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Measuring Environmental Performance: Beyond the Beans – San Diego County’s EPIC Pilot Project. 16 th ANNUAL CIHC CONFERENCE December 4, 2006 presented by: Michael Dorsey, Chief Hazardous Materials Division County of San Diego Department of Environmental Health.

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Measuring Environmental Performance: Beyond the Beans – San Diego County’s EPIC Pilot Project

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Measuring environmental performance beyond the beans san diego county s epic pilot project

Measuring Environmental Performance: Beyond the Beans – San Diego County’s

EPIC Pilot Project

16th ANNUAL CIHC CONFERENCE

December 4,2006

presented by:Michael Dorsey, ChiefHazardous Materials DivisionCounty of San Diego

Department of Environmental Health


Declining enforcement levels a sign of success or an indicator of problems

DECLINING ENFORCEMENT LEVELS: A SIGN OF SUCCESS OR AN INDICATOR OF PROBLEMS?

  • Environmental agencies are commonly criticized when the number of enforcement cases decline.

  • The number of enforcement actions may decrease for a number of reasons, some positive and others negative.

  • It may reflect lax government follow-up or a reduced number of inspections.

  • It may reflect improved compliance by the regulated community.

  • Without more information and better outcome measures, enforcement levels alone don’t provide a complete picture of performance.


Are there better ways to measure performance

ARE THERE BETTER WAYS TO MEASURE PERFORMANCE?

  • Find and target environmental and non-compliance problems;

  • Motivate regulated parties to reduce their negative impacts on the environment;

  • Assess and depict program effectiveness more accurately; and

  • Communicate program effectiveness to EPA, Cal/EPA, federal and state legislatures, and the public.


Measuring environmental performance beyond the beans san diego county s epic pilot project

Directive:

OEHHA to collaboratively develop and maintain environmental indicators

Project’s initial goals:

  • a process for identifying and selecting environmental indicators; and,

  • an initial set of indicators

The Environmental Protection Indicators for California (EPIC) Project


Results based management relies on

Results-Based Managementrelies on….

  • Measurements of outcomes/results as part of a system that tracks resources and activities;

  • A structure for reporting and analyzing the measurements;

  • Adjustments to planning and implementation efforts to meet our mission.


Unified program epic pilot project

UNIFIED PROGRAM EPIC PILOT PROJECT

  • Measuring Unified Program Compliance Through Education

    • Hazardous Waste Generator Program; Hazardous Materials Business Plan Program; and Medical Waste Management Program (San Diego County Department of Environmental Health).

    • Underground Storage Tank Program (Sacramento County Department of Environmental Health).


Unified program epic pilot project cont

UNIFIED PROGRAM EPIC PILOT PROJECT (Cont.)

  • Project Description:

    • Focus on a narrow set of indicators (selected violations) in an industry sector

    • Establish a baseline

    • Measure impact of educational outreach on compliance


Goals and objectives

GOALS AND OBJECTIVES

  • Goal: Reduce non-compliance of Unified Program Agency violations through education and outreach.

  • Objectives:

    (1) Demonstrate that education and outreach can be effective tools in obtaining compliance from the regulated community; and

    (2) Establish a risk-based inspection process that can be used to assist in directing resources to areas of high risk and non-compliance.


Performance measures

PERFORMANCE MEASURES

  • Reduce by 25% the top ten most common violations combined from the following categories by July 1, 2006:

    • Hazardous Waste/Tiered Permitting

    • Hazardous Materials Business Plans

    • Medical Waste

  • Reduce the top ten most common violations combined from the following categories by an additional 25% by July 1, 2007:

    • Hazardous Waste/Tiered Permitting

    • Hazardous Materials Business Plans

    • Medical Waste


Incentives

INCENTIVES

  • Reduce inspection frequency for R&D Laboratories and Biotechnology businesses from 18 to 36 months for FY 07-08.

  • Institute a flat fee for Biological R&D laboratories and Biotechs to reflect 36-month inspection frequencies for FY 07-08.

  • UST & Med Waste LQGs retain 12-month statutory inspection interval.

SNC status would trigger return to the 18-month inspection interval and a comparable fee schedule.


Snc status

SNC STATUS

  • Significant non-compliance (SNC) for this project is either:

    • One significant violation, or

    • Three violations that cannot be corrected during an inspection.

  • A combination of repeat minor violations and other violations.

  • A facility in a SNC status will be inspected every 18 months instead of 36 months, and

  • Permit fees will return to original fee schedule


Future tasks

FUTURE TASKS

  • Determine who qualifies for reduced inspection frequency

  • Develop the flat fee structure

  • Continually update the most common violation list and adjust outreach process

  • Develop an continued education/certification process

  • Publish the results of the project in an environmental journal

  • Develop new topics for education and training

  • Refine performance measures as needed.


Building a results based management system

Building a Results-Based Management System

Plan

Setting goals and objectives

Formulating strategies

Adapt

Modifying plans or actions to improve performance

Do

Carrying out actions to accomplish objectives

Check

Implementing the evaluation system


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