Purpose and Context
George Frantz, creator of successful partnerships with businesses during the nineties for the Massachusetts Office of Technical Assistance for Toxics Use Reduction (OTA).
With heavy heart I recall the passing of a beloved friend, who made a major contribution to the evolution of a better way of governing ourselves. I had the luck and privilege to work with George Frantz during the nineties when an effort was taking place at both state and federal levels to improve how we do environmental regulation: to provide assistance, and not just enforcement (and to use that assistance to prevent harm, not just clean up messes after they have happened).
This evolution of governance is unfortunately not that well grasped by the public, because some administrations used voluntary programs to replace enforcement, but that doesn’t work. (Also, purveyors of toxics have worked to squelch efforts to reduce their sales). But there is no question that assistance, and working in partnership with the regulated community, can be extremely effective if you first introduce it as a complement to enforcement. In time things improve and you can reduce enforcement, but not right away.
Back when this new movement was just starting, (late '80's, early '90's), the big question was, how do you create friendship between warring camps? At that time environmental agencies were regarding all businesses as potential polluters and companies were regarding the agencies as a threat to their survival. How do you bridge that giant gap?
Without people who can, you don’t get out of the starting gate and all your fine ideas live only in your files. You need people who can earn and keep the trust of other people. George Frantz was a master practitioner of that art and from my lucky seat in this movement, I was a witness to some of the career of this key player, this principal demonstrator of the value of the all-important thing I call relational governance.
I don’t want George (known as Tock to his family) to be an unsung hero of this forgotten and very rich period in environmental policy.
This evolution of governance is unfortunately not that well grasped by the public, because some administrations used voluntary programs to replace enforcement, but that doesn’t work. (Also, purveyors of toxics have worked to squelch efforts to reduce their sales). But there is no question that assistance, and working in partnership with the regulated community, can be extremely effective if you first introduce it as a complement to enforcement. In time things improve and you can reduce enforcement, but not right away.
Back when this new movement was just starting, (late '80's, early '90's), the big question was, how do you create friendship between warring camps? At that time environmental agencies were regarding all businesses as potential polluters and companies were regarding the agencies as a threat to their survival. How do you bridge that giant gap?
Without people who can, you don’t get out of the starting gate and all your fine ideas live only in your files. You need people who can earn and keep the trust of other people. George Frantz was a master practitioner of that art and from my lucky seat in this movement, I was a witness to some of the career of this key player, this principal demonstrator of the value of the all-important thing I call relational governance.
I don’t want George (known as Tock to his family) to be an unsung hero of this forgotten and very rich period in environmental policy.
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