AASHTO EMS-2004 EMS Implementation Handy Guide Number One - Making the Case for an Environmental Management System《执行环境管理体系适用2号指南.EMS组织协调和沟通的桥梁.修改件2》.pdf

《AASHTO EMS-2004 EMS Implementation Handy Guide Number One - Making the Case for an Environmental Management System《执行环境管理体系适用2号指南.EMS组织协调和沟通的桥梁.修改件2》.pdf》由会员分享，可在线阅读，更多相关《AASHTO EMS-2004 EMS Implementation Handy Guide Number One - Making the Case for an Environmental Management System《执行环境管理体系适用2号指南.EMS组织协调和沟通的桥梁.修改件2》.pdf（24页珍藏版）》请在麦多课文档分享上搜索。

1、 EMS Implementation Handy Guide Number One prepared by AASHTOs Center for Environmental Excellence David Soitis, TechLaw, inc. American Association of State Highway and Transportation Officials May 2004 O Copyright 2004, by the American Association of State Highway and Transportation Officials. All

2、Rights Reserved. This book, or parts thereof, may not be reproduced in any form without written permission of the publisher. Printed in the United States of America. Contents Purpose Making the EMS Business and Environment Case Why Make an EMS Business and Environment Case Key Questions Making the C

3、ase for an EMS - Case Components How to Make the EMS Business and Environmental Case Examples of Making a Case for an EMS Example 1 : NEPA and Permitting Process Example 2: Construction Inspection Example 3: Construction and O B Increasing resource and schedule burdens associated with regulatory and

4、 stakeholder oversight; 8 Examples of Making a Case for EMS B Reguiatory agency and public skepticism regarding a DOTs ability to protect the environment; and D Inconsistent communication and implementation of environmental commitments from preliminary engineering to design and construction. U 2. Re

5、sources and Time Needs B 12- to 16-person weeks (each) of environmental, planning, design, and community coordination/public outreach staff to identify and develop processes related to stakeholder issues and concerns and consistent, optimum project planning. B 8- to 12-person weeks (each) of environ

6、mental, planning, and design staff to develop processes for requirements identification, coordination, distribution, and implementation. B 2-to 4-person weeks of environmental planning, design, and community coordination staff to develop and communicate relevant DOT EMS implementation information to

7、 influence stakeholder responses and perceptions. D Project activities are estimated to take eight-to-nine months to complete. This is limited to developing and putting in place the EMS procedures, processes, and tools. 3. Identify Result contractor activities leave conditions which could lead to er

8、osion or sedimentation problems; and construction inspectors have -. commented that their training and their measurement of success is based solely on the delivery of a quality transportation facility (e.g., highway or bridge). _ 2. Resource and Time Needs D Eight-person weeks each of environmental

9、and construction staff time to develop requirements summary, assessment checklist, reporting process, and training program: prepare and present training; develop assessment checklist, and develop planning process. Training (assuming 100 inspectors across the state and four-hour program) - 400 hours.

10、 D Project activities are estimated to take nine to 12 months to complete. This includes the development and implementation of procedures and checking processes, and the development and provision of training. D Eliminate an average of 25 fines or other notifications of E B Absence of a mechanism to

11、ensure that any new or updated environmental requirements are recognized and implemented by the users; and, B Incidents of noncompliance resulting from the preceding issues. 2.- 2. Resource and Time Needs b Twelve-person weeks (each) of environmental, construction, contracts, and maintenance staff t

12、o develop and implement processes. B Six- to eight-person weeks of environmental staff to review instructions and documents to ensure that they include current commitments and requirements. B Project activities are estimatcd to take approxirnatcly eight months to develop and implement EMS procedures

13、, processes, and tools. 12 Examples of Making a Case for EMS 3. Identify Results. B Reduce number and cost of environmental incidents attributable to inadequate knowledge of or familiarity with commitments and requirements. The average number of construc- tion and maintenance incidents has been 20 p

14、er year over the past three years. Corrective actions costs (for DOT labor and corrective action contractors and supplies) is $10,000 per incident (or $200,000 per year based on an average of 20 incidents per year). . - 4. Prepare a Summary. Refer to the above. Example 4: Stockpile and Garage Operat

15、ions “ c. r ,.d-r. I . ,. 1. Evaluate Issues and Opportunities to Select the EMS Focus. Issues include a fuel release which led to a cleanup notice, storage of fuel, hazardous materials on site, location in populated area and upstream of a sensitive watershed, consistent cover for roadway maintenanc

16、e materials (salt, liquid asphalt, liquid anti-icing agent), and many citizens in area are “environmentally active.“ 13 EMS Implementation Handy Guide Number One B Evaluation shows that releases, resulting cleanups, and fines can be - traced back to failure to follow simple practices; and citizen su

17、rveys indicate that they believe DOT employees do not care about the environment. B Activities related to the above include materials storage, materials use and distribution, and desigdconstruction of a new personnel building. B Due to predominance in issues and opportunities -focus on materials, st

18、orage, distribution, and use. Personnel building construction/design can be addressed in the next go around provided that engineers are asked to consider energy efficiency. 2. Resource and Time Needs. B Eight-person weeks of environmental staff time to prepare and present instructions, and develop a

19、ssessment checklist (over a period of four months). For support, two-person weeks (each) of maintenance manager and stockpile managerlsupervisor. Two-person weeks (total) for employees to do reality check on instructions and checklist. Training (assuming 50 people assigned to stockpile and three-hou

20、r program) - 150 hours. B Project activities are estimated to tak approximately six to eight months to develop and implement EMS procedures, processes, and tools and provide training. 3. Identify Results. B Fines avoided (in excess of $2,500 per incident, four fines in 2000, three fines in 200 1, fo

21、ur fines in 2002, and four Enes in 2003). Total is approximately $10,000 per year. B Labor savings, include cleanups for each incident required from 2.5- to three-days work from two crews. Assume four-person crew and $35 per hour per person, allowing routine duties to be completed without overtime.

22、Totals amount to labor savings of more than $25,000 per year (over 700 hours per year). Releases in the incidents averaged 100 gailons. B Cost avoidance wiil include cleanup waste disposal costs average $3,000 per incident. B A typical stockpile in the DOT stores more than 1,000 gallons of liquid as

23、phalt, more than 2,000 tons of salt, more than 1,000 gailons of fuel, and more than 100 gaiions of solvents, herbicides, paints, and other hazardous liquids. 4. Prepare a Summary. Refer to the above. 14 Examples of Making a Case for EMS Example 5: Roadway Maintenance 1. Evaluate Issues and Opportuni

24、ties to Select the EMS Focus. Roadway maintenance includes any activity that would have an erosion or sedimentation environmental impact. D Issues include recent incidents of sediment deposition or erosion (e.g., washouts) that require corrective actions in response to regulatory notification or sta

25、keholder complaints: roadway maintenance activities leave conditions (e.g., unstabiiized areas, areas not mulched or seeded, steep cuts, or no diversion channels or rip rap) which could lead to erosion or sedimentation problems after DOT crews are finished working in the area; a number of sensitive

26、watersheds and wetlands (by regulatory definition) near roadways maintained by the DOT; regulators (including conservation district staff) have expressed increasing concern about the DOTS lack of adequate E and, many citizens in area are “environmentally active.“ D Evaluation shows that foremen/supe

27、rvisors are unaware of or unfamiliar with specific E the DOT does not have a routine means to consider the “green-ness“ of products used in operations and maintenance; and, regulatory staff have noted (although no fines or formal notices have been issued) that rest area treatment facilities are pron

28、e to upsets. D Related activities include rest area design and equipment selection, chemicals and materials selection, and wastewater treatment facility design and operation. B Focus on equipment selection and design, support facilities operation, and maintenance materials selection. 17 EMS Implemen

29、tation Handy Guide Number One 2. Resource and Time Needs B Twelve-person weeks (each) of environmental, -. design, procurement, - and maintenance staf to develop facity/equipment and chemicals/materials selection and options review processes. B Wo-person weeks (each) of environmental and operations

30、staff to develop an up-to-date, comprehensive set of instructions for rest area wastewater treatment facilities (to avoid and minimize the potential for upsets). B Project activities are estimated to take approximately eight months to develop and implement EMS procedures, processes, and tools to con

31、sistently and continually idenify evaluate, and implement “green“ opportunities. 3. Identify Results. B Reduce energy costs - each rest area averages $10,000 per year for electricity and $7,000 for natural gas. B Control chemicalslmateriais used in maintenance (e.g., cleaning products) - each rest a

32、rea requires 500 gallons per year of cleaners and 1,000 pounds per year of herbicides and pesticides. The DOT operates five rest areas. B Reduce water consumption (lavatories, drinking water, and cleanup) - each rest area uses an average of 1,000,000 gallons per year of water, DOT cost for treating

33、well water or purchasing water averages $1.75 per 1,000 gallons. 5. Prepare a Summary. Refer to the above. 18 Other EMS Information Other EMS Information This and the other AASHTO Center for Environmental Excellence EMS Implementation Handy Guides incorporate and build upon the guidance presented in

34、 AASHTOs EMS Implementation Guide, Using an Environmental Management System to Meet Transportation Challenges and Opportunities which was issued in August 2004(?). When the Implementation Guide was issued, the Center for Environmental Excellence also conducted a 2.5-day workshop to demon- strate use

35、 and application of the EMS Implementation Guide to transportation operations and facilities. The Implementation Guide, its attachments, associated workshop presentations, and other EMS-related information can be accessed on the AASHTO Center of Environmental Excellence web site at: http:/ /environm

36、ent.transportation.org/environment-issues/enviroental management-systems. EMS questions and comments may be directed to the AASHTO Center for Environmental Excellence through khoeilenaashto.org. 19 EMS Implementation Handy Guide Number One Making the Case for an EMS - A Summary Management Commitment

37、 -The success of an EMS begins with management commitment of resources and commitment to environmental stewardship that can be observed by employees. The business case is the vehicle to obtain this commitment. Expectations - The business case should identify measurable, achievable beneEts expressed in business terms (schedule, hours, dollars). Look at the overall operation and personnel involved to identify these expectations -involve others as needed. Realistic, but Challenging - Be realistic when assessing benefits and resource needs. Challenge the organization to go beyond status quo. 20