The I authority' s plan is to pay for the beefed up inspection and permit 
programs through higher fees for permit holders. The management plan, in 
other words, is to have the permit holders pay for services rendered. 
Another part of the Puget Sound plan, as you heard earlier, includes a 
campaign to reduce nonpoint pollution. This includes some sensitive 
management decisions for Ecology, which must approve local nonpoint 
reduction plans, step in and develop plans where local officials fail to 
do a priority watershed plan or use our enforcement authority to require 
locals to prepare and implement a plan. 
We will have to work closely with local government so it will not invest 
in plans we can't approve. 
A major component of nonpoint plans involves land use decisions, and this 
is obviously sensitive ground for the department. The idea of the state 
stepping in to develop local priority watershed plans is untried and will 
be an area to watch in the future. 
All of our new initiatives will involve new people -- lots of them. A key 
issue, as we prepare to get legislative approval of the plan, is the speed 
with which we can implement it. 
We have serious questions about how fast we can gear up. How big a talent 
pool is there to hire from? How long will it take to hire new employees? 
Can we find enough office space to house them? How quickly can we get the 
equipment needed to support them? What about training demands? 
We have heard that when the Chesapeake Bay plan was approved and Maryland 
was gearing up to start work, it took two and a half years to hire 43 
people. 
We are currently looking at a far more aggressive schedule. One plan 
calls for the addition of 12 new employees a month over a two-year period. 
That amounts to 288 new employees in an agency which now has about 700. 
As I mentioned earlier, one of or key goals must be to develop a workable 
implementation plan and realistic expectations. 
We have been very fortunate in Washington to have a governor. Legislature 
and general public which is willing to chart an aggressive course of 
pollution control. But with those bold mandates came some high 
expectations. 
As managers, we not only have to do a good job implementing those plans 
but also temper their enthusiasm and expectations so we have a realistic 
plan. 
It would be unfortunate to lose our momentum just because we were unable 
to meet unrealistic public expectations. 
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