The Horinko Group’ latest newsletter, an all new March 2013 edition, is now available.

The Horinko Group’s monthly bulletin includes the latest headlines about today’s environmental topics, featured columns from our network of experts, and a list of upcoming events including free webinars. To read past newsletters or sign up for future newsletters, click here.

Senators Durbin (D-IL) and Kirk, (R-IL) recently introduced the Water Infrastructure Now Public-Private Partnership Act (WIN P3 Act).

The bill would create a pilot program to explore public-private partnerships as alternatives to traditional models for water infrastructure projects. U.S. Army Corps of Engineers would be authorized to accept up to 15 navigation, flood damage reduction, and hurricane and storm damage reduction projects into the pilot program. For each project, the Corps and non-federal sponsors could enter into new agreements to decentralize planning, design, and construction to speed up project delivery.

To download the bill in its entirety, visit http://bit.ly/WINP3Act.

On March 13, the Government Accountability Office’s (GAO) J. Alfredo Gomez, Director of Natural Resources and Environment, issued testimony before the House Subcommittee on Interior, Environment, and Related Agencies entitled, Water Infrastructure: Approaches and Issues for Financing Drinking Water and Wastewater Infrastructure.

In the statement, GAO reviews three approaches to bridging the gap between projected drinking water and wastewater infrastructure needs and their current funding. The approaches reviewed include a clean water trust fund, national infrastructure bank, and public-private partnerships.

To read the full testimony, visit http://1.usa.gov/WItDVN.

TechKNOWLEDGEy Strategic Group has released its 2013 Water Market Review entitled: Growing Awareness, Growing Risks. The review covers current challenges and opportunities in the global water market, highlighting key trends and developments related to regulation, infrastructure, technology, conservation, reuse, and privatization. It explores the under-valuation of water, financial and investment perspective, and water’s critical connections to food and energy.

To download the full report, visit their website at http://www.tech-strategy.com.

THG’s Brendan McGinnis, in his role as President of the Water Resources Action Project (WRAP), will be presenting on the challenges that securing reliable and accessible water pose to the quality of life in the Middle East and WRAP’s efforts to mitigate these challenges.

WRAP funds and constructs rainwater harvesting systems at schools throughout the region, accompanied by a strong educational program and monitoring procedures. To date, WRAP has installed two such systems in East Jerusalem. WRAP’s next project, a cistern system, will be located at the Battir Girls High School, near Bethlehem in the West Bank. Mr. McGinnis will provide his first-hand account of the Middle Eastern water conflict, resulting impact on human health and the environment, the opportunity to make an immediate difference, WRAP’s role, and lessons learned along the way.

To learn about the Battir School project and contribute to this worthwhile effort that will greatly improve the education and water security of these underprivileged children, visit http://bit.ly/WRAPBattir.

Profiles in Leadership Series

David Lloyd, Director, Office of Brownfields and Land Revitalization, U.S. Environmental Protection Agency

March 25, 2013

This series outlines the experience, ideas, and advice learned over considerable time devoted to environmental progress in our nation. Our third column features David Lloyd, Director, Office of Brownfields and Revitalization, U.S. Environmental Protection Agency.

The Road to EPA

David Lloyd began his career in private law practice in Nevada, where he grew up. He decided that he would return to Washington, DC where he attended law school and was able to obtain a position in EPA’s Office of General Counsel. Formerly a real estate attorney in private practice, he knew he would need grounding in environmental issues and was open-minded towards a public-sector practice of law.

David found that he really enjoyed working for EPA. At the time, the Agency was building new offices and laboratories in the Research Triangle Park, Northern Virginia, Denver, Colorado, and Michigan. The Office of General Counsel enjoyed a very strong relationship with its client as these new buildings were developed.

David counts the green building, LEED-certified offices at the EPA laboratories, regional office in December, and Potomac Yards as accomplishments, as well as collaborating with so many great people along the way.

Learnings

David found that he underestimated the skill level and strong work ethic of EPA employees. He had wrongly assumed that they would be less motivated than private sector employees.

He also learned that the web of relationships between the federal government, states, communities, other executive branch agencies, and Congress was essential. You can’t be successful without these alliances. He had incorrectly thought that just becoming a subject matter expert was enough. These relationships are essential.

Finally, he learned how much of a positive impact the federal government can have when engaged in the right way. Its problem-solving attitude can accomplish almost any goal.

Issues Going Forward

The critical issue facing the Brownfields program at present is working to ensure our available funding is as available and effective as possible in light of constrained budgets and increasing demand. This sequester is causing a serious examination of how best to be problem-solvers at the state and local level, given these limitations.

Some programs are based strictly on the stated directive of a statute or regulation. However, programs like Brownfields must be creative, flexible and helpful in order to garner and maintain the public and Congress’ support.

The government also needs to continue to work at succession planning and workforce development. Finding nonmonetary things that employees would be attracted to, such as flexible schedules and commuting options, will help build and retain the workforce of the future.

State and Federal Relationships

The Brownfields program views the states and tribal governments as essential. Without the state and tribal response programs, there is no mechanism to supervise cleanups to ensure they are complete and protective of the environment and public health and, as such, they are the backbone of the Brownfields program. The federal program is critically important and has been very successful, but we need to continue to recognize the immense contributions of states and tribes to this success. The involvement of states, tribes, local governments, and nonprofit organizations working with the private sector under the Federal Brownfield statutory umbrella is the reason brownfields cleanup and redevelopment has expanded so widely and rapidly.

Advice to Stakeholders

David has three pieces of advice to stakeholders looking at a property for cleanup and redevelopment.

First, engage the affected people in the community to find out what they really need and want from the redeveloped property.

Second, reach out as early as possible to the Brownfields staff in the EPA regional office and with the state or tribal environmental programs. Let them work with you to avoid liability issues, assist with developers, and aid with financing.

Third, always keep the end goal in mind, of cleaning and redeveloping property for the benefit of the affected community.

Problems arise when developers don’t attract capital, have angry neighbors, and don’t involve the appropriate environmental programs.