction and support to the National Institute of Governmental Purchasing28 (NIGP) in        its effort to develop and implement a sustainability evaluation system for government suppliers of goods and services to be implemented in the U.S.

                                                                             19

 596  597

 598 broader strategies that would enhance and facilitate cooperative  work in particular communities, industries, and situations.

 599 	Recommendation 10.  EPA Should Establish A Stronger Role As Convener Of Sustainability  600 	Discourse And Collaboration Involving Government And Society At Large.

 601 	EPA should expand its role as a collaborator  and convener with other government agencies and a  602	wide range of stakeholders to develop, support and promote  initiatives to meet environmental and  603 	human health goals beyond its specific regulatory/performance requirements29 ::    The importance of  604 	these roles will continue to grow in an increasingly interconnected world in which many of the  605 	most critical strands are beyond the nation's borders  and/or EPA's direct regulatory authority,  606	even though critical to the Agency's broader  environmental mission.

 607

 608 	Capacity building within the agency should build on case studies of successful sustainability  609	approaches such as the Kendall Station permit in Cambridge, MA. The Kendall Generating Station's  610 	renewed water quality permit reflects integrated  and sustainable decision-making in that  an EPA  611 	action in the water medium will yield positive outcomes in multiple media (water and air), as well  612	as in the economic and social domains.  To meet Clean Water Act requirements, the Cambridge,  613 	Massachusetts  plant needed to reduce its thermal loadings to the Charles River. However,  614 	conventional cooling towers to reduce waste heat were too expensive and too big for the property.  615 	Working in a collaborative fashion, the parties identified an innovative alternative solution: the  616 	plant would sell its waste heat to homeowners in Boston, where the steam could be used to  617	generate  electricity otherwise obtained from old, oil-fired boilers.  In addition to significantly  618 	improved water quality and protected fish in the Charles River at lower cost, the arrangement will  619	benefit neighboring communities in Boston by improving air quality and reducing illnesses like  620 	asthma. In addition, the plant is expected to make money selling its waste heat and new jobs will be  621 	created for workers  hired to build the pipe conveying the steam from Cambridge to Boston.

 622

 623 	EPA's broad geographic presence  enables extensive outreach  with external stakeholders to  624 	incorporate sustainability considerations in its decision-making and disseminate  best practices.  625 	EPA national headquarters and Regional Offices allow EPA a perspective and presence across all  626 	industries,  all states, and comparison  to the accomplishments of other countries globally. EPA's  627	national presence can facilitate information gathering, networking, and publicizing best practices

       29 EPA is already an effective convener and partner for sustainability in three different  ways. (1) Using its existing network of regional offices and affiliations  with State agencies, EPA has been increasingly active in convening and in helping to define and implement  local, state, and regional sustainability efforts; 2) EPA is helping to convene and participate in sustainability efforts with other federal agencies, (e.g. the E3 program and the EPA-HUD-DOT Smart Cities Effort.L and  {3) A third kind of convening/partnership is practiced by EPA programs that work with private businesses and other groups in programs like        Energy Star, Design for the Environment and others.

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 628 	among all stakeholders. Industry can bring practices  developed in ·one industry to another industry  629	that may have a similar challenge.  Also, EPA can see the direction one industry may be headed in  630 	and use that knowledge to better  understand the ecosystem impacts that may occur based on the  631 	activities in other industries. EPA's strong regional presence  alo allows it to understand operations  632	at the ground level. EPA may see emerging issues in one region that may not yet be apparent in  633 	another region.  Lastly, very few of the global sustainability issues addressed will ultimately be  634 	solved at the country level. Given the challenges of forging global compacts, it is important that EPA  635 	understand best practices that may be emerging in other regions of the world, or, issues that may  636 	be exacerbated  by the activities in other countries.

 637	Importantly, EPA has the opportunity to generate a more informed dialogue and more cooperative  638 	collaboration  among all stakeholders (corporate, NGOs, academics, local governments) as  639	sustainability becomes a common language and replaces rhetoric that has historically positioned  640 	different stakeholders in adversarial positions.

 641

 642	CONCLUSION

 643 	The recommendations herein provide EPA a roadmap  for incorporating sustainability as central to  644 	both its vision and mission, and practical steps that it can take to initiate this evolution quickly. Key  645 	to EPA's success is ensuring a clear understanding of what sustainability means and how it  646	complements and can improve its ability to derive innovative solutions and approaches to its  647 	everyday regulatory, permitting,  research and education activities to propel this country to a more  648 	sustainable America.

 649  650

 651  652  653  654  655

 656

 657 Sincerely,

William Ross

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 658 	Appendix A: Summary of Work Teams Efforts

 659

 660 	The Strengths & Challenges team

 661 	Members: Ron Meissen (co-chair)Alison Taylor (co-chair)Fernando Abrufia}  662 	Giovanna Di Chiro} Deeohn Ferris}  Sara  Kendall} Howard Learner} Trish Gallagher}  663 	Ondrea Barber; John  DeVillars

 664 	Approach: conducted the following work to develop the  recommendations: The team  665 	identified major areas of  strength at EPA related to sustainability including} air and  666 	water quality}  brownfields} education} green building}  energy star} collaboration}  667 	community engagement} infrastructure} as well as challenges} action opportunities and  668 	developed recommendations.

 669

 670 	The Vision  & Breakthrough Objectives team

 671 	Members: Bridgett Luther (co-chair)Olufemi Osidele (Co-Chair)Erica Bannerman}  672 	Kurt  Erichsen} DeWitt John} Robert Kerr} Judith Mazique} Mark  Mitchell} Bob Olson}  673 	Yalmaz Siddiqui

 674 	Approach: conducted the  following work tasks:

 675 	Reviewed the  NAS Sustainability Framework

 676 	Reviewed EPA}s FY 2011- 2015 strategic plan

 677  678

 679  680  681.

 682

 683

 684

 685  686

 687

   11		Reviewed the  EPA website including mission and  2012/13 strategic plan updates    11	Held conference calls with  a series of EPA senior staff including but  not limited to: Bicky Corman}  Derry Allen} Allison  Kinn-Bennet1 Stan  Meiburg} Vivian  Daub} Kathy O}Brien} Viccy Salazar 11	Held a Sustainability Visioning session

11	Brainstormed over  30 possible 3-5 year Breakthrough Objectives

11	Established criteria to select final  recomm'ended Breakthrough Objectives

   11	Obtained EPA input on viability of breakthrough objectives and  finalized recommended Breakthrough Objectives

                                                                             22

 688  689  690 	Appendix B: Summary of Breakthrough Objectives Considered by NACEPT  691  692	Attach the large spreadsheet.  693

                                                                             23                                                                                # Possible Breakthrough  Objectives (cells shaded yellow represent wording variations on the objective in the row above) Theme Scope  Screen in/out?

[Why?] Evaluation criteria

                                        1                                         2                                         3                                         4                                         5                                         6                                         7                                         8                                         9                                        10

                           Supports new EPA vision?                     Implies new directions for the Agency?                          Beyond current capabilities?                     Improves performance throughout agency?              Advances environment, social & economic benefits?                                  Simple &                          intuitively understand able?                           Complete- able in 3-5 years Measurable?                  Can be broken down into goals and indicate rs Able to scale up?                                        1 EPA offices will create Zero waste by 2020 Enviro issue Internal In with change

 1a By 2020 EPA will lead the US Government towards zero waste to landfill, and do so on a cost-neutral basis while creating millions of jobs Enviro issue Federal government In

                                                                              i                                        2 EPA offices will be carbon neutral by 2020 Enviro issue Internal In with change

 2a By 2020 EPA will lead the US Government towards carbon neutraility, and do so on a cost-neutral basis while creating millions of jobs

In

                                       3 EPA will work with priority industries to reduce water, carbon and waste emissions by 33% by 2020 Industry Targeted external stakeholders In

                                       4 By 2020 EPA will have facilitated 25 green infrastructure projects that deliver regulatory performance  comparable to conventional pollution control systems, but at lower costs, with higher conservation values and outcomes, and measurable  net  job creation. Project Targeted external stakeholders In as detail

                                       5 By 2020, work with at least 10 firms in high carbon industries (steel, cement, aluminum, paper and plastic) to develop production and purchasing standards to incentivize energy and carbon efficiency to drive 25% reduction in C02 emissions from these firms -without reducing profitability or employment. Industry Targeted business stakeholders In as detail

                                       6 By 2020, EPA will help America's industries achieve a 20% reduction in lifecycle environmental impacts, while improving their long- term economic competitiveness and job-creation potential Industry All industry In- add detail

 6a By 2020, EPA will help America's industries understand their lifecycle environmental impacts and help them on a path to 20% reduction in impact, while improving their long-term economic competitiveness and job-creation potential Industry All industry In- add detail

 6b By 2020, EPA will work with select industry sectors to help them understand their lifecycle environmental impacts, and develop plans to reduce their key impacts by 20%, while improving their long-term economic competitiveness and job- creation potential Industry All industry In- add detail

 7 By 2020 EPA will help improve the level of environmental literacy in American by training the next generation of environmental scientists  Education Acedemia In- Combined

 ?a By 2020 EPA will help improve the nations understanding  of sustainability by educating every american student on the what it means and how to achieve it  Education Acedemia

  !

                                                                              - 	- - -

    #    IPossible Breakthrough Objectives	!Theme        (cells shaded yellow represent wording variations on the bjective in the row above)

Scope

Screen in/out?	2 	3 	4 	5 	6 	7 	8 	9 	10

      new EPA  I

      7b   !By 	, initiate programs  and strategies for educating citizens about the scientific support for and health benefits of sustainable economic  development and product selection

      Education   !Academia and Public [Why?]

In Combined       Implies 	Beyond 	Improves 	Advances 	Simple &    Complete-    Measurable?   Can be    Able to        new 	current 	performance   environment,    intuitively    able in 3-5 	broken   scale up? vision? 	directions    capabilities? 	throughout 	social & 	understand 	years 	down       for the 	agency? 	economic 	able? 	into                                                        Agency? 	benefits? 	goals and                                                         indicate rs

    7c   IBy 	partner with the Department of Education to Education

Select federal lin -

      develop grade/high school curricula designed to provide systematic environmental education with a goal of adoption by at least 5% of school districts nationwide by 2015. agencies Combined

        	, EPA will adopt decision-making screens at ensure actions are moving us toward the Agency's       sustainability  program goals.

           		, initiate leadership  and set deadlines to lish the following:       Validation of the Kyoto Protocols by publishing a timetable of carbon reduction targets consistent with our new scientific understanding  of global warming.       b. Develop an international  database of cleanup technologies focused primarily on water and soil contamination.   ·       c. Develop an international  database of closed loop industrial processes  with emphasis  on redefining the concept of waste. d. Review and put in place rules that create impediments to allowing one industrial processes  waste to become another processors feedstock.       e. Partner with others in the international  community on cross border, cross-ocean contamination with a goal of a 20% reduction in shipments  of waste by 2015       f. Define "technical nutrients"  (Non-toxic, non-harmful synthetic materials that have no negative effects on the natural environment and thus can be used in continuous cycles as the same product without losing their integrity or quality) and support projects that endeavor  to utilize and develop products composed  of technical nutrients.       g. Distribute key messages  distributed through multiple channels  publicizing  the legitimacy of renewable energy, carbon-neutral  fuels and substitution of toxic substances into the environment. Org & culture

Enviro issue

 # Possible Breakthrough  Objectives (cells shaded yellow represent wording variations on the objective in the row above) Theme Scope  Screen in/out?

[Why?] Evaluation criteria

                                        1                                         2                                         3                                         4                                         5                                         6                                         7                                         8                                         9                                        10

                           Supports new EPA vision?                     Implies new directions for the Agency?                          Beyond current capabilities?                     Improves performance throughout agency?              Advances environment, social & economic benefits?                    Simple & intuitively understand able?                           Complete- able in 3-5 years Measurable?                  Can be broken down into goals and indicato rs Able to scale up?  10 By  	, establish an EPA policy that requires its permitting and research and development functions to work together to stimulate the development of alternative chemicals  that would produce better more sustainable outcomes than those currently determined to be "legal". Enviro issue Internal Out- general recommen dation 	_,

 11 By  	expand the number of Energy Star and/or LEED type industry programs prioritized by environmental impact and degree of risk. Program Internal Out- general recommen dation

 12 By  	direct the Office of Research  and Development (ORO) to focus its research on "families of chemicals"  that have similar properties rather than individual chemicals. Enviro issue Internal Out- general recommen dation

 13 By  	partnering with the Department  of Energy to evaluate "Clean Coal" to confirm its viability. Enviro issue Select federal agencies Out- general recommen dation

 14 By 2020 create 'one EPA' by dramatically  increasing collaboration across departments  and creating joint programs focused on sustainability Org & culture Internal Out- move to org

 15 By 2020, inventory toxicity of all parcels of property in the U.S. Enviro issue Targeted external stakeholders Out- One issue

 16 Combine with others and include Environmental  Justice

Out- One issue

 17 By 2020, improve air quality to meet national standards without raising the price of electricity in ways that cause disproportionate impacts on 90% of affected low-income communities or closure I relocation of enough firms to cause "significant" reduction in local employment. Regulation Targeted external stakeholders Out- One issue

 18 By 2020, have completed actions resulting the reduction of body burden, (the total amount of a chemical,  metal or radioactive substance present at any time after absorption in the body of man or animal), for EPA's top 50 chemicals  of concern Enviro issue Targeted external stakeholders Out- One issue

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