Federal Independent Agencies
Federal Independent Agencies
Here's a look at documents from federal independent agencies
Featured Stories
SBA Suspends 27,486 Ohio Borrowers Connected to $1.1 Billion in Suspected Fraudulent Pandemic-Era Loans
WASHINGTON, June 5 -- The Small Business Administration issued the following news release on June 4, 2026:* * *
SBA Suspends 27,486 Ohio Borrowers Connected to $1.1 Billion in Suspected Fraudulent Pandemic-Era Loans
Announcement Comes as Four Ohio Borrowers Charged with PPP Fraud
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Today, in consultation with the White House Task Force to Eliminate Fraud, the U.S. Small Business Administration (SBA) announced the suspension of 27,486 Ohio borrowers connected to approximately $1.1 billion in suspected fraudulent Paycheck Protection Program (PPP) and COVID Economic Injury Disaster Loan (EIDL) ... Show Full Article WASHINGTON, June 5 -- The Small Business Administration issued the following news release on June 4, 2026: * * * SBA Suspends 27,486 Ohio Borrowers Connected to $1.1 Billion in Suspected Fraudulent Pandemic-Era Loans Announcement Comes as Four Ohio Borrowers Charged with PPP Fraud - Today, in consultation with the White House Task Force to Eliminate Fraud, the U.S. Small Business Administration (SBA) announced the suspension of 27,486 Ohio borrowers connected to approximately $1.1 billion in suspected fraudulent Paycheck Protection Program (PPP) and COVID Economic Injury Disaster Loan (EIDL)activity. The announcement comes after SBA Administrator Kelly Loeffler and members of the Task Force held a press conference in Ohio to announce new fraud enforcement actions across the state - including indictments against four alleged Ohio-based pandemic fraudsters tied to over $1.4 million in pandemic-era fraud.
"The Trump Administration delivered a clear message in Ohio today: if you defraud federal programs at any level, we will find you, and work with law enforcement to hold you accountable," said SBA Administrator Kelly Loeffler. "Vice President Vance's leadership of the White House Task Force to Eliminate Fraud represents a historic partnership that is delivering unprecedented wins in the fight to root out fraud and recover taxpayer dollars, while past Administrations looked the other way at known criminal activity. At the Trump SBA, we are ensuring that those who defrauded pandemic relief loans -- meant for legitimate small businesses -- will not only lose access to our programs, they will also answer for their crimes in a court of law. We will continue to work at the federal level and on a state-by-state basis to advance accountability and recover taxpayer funds."
These latest suspensions are part of the SBA's state-by-state effort to identify and take action against borrowers suspected of defrauding the agency's pandemic relief loan programs. This year, the SBA has announced suspensions against 6,900 Minnesota borrowers tied to approximately $400 million in suspected fraud, 112,000 California borrowers tied to $8.6 billion in suspected fraud, and 1,500 Maine borrowers tied to $93 million in suspected fraud. Suspended borrowers are prohibited from receiving future small business and disaster loans and are not eligible for other SBA programs such as federal contracting in the 8(a) Business Development Program.
These announcements represent the latest victory for the White House Task Force to Eliminate Fraud in its effort to root out pandemic relief fraud, recover taxpayer dollars, and hold bad actors accountable. In April, working in coordination with the Task Force, SBA launched its largest fraud enforcement action to date -- and the largest referral package in agency history -- by referring more than 560,000 suspected fraudulent borrowers tied to $22 billion in pandemic-era loans to the U.S. Department of the Treasury for collection.
Separately, the DOJ has charged four Ohio individuals as part of a conspiracy scheme to defraud the government out of more than $1.4 million in COVID-19 relief funds. The defendants allegedly submitted fraudulent PPP loan applications on behalf of businesses, prompting the SBA and its lenders to approve the loans and ultimately forgive the entire amount of each loan. Defendants allegedly provided false information on their PPP loan applications and misused the proceeds on personal expenses. If convicted, the defendants could face criminal penalties including restitution, fines, and imprisonment.
Since Day One, the Trump SBA has worked to crack down on an estimated $200 billion in pandemic-era fraud left unaddressed during the Biden Administration. The agency continues to coordinate with federal law enforcement partners to pursue recoveries, civil penalties, and criminal penalties where appropriate. SBA will also continue working with its Office of Inspector General to investigate additional fraud in states across the country.
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About the U.S. Small Business Administration
The U.S. Small Business Administration helps power the American dream of entrepreneurship. As the leading voice for small businesses within the federal government, the SBA empowers job creators with the resources and support they need to start, grow, and expand their businesses or recover from a declared disaster. It delivers services through an extensive network of SBA field offices and partnerships with public and private organizations. To learn more, visit www.sba.gov.
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Original text here: https://www.sba.gov/article/2026/06/04/sba-suspends-27486-ohio-borrowers-connected-11-billion-suspected-fraudulent-pandemic-era-loans
National Academies of Sciences, Engineering and Medicine: Health and Safety Impacts of Aircraft Cabin Temperatures - Report
WASHINGTON, June 4 (TNSjou) -- The National Academies of Sciences, Engineering and Medicine issued the following news release:* * *
Health and Safety Impacts of Aircraft Cabin Temperatures -- New Report
The aircraft cabin environment exposes passengers and flight attendants to multiple environmental stressors that may lead to health and safety risks, including on occasion excessively hot or cold temperatures. As passengers and flight attendants have limited ability to change the cabin environment, understanding and managing temperature-related risks is essential for safe air travel.
A new ... Show Full Article WASHINGTON, June 4 (TNSjou) -- The National Academies of Sciences, Engineering and Medicine issued the following news release: * * * Health and Safety Impacts of Aircraft Cabin Temperatures -- New Report The aircraft cabin environment exposes passengers and flight attendants to multiple environmental stressors that may lead to health and safety risks, including on occasion excessively hot or cold temperatures. As passengers and flight attendants have limited ability to change the cabin environment, understanding and managing temperature-related risks is essential for safe air travel. A newcongressionally mandated report from the National Academies of Sciences, Engineering, and Medicine assesses the health and safety impacts of cabin temperatures in commercial aircraft and makes recommendations for improving understanding and strengthening risk management practices -- actions that can support safer cabin environments for passengers and flight attendants.
Recommendations to the Federal Aviation Administration include establishing a program to better monitor, record, and assess cabin temperature and humidity. Airlines are encouraged to integrate cabin temperature and humidity hazards into their safety management systems and improve the use of health and safety data to identify potential thermal hazards. Airlines should also ensure that flight attendant input is included in real-time operational decisions related to unsafe cabin temperatures and, where feasible, allow flight attendants more flexibility in uniform options and outfit selection.
These actions could enhance the ability of operators and regulators to identify and mitigate risks and reduce the likelihood and severity of health and safety events. Implementation could also build a stronger empirical foundation for future decision-making, enabling regulators and operators to better assess risks, evaluate mitigation strategies, and adapt to evolving conditions in air travel.
The study -- undertaken by the Committee on Health and Safety Impacts of Aircraft Cabin Temperatures (https://www.nationalacademies.org/projects/HMD-HSP-24-18) -- was sponsored by the U.S. Department of Transportation.
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The National Academies of Sciences, Engineering, and Medicine are private, nonprofit institutions that provide independent, objective analysis and advice to the nation to solve complex problems and inform public policy decisions related to science, engineering, and medicine. They operate under an 1863 congressional charter to the National Academy of Sciences, signed by President Lincoln.
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Original text here: https://www.nationalacademies.org/news/health-and-safety-impacts-of-aircraft-cabin-temperatures-new-report
Inter-American Development Bank: 'The Battle Over Knowledge: Multinationals, Diffusion, and Governance'
WASHINGTON, June 4 (TNSLrpt) -- The Inter-American Development Bank issued the following white paper in May 2026 entitled "The Battle over Knowledge: Multinationals, Diffusion, and Governance."Here are excerpts:
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Introduction
Multinational corporations (MNCs) are the central institutions of global knowledge creation and diffusion. They account for more than a third of global GDP, two-thirds of international trade, and 90 percent of private R&D spending worldwide (OECD, 2019; World Intellectual Property Organization, 2024). Yet the significance of MNCs lies not just in their scale but ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Inter-American Development Bank issued the following white paper in May 2026 entitled "The Battle over Knowledge: Multinationals, Diffusion, and Governance." Here are excerpts: * * * Introduction Multinational corporations (MNCs) are the central institutions of global knowledge creation and diffusion. They account for more than a third of global GDP, two-thirds of international trade, and 90 percent of private R&D spending worldwide (OECD, 2019; World Intellectual Property Organization, 2024). Yet the significance of MNCs lies not just in their scale butin their organizational function: multinationals exist to exploit intangible assets across borders while managing the appropriability problems that would otherwise inhibit knowledge diffusion (Markusen, 2002; Antr`as and Yeaple, 2014). This paper examines how the properties that make MNCs the primary vehicles for cross-border knowledge diffusion also make them the central channel through which that diffusion generates geopolitical consequences.
MNCs produce and transmit three types of knowledge that differ in form, value, and governability. Codified knowledge, embedded in capital goods, designs, and licensing agreements, transfers most readily but is also most substitutable. Tacit knowledge, embodied in human capital and collaborative relationships, is the most strategically valuable but diffuses only through personal interaction. Organizational knowledge, comprising the internal routines, coordination structures, and supplier networks that constitute the firm, transfers with ownership rather than through arm's-length transactions. The productivity gains from these transfers are well documented: MNCs raise productivity in host economies through supply-chain linkages, labor mobility, and competitive pressure (Javorcik, 2004; Keller and Yeaple, 2009; Alfaro and Chen, 2018), and for most of the postwar period these spillovers were analyzed as growth externalities whose welfare consequences were fundamentally about economic development.
But the same knowledge flows that raise productivity in host economies can enhance a rival state's strategic capability. When an MNC transfers knowledge abroad, it optimizes over its private global network and does not internalize the consequences for its home country's strategic position. Knowledge diffusion that reduces a rival's dependence on foreign inputs can erode leverage at technological chokepoints, and knowledge that enables self-sufficiency in security sectors can alter the balance of power in ways that dwarf economic costs. We define this as a geopolitical externality: a cross-border knowledge spillover, often mediated by MNCs, that enhances a rival state's strategic capability and is not internalized by the investing firm or priced by markets. Unlike standard economic externalities, which can arise whenever an MNC operates across borders and are addressable through trade-policy instruments, geopolitical externalities operate through state capability, leading policy response toward security instruments that would be difficult to justify on economic grounds alone..
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View full text here: file:///Users/moirasirois/Downloads/The-Battle-over-Knowledge-Multinationals-Diffusion-and-Governance.pdf
[Category: IADB]
Inter-American Development Bank: ''We Did the Best We Could With What We Had': A Qualitative Study of the Pandemic Vaccine Response in Belize'
WASHINGTON, June 4 (TNSLrpt) -- The Inter-American Development Bank issued the following white paper in June 2026 entitled "'We did the best we could with what we had': A Qualitative Study of the Pandemic Vaccine Response in Belize."Here are excerpts:
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Introduction
The COVID-19 pandemic had an unprecedented global impact, making the rapid development of vaccines critical to reducing cases and deaths (Graham 2020, Clemente-Suarez et al. 2021). By May 2023, over 765 million cases and nearly 7 million deaths were reported worldwide (World Health Organization - WHO 2023a). The approval of ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Inter-American Development Bank issued the following white paper in June 2026 entitled "'We did the best we could with what we had': A Qualitative Study of the Pandemic Vaccine Response in Belize." Here are excerpts: * * * Introduction The COVID-19 pandemic had an unprecedented global impact, making the rapid development of vaccines critical to reducing cases and deaths (Graham 2020, Clemente-Suarez et al. 2021). By May 2023, over 765 million cases and nearly 7 million deaths were reported worldwide (World Health Organization - WHO 2023a). The approval ofthe first COVID-19 vaccine by the WHO in December 2020 marked a turning point in the global response (Zheng et al. 2022).
Beyond its direct health impacts, the pandemic placed extraordinary pressure on health systems, particularly in countries with limited resources and negotiation capacity (Bong et al. 2020, Iyengar et al. 2020, Arsenault et al. 2022). Evidence proves that effective COVID-19 vaccine deployment relied on leveraging existing immunization infrastructure, tailoring communication to local cultural contexts, and engaging community leaders (Kecojevic et al. 2021; Lun et al. 2022; Herry et al. 2023; WHO 2023b; Jimoh et al. 2024). However, qualitative evidence examining how COVID-19 vaccine strategies were implemented in low- and middle-income countries (LMICs), and particularly in Latin America and the Caribbean (LAC), remains limited.
In LAC, structural inequalities and underinvestment in public health contributed to higher relative morbidity and mortality (Schwalb et al. 2022). Delays in vaccine access further exacerbated preexisting vulnerabilities (Taylor 2022). Health and vaccination policies varied across countries due to differences in infrastructure, socio-political dynamics, and cultural contexts (Cabieses, Espinoza, and Obach 2024).
Belize, a small middle-income continental Central American country with a population of approximately 400,000, faces unique challenges and opportunities in the organization and delivery of health care. The health system is primarily public, with persistent challenges including limited health infrastructure, workforce shortages, and disparities in access for indigenous and linguistically diverse populations (Ministry of Health & Wellness 2025). Despite these constraints, Belize delayed the entry of COVID-19 through border closures and movement restrictions, and intersectoral coordination mechanisms (Pan American Health Organization - PAHO 2020, RiosZertuche et al. 2023, Mathieu et al. 2025). Continuous support from international organizations facilitated the mobilization of resources to respond to the pandemic (PAHO 2021b). Despite challenges in COVID-19 vaccination coverage, Belize secured early vaccine access through the COVAX Facility and initiated vaccination in March 2021 (Gavi 2020, PAHO 2023, JimboSotomayor et al. 2024).
Whereas epidemiological figures describe overall outcomes, understanding how the response was experienced by those directly involved in its design and implementation remains critical.
Belize's vaccination rollout occurred amid limited financing capacity, a small population size, constrained bargaining power, and national elections in 2020.
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View full text here: https://publications.iadb.org/publications/english/document/We-did-the-best-we-could-with-what-we-had-A-Qualitative-Study-of-the-Pandemic-Vaccine-Response-in-Belize.pdf
[Category: IADB]
EPA Returns Chemical Company to Compliance with Toxic Substances Control Act
WASHINGTON, June 4 -- The Environmental Protection Agency issued the following news release:* * *
EPA Returns Chemical Company to Compliance with Toxic Substances Control Act
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Action Ensures Transparency Regarding Potentially Harmful Chemicals in Commerce
SAN FRANCISCO (June 4, 2026) - Today, U.S. Environmental Protection Agency (EPA) is announcing a settlement with an international agribusiness company for claims of violations of the Toxic Substances Control Act (TSCA) at its facilities in California and Washington. Wilbur-Ellis Company agreed to pay a penalty of $630,737 for failing to ... Show Full Article WASHINGTON, June 4 -- The Environmental Protection Agency issued the following news release: * * * EPA Returns Chemical Company to Compliance with Toxic Substances Control Act * Action Ensures Transparency Regarding Potentially Harmful Chemicals in Commerce SAN FRANCISCO (June 4, 2026) - Today, U.S. Environmental Protection Agency (EPA) is announcing a settlement with an international agribusiness company for claims of violations of the Toxic Substances Control Act (TSCA) at its facilities in California and Washington. Wilbur-Ellis Company agreed to pay a penalty of $630,737 for failing toproperly report chemical production. As a result of EPA's action, the company returned to compliance with federal chemical production reporting requirements.
"Companies that produce chemicals must accurately report them in order to protect the public from possible chemical exposures carrying unknown risks," said EPA Pacific Southwest Enforcement and Compliance Assurance Director Amy Miller. "EPA's action brought the company back into compliance, better protecting facility workers, nearby communities, and the public."
Wilbur-Ellis, which distributes and markets agricultural products, animal nutrients, and specialty chemicals, manufactures chemicals at several locations in California and in Washington.
EPA claims Wilbur-Ellis violated TSCA in the following ways:
* Manufacturing a new, unreported chemical substance on at least 29 different occasions at their California facilities located in Willows, San Joaquin, and Rio Linda and their facility in Pomeroy, Washington, and failing to submit a notice of its intent to manufacture that chemical
* Processing a separate chemical on at least one occasion, after EPA designated it as an "inactive substance," and failing to submit a notice of processing for that chemical
* Producing more than 25,000 pounds of three additional chemical substances at its San Joaquin and Rio Linda facilities, and failing to submit required quadrennial chemical production data for these chemicals, a filing essential to EPA's ability to screen, assess, and manage chemical risks
To return to compliance under federal law, the company submitted the relevant premanufacture notice and revised chemical data reporting.
Background
Under TSCA, manufacturers intending to produce a new chemical must submit a premanufacture notice, so that EPA can review if the substance presents an unreasonable risk to human health and the environment. In addition, all manufacturers are required to notify EPA before reintroducing substances that have been unreported, or "inactive," in American commerce since 2006, ensuring EPA can monitor and maintain an accurate list of chemicals in production and use. Chemical importers and manufacturers are required to submit chemical data reporting information to EPA every four years. EPA makes the non-confidential business chemical information it receives available to the public.
More information:
TSCA Premanufacture Notice
TSCA Inventory Notification
TSCA Chemical Data Reporting Rule
Learn about EPA's Pacific Southwest Region. Connect with us on Facebook Exit EPA's website, Instagram Exit EPA's website, and X Exit EPA's website.
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Original text here: https://www.epa.gov/newsreleases/epa-returns-chemical-company-compliance-toxic-substances-control-act
EPA Marks 500 Days of Trump Administration with Another 100 Top Environmental Actions
WASHINGTON, June 4 -- The Environmental Protection Agency issued the following news release:* * *
EPA Marks 500 Days of Trump Administration with Another 100 Top Environmental Actions
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Administrator Zeldin Highlights Another Tranche of Environmental Victories as EPA Continues Powering the Great American Comeback
WASHINGTON - Today, U.S. Environmental Protection Agency (EPA) Administrator Lee Zeldin announced 100 additional pro-environmental actions completed since the Trump EPA's one-year milestone, marking 500 days of delivering clean air, land, and water for all Americans under President ... Show Full Article WASHINGTON, June 4 -- The Environmental Protection Agency issued the following news release: * * * EPA Marks 500 Days of Trump Administration with Another 100 Top Environmental Actions * Administrator Zeldin Highlights Another Tranche of Environmental Victories as EPA Continues Powering the Great American Comeback WASHINGTON - Today, U.S. Environmental Protection Agency (EPA) Administrator Lee Zeldin announced 100 additional pro-environmental actions completed since the Trump EPA's one-year milestone, marking 500 days of delivering clean air, land, and water for all Americans under PresidentDonald Trump's leadership.
These accomplishments build upon the agency's previous achievements, including a list EPA released in January 2026 of 500 pro-environmental accomplishments during the first full year of the Trump EPA. These demonstrate EPA's continued commitment to protecting human health and the environment while supporting American economic growth. The 100 actions include major Superfund cleanups, air quality improvements, water infrastructure investments, emergency response efforts, and regulatory streamlining initiatives across all EPA regions and program offices.
"We are thrilled to announce another 100 environmental victories that showcase EPA's unwavering dedication to protecting American families while fueling economic prosperity," said EPA Administrator Zeldin. "These accomplishments prove that environmental protection and the Great American Comeback go hand in hand. In 500 days, we have delivered hundreds of meaningful environmental actions, and this momentum drives our determination to keep securing win after win for the American people and our environment."
These 100 actions represent a snapshot of EPA's daily work across the nation, advancing the agency's core mission through commonsense policies that reduce costs for families, strengthen American energy independence, streamline permitting processes, enhance federal-state partnerships, and support technological innovation.
1. Approved five State Implementation Plan (SIP) submittals, proposed two additional SIP approvals, and completed two administrative actions ensuring Clean Air Act compliance.
2. Issued Toxic Substance Control Act (TSCA) polychlorinated biphenyls (PCB) Cleanup and Disposal Approval for Malden, Massachusetts, kickstarting revitalization of contaminated soil for future commercial use.
3. Completed a Land Revitalization Technical Assistance project for Maine State Pier to support waterfront reuse efforts.
4. Issued special notice letters to over 80 Potentially Responsible Parties for the Lower Neponset Superfund site in Massachusetts to advance remediation progress.
5. Approved the Mashpee Wampanoag Tribe's Quality Assurance Project Plan for water quality monitoring on tribal lands in New England, enabling tribal leadership in protecting tribal waters.
6. Treated over 1.2 billion gallons of drinking water for PFAS contamination at Pease Air Force Base site in New Hampshire.
7. Responded to freight train derailment in Mansfield, Connecticut, helping to contain spilled chemicals and minimize environmental impact.
8. Initiated removal action at Southcoast Plating Site in New Bedford, Massachusetts, addressing hazardous materials in a densely populated neighborhood.
9. Deployed 48 air monitoring stations along the 2026 Boston Marathon course in support of emergency response preparations.
10. Conducted evaluation of Massachusetts Department of Environmental Protection's laboratory for Safe Drinking Water Act compliance.
11. Conducted on-site radiochemistry evaluation of Connecticut's Department of Public Health Laboratory ensuring Safe Drinking Water Act compliance.
12. Issued final National Pollutant Discharge Elimination System (NPDES) permit to Procter & Gamble - Gillette facility in Boston, Massachusetts, ensuring proper industrial wastewater treatment compliance.
13. Conducted National Performance Audit at Connecticut's Department of Energy and Environmental Protection (DEEP) air monitoring stations to ensure Clean Air Act compliance and accurate monitoring.
14. Signed State Implementation Plan approving pollution control measures at a clinical diagnostics business in Rochester, New York.
15. Awarded $844,000 to SUNY Stony Brook and $65,000 to Suffolk County Department of Health Services preserving Peconic Estuary water quality in New York.
16. Finished removal in the U.S. Virgin Islands of over 16,000 gallons of dangerous Liquified Petroleum Gas waste from Port Hamilton Refinery and Transportation.
17. Stopped over 93,000 pounds of potentially dangerous and unregistered pesticides from entering the U.S. through New York and New Jersey ports since January 2026.
18. Completed National Environmental Policy Act (NEPA) review, clearing the way for Brookhaven, New York, to build a new sewer infrastructure and wastewater treatment plant.
19. Deleted Corozal Well superfund site in Puerto Rico from the National Priorities List after addressing groundwater contamination.
20. Issued water discharge permits to four Puerto Rico wastewater treatment plants, treating 1-8 million gallons per day.
21. Finished cleanup of Unimatic Superfund Site in Fairfield, New Jersey, removing over 55,000 tons of PCB-contaminated materials.
22. Removed 230,000 gallons of expired, improperly stored alcohol hand sanitizer from Romulus, New York, warehouse to reduce fire risk to the surrounding community.
23. Issued permit allowing New York State Department of Environmental Conservation to cleanup PCB contamination at a scrap yard in Gibson, New York.
24. Finished cleanup of Former Compounders Superfund site in New Jersey, removing 600 barrels, 1,380 containers, and storage tanks filled with dangerous chemicals.
25. Completed work addressing asbestos-contaminated buildings allowing Paterson, New Jersey, to open Quarry Lawn Park to the public.
26. Filed a complaint with Department of Justice's Environment and Natural Resources Division against the District of Columbia Water and Sewer Authority for Clean Water Act violations that led to, and resulted from, the collapse of the Potomac Interceptor.
27. Entered a consent order correcting 15 Clean Water Act violations at a public water system in Paden City, West Virginia.
28. Completed South Charleston, West Virginia, basement lab cleanup to eliminate immediate hazards and ensure proper disposal.
29. Collected and analyzed nearly 500 water samples following Potomac Interceptor sewage discharge, delivering results on expedited timeline for residents of Virginia, Maryland and Washington D.C.
30. Led unified command responding to salvage yard fire and 10,000-gallon oil spill in York, Pennsylvania, conducting monitoring and hazardous materials removal.
31. Expedited review of Maryland's Animal Feeding Operations permit in 27 days-a 70% reduction in standard review time.
32. Partnering with other levels of government in Georgia, recovered more than 15,000 gallons of jet fuel spilled into the Flint River.
33. Alongside other agencies, cleaned up an estimated 8,500 gallons of fuel impacting two creeks at a trucking facility in Boaz, Alabama.
34. Joined unified command at a facility in Spartanburg, South Carolina, cleaning up 20,000 gallons of oil released into a creek.
35. Advanced Superfund cleanup by securing $7.6 million from responsible parties at CTS-Asheville Superfund site in North Carolina, approving groundwater proposed plan for Alabama Army Ammunition Plant, and advancing Atlanta, Georgia, Westside Lead Site cleanup.
36. Announced Urban League of Atlanta selected for $500,000 Brownfields Job Training Grant advancing environmental workforce development and supporting community cleanup in Georgia.
37. Proposed deleting four Southeastern Superfund Sites-Miami Drum Services in Floria, Pepper Steel and Alloys Inc. in Florida, Diamond Shamrock Corp. Landfill in Georgia, and Caldwell Lace Leather Co., Inc in Kentucky-from the National Priorities List, marking cleanup progress across Region 4 communities.
38. Announced FY2026 Notice of Funding Opportunity for Region 4 Wetland Program Development Grants, opening applications to advance wetland monitoring and protection throughout the region.
39. Supported Miami-Dade, Florida, warehouse fire response by conducting air monitoring onsite with Florida Department of Environmental Protection and citing hazardous materials present.
40. Completed emergency cleanup in Alabama with Gadsden/Etowah County Emergency Management Authority and City of Gadsden by removing cyanide and hazardous wastes.
41. Approved national restoration success story for Fleming Creek in Kentucky, removing 12.8 miles from impaired waters list for nutrient pollution.
42. Awarded $1.687 billion to Florida and $30,277,000 to South Carolina to strengthen water infrastructure resilience.
43. Invested $3.6 million curbing sewage overflows in South Carolina, Alabama, Tennessee, and Kentucky to protect waterways and community health.
44. Made $50 million available in grants advancing innovative, farmer-led conservation on working lands supporting nutrient runoff reduction throughout the region.
45. Invested $25.4 million to help Georgia communities tackle PFAS in drinking water, and fund testing, planning, and infrastructure improvements.
46. Proposed redesignating Cleveland, Ohio, area to attainment for ground-level ozone after three years of monitoring.
47. Substantially completed dredging contaminated sediment from Lower Rouge River Old Channel in Detroit, Michigan, during final phase of $84 million cleanup.
48. Achieved 100% compliance among 13 Region 5 Tribal public water systems in Unregulated Contaminant Monitoring Rule 5 sampling.
49. Completed time-critical removal at Western Tar site in Terre Haute, Indiana, removing and disposing of 13,617 tons of coal tar.
50. Completed time-critical removal at Brown Shoe Factory site in Murphysboro, Illinois, to remove large debris pile and dispose of drums.
51. Aligned state implementation plan requirements throughout the region, with state rules issuing 18 SIP approvals and removing eight from the backlog.
52. Completed final redesignations of Detroit, Michigan; Muskingum River, Ohio; and Huntington, Indiana, sulfur-dioxide nonattainment areas.
53. Approved expedited cleanup enabling off-site disposal of 21,800 tons of PCB-contaminated concrete in Ohio.
54. Worked with Port Clinton, Ohio, and the state of Ohio on $13 million wastewater system upgrade preventing sewer overflows and protecting Lake Erie.
55. Conducted over 200 on-site inspections evaluating and ensuring compliance of regulated facilities throughout the region.
56. Designated 12 Region 7 Brownfields sites as "Ready for Anticipated Use" transforming them into beneficial community assets.
57. Completed cleanup of unknown caustic substance spilled along roadway in downtown Garnett, Kansas, treating 266 exposed vehicles.
58. Analyzed 280 soil samples from 100 sites related to Eaton Fire in Los Angeles County, California, in support of Region 9.
59. Deployed rapid federal response within hours of Kingman County oil spill in Kansas, stopping oil from moving down Chikaskia River.
60. Provided critical emergency support to Iowa Army Ammunition Plant, deploying technical experts for 68 deteriorating drums of explosive lead azide.
61. Completed confirmation sampling at West Lake Landfill Superfund site in Missouri, expediting cleanup process and reducing health risks.
62. Conducted Operation Cosmo with Customs and Border Patrol, training 16 CBP officers and screening 250+ import packages in Kansas City, Missouri.
63. Completed major source-area cleanup at 57th and North Broadway Superfund site in Kansas, removing storage tanks and managing 25,800 gallons of liquids.
64. Commenced second phase cleanup at Heritage Disposal and Storage Site in Alda, Nebraska, addressing a million pounds of explosive materials.
65. Approved Winnebago Tribe of Nebraska's Supplemental Application for Tribes Approved for Treatment as a State (TAS) to administer water quality standards for 1,600 Iowa acres.
66. Approved Meskwaki Nation's water quality standards (WQS) package in Iowa, the first Tribal WQS package approved in Region 7.
67. Completed asbestos removal in Park City, Montana, safely disposing of 960 tons of contaminated soil after school roof damage.
68. Completed Interim Record of Decision at Bonita Peak Mining District in Colorado, improving water quality and site stability.
69. Finalized Ready for Reuse determination at 41-acre Fox Park area of VB-I70 Superfund Site in Colorado, clearing the way for redevelopment.
70. Published final rule approving Colorado's SIP revisions, addressing Clean Air Act requirements for Denver Metro ozone area.
71. Approved Utah updates to water quality standards for Colorado River salinity and methylmercury.
72. Finalized Material Modification to 1995 Consent Decree for Minot Landfill Superfund Site in North Dakota, allowing redevelopment into recreational trails.
73. Swiftly responded to Garden Grove, California, chemical tank incident, including air monitoring support and vital air quality information to state and local authorities, enabling EPA work alongside state and local partners to provide critical data and resources to protect the surrounding community.
74. Began moving 12,000 cubic yards of uranium mine waste from Mesa V complex on Navajo Nation in Arizona to a safe repository.
75. Reached agreement with City of Tucson on groundwater PFAS removal tied to Tucson International Airport Superfund site in Arizona.
76. Completed cleanup of Yuma Cathode Ray Tube warehouse in Arizona, removing over 600 tons of hazardous waste and protecting neighbors and a local food bank.
77. Completed rigorous assessment of Red Hill drinking water systems in Hawaii, concluding earlier decontamination was successful and the water is safe.
78. Entered agreement with Waste Management, Inc. resolving Altamont Landfill Clean Air Act violations with $215,000 penalty in California.
79. Reached settlement with Wilbur-Ellis Company in California over Toxics Substance Control Act violations with $630,737 penalty.
80. Oversaw removal of over 35,700 batteries impacted by massive 2025 Moss Landing battery fire in California.
81. Completed effort sampling for lead at properties burned during 2025 Eaton Fire in California, informing future wildfire response protocols.
82. Approved Idaho's Jordan Creek Mercury Total Maximum Daily Load, protecting people consuming fish and aquatic life.
83. Completed Record of Decision for Fort Wainwright Superfund site in Alaska, advancing environmental cleanup at major contaminated site.
84. Completed Record of Decision for Joint Base Elmendorf Richardson Superfund site in Alaska, establishing clear path for long-term cleanup.
85. Reissued wastewater discharge permit to Kamiah's water treatment plant on Nez Perce Reservation in Idaho to improve treatment safeguards.
86. Cleaned up 38 waste sites totaling 477,000 tons of contaminated soil and debris at 100-K Area of Hanford Superfund site in Washington.
87. Reached $668 million settlement agreement for continued cleanup of Lower Duwamish Waterway Superfund site in Seattle, Washington.
88. Approved Idaho's Pahsimeroi River subbasin Total Maximum Daily Load, addressing temperature and sediment impairments.
89. Awarded $3.8 million SWIFR grant to Unalaska DRIVE, improving abandoned vehicle removal and recycling systems in remote Alaska communities.
90. Advanced Ballard Mine Superfund site cleanup in Idaho by approving Phase 1 Remedial Design, reducing health and environmental risks.
91. Awarded $480,500 in Brownfields Job Training Program grants to Alaska Forum, Inc. for community revitalization and cleanup projects.
92. Awarded $13,089,504 in community grant funding to seven communities throughout Region 10 improving water infrastructure and protecting public health.
93. Concluded 85 enforcement cases in Region 10, securing $853,000 in injunctive relief and reducing 234,000 pounds of pollution while conducting 246 inspections.
94. Announced proposal streamlining permitting requirements for incinerators critical to wildfire prevention and natural disaster recovery.
95. Released draft Fungicide Strategy identifying science-based protections safeguarding over 1,000 endangered and threatened species.
96. Advanced unified, binational Action Plan through Elk-Kootenai/y Governance Body to mitigate transboundary contamination of domestic water between Canada and the U.S.
97. Signed EPA's Children's Health Policy to reaffirm commitment to protecting children by considering early life exposures in health decisions.
98. Entered five-year Memorandum of Agreement with the Association of Territorial Health Officials (ASTHO) and Environmental Council of States (ECOS) collaborating on environmental health projects throughout the country.
99. Launched new EPA Wildfires website helping communities prepare for, respond to, and recover from wildland fires.
100. Updated Federal Lead Action Plan and published Federal Lead Resources Guide describing federal actions and assistance opportunities.
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Original text here: https://www.epa.gov/newsreleases/epa-marks-500-days-trump-administration-another-100-top-environmental-actions
Building Trust in Health Science by Leading with Communities
WASHINGTON, June 4 -- The National Academy of Medicine issued the following news:* * *
Building Trust in Health Science by Leading with Communities
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Trust in health science is not built through information alone. It depends on whether people believe the institutions asking for their trust have listened, followed through, and made room for communities to shape the work from the start.
That idea is at the center of the National Academy of Medicine (NAM)'s Building Trust in Health Science through Community Partnership and Lived Experience Action Collaborative. The Collaborative brings together ... Show Full Article WASHINGTON, June 4 -- The National Academy of Medicine issued the following news: * * * Building Trust in Health Science by Leading with Communities * Trust in health science is not built through information alone. It depends on whether people believe the institutions asking for their trust have listened, followed through, and made room for communities to shape the work from the start. That idea is at the center of the National Academy of Medicine (NAM)'s Building Trust in Health Science through Community Partnership and Lived Experience Action Collaborative. The Collaborative brings togethermore than 30 members with expertise across health science, community partnership, communications, and lived experience to test a different model: one where community is not consulted after the fact but drives the work.
Through Community Trust Circles, collective impact, and results-based accountability, the Collaborative is exploring what it takes for institutions to move from engagement to shared responsibility. Its early work is also helping NAM examine how trust-building happens in practice, including how organizations listen, measure progress, and hold themselves accountable to the people their work is meant to serve.
To better understand the collaborative's model and early work, NAM spoke with program director Amy Gyau-Moyer and research assistant Elisabeth Solomon. In the following interview, they discuss why community partnership and lived experience are central to health science, what the collaborative has already put in motion, and what other institutions, researchers, funders, and health leaders can learn from this approach.
This interview has been edited for length and clarity.
Why is trust in health science such an important issue right now?
Gyau-Moyer: Trust across society, not just in health science is at a critical point. We're living in a time marked by weakened social connection, declining institutional confidence, and competing sources of information. In health and medicine, when trust breaks down, the consequences are profound. Health science is meant to save lives, support prevention, and guide early intervention across communities and lifespans.
If the people or institutions sharing that information are not trusted, the information will not be used. And when lifesaving guidance is ignored, lives are at stake. Trust is not complicated. It's built through consistent actions, transparency, and honesty even when things are difficult. It is essential to health and well-being.
Solomon: Amy captured that beautifully. What she is saying is also reflected in the data from external sources and our own literature review. When there is a lack of trust, health outcomes are not optimal. Trust is vital. Health science, at its core, is meant to improve people's lives. Institutions should be structured in ways that place trust at the center, because it enables that shared vision of health for everyone, everywhere.
What is the Building Trust in Health Science through Community Partnership and Lived Experience Action Collaborative, and why was it started?
Gyau-Moyer: The Action Collaborative includes more than 30 members and uses a dual-level strategy: partnering intentionally and authentically with community from the beginning, while also advancing a national effort to strengthen trust in health science.
Historically, communities most affected by health science research have not been meaningfully included. They are often consulted briefly or asked for one-time input. Today, that approach is no longer acceptable. We cannot succeed without community partnership from the start.
Our model aims to demonstrate that working with communities throughout the research and decision-making process is itself a relationship-builder and that by changing how we operate, we also become more trustworthy as institutions, not the barrier.
Solomon: We've seen so many great trust-building and community engagement efforts, both in the U.S. and internationally. Each one doing important work. But we noticed a gap: few efforts intentionally connect local and national strategies from an operational and relational perspective. We saw this gap and created a model that works on both levels, with a commitment to critically evaluating our trust building efforts along the way for transparent accountability.
What makes this Action Collaborative's model different?
Gyau-Moyer: The National Academy of Medicine's Action Collaborative model brings together experts across health science disciplines to address major barriers to trust in health science. For this work, we knew we needed a framework that intentionally centers community partnership and lived experience, guides how we work together and holds us accountable.
We drew from evidence-based approaches such as collective impact which emphasizes shared vision, bi-directional feedback loops, transparency and just data practices that honor community sovereignty then paired it with results-based accountability, which asks three simple but powerful questions: What are we doing? How well are we doing it? Is anyone better off?
This combination allows us to track, with community partners, whether our efforts are producing the intended outcomes. Many organizations say they've been doing work for years but when evaluated honestly, the question remains: Has it truly made people's lives better? Especially in the ways that they deem important.
We are transparent about our learning process. We know we don't have all the answers, and we are committed to evolving. From a personal standpoint, I cannot imagine someone designing a solution to a problem I experience without my involvement. Health science is an applied field focused on human well-being; without lived experience at the table, we will miss the nuances that make health science stronger and more effective.
Solomon: Our research approach which is grounded in community health needs assessments and national and local datasets; this was simply our starting point. What truly guides this work are the people and communities we partner with. We do not prescribe what communities should do. We center co-development, letting communities set the agenda and define the priorities.
Community partnership and lived experience are central because it's not only rich with the stories and narratives of people, but with solutions. If the work is for community, you can't do it without community by your side. It's really the job of institutions to listen, partner, and work alongside community leaders.
Gyau-Moyer: Leadership in health science has traditionally excluded people outside research and medicine. Community members are often engaged only after decisions are made. That approach overlooks the relational work needed to understand lived realities and often results in what many call helicopter research. We wanted to avoid that entirely.
"From a personal perspective, I cannot imagine someone developing a solution to a problem that I have without my consultation." -Amy Gyau-Moyer
We began with a landscape assessment of peer-reviewed and grey literature to understand national barriers to community partnership. We reviewed community health needs assessments, community health improvement plans and national scorecards to identify areas of mistrust and structural gaps. From that, we created a roles-and-goals matrix to determine exactly who needed to be part of the Action Collaborative.
Who is part of the Collaborative and how did you bring members together?
Gyau-Moyer: The roles-and goals matrix led us to a diverse group: residents and leaders with lived experience who are trusted in their neighborhoods, storytellers, content creators, researchers, social scientists, and people who bridge multiple worlds along with leaders in health sciences. Some had never formally engaged with health science but are trusted messengers in their communities. The result is a dynamic, non-traditional mix of people who bring perspectives rarely included in national conversations.
Solomon : I'll add that as we began searching for members, we knew there were people already doing this community health work on the ground. So, a lot of our initial process was finding organizations, making calls, and connecting with people.
Our collaborative also builds on long-standing partnerships with local organizations doing incredible work for their communities. Bringing these partners in was essential because authentic partnership means nurturing, respecting, and learning from relationships that already exist. We wanted to reflect and model that in the collaborative.
Gyau-Moyer: This work required patience. Trust is built at the speed of relationships, not the speed of timelines. As we built the model, we also built relationships while following the data, making the calls, nurturing new partnerships and deepening existing ones. We knew the work would be challenging, but we also knew that if we came together with intention, something meaningful could happen.
Bringing this group together that is grounded in data, relationships, and shared purpose was itself a major accomplishment.
Solomon : We also wanted to be intentional in how our 32 Action Collaborative members work alongside each other.
For example, we have a flat leadership structure. Instead of a typical steering committee, members nominate who they want as leaders. Those leaders work closely with us as Strategic Anchors throughout the initiative. We also created six-month term limits, where members can either re-elect the Strategic Anchors or elect a new group of folks to lead their pods.
The reason we did this was not only for the bandwidth of our members, but also to make sure all voices and perspectives are heard.
What has the Collaborative already accomplished or put in motion?
Solomon: In December 2025, we convened all members for training in collective impact and results-based accountability. This created a shared foundation for how we work together. With support from the Tamarack Institute, every member received certification, allowing us to operationalize these frameworks consistently.
Our landscape research was another major milestone. By layering national, local, and community-level data, we identified where trust-building efforts should begin.
Gyau-Moyer: Bringing this group together intentionally, relationally and within a tight timeframe was a significant achievement. We have remained non-negotiable about using an evidence-based, community-centered framework because it works and because it honors lived experience.
Many people in our Collaborative have had difficult experiences with health science. To see them step forward and say, "I want to be part of the solution, and my input matters," is powerful. It reflects the trust we are building with each other and the shared commitment to doing this work differently.
When we created this particular Action Collaborative concept, we knew a national effort could not stand alone. Communities needed to be engaged at the same level with shared responsibility, accountability, leadership and decision-making power. That led to the development of the Community Trust Circle model, and Elisabeth guided us through securing IRB approval for it-the first time NAM had ever done so. Achieving IRB approval is a major milestone because it allows this model to be embedded across current and future NAM work.
How does the Community Trust Circle model work, and how does it connect to the broader Action Collaborative?
Solomon : Community Trust Circles are conversations held by partner communities at the local level. These conversations explore what drives mistrust in health science institutions and determine whether our existing research reflects the lived experience, narratives, and nuances of those communities.
Insights gathered from the Trust Circles are confirmed and approved by community and then shared with the Action Collaborative members at the national level. Then, community leaders and collaborative members co-develop solutions that keep community expertise at the forefront, modeling the more trustworthy health science ecosystem they are tasked with building.
A core principle the Community Trust Circle model is the belief that expertise lives within communities. While there is valuable knowledge at the national level, its primary role and responsibility is to amplify, support, and scale what communities already know. Completing our pilot Trust Circle in Anacostia with our partners at Martha's Table, the Anacostia Coordinating Council, and Optimal Health Outcomes East of the River was a major accomplishment.
Gyau-Moyer : That inaugural partnership to develop the Community Trust Circles was spearheaded by our partnership with the Coalition for Trust in Health and Science created by Dr. Reed Tuckson. Another example of how this work can be complimentary and not duplicative. The data we're receiving already shows a striking contrast between what national research says about building trust in health science and what communities themselves tell us. This insight is helping us communicate, collaborate and understand how our work is actually experienced because community members were involved from the beginning.
People often say they want to work with community partners. Our model offers concrete steps while still centering relationships, which is rare.
Solomon : And those steps are measurable.
What do you hope institutions, researchers, funders, and health leaders learn from this work?
Gyau-Moyer: People are doing incredible work in their fields, but they should ask themselves: What comes next? Who can you collaborate with to fill gaps in your work? What challenges become solvable when tackled collectively rather than alone?
Our model isn't the "easy" way, it's the realistic way to bring systems together and use individual strengths for collective innovation. Everyone has a stake in health and well-being, from individuals to local communities to national systems. When we listen to each other and follow through, h ealth science will not be distant or inaccessible as people often experience.
Accountability is also essential. Sometimes you must return to the drawing board. Sometimes you must "lead from behind" and let communities guide the work because they know what is best for them. That requires humility and to be honest our field doesn't always embrace that. Reflecting honestly on how to improve even when it means not being centered is difficult sometimes but necessary.
Solomon : Exactly. Institutions and leaders should evaluate their community engagement or partnership efforts by asking results-based accountability questions: How much did we do? How well did we do it? And most importantly, is anyone better off? Critically examining past partnerships and identifying who truly benefited can guide meaningful change. Models like collective impact and results-based accountability can help.
Gyau-Moyer : We also need to rethink what we consider "expertise." When we recognize communities and people outside traditional health science as reliable sources of knowledge, our understanding of disease, root causes and the health ecosystem shifts. Sometimes what institutions assume is helpful can actually cause harm and that erodes trust.
If we consistently ask, "Is anyone better off because of this work?" and build structures that support collaboration and accountability, trust becomes a natural outcome. The question is no longer "Why aren't we being trusted?" but "How do we continue to be trustworthy by understanding where we can improve?"
Learn more about the Building Trust in Health Science Action Collaborative.
Karen Bacellar is a writer, editor, and Deputy Communications Director at the National Academy of Medicine.
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Original text here: https://nam.edu/news-and-insights/building-trust-in-health-science-by-leading-with-communities/