Environmental Management

System (EMS)

Rivanna Water and Sewer Authority

EPA Third EMS Initiative
Participants
 Metro Waste Authority - Des Moines, IA
 Kansas City Dept of Environmental Management
 City of Charlottesville, VA
 Orange County Convention Center – Orlando, FL
 Clark County Dept of Public Works – Vancouver, WA
 Kent County Dept of Public Works – Dover, DE
 Oakland County Drain Commission – Waterford, MI
 Rivanna Water & Sewer Authority –
Charlottesville, VA
 Sacramento Municipal Utility District – Sacramento, CA
EPA Third EMS Initiative for
Municipalities = MUNI III

Two year program (4 phases) to develop EMS

Managed by US EPA and Global Environment and
Technology Foundation (GETF)
Requires investment of $15,000 per year
Includes one 2-3 day visit per year by GETF
Includes EMS Rep. training at the start of each Phase
Agree to make outreach efforts to promote EMSs to
other governmental agencies and local industries
Authority-wide Strategy
To implement a successful EMS
Ultimate for the entire RWSA and RSWA
Goal

 Phased approach.
 Begin with designated fencelines.
 Apply lessons learned and
Strateg
y effective EMS techniques to other
facilities.
 Capitalize on Core Team
expertise.
 Initial Fenceline

Moores Creek Treatment Plant Complex

including:
• Compost Yard
• Vehicle Maintenance
• Building & Ground Maintenance
• Administration
• Laboratory
What is an EMS ?
EMS Definition

An EMS is a set of management processes and

procedures that allows an organization to
evaluate, control, and reduce the environmental
impacts of its activities, products, and services
and operate with greater efficiency and control.

 Greater efficiency and control

 Environmental compliance
 Environmental stewardship
And EMS is not…

 A “Get out of Jail Free”

card.

 A reactive approach.

 A one-time fix.

 A reinvention of the

wheel.
 Environmental Compliance and
Continual Improvement
EMS GOAL through Sustainable Operations
EMS Concepts and Terminology

 Fenceline  Environmental
 Policy Aspects
 ISO 14001  Environmental
“The Standard” Impacts
 EMS Teams ENVIRO
POLICY
 Objectives
I
C
O
P
O R
P
M
P
 Targets
M L E
R
P
L
L
U
V
E
O  Audits
V
I T N
E
A I T
M
N O I
E
C N O
N
E N
T
 17 Key Elements of an EMS
The commonly used framework for an EMS is the one
developed by the International Organization for Standardization
(ISO) for the ISO 14001 standard, issued in 1996.

Environmental policy Communication

Document, records, and
Environmental aspects
doc control
Legal and other Emergency prep and
requirements response
Objectives & targets Monitoring and
Env. management measurement
Structure and
programs Nonconformance &
responsibility corrective and preventative
action
Operational control
EMS audit
Training
 Basic Pieces of an EMS
An Ongoing Process

 Reviewing the organization’s environmental

goals
 Analyzing environmental impacts and legal
requirements
 Setting environmental objectives and targets
 Establishing programs to meet objectives and
targets
 Managing significant environmental aspects
 Monitoring and measuring progress
 Training; ensuring environmental awareness
Why Implement an EMS?
 Compliance Assurance
 Credibility with Citizens and
Regulators
 Positive Public Image
 City/County/Organization as a
Leader and Innovator
 Competitiveness
 Better Management of Resources
What are the Benefits that
have been seen with EMS
Adoption?
 Improved communication
 Eliminating redundancy in roles and
responsibilities
 Increased operational efficiency and
consistency
 Improved environmental management
Benefits extend
beyond
 Improved relationships with regulators
environmental
improvements…
 Cost savings
and they go beyond
 Improved bond ratings compliance
as the final goal

EPA Initiative Project Timeline
(January 2003 – January 2005)

 Phase I: Getting StartedPLAN

 Phase II: Plan

ACT DO

 Phase III: Do
CHECK
 Phase IV: Check and Act
4 Distinct Phases

Phase I: Getting Designating an EMR and Core

Team, Management Preparation,
Ready Gap Analysis

Environmental Policy, Legal

Phase II: Plan Requirements,
Significant Aspects, Objectives &
Targets,
Environmental
Structure Management
and Responsibility,
Programs Control, Training,
Operational
Phase III: Do Documentation, Document Control,
Communication,
Emergency Preparedness and
Phase IV: Check Monitoring
Response and Measurement, EMS
Audit, Corrective and Preventive
& Act Action,
Records, Management Review
Phase I
Getting Ready (Completed)

 Establish management commitment

 Appoint the management representative

 Identify the “fenceline”

 Identify organizational goals
(Env. Policy)
 Communicate and get buy-in
 Select and train teams

 Complete baselines, track activities

 Conduct a gap analysis
Baseline and Gap Analysis
(Completed)
Baseline – An effort to characterize the
organization and understand the
basis upon which the EMS will built.

Gap Analysis - A review of your current

environmental programs and
management activities
compared against the
elements of an EMS.

Quarterly Reporting – a
resource and project tracking
requirement.
 EMS
Roles and Responsibilities

Top EMS
Management and Management
Steering Committee Representative

Core Team

Implementation Team

All Employees in the Organization

 Core Team

 Anne Bedarf, Environmental & Safety Manager

 Bob Wichser, Director of Water & Wastewater
 Cary Lang, Maintenance Manager
 Jennifer Whitaker, Chief Engineer
 Mike Ralston, Compost Manager
 Mary Knowles, Executive Secretary
 Norman Wescoat Wastewater Manager
 Patricia Defibaugh, Chemist
Identifying Impacts

INPUTS PROCESSE OUTPUTS

• Energy S
• Operations • Wastes
• Water • Maintenance • Emissions
• Materials • Purchasing • Effluent
• Chemicals • Engineering
• Supplies
• Contractors
What are the keys to
successful Implementation?

 Top Management Support

 Dedicated Resources
 Employee Buy-in
 Strong Core and/or Implementation
Teams
 Training
 Rivanna’s Overall EMS Goals
• Reduce environmental impact.
• Promote reduction in resource and raw materials use.
• Reduce odors.
• Save money.
• Foster a better work environment.
• Ensure better public understanding of our processes.
• Develop our public image and promote community
involvement.
• Serve as a leader and resource within our region and state.
“Under the Umbrella”
 An EMS brings
what we’re
already doing
under a single
framework

 Integrates
environmental
considerations into
day-to-day
operations and
decisions

 Captures
institutional
knowledge