Biennial report FY 2007-FY2010

Georgia Department of Natural Resources Pollution Prevention Assistance Division
Biennial Report FY2007 FY2010
August 30, 2010

Introduction
The period of FY2007 through FY2010 was a time of great change for the Georgia Department of Natural Resources' Pollution Prevention Assistance Division (P2AD). The division was founded in 1993 to address the generation of hazardous waste in the state, and provide businesses with non-regulatory assistance to help them prevent pollution and reduce those wastes at the source. Over the decade that followed, division services grew to meet the demand from Georgia businesses for assistance in reducing other waste streams, such as municipal solid waste and construction and demolition (C&D) debris, and in reducing wastes in the use of water, energy and other resources. More businesses realized that wasted natural resources meant lost money and opportunity, and saw value in establishing systems to comprehensively manage these resources.
The division has a 17-year history of consistently demonstrating measurable outputs and outcomes. With a small staff and budget, the division has made a notable impact on resource conservation in the state, providing valuable technical assistance to hundreds of businesses and organizations. To best engage businesses in its voluntary initiatives and communicate results, the division has kept the following at the core of its approach: involving stakeholders in program design; baselining conditions; ensuring transparency in reporting; and implementing mid-course corrections in program design to best achieve desired outcomes.
None of the work documented in this report would have been possible without the critical funding of the Hazardous Waste and Solid Waste Trust Funds. Whether used as match to leverage federal grant dollars, or used to fund programs directly, these dollars have allowed the division to serve the state of Georgia conserving our precious natural resources, improving the quality of life for our citizens, and building new economic bases for future prosperity. EPA Region 4 has also provided a small but consistent source of funding for division activities.
This report summarizes this work and growth in service, and provides metrics that demonstrate the effectiveness of division efforts. It fulfills the requirements of the division's legislative mandate for reporting program activities, as codified in O.C.G.A. 12-8-186.
Strategic Planning to Meet the Needs of Georgia Businesses
FY2005-2009 Plan
From the beginning of this report cycle through FY09, the division continued to operate under its FY2005- 2009 Strategic Plan. This plan focused the division on supporting strategic goals of fostering environmental leadership and exemplifying organizational excellence. The primary vehicle for outreach and assistance to foster environmental leadership continued to be the P2AD Partnership Program.
After soliciting input of key stakeholders and advisors in 2007, the division determined that this flagship program of the division was limited in reach by its name, and the program was rebranded as the Partnership for a Sustainable Georgia.
In 2008, the division came to a crossroads. Attrition had led to the loss of several key professional staff, and a state hiring freeze resulted in a number of long-term vacancies. Dr.Marlin R. Gottschalk joined the division as Acting Director, and the division began an extensive period of self-evaluation looking at where it had come from, what its current capacity was, and what structure and programs might best
1

support its success in the future. At this time, consideration was also given to merging with other non- regulatory efforts within the DNR Environmental Protection Division (EPD), as well as with the Georgia Environmental Finance Authority (GEFA) and the Department of Economic Development (GDEcD). However, the decision was made for P2AD to remain as a stand-alone division within DNR, for a number of reasons, some of which are listed below.

In early 2009, Chris Clark joined the department as Commissioner, and appointed Dr. Gottschalk as the division's permanent Director. With new leadership and a smaller staff, the division consolidated its Partnership and Technical Assistance work units into one programmatic team, focused on providing resource conservation and environmental stewardship assistance to clients and Partners.

The division convened a series of stakeholder meetings to determine if its work was still meeting the needs of the customers it was created to serve. The response heard by a cross-section of division clients from large manufacturers to military installations, from local government agencies to small businesses was resoundingly positive, with consensus around the following:

Businesses, particularly small ones, need technical assistance to find ways to reduce wastes and costs associated with them. Businesses still greatly value the non-regulatory perspectives of the division, and movement of its services into EPD would hinder its ability to reach customers. Businesses look to the state for establishing environmental performance standards and recognizing credible environmental achievements. Businesses leaders focused on pollution prevention as a strategy in the 1990s. The strategy driving progressive businesses in the 21st century is sustainability the natural evolution of pollution prevention to consideration of long-term impacts of waste generation and natural resource use. To remain relevant as a service provider, P2AD should change its name to reflect this evolution.
As a result of this feedback, Commissioner Clark announced the rebranding of P2AD. Effective April 2009, the division began doing business as the DNR Sustainability Division. The stage was set for commencement of the next strategic planning cycle.

FY2010-2014 Plan
At the beginning of FY2010, the Sustainability Division (SD) refined its mission, formalized its guiding principles, and created its FY2010-2014 Strategic Plan (Attachment A), which provided a road map for fostering environmental leadership and a culture of conservation. This Strategic Plan affirmed that the foundation of the division's work would be a commonly-accepted behavior change model: through assistance and incentives from the division, its clients and Partners would become aware of the benefits of sustainable business practices; they would commit to these practices with written policies and plans; they would implement and document their results; and they would adopt a culture of conservation and environmental stewardship through development of continual improvement systems and mentoring others. Three strategic goals for the division were established:

Mission Statement DNR's Sustainability Division partners with businesses and institutions in stewardship of Georgia's natural, historic and cultural resources. With our partners, we lead the pursuit of sustainable practices that fully integrate the economy with the environment for the well-being of present and future generations.

1. Businesses/institutions are implementing sustainability practices that improve conservation and stewardship of Georgia's resources.

2

2. A collaborative network of strategic partners exists to optimize delivery of sustainability services. 3. The division has resources needed to meet its mission.

These goals align perfectly with the Governor's Conserve Georgia program, which was developed to
foster a culture of conservation throughout the state of Georgia. The division has been a strong supporter of the program, and is now preparing to host the 2nd Annual Conserve Georgia/Partnership for
a Sustainable Georgia Natural Leaders Awards ceremony on October 6, 2010.

Under the new Strategic Plan, SD strives to educate its clients and Partners, and provides assistance and incentives to move them from awareness to stewardship. The Partnership for a Sustainable Georgia remains the vehicle through which much of this education and assistance occurs.

Partnership for a Sustainable Georgia

Now in its sixth year of operation, the Partnership concept is working and generating outcomes. Its structure closely mirrors the Strategic Plan's behavior change model, using development of an environmental management system (EMS) as the framework for commitment and implementation of sustainable business practices, and the foundation of a culture of conservation (stewardship). Though we have seen slight attrition in the program recently, largely due to the struggling economy, overall the program continues to grow and we are seeing the first wave of Partners meet their commitments to progress to higher levels of the program a good indication that the "on-ramp" level of the program is succeeding in helping Partners develop their EMS and demonstrate environmental improvements.

In the Partnership, each Partner is required to set and meet multi-media environmental goals related to continual environmental improvement, and report their results to the division annually. Partners are incentivized to select commitments that address regional priorities through receiving two-for-one credit for these selected indicators (e.g., energy conservation, water conservation, reduction of priority chemicals). Priority technical assistance in the form of hands-on coaching/facilitation, training and on- site assessments is provided to Partners to assist them in meeting these commitments.

Addressing Georgia's Most Difficult Environmental Issues

There is a growing understanding that

existing regulatory approaches alone are insufficient to achieve sustainable environmental and related public health

Figure 1: Partner Growth by Business Size
250

outcomes and that new statutory and

200

regulatory authority may not address

Partners

today's environmental challenges fully.

150

While enforcement of federal and state

100

environmental statutes does certainly

reduce emission of toxics by Georgia

50

industry, the large majority of businesses operating in Georgia are not impacted by environmental laws and regulations they generally employ less than 100

0 2004

2005

2006

2007 Year

2008

2009

2010

people each, do not generate hazardous waste, and do not have permitted water

500+ empl. 100-499 empl. 1-99 empl.

3

or air discharges1,2. Their environmental impacts individually are small, but their collective impact through consumption of energy, water and materials, discharge of storm water, and generation of waste is enormous. Figure 1 reflects the growing small business representation in the Partnership.

In 2007, the division launched a new tool to aid smaller, office-based organizations in understanding and reducing their environmental impacts. The Sustainable Office Toolkit (SOT) was created to provide smaller businesses with a limited EMS, one that is more achievable for less complex operations. The SOT is a web-based tool that provides guidance and resources for addressing a pre-set suite of environmental impacts more applicable to office or small commercial/retail operations, such as solid waste reduction, environmentally preferable purchasing, energy conservation, water conservation and alternative transportation. Because of its applicability to a broad range of small businesses, U.S. EPA is currently evaluating the SOT as a model tool to offer other states in their pollution prevention and waste reduction programs.

Through the continued success and growth of the Partnership, we seek to move leaders in all of Georgia's key business sectors from operating with little knowledge of their environmental aspects and impacts, to acting as stewards and levers for change in their organizations and communities. We raise their awareness of their environmental footprints; we provide incentives and support for their committing to reduce that footprint through adoption of sustainable business practices; we assist them with implementing these practices and documenting their results; and we encourage the institutionalizing of stewardship practices through development of continual improvement systems and mentorship.

Serving All Sectors

The Partnership now includes representatives from most major business sectors in the state, including

manufacturing industries (chemicals, textiles, pharmaceuticals, aeronautics, building products, and

vehicle/automotive), hospitality, counties and municipal governments, and institutions (hospitals,

military installations, universities). Through

contract with the University of Georgia

Biological & Agricultural Outreach Service, the Partnership continues outreach to the agricultural business sector, providing

Figure 2: Partners by Sector

Industry Hospitality

technical assistance and promoting further

NGO

development of AgTrack, the agricultural

Consulting/Commercial Business

track of the Partnership. Figure 2 depicts the different sectors participating in the program.

Trade Association Local Govt Research/Education

At the core of the Partnership is the priority on cross-pollination of sustainable business practices across a diverse mix of business sectors. This network already provides all Partners with access to a coalition of 222

Defense State/Fed Govt Ag/Horticulture Construction Energy

businesses working to improve their

environmental performance, at all levels of complexity and sophistication. As an example, lodging

Partners have opportunities via networking events, workshops and online Partner-only forum areas to

interact with military installations and colleges and universities, who all have some form of lodging

1 In 2007, there were 35,723 businesses with less than 100 employees in Georgia, with total employment of 778,841; and 2,313 businesses with 101 to 500 employees, with total employment of 500,251. Combined sales for businesses with less than 500 employees, was nearly $512 billion. Source: Dun & Bradstreet's Harris Info Service 2 EPD regulates less than 12,000 Georgia facilities under RCRA, CAA, CWA and EPCRA (TRI). Source: http://www.epa-echo.gov/echo/
4

operations and have implemented environmental improvements.
The Partnership is now recognized by EPA and its peer agencies as one of the top performance-based environmental leadership programs in the country, and is rapidly growing. This allows SD to leverage limited state and federal funds to achieve greater environmental benefit than individual technical assistance alone would do. The program accomplishes results by:
Engaging private business in the promotion of EMS to peers; Providing forums for organizations to interact and learn best practices; Recognizing industry leaders in sustainability in state and local media; Training emerging leaders in P2 techniques and the development of EMS; and Translating the traditional ISO 14001 EMS for non-manufacturers (primarily small businesses),
bringing the concept of continual improvement for environmental results to a broader business audience in Georgia.
SD has been successful in broadening its reach and augmenting its capacity through the use of strategic partnerships and adjunct staff. Our Georgia Environmental Partnership (GEP) contracts with the Georgia Tech Manufacturing Extension Program and the University of Georgia Engineering Outreach Service allow us to provide a full suite of assistance services to organizations, including the areas of energy efficiency, lean manufacturing, biofuels development and by-product reuse. In FY2010, the division also launched its formal Student Intern Program, which has provided the division with a highly-capable and cost- effective source of labor. It also provides the students, our next generation of natural resource leaders, with real-world training in resource conservation and environmental stewardship.
Other Technical Assistance to Meet Strategic Goals
In addition to the focused outreach provided through the Partnership, division staff members also respond to requests for assistance from any individual/organization contacting us with a pollution prevention or resource conservation need. This assistance may take the form of an on-site assessment, but most frequently the need is met by providing information via phone call, email or web resource (such as the Georgia Industrial Materials Exchange, a free online service offered by the division where organizations may post or search for materials).
Note that the foundation of all technical assistance services provided by the division, whether through the Partnership or beyond, is the Georgia Environmental Partnership (GEP) a collaboration between the division and Georgia's flagship universities, Georgia Tech's Enterprise Innovation Institute (EI2) and the University of Georgia's Engineering Outreach Service (EOS). Through contracts with its GEP partners, the division is able to significantly augment its limited capacity to provide technical assistance services, specifically in the areas of energy efficiency and bioenergy.
The following highlight key efforts beyond the Partnership from FY2007-2010.
5

Agricultural Pollution Prevention Program The division-funded Agricultural Pollution Prevention Program (AgP2) has served Georgia's largest industry for more than 16 years. By conducting applied research demonstration projects, trainings, workshops and preparing written guidance, this program provides technical support to the agricultural community so they may voluntarily reduce emissions, waste, and the use of energy, water, and dangerous materials. To further these goals, AgP2 has leveraged funds by partnering with organizations such as the Georgia Department of Agriculture, Georgia EPD, Georgia Soil & Water Conservation Commission, Georgia Conservation Tillage Alliance, Atlanta Regional Commission, and a number of federal agencies working in the agricultural community to effectively provide this assistance.
The AgP2 team focuses its assistance largely on the following areas of expertise: Energy conservation and agricultural applications of alternative energy technologies; Water conservation in row crop operations and in the landscaping (turf and ornamentals) industry; Water and soil quality improvements through use of conservation tillage and compost for erosion control; and Promoting the AgTrack of the Partnership for a Sustainable Georgia.
Anaerobic digestion of organic waste has the potential to provide a sustainable energy source on farms with organic waste materials such as manures or fruit and vegetable waste. A typical application is digestion of Vidalia onion culls to extract bio-gas, which can be used as compressed gas for operation of forklifts or for generating electricity. AgP2 staff runs the Solar Anaerobic Digestion and Alternative Energy Lab to test combinations of fruits and animal wastes for optimal generation of bio-gas. The team also works to increase implementation of solar power systems on small farms, primarily to power small livestock watering systems in locations where livestock have been moved to protect water resources, or where running electricity would be cost prohibitive. Both solar and digestion energy sources have been displayed at conferences such as Sunbelt Ag Expo, Farm Bureau, SE Bioenergy conference and smaller educational workshops across the state.
Water conservation is also a major focus of the AgP2 program. Staff provides educational programs for the landscaping industry including landscape architects and professionals, nursery and greenhouse growers, University Physical Plant Managers and the turfgrass industry as well as for traditional row crop operations. Workshops target increasing irrigation efficiency, rainwater harvesting, best management practices for water conservation in landscapes, irrigation system auditing, stormwater management, and use of geospatial tools for landscape maintenance and design.
Team members are also active in conducting applied research on erosion control using soil amendments such as compost and waste materials, and during this period worked with the Department of Community Affairs to produce and distribute a video on the benefits of using organic soil amendments in landscapes. The team also worked with the Oconee River RC&D Council to provide a no-till grain drill to farmers in a fourteen county area. Use of this drill reduces erosion risk on pastures and allows for planting of legumes in pastures to reduce fertilizer need.
Members of the AgP2 team continue to promote the agricultural component of the Partnership for a Sustainable Georgia. Six agricultural Partners have been added to the program and more than 15 meetings have been held with various groups promoting participation in the Partnership.
Other outreach activities of note conducted by the AgP2 team during this period include:
6

Working with Agricultural Extension Service faculty to revise eight existing and produce four new publications to guide farmers in creation of environmental policy statements, in recycling used chemical containers, and in environmental assessments of landscape and greenhouse businesses.
Conducting a number of trainings for dairy farmers on record keeping for regulatory compliance and environmental management.

Metrics relating to services provided by the AgP2 team are included in the performance measures on page 10 of this report.

Lean and Green Services The division added a new service to its menu of offerings in 2008 Lean and Green Assessments. These in-depth assessments, held in partnership with EPA, pair division staff with Georgia's lean manufacturing resources housed at Georgia Tech to explore how improved process flow in a manufacturing setting can result in tremendous time, material and cost savings. While division capacity limits the number of these extensive assessment efforts that it can provide, it has provided training for Partners to encourage their own use of lean techniques.

Annual savings found from Lean and Green event at Southwire (June 2008): Raw materials - 2M pounds Energy - 164,000 MMBtu Water- 6.1 M gallons $3.2 Million

Other Initiatives to Meet Strategic Goals

A number of other initiatives in recent years have also provided opportunities for staff to work towards division strategic goals. While the impacts are more difficult to quantify, through these initiatives staff have raised awareness of the benefits of sustainable business practices, facilitated implementation of these practices, and built the foundation for a collaborative network of strategic partners joining forces to optimize delivery of sustainability services in Georgia. Highlights of the following initiatives are included in this report:
Water Conservation Implementation Plan Construction & Demolition Waste Characterization Study Zero Waste Zone Initiative DNR Sustainable Energy Management Plan
Water Conservation Implementation Plan In mid-2007, division and AgP2 program staff were nominated to serve on the multi-agency team developing the state Water Conservation Implementation Plan (WCIP). As leads for the Industrial/Commercial, State Facilities/Institutions, and Agricultural Sector Workgroups, they convened meetings of key stakeholders in each sector to draft sections of the WCIP, recommending appropriate water use strategies for the sector.
In addition to this role in the water planning process, the division is called out in the state agency response to the Water Stewardship Act of 2010 with the following responsibilities:
Support state-wide water campaigns and public outreach programs by providing outreach and education on water conservation principles, technologies and projects to businesses, institutions and agencies;
Offer free technical assistance to businesses, institutions and agencies in identifying water conservation opportunities; through retrofitting or replacing fixtures and equipment; through irrigation efficiencies; through utilization of landscape best management practices; through

7

conserving potable water through use of rain water and gray water; and in identifying water conservation opportunities through submeters on multi-unit building complexes. Provide incentives, such as recognition, awards and networking opportunities, for instituting any of these practices.

Construction & Demolition Waste Characterization Study The division has worked with the building industry for many years to reduce the amount of construction and demolition (C&D) activities going to Georgia landfills. To better understand where, what and how much C&D materials are currently being landfilled in Georgia and how it is being managed, SD commissioned R.W. Beck and Innovative Waste Consulting Services, LLC to conduct a comprehensive waste characterization study on C&D debris. Conducted between October 2008 and September 2009, this study focused on characterizing C&D debris disposed across Georgia's 54 operating municipal solid waste (MSW) landfills and 48 operating C&D landfills, as well as identifying the challenges and opportunities to reduce C&D debris. Figure 3 presents the top ten material types in C&D disposed in Georgia during the study sampling period.

The findings of the C&D Characterization Study will be used to increase recycling of C&D materials. The full report can be read at. The division plans to develop and implement strategies in the areas of policy change, education, technical assistance, infrastructure development, market development and partnerships to divert these materials from landfills and increase their re-use and recycling.

Figure 3:

Zero Waste Zone (ZWZ) Initiative In early 2009, the division joined Atlanta Recycles, the Green Foodservice Alliance and EPA in launch of a prototype Zero Waste Zone (ZWZ), a geographic area in which a critical mass of commercial waste generators, particularly hotels and restaurants, pledge to recycle/reuse spent grease for the local production of biofuels and donate or compost food residuals to drastically decrease the amount of organic waste going to landfills. The Downtown Atlanta ZWZ provides an opportunity to divert a tremendous amount of recoverable products from landfills and gives a marketing edge to the city for future convention business. Division staff has advised other partners in this initiative, and provided waste audits and trainings for ZWZ participants.

DNR Sustainable Energy Management Plan In April 2008, Governor Perdue issued an Executive Order establishing the Governor's Energy Challenge (GEC). As part of this Challenge, state agencies were directed to achieve a 15 percent reduction in energy use intensity by 2020 (compared to an FY2007 baseline) and develop a department-wide Sustainable Energy Management Plan. SD worked with DNR's Construction and Engineering Office and other division representatives to compile baseline data for submittal to GEFA, administrator of the GEC. The division
8

then took the lead in drafting a DNR Sustainable Energy Management Plan, integrating other division input into the document, and submitting it to GEFA. The SD Director will also chair the soon-to-convene DNR Sustainable Energy Management Council, with representatives of each division in DNR. This council will guide strategic energy management decisions and build department capacity in energy efficiency expertise through development of a training program. It is the DNR Commissioner's intent that this council ultimately expand its focus beyond just energy management, to become a DNR Sustainable Resource Management Council.

Performance Measures

Data Collection & Tracking SD tracks a number of indicators to measure the performance of its outreach and assistance efforts. Data is collected from: staff for technical assistance provided to clients and Partners; GEP contractors for their technical assistance provided to clients and Partners; and members of the Partnership for their results in implementing sustainable business practices with division assistance.

Partnership environmental data is limited to that provided voluntarily by Silver and Gold Partners through submittal of Annual Performance Reports. Because Partners have the flexibility to choose which environmental achievements they report, these accomplishments provide only a partial look at their overall environmental performance as participants in the program. Partners' data collection/analysis methods and results are evaluated during periodic site verification visits by Partnership staff.

Metrics tracked by the division include both outputs (measurable products/services) and outcomes

(changes in behavior and

environmental condition).

Figure 4: Partnership Growth by Level

Division Outputs

250

The success of the division in reaching businesses and engaging them in adoption of sustainable business practices is reflected in the number of requests for assistance fulfilled, and the number/size of organizations participating in the Partnership at increasing levels of performance.

Partners

200
150
100
50 64 22 22
0 2004

6 10 39 29 2005

9 13 60
31 2006

12 14 70
47 2007

17 11 84
68 2008

17 15 76
83 2009

17 16 97
92 2010

Figure 4 shows the total number of

Year
Champion Bronze Silver Gold

Partners in the program at the various levels, effective the end of FY2010. Champions commit to

assisting in marketing the program; Bronze Partners are just defining their environmental footprint and

setting goals for reducing it; Silver Partners have identified their impacts, are working to meet their

reduction goals, are committed to community outreach and working to promote sustainability within

their supply chains; and Gold Partners have a system for managing their impacts, continue to seek ways

to reduce them, and are committed to community service and supply chain engagement, and mentoring

Figure 5: Customer Contacts

others.

The other output metric tracked by the division

2000

is the number of customer contacts. This

1557

1500

1332

1547

includes participants in division training courses

1175

and workshops, requests received for

1000

500
9
0

FY07

FY08

FY09

FY10

assistance, and assessments/meetings with clients and Partners. Figure 5 reflects the contacts for this reporting cycle.
Division Outcomes
Figure 6 summarizes outcome metrics for the FY2007-FY2010 reporting period.

Figure 6: Outcomes
Partners Bronze Level Partners Silver & Gold Level Total Water Saved (gallons)

FY2007 70 16
602,975,066

FY2008 84 28
1,421,876,827

FY2009 76 32
1,915,554,659

FY2010 97 33
2,331,598,725

Total Energy Conserved (kilowatt-hour equivalents)

491,941,416 748,778,032 767,802,534 1,126,682,146

Total Solid Waste Reduced / 18,087,997 Reused / Recycled (tons)
Value of savings in costs of waste $139,466,210 mgt, water use, energy consumption

20,546,564 $190,478,527

23,791,462 $239,293,981

26,508,345 $286,308,726

These savings to Georgia businesses represent a 232 to 1 return on investment on Georgia taxpayer dollars spent supporting division activities (through the Solid and Hazardous Waste Trust Funds)3. In addition to these performance metrics, the division has compiled a number of case studies of Partner successes in implementing sustainable business practices online at www.GASustainability.org/bestpractices.

3 Based on total trust fund appropriation to the division of $3,684,000 from FY2007-FY2010
10

Proposed Work Plan for FY2011-2012
The division has laid out the following tasks to guide efforts toward meeting its Strategic Goals in the FY2011-FY2012 time period, anticipating the focus of its outreach to be local municipal and county governments, agricultural operations, and small to medium-sized businesses.
Marketing & Recruitment Efforts to market the program in the coming years will be reasonably limited, given staff resources, but will expand use new tools such as social media outlets, such as Facebook, Twitter, LinkedIn, etc. The focus of these efforts will be better arming and motivating existing Partners to recruit sister facilities and fellow civic club/Chamber members; and improving the program's web presence and application system to encourage more interested organizations to follow through with joining the program. The recently- formed Marketing/Communications Advisory Committee will provide a vehicle for channeling pro bono assistance to the division from Partners in the marketing and communications fields.
Application & APR Processing The Partnership is currently beta-testing its new web-based application and reporting system, which is set to replace the existing web-based (programmer hard-coded) system. This staff-maintained system will allow for much easier aggregation of Partner data from APRs, and more user-friendly data entry. Business process improvements in processing applications and APRs, identified in the program's EPA- sponsored Kaizen event last fall, will be incorporated into the new data system to reduce the administrative load on staff.
Partner Orientation We will continue our successful new initiative begun in 2009 to provide monthly orientation sessions for new Partners. These sessions have provided us with a better process for engaging those new to the program, and those who may need re-engaging due to their staff turnover.
Incentives Development & Delivery Our previous Incentives Workgroup, comprised of Partner and regulatory agency representatives, focused on developing and improving delivery of regulatory incentives to Partners. Now, federal regulatory incentives have been rescinded and budget cuts within the department's environmental regulatory agency limit its ability to partner on beyond-compliance incentives. The Incentives Workgroup will focus in the coming year on identifying new non-regulatory incentives and improving delivery of recognition incentives.
Delivery of technical assistance benefits such as coaching, energy/water/waste/gap assessments, webinars and trainings (including semi-annual EMS training through Georgia Tech) will continue during this cycle.
Partner Performance Verification The program will continue to conduct periodic site verification visits at Partner sites to confirm that these facilities are implementing activities as reported, and have effective EMS in place. In the coming years, staff will pursue a goal of conducting at least one site verification visit each month, and using these visits (particularly with Bronze Level Partners) to identify areas where assistance is needed. We will also implement a new site verification visit prerequisite to acceptance at these higher tiers of the program.
11

Program Evaluation & Improvement The division will survey other state performance-based leadership programs to glean lessons learned both successful and unsuccessful approaches. Staff will create an online survey, to be followed up with telephone interviews with other state program contacts, particularly focusing on successful approaches to mentoring. It is the division's intent to customize, rather than reinvent, the wheel in order to make the most efficient use of state and federal funding for this effort. In addition to its continued efforts to refine and build the AgTrack of the program, staff will be working during this period to expand the membership base of the Partnership and better engage key sectors with limited representation, such as the hospitality industry. Using recently-awarded EPA Source Reduction Grant funding, the division will undertake an outreach effort with the hospitality industry, to explore development of a possible green hotel track of the Partnership. Finally, staff will investigate ways to improve the response rate to its annual Partner Satisfaction Survey, a key mechanism for soliciting feedback from Partners on their experiences in the program and identifying areas for improvement.
12

Attachment A: FY2010-2014 Strategic Plan
Mission & Guiding Principles DNR's Sustainability Division partners with businesses and institutions in stewardship of Georgia's natural, historic and cultural resources. With our partners, we lead the pursuit of sustainable practices that fully integrate the economy with the environment for the well-being of present and future generations.
The following principles guide our work:
o Sustainability requires a o Long-term view - use resources wisely today in order to leave enough for future generations. Our children's grandchildren are critical stakeholders in our work. o Light footprint - take only what natural systems can replenish, leave only what natural systems can recycle. o Integration consider environment, economy and equity (planet, profits, people) in all decision-making. Sustainable prosperity and quality of life cannot occur without sustainable natural resources.
o Sustainable practices include conserving natural resources through efficient operations, using renewable material and energy sources, reusing and recycling materials into new products, substituting less harmful chemicals in manufacturing processes, and using closed-loop systems that eliminate chemical discharges to the environment.
o Stewardship - taking responsibility for our actions regarding the use of resources - is the ethic that will lead us to sustainability.
o Continuous improvement tools such as environmental management systems help organizations integrate stewardship into their culture, and lead to more resource-efficient, cost-effective operations.
o While environmental laws are critical to limiting the impact of industrial systems on natural systems and human health, performance-based programs are an important complement to the regulatory framework. Using outreach and education, technical assistance and incentives for voluntary action, these programs motivate organizations to go beyond compliance and become environmental stewards.
o Through the Partnership for a Sustainable Georgia, we create a learning community for sustainable business practices and innovation, and strengthen credibility for organizations committing to better environmental results.
o We act as a catalyst for adoption of sustainable practices by serving as a source of expertise; teaching organizations in the use of conservation tools; recognizing natural leaders and model stewards; and convening a collaborative network to optimize delivery of sustainability services across the state.
o We respond to requests for assistance from any organization (business, non-profit agency or institution) committed to sustainable practices. We seek especially to assist small and medium- sized businesses, and state and local government agencies.
o Strategic partnerships with government agencies and private organizations that provide sustainability services are necessary to deliver efficient and effective stewardship programs throughout the state.
13

Strategic Goal # 1 Georgia businesses and institutions are implementing sustainable practices that improve conservation and stewardship of Georgia's resources.

Desired Outcome 1.a. Targeted businesses and institutions are aware of the benefit of sustainable practices. (Awareness)
1.b. Targeted businesses and institutions commit to implementing sustainable practices. (Appreciation, Attitude, Commitment)
1.c. Targeted businesses and institutions implement sustainable practices and improve their environmental performance. (Engagement, Trial/Utilization, Implementation)

Strategies Educate target
audience about sustainability
Educate about SD services
Provide informational resources
Assist organizations in planning
Provide incentives for planning
Provide technical assistance for plan implementation
Provide incentives for plan implementation

Metrics Number of organizations
implementing sustainable practices Number of organizations implementing environmental management systems Hazardous and toxic substances reduced Solid wastes reduced, reused or recycled Water saved Energy conserved GHG reduced $$$ saved Jobs created

1.d. Targeted businesses and institutions institutionalize sustainable practices systematically and enter a culture of conservation and environmental stewardship. (Stewardship, Adoption)

Provide technical assistance for continuous improvement initiatives
Provide incentives for continuous improvement initiatives

14

Strategic Goal # 2 A collaborative network of strategic partners both public and private entities exists to optimize delivery of sustainability services.

Desired Outcome 2a. Public sector agencies state, local, federal and peer agencies work under a coordinated framework to implement efficient and effective sustainability programs. Year 1 Agencies are identified and
contacted for the network. Support mechanisms are identified.
Year 3 Agencies are actively engaged in the network. Support mechanisms, as needed, are launched.
Year 5 Agencies are coordinated to eliminate gaps and overlaps in delivery of services. Agencies participate in a public private-partnership for planning, governance, funding and implementation of sustainability programs.
2.b. Private sector entities members of the Partnership, other businesses, business associations, NGOs work in a coordinated framework to implement efficient and effective sustainability programs. Year 1 Entities are identified and
contacted for the network. Support mechanisms are identified.
Year 3 Entities are actively engaged in the network. Support mechanisms, as needed, are launched.
Year 5 Entities are coordinated to eliminate gaps and overlaps in delivery of services. Entities participate in a public private-partnership for planning, governance, funding and implementation of sustainability programs.

Strategies Outreach to agencies to
foster trust and build relationships
Create networking opportunities
Engage agencies in developing a framework for coordination of sustainability programs and services, e.g., grow the ConserveGeorgia initiative
Formalize/clarify roles
Identify barriers and solutions (e.g., develop feedback mechanisms to visibly identify network participants that fail to live up to their commitments)
Outreach to organizations to foster trust and build relationships
Create networking opportunities
Engage organizations in developing a framework for coordination of sustainability programs and services
Formalize/clarify roles
Identify barriers and solutions (e.g., develop feedback mechanisms to visibly identify network participants that fail to live up to their commitments)

Metrics # Agencies
contacted Agency
participation in calls/meetings Matrix of agencies and roles # Networking events Collaborative network MOU
# Organizations contacted
Organization participation in calls/meetings
Matrix of organizations and roles
# Networking events

15

Strategic Goal # 3 The Division has resources needed to meet its mission.

Desired Outcome 3.a. Enabling groups DNR Board, OPB, General Assembly are strong advocates and champions for sustainability and the Division. Year 1 Key members of groups are educated
and made aware of sustainability and SD's mission and goals.
Year 3 Groups are engaged as advocates and champions of sustainability/SD.
Year 5 Groups are strong voices of support for sustainability/SD
3.b. Adequate annual funding appropriations, grants, fees, donations, etc. is secured to meet ongoing budget needs. Year 1 Other funding sources are identified
and evaluated.
Year 3 Alternate funding sources are pursued.
Year 5 Adequate and sustainable annual funding is secured.
3.c. Contract labor university resources, interns, retired professionals, consultants, etc. is procured to supplement full-time div. staff. Year 1 Contract labor resources are
evaluated and service roles optimized.
Year 3 Contract resources are fully integrated with division staff for maximum effectiveness and efficiency.
Year 5 Contract resources are fully integrated with outside resources (collaborative network).
3.d. In-kind services from the collaborative network are optimized to broaden and deepen sustainability programs. Year 1 In-kind services are identified and
needs evaluated
Year 3 In-kind services are provided through Partnership commitments
Year 5 In-kind services are integrated into funding mechanism for Public-Private partnership

Strategies Communicate consistent messages - directly and through allies - that motivate enablers to actively advocate for and support SD
Diversity funding sources to meet determined needs.
Utilize contract labor to supplement human resource needs
Engage network as mentors and teachers of sustainability practices

Metrics # Enablers contacted List of advocates Enablers/allies/partners
mapped
Funding opportunity matrix/calendar
Funding proposals
# Contracts executed
# Businesses w/mentoring programs
# Connections made

16