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In 2011, the Florida Department of Health (FDOH) began undergoing an agency reorganization which proposed structural changes in its Division of Environmental Health (DEH). Historically, the DEH has been focused on programmatic and regulatory functions related to environmental health. A significant shift occurred in 2003, when a community environmental health assessment tool called the Protocol for Assessing Community Health in Environmental Health (PACE EH) was adopted by the FDOH to focus on a core public health component: assessment. The DEH supported the environmental health initiatives by circulating excesses in surplus revenue from permit fees back to county health departments to fund projects. Although FDOH has received national acclamation and won numerous awards for their PACE EH initiatives, approximately half of counties still have not chosen to conduct PACE EH assessments. Why is it difficult to fully implement and strengthen the Protocol for Assessing Community Excellence in Environmental Health across Florida despite the many obvious successes at the local level? Furthermore, how does PACE EH fit in with the current reorganization of the FDOH? To determine the root cause of the problem, data was gathered by polling each of Florida’s sixty-seven county health departments to determine what prevented them from executing the PACE EH and whether they had ever performed an Environmental Public Health Performance Standard (EPHPS) self assessment. Two thirds of the health departments completed the survey. The results indicated that Environmental Health Managers perceived lack of funding and staff to be primary factors. The majority of health departments had never performed an EPHPS self assessment. It was evident that the FDOH DEH culture in county health focused primarily on enforcement and regulatory duties, rather than assessment functions. A clear need to improve the balance between enforcement and utilizing assessment more to engage communities to be empowered to work with local governments and stakeholder to solve issues was apparent. Becoming a partner in redeveloping a community instead of serving as an “enforcer” needs to be examined as a viable shift to start solving long standing community identified issues that have gone long ignored, only to be periodically band-aided with enforcement measures, but not permanently solved. Note: These documents have not been revised or edited to conform to agency standards. The findings and conclusions in these reports are those of the author(s) and do not necessarily represent the views of the Centers for Disease Control and Prevention.