2. Agenda 10:00– 10:30 amWhat is an EMS? What is the PEER Center? Why do an EMS? 10:30 – 11:15 amEMS Benefits What Can EDI Do? How does this fit inside EDI and GT? Potential Synergies In and Outside of GT 11:15 – 11:45Timeframe and Cost What’s In It For Me? Who Should We Target? 11:45 – 12:00Break 12:00 – 1:00Lunch / Case Studies 1:00 – 1:30A Look At Other PEER Center Locations Our PEER Center: Help Needed 1:30 – 2:30Discussion 2:30 – 3:00Next Steps? Wrap up

3. What is an EMS?

4. Plan Do Check Act

5. More on EMS A “Best Practices” tool that enables local government officials to set goals with respect to: –Managing facilities’ environmental impacts –Establish planning, staffing, and operational procedures to reach goals Systematic way to review and improve operations for better organizational performance Introduction to more efficient business processes… Leads to operational effectiveness and a better bottom line

6. More on EMS Facilitates the identification of an “environmental footprint” and key issues to be addressed. Provides access to technical expertise for specific environmental issues. Connects to resources – Georgia Tech, EPA, and others – for addressing issues. …Environmental planning, and the implementation of such plans.

7. What is PEER? The PEER Center is the Public Entity Environmental Management System Resource Center. It is specifically for local, county and state governments that are considering implementing or have implemented an environmental management system (EMS). The PEER Center is made up of a central virtual clearinghouse of information and ten Local Resource Centers that provide EMS training and technical assistance.

8. PEER: A Region-Based Network Georgia Tech Economic Development Institute Purdue University Indiana Clean Manufacturing Technology and Safe Materials Institute (CMTI) Texas Commission on Environmental Quality Small Business and Environmental Assistance Division University of Florida Center for Training, Research, and Education for Environmental Occupations (TREEO) University of Massachusetts-Lowell Virginia Polytechnic Institute & State University Center for Organizational and Technological Advancement (COTA) Zero Waste Alliance (Portland, Oregon)

9. Who is Region IV

10. What Types of Public Entities have Implemented an EMS? Cities Ports County Management Offices Prisons Transportation Districts Universities US Post Office School Facilities Transit Authorities Department of Defense Defense Logistics Agency Environmental Protection divisions Parks Zoos Water / Sewer Districts Water Treatment Facilities Airports

12. Benefits “Insurance companies have indicated that we can expect to see a 20% reduction in our insurance premiums as a result of our EMS documentation and the operational controls now in place.” “We have now been able to gain additional policies for our port that we would not have been able to get prior to our EMS.” - Port of Houston Authority, Texas

13. Benefits “We're told the potential impact of our EMS, taken with other factors, is a 1/16th to 1/8th of a point improvement on our bond rating, which could mean millions of dollars of taxpayer money saved each time we borrow money for capital projects.” - Jefferson County, Alabama

14. Benefits “Our port has received strong support for our EMS from state and Federal regulatory agencies. This has translated directly into better working relationships on important port projects. We have even received substantial grant funding to demonstrate innovative practices.” - Tom Kornegay, Executive Director Port of Houston Authority, Texas

16. AICUZ (Noise Bands) Below 4,000 ft Above 4,000 ft Mixing Zone Subsurface Land Access Groundwater Access Deep Strata Airspace Air Shed Emissions Availability Installation Boundary-- 10,000 acres 4,000 ft Above 4,000 ft Spectrum Injection Well Water Well Surface Water Access & Discharge Availability Groundwater Discharge Availability 29,000 ft 31,000 ft Surface Land Access Accident Potential Zone Conceptual Model: Encroachment Pressures Affect All Resources Commercial & Residential Development Protected Habitat Commercial Aviation Commercial Communications Noise Ordinances Population Growth UXO CZ APZ 1 CZ APZ 1 APZ 2 APZ 1 APZ 2 APZ 1 Adapted from Ms. Koetz Presentation, Environmental Resource Risk Management, 25 Feb 03

17. November 19-20, 2003 Atlanta, GA AirspaceAir Shed Emissions Availability Surface Land Access Subsurface Land Access Sea Space Access Surface Water Access (Supply) Surface Water Discharge Availability Ground Water Supply Access (Supply) Ground Water Discharge Availability Spectrum RO3 RD1 RO1 RR RO3 RO2 RD2 RD3 N/A RO1 Resource Capacity Measurement National Data Display Adequate Opportunity Degraded Goal: Sustainment Restoration, Modernization to Meet Operational Needs

18. November 19-20, 2003 Atlanta, GA Air Resource Capacity Model Air Emissions

19. Energy Efficient Lighting Capital cost $27,500 Estimated energy savings450,000 kWh/year $22,500/year CO 2 reduced:315 tons/year SO 2 reduced:2.5 tons/year NO x reduced:0.7 tons/year VOCs reduced:7.5 lbs/year Baldwin State Prison Milledgeville, GA

20. Recycling Aluminum and tin can recycling Capital cost = $340 Cost savings in tipping fees = $1,200/year Revenue from recycling = $13,000/year Estimated solid waste diverted from landfill = 40 tons/year Hancock State Prison Sparta, GA

21. Water Efficiency Install Water Meters to Record Baseline Data Install Timed Shower Valves to Regulate Inmate Shower Usage Capital Cost = $50,000 Potential Cost Savings $15,000/year Scott State Prison Milledgeville, GA

22. Why Do This?: Summary of Benefits Financial –Reduced Liabilities –Improved Bond Ratings –Reduced Insurance Premiums –Increased Insurance Coverage –Reduced fines from EPA –Modification in DOJ consent orders

23. Why Do This?: Summary of Benefits Environmental –Reduced air emissions –Reduced energy consumption –Reduced water consumption –Improved land management or use –Improved water management plans –Improved storm water management –Improved management of historical resources –Improved management of emergency communication –Improved management of emergency system –Improved management of endangered species

24. Why Do This?: Summary of Benefits Operational –Improved Efficiencies –Reduction in environmental reporting –Change in compliance status –Improvement in process capacity –Improved training of personnel –Improved reuse and recycling of materials –Improved material selection

25. Why Do This?: Summary of Benefits Other –Improved understanding of legal requirements –Improved compliance records –Improved public participation –Improved community image –Participation in Performance Track –Participation in State Recognition Programs

27. About Georgia Tech EDI "Assisting public entities in being more effective with environmental matters fulfills EDI's mission of making communities more economically sound and attractive to stakeholders." -- Rick Duke, Director

28. About Georgia Tech EDI Extensive expertise in EMS and ISO 14001 design, implementation and assistance. Nationally recognized as a leader in EMS, and have trained thousands of individuals on management systems. Team of certified EMS lead auditors assist with environmental compliance, regulations, and management systems for environment, energy, and security issues.

29. What can Georgia Tech EDI provide? Assessments Training –Open-enrollment –On-Site –Group Training Coaching Facilitation Licensing Program User Networks Web Resources Access to GT Resources

30. How does this fit inside EDI? Builds on existing community services (planning and economic development). Helps fill void in meeting local government needs. Serves as channel for expanding community services outside the state. Leverages and identifies leads for EMS for Business and Industry. Provides continued connection to government clients like DLA and DOD. Has the potential to leverage environmental expertise within EDI and Georgia Tech. Strengthens existing partnerships. Offers new partnerships within Georgia Tech, Georgia, Region IV, etc.

31. Colleagues within Georgia Tech Economic Development & Technology Ventures. Center for Quality Growth and Regional Development (CQGRD) Center for Assistive Technology & Environmental Access Georgia Tech Research Institute Georgia Water Research Institute Environmental Resources Center Institute for Sustainable Technology and Development School of City and Regional Planning School of Civil and Environmental Engineering School of Public Policy School of Earth and Atmospheric Sciences School of Chemistry and Biochemistry Potential Synergies Within Georgia Tech

32. Association of County Commissioners in Government (ACCG) Georgia Municipal Association (GMA) Georgia Department of Community Affairs Georgia Environmental Partnership (GEP) –P2AD, UGA, GT Georgia Environmental Facilities Authority Georgia Emergency Management Agency Georgia Quality Growth Partnership GEDA Natural Resources & Environment Committee UGA Carl Vinson Institute for Government Georgia Economic Development Potential Synergies Within Georgia

33. U.S. EPA Other PEER Center Locations Appalachian Regional Commission U.S. Department of Agriculture Multi-State Working Group (MSWG) International County-Municipal Association (ICMA) American Association of Public Works (APWA) National Association of Counties (NACO) National League of Cities International Economic Development Council (IEDC) Department of Defense (DOD) Defense Logistics Agency (DLA) Potential Synergies Outside Georgia

35. Typical Hours for Implementation By The Client 1,000 to 2,000 hrs for Plan 1,000 to 3,200 hrs for Do and Check 100 to 800 hrs for Act _____________________________ 2,100 to 6,000 person hours = TOTAL

36. Typical Timeline Used By The Client 4 months => Phase I: Getting Ready 6 months => Phase II: Plan 8 months => Phase III: Do 6 months => Phase VI: Check and Act ______________________________ 24 months = 2 years total calendar time

37. Costs General Pricing guidelines: – In Georgia: $750 per day for coaching, $2,500 one day courses, $3,600 for two day courses. Plus Travel General Pricing guidelines: – Out of State: $1,000 per day for coaching, $3,000 one day courses, $4,000 for two day courses. Plus Travel

38. EDI Projects Completed –DOD –DOC –DLA Proposed –Savannah Port –Jefferson County In Process –Bartow County –DOC –DLA

40. What’s In It For Me? Addressing Stakeholder Challenges Who Are the Stakeholders? –All Tax Payers Businesses (Existing, Prospective, New) Residents Retail –Prisons –Ports, Airports, Roads, Rail –Parks and Recreation Facilities –School Facilities

41. What’s In It For Me? Addressing Stakeholder Challenges Economic Developers –Smart Growth / Quality Growth –Water Capacity –Comprehensive Plan Guidance –Land Use Allocation –Dealing with Non-Attainment Impacts –Fiscal Sustainability –Bond Rating –Insurance Premiums

42. What’s In It For Me? Addressing Stakeholder Challenges City and County Managers / Elected Officials –Same items as Economic Developers, plus… –Environmental Benefits –Effectiveness of Operations –Efficiency in Operations –Liability Reduction –Management of Legal Issues –Cost Reduction –General Public Opinion / Confidence

43. What’s In It For Me? Addressing Stakeholder Challenges Planners –Smart Growth / Quality Growth –Water Capacity –Comprehensive Plan Guidance –Land Use Allocation –Non-Attainment Issues –Sustainability –Environmental Benefits

44. What’s In It For Me?

45. What Are The Real Incentives? EPA –Performance Track (federal performance program) –Flexible Permitting –Reduced fines ex. Port of Houston State –Performance Partners (state performance program) –Improved permitting process –Technical assistance

46. What Are The Real Incentives? Department of Justice –Supplemental Environmental Programs –Flexible program negotiations –Reduction in fines ex. City of Roanoke Virginia

47. Target Clientele: What types of Communities in GA would most benefit from an EMS? Those with at least 20,000 to 30,000 + in population Metropolitan and micropolitan statistical areas. High growth areas and those in anticipated growth corridors. Those with automobile, pharmaceutical or chemical industries. Those who have to meet the phase II storm water requirements (storm water utilities) or large septic use. Those in air non-attainment regions. Those with Parks, Airports, Zoos. Defense communities, Corps of Engineers Those with brownfield sites Those with joint development issues Those who seek to address regional issues Those who need to manage growth Those who need a way to manage regulations

49. Case Studies

51. A Look At Other PEER Center Locations 4 University Based: –Virginia Tech (COTA) –UMASS – Lowell –University of Florida (TREEO) –Purdue (CMTI) 1 State Agency Based: –Texas Commission on Environmental Quality 1 Non-Profit: –Zero Waste Alliance

52. Sources of Funding: Texas: existing state funds, some federal grants (federal pollution prevention program, Clean Water Act 106 funds) Virginia Tech: General Assembly appropriations, program income, foundation funds UMASS: EPA funding and grants, participant income Florida: 100% through training and assistance Zero Waste Alliance (OR): 100% through projects Purdue: 4 federal agencies, 2 state agencies, 2 higher education institutions, 3 consulting organizations, 15 private corporations A Look At Other PEER Center Locations

53. Strategies for Increasing Funding: Texas: Continue to seek and maximize federal funding; partner with other EMS providers and assistance centers in state Virginia Tech: Programming in Environmental Management area – e.g., for aspiring management to people in government UMASS: Increase number of programs and partnerships Florida: Increase grant funding and contract training Zero Waste Alliance: Continue to seek project income and EPA funds A Look At Other PEER Center Locations

54. Key Operational Challenges: Funding Marketing and recruitment –Lack of awareness that center exists –Answering the question: is there a market for EMS? –Getting new projects – sometimes have to volunteer time Lack of information about the benefits of EMS EMS is a relatively low priority on the list of “things to do” among clientele Staffing Lack of formal organizational structure A Look At Other PEER Center Locations

55. Georgia Tech EDI’s PEER Center Established in 2002. EDI reorganization in 2004 to be housed within community group, the key customer set for PEER Center activities. Staff Lead is Deann Desai. In coordination / partnership with EEMC Staff: Holly Lawe, Dennis Kelly, Bob Hitch, Ed Hardison, Craig Cochran. Funded through sponsored projects and state budget. Primary Customer: Public Entities Market: Georgia and all of EPA Region IV.

56. 2005-2008 Goals For Georgia Tech EDI’s PEER Center To market PEER Center services to all MSAs in Georgia and Region IV. To strengthen awareness about Georgia Tech’s environmental services within and outside of Georgia and Georgia Tech. To engage in strategic partnerships within and outside of Georgia and Georgia Tech for PEER Center initiatives. To become the resource clearinghouse for EPA, Georgia Tech, and other environmental programs and resources. To achieve high impact in EMS service delivery. To be at the state’s table for key quality growth discussions and policy decisions. To conduct education and outreach about strategic environmental issues and their importance to Economic Development in Georgia and EPA Region IV. To define EDI PEER Center’s unique value including how it compliments and builds on existing environmental programs and resources, and widely communicate that definition. To develop a diversified funding base (like Perdue) for long-term sustainability of efforts.

57. 1.Spread the word on EDI’s PEER Center capabilities among legislators, economic developers, city and county officials, RACs, DEcD / DCA regional partners, etc. 2.Market PEER Center services to all metropolitan and micropolitan areas. 3.Generate leads / develop opportunities for service delivery, particularly among the communities we should target. 4.Identify and help in the pursuit of MAJOR sources for funding to underwrite our costs. 5.Inventory and catalogue Georgia Tech’s (all departments) resources for environmental assistance, building on work already done. Help Needed From EDI’s Business Development Team & Other Colleagues

58. 6.Identify and help in pursuit of initiatives with strategic partners for EDI PEER Center engagement and collaboration. 7.Develop a list of key environmental-related contacts for each region. 8.Identify speaking opportunities for EDI PEER Center. 9.Identify and help with addressing need for marketing collaterals and Web Portal resources. 10.Provide market intelligence on customer needs, perceptions, and priorities as it relates to environmental issues. Help Needed From EDI’s Business Development Team & Other Colleagues

59. Discussions

60. Thank you for your participation… Contact Information: Deann Desai deann.desai@edi.gatech.edu 706-542-8902 (phone) 770-605-4474 (cell) Joy Wilkins joy.wilkins@edi.gatech.edu 404-895-6115 (cell)