weapons systems by finding less hazardous materials and processes and integrating them into Technical Orders, Military Specifications and Standards." (Technical Orders are like owners manuals. They prescribe maintenance processes, including material prescriptions.) Most existing weapons systems were developed, built, and acquired before environmental considerations were part of the material decision process. Under this objective, their maintenance and operations procedures will be revisited and materials and processes changed to environmentally preferable alternatives. As with the first objective, there are many subobjectives with milestones. Responsibility and authority belong to the deputy chief of staff for logistics.

The third objective deals with the Air Force role as operator of installations, and requires the reduction of "hazardous material use and waste generation at installations and government-owned, contractor-operated (GOCO) plants." Subobjectives were negotiated with field commanders and responsible functional area leaders and prescribe reductions in volatile air emissions (50 percent by 1999), municipal solid waste disposal (25 percent by 1996 and 50 percent by 1997), purchase of ODCs (eliminate by June 1993 or April 1994 depending on end use), purchases of the 17 identified industrial toxics of the EPA 33/50 program (50 percent reduction by 1996), and generation of hazardous waste (25 percent reduction by 1996 and 50 percent by 1999). This objective also establishes a requirement to characterize waste streams to all media, so the Air Force can quickly address wastes that the EPA may target for future regulation, voluntary reduction programs, or reporting requirements. A comprehensive characterization of waste streams also provides data needed to identify future pollution prevention opportunities as the program evolves. Responsibilities to meet these reduction goals apply to each of the three major organizations in the Air Force that generate the pollution. Achieving the target for the 17 toxics in the 33/50 program at GOCOs should be easy since virtually all contractors who operate Air Force plants have voluntarily signed onto the program.

The fourth and fifth objectives say that the best pollution prevention technologies either be acquired from the private sector, other government agencies, or other nations or be developed internally and shared with others. Subobjectives challenge users and maintainers of weapons systems, support systems, and infrastructure to identify technologies needed to enable them to achieve the program goals and make those known to the research and development community. Again, responsibility is assigned according to lines of authority.

The final objective is to "establish an Air Force investment strategy to fund the Pollution Prevention Program." The Air Force Engineer is responsible for overall implementation of the Pollution Prevention Program and for working with the Acquisition and Logistics communities to ensure the financial requirements are identified and programmed into the budget.

The key to translating policy into practice is to change behavior, both within the Air Force and among the suppliers. For this program to be successful, all Air

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