<ul><li>Charlotte Mecklenburg Schools Environmental Management Department </li></ul>The Path to Continuous Quality Improve...
Thought for the Day   <ul><li>“ If facts are the seeds that later produce knowledge and wisdom,  then the emotions and the...
<ul><li>Charlotte </li></ul>Raleigh Charlotte Mecklenburg Schools
<ul><li>1998 Building Services Reorganization </li></ul><ul><li>2002 CMS Implements “Tools for Schools” </li></ul><ul><li>...
<ul><li>176 Schools; 7 New 2009-10; 2 New Fall 2010 </li></ul><ul><li>~140,000  Students Pre-k to 12 th  grade w/51% FRL <...
<ul><li>176 schools, 650 buildings  </li></ul><ul><li>1241 mobile classrooms  </li></ul><ul><li>21.2  million square feet ...
BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>Maintenance funded at 50% of need  (Whitestone/IFMA) </li></ul><ul><li>Deferr...
BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>National Trends in K-12 Facilities Benchmarks   </li></ul><ul><li>M&O Spendin...
ISO 9001 Quality Management Principles <ul><li>Customer Focus </li></ul><ul><li>Leadership </li></ul><ul><li>Involvement o...
CMS PERFORMANCE EXCELLENCE MODEL <ul><li>Continuous Improvement Plans  Establish Business Focus </li></ul><ul><li>ISO 9001...
Malcolm Baldrige 1922-1987 Background The Baldrige National Quality Program and the associated Award were established by t...
LEADERSHIP STRATEGIC PLANNING CUSTOMER FOCUS PROCESS MANAGEMENT WORKFORCE FOCUS RESULTS Systems Approach  Baldrige Criteri...
ISO 9001  Quality Management System <ul><li>International Organization for Standardization (ISO) </li></ul><ul><ul><ul><li...
ISO 9001 ASBESTOS PROCESS <ul><li>Each Process includes: </li></ul><ul><li>Objective & Scope </li></ul><ul><li>Responsibil...
ISO 9001 ASBESTOS PROCESS <ul><li>T he overview process is high level; has initial decision tree and is hyperlinked to low...
Each process shows key steps taken from beginning to end  including decisions made and links to subordinate or parallel pr...
 
ISO 14001 17 KEY ELEMENTS 4.2  Environmental Policy <ul><li>4.3  Planning </li></ul><ul><ul><li>4.3.1  Environmental Aspec...
The Board of Education believes that Charlotte Mecklenburg Schools must be an effective steward of our natural resources. ...
CMS STRATEGIC PLAN 2014 <ul><li>Objective  : Reduce utility consumption 20%, solid  </li></ul><ul><li>wastes 5%and polluta...
CMS DENR Secretary Ross Recognizing CMS North Carolina ESI Partners Strategic Partnerships NC Environmental Stewardship In...
TACTIC MANAGEMENT PLAN TEAMS
 
 
 
 
<ul><li>Business Improvement Plans </li></ul><ul><li>Identify Industry Best Practices, KPIs and Benchmarks </li></ul><ul><...
Continuous Improvement Plan Template
 
 
 
SAMPLE BENCHMARKS W/KPI 2.       Cost/Student  – total transportation cost/total expected regular and SE students transpor...
Customer Focus Driven Business Models <ul><ul><li>Property Management serves as Representatives for School Principals (ten...
O&M Best Practices
PREVENTIVE/PREDICTIVE MAINTENANCE <ul><ul><li>Thermal Graphic Imaging </li></ul></ul><ul><ul><li>Ventilation & HVAC Cleani...
SPECIAL MAINTENANCE ASSIGNMENT RESPONSE TEAM <ul><li>In-house critical response beyond routine custodial and maintenance c...
<ul><li>Studies indicate   indoor air quality (IAQ) has the potential to assist or impede the education process.  </li></u...
TYPICAL HVAC SYSTEM
INADEQUATE VENTILATION
CLASSROOM AIR DELIVERY SYSTEMS Squirrel Cage Fan Coil System Cleaning HVAC systems increases efficiency, reduces energy co...
Informative Guides Videos Problem Solving Wheel USEPA TOOLS FOR SCHOOLS PROGRAM
GREEN CLEANING Cleaning to protect health without harming the environment.  Green cleaning programs go beyond chemical and...
HAZARD COMMUNICATION Material Safety Data Sheets (MSDS) for ~480 chemicals used by Building Services supporting facilities...
Energy Star Rooted Management <ul><li>Reduced our KBTU / Sq-ft by 10% over the last 2 years. </li></ul><ul><ul><ul><li>Thi...
 
 
PLAYGROUNDS CMS Maintains 248 Public Playgrounds at 118 Schools    <ul><li>>1000 ASEP inspections plus annual audit </li><...
<ul><li>Process all types of bulbs including CFL’s </li></ul><ul><ul><li>11,000 fluorescent lamps recycled in first year o...
SCHOOL ENVIRONMENTAL PARTNERSHIP  <ul><li>School  principals sign commitment to environmental stewardship and provide key ...
ENVIRONMENTAL STEWARDSHIP GUIDE <ul><li>Website PDF Download </li></ul><ul><li>Hyperlink Distributed to Principals and Key...
ENVIRONMENTAL MANAGEMENT WEBSITE <ul><li>PROGRAM INFORMATION </li></ul><ul><li>TOPICAL INFORMATION </li></ul><ul><li>LINKS...
FAST FACTS <ul><li>Environmentally Preferable Purchasing </li></ul><ul><ul><ul><li>Procured in excess of 900,000 gallons o...
<ul><li>Reduction of Electricity Consumed </li></ul><ul><ul><ul><li>6.77% or 0.846 kilowatt hours less per square foot.  <...
BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>1 :  “Environmental Management Systems: Do They Improve Performance?”   Unive...
BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>  </li></ul><ul><li>3:   “ EMS Case Study: N.C. Zoological Park – Horticultur...
BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>5:   “ The Collaborative for High Performance Schools Best Practices Manual V...
DATA DASHBOARD To include normalized utilities; fuel consumption; emissions, solid waste and more; being deployed at this ...
 
SchoolDude University Brian Kasher © 2009 USEPA NATIONAL MODEL OF  SUSTAINED EXCELLENCE &  NATIONAL MENTOR OF THE YEAR
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A Pathway To Continuous Environmental Improvement

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Presentation on environmental improvement programming conducted at ASBO International Facility Masters Conference.

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A Pathway To Continuous Environmental Improvement

  1. 1. <ul><li>Charlotte Mecklenburg Schools Environmental Management Department </li></ul>The Path to Continuous Quality Improvement in School O&M: The Environment’s Role in K12 Facilities Management Brian Kasher, CET Manager, Environmental Management Charlotte Mecklenburg Schools Midwest Facility Masters Conference 2010 Thursday Nov 11 10:30–11:20am Track: Management
  2. 2. Thought for the Day <ul><li>“ If facts are the seeds that later produce knowledge and wisdom, then the emotions and the impressions of the senses are the fertile soil in which the seeds must grow ” </li></ul><ul><li>-Rachel Carson </li></ul>
  3. 3. <ul><li>Charlotte </li></ul>Raleigh Charlotte Mecklenburg Schools
  4. 4. <ul><li>1998 Building Services Reorganization </li></ul><ul><li>2002 CMS Implements “Tools for Schools” </li></ul><ul><li>2004 CMS Receives “Tools for Schools” Excellence Award </li></ul><ul><li>2004 ISO 9001 “Gap Analysis” </li></ul><ul><li>2006 Development of Continuous Improvement Plans </li></ul><ul><li>2006 Building Services Receives Baldrige NCAfE Level II </li></ul><ul><li>2007 Building Services Receives ASBO Facilities Master Award </li></ul><ul><li>2007 CMS Receives “Tools for Schools” Sustained Excellence Award </li></ul><ul><li>2008 Facility Departments Commence Development of ISO 9001 QMS </li></ul><ul><li>2008 CMS Enters into ESI Partnership with NCDENR </li></ul><ul><li>2009 CMS Receives EPA National Mentor of the Year Award </li></ul><ul><li>2009 CMS Public Corporation of the Year for Minority Business Participation </li></ul><ul><li>2010 Facility Departments Attain ISO 9001 Certification </li></ul><ul><li>2010 Other Auxiliary Services Departments Commence ISO 9001 Process </li></ul><ul><li>2010 EMS Recognized by DENR as Meeting ISO 14001 Requirements </li></ul><ul><li>2011 Auxiliary Services Receives NCAfE Levels I and II </li></ul><ul><li>2012 Auxiliary Services ISO 9001 Certified </li></ul><ul><li>2012 OHS Management System OSHAS 18001 Implemented </li></ul><ul><li>2013 Auxiliary Services Receives NCAfE Levels III and IV </li></ul>Road to Excellence
  5. 5. <ul><li>176 Schools; 7 New 2009-10; 2 New Fall 2010 </li></ul><ul><li>~140,000 Students Pre-k to 12 th grade w/51% FRL </li></ul><ul><li>~18,500 Employees (at will), 40,000+ volunteers </li></ul><ul><li>1.14 Billion Dollar Annual Budget </li></ul><ul><li>7 Municipalities plus Mecklenburg County </li></ul><ul><li>Funding from Federal, State and County </li></ul><ul><li>No taxing authority </li></ul><ul><li>2 nd Largest Developer in Charlotte </li></ul><ul><li>9 th Largest Bus Fleet in the U.S. </li></ul><ul><li>Largest Food Service in N.C. </li></ul><ul><li>Largest Property Management Operation in Charlotte Region </li></ul><ul><li>4200 Auxiliary Services Employees </li></ul>DISTRICT PROFILE
  6. 6. <ul><li>176 schools, 650 buildings </li></ul><ul><li>1241 mobile classrooms </li></ul><ul><li>21.2 million square feet occupied space </li></ul><ul><li>4,892 acres of land </li></ul><ul><li>1451 utility accounts </li></ul><ul><li>206 million kilowatt hours electric </li></ul><ul><li>3.9 million therms natural gas </li></ul><ul><li>256 million gallons potable water </li></ul><ul><li>2.7 million gallons of diesel </li></ul><ul><li>290 thousand gallons of gasoline </li></ul><ul><li>22.1 million miles yellow bus fleet </li></ul><ul><li>23.5 million meals served </li></ul><ul><li>20 million pounds of solid waste </li></ul><ul><li>12 percent recycled solid waste stream </li></ul>CMS ENVIRONMENTAL FOOTPRINT
  7. 7. BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>Maintenance funded at 50% of need (Whitestone/IFMA) </li></ul><ul><li>Deferred maintenance exceeds $100,000,000 </li></ul><ul><li>FY 1985-86 8,400,000 sf; 238 on maintenance crew </li></ul><ul><li>FY 2009-10 20,555,363 sf; 214 on maintenance crew </li></ul><ul><ul><li>103 of 280 maintenance vehicles >10 y.o. & >100K </li></ul></ul><ul><ul><li>GAO survey projected k-12 schools needed about $112 billion in repairs and upgrades to restore them to good condition in … 1995 </li></ul></ul>GAO/HEHS-95-61, Report#: B-259307
  8. 8. BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>National Trends in K-12 Facilities Benchmarks </li></ul><ul><li>M&O Spending as a percent of budget is much less now than 15 years ago </li></ul><ul><li>Deferred Maintenance Far Too High </li></ul><ul><li>Risk Management Costs Increasing </li></ul><ul><li>Community, Regulatory & Customer Expectations Escalating </li></ul><ul><li>Energy Costs increasing as a percent of budget </li></ul>
  9. 9. ISO 9001 Quality Management Principles <ul><li>Customer Focus </li></ul><ul><li>Leadership </li></ul><ul><li>Involvement of People </li></ul><ul><li>Process Approach </li></ul><ul><li>System Approach </li></ul><ul><li>Continuous Improvement </li></ul><ul><li>Data Driven Decisions </li></ul><ul><li>Mutually Beneficial to Suppliers </li></ul>
  10. 10. CMS PERFORMANCE EXCELLENCE MODEL <ul><li>Continuous Improvement Plans Establish Business Focus </li></ul><ul><li>ISO 9001:2008 Quality Management System </li></ul><ul><li>ISO 14001:2004 Environmental Management System </li></ul><ul><li>OSHAS 18001 Safety Management System </li></ul><ul><li>Baldrige Performance Excellence Criteria </li></ul>ISO 14001 ISO 9001 OSHAS 18001 Baldrige Continuous Improvement Plans
  11. 11. Malcolm Baldrige 1922-1987 Background The Baldrige National Quality Program and the associated Award were established by the Malcolm Baldrige National Quality Improvement Act of 1987 (Public Law 100-107). The Program and Award were named for Malcolm Baldrige, who served as United States Secretary of Commerce during the Reagan administration, from 1981 until Baldrige’s untimely death1987 in a rodeo accident. <ul><li>Administration </li></ul><ul><li>Only formal presidential level recognition for performance excellence of both public and private U.S. organizations </li></ul><ul><li>Administered by Baldrige National Quality Program </li></ul><ul><li>Managed by U.S. Department of Commerce, National Institute of Standards, and Technology </li></ul><ul><li>As of 2009, 84 organizations had received the Award </li></ul>Main Uses Education and Organizational self – assessment and self improvement “ The economic liberty and strong competition that are indispensable to economic progress were principles that “Mac” Baldrige stressed…” Ronald Reagan
  12. 12. LEADERSHIP STRATEGIC PLANNING CUSTOMER FOCUS PROCESS MANAGEMENT WORKFORCE FOCUS RESULTS Systems Approach Baldrige Criteria Performance Excellence Framework Measurement, Analysis and Knowledge Management ENVIRONMENT, RELATIONSHIPS AND CHALLENGES
  13. 13. ISO 9001 Quality Management System <ul><li>International Organization for Standardization (ISO) </li></ul><ul><ul><ul><li>Quality Management System (QMS) </li></ul></ul></ul><ul><ul><ul><li>Customer Satisfaction </li></ul></ul></ul><ul><ul><ul><li>Globally Recognized Standard </li></ul></ul></ul><ul><ul><ul><li>Say What You Do </li></ul></ul></ul><ul><ul><ul><li>Do What You Say </li></ul></ul></ul>
  14. 14. ISO 9001 ASBESTOS PROCESS <ul><li>Each Process includes: </li></ul><ul><li>Objective & Scope </li></ul><ul><li>Responsibility </li></ul><ul><li>Documentation Listing </li></ul><ul><li>Equipment </li></ul><ul><li>Procedure </li></ul><ul><li>Process Overview </li></ul><ul><li>Hyperlinked Process Charts </li></ul>
  15. 15. ISO 9001 ASBESTOS PROCESS <ul><li>T he overview process is high level; has initial decision tree and is hyperlinked to lower level process </li></ul>
  16. 16. Each process shows key steps taken from beginning to end including decisions made and links to subordinate or parallel processes. Every box on the process chart is detailed to include narratives, forms or other details to assist the end user. ISO 9001 ASBESTOS PROCESS
  17. 18. ISO 14001 17 KEY ELEMENTS 4.2 Environmental Policy <ul><li>4.3 Planning </li></ul><ul><ul><li>4.3.1 Environmental Aspects </li></ul></ul><ul><ul><li>4.3.2 Legal & Other Requirements </li></ul></ul><ul><ul><li>4.3.3 Objectives & Targets </li></ul></ul><ul><ul><li>4.3.4 Environmental Mgt Programs </li></ul></ul><ul><li>4.4 Implementation & Operation </li></ul><ul><ul><li>4.4.1 Structure and Responsibility </li></ul></ul><ul><ul><li>4.4.2 Training, Awareness & Competence </li></ul></ul><ul><ul><li>4.4.3 Communication </li></ul></ul><ul><ul><li>4.4.4 EMS Documentation </li></ul></ul><ul><ul><li>4.4.5 Document Control </li></ul></ul><ul><ul><li>4.4.6 Operational Control </li></ul></ul><ul><ul><li>4.4.7 Emergency Preparedness & Response </li></ul></ul>4.6 Management Review <ul><li>4.5 Checking & Corrective Action </li></ul><ul><ul><li>4.5.1 Monitoring & Measurement </li></ul></ul><ul><ul><li>4.5.2 Nonconformance, Corrective </li></ul></ul><ul><ul><li>& Preventive Action </li></ul></ul><ul><ul><li>4.5.3 Records </li></ul></ul><ul><ul><li>4.5.4 EMS Audit </li></ul></ul>
  18. 19. The Board of Education believes that Charlotte Mecklenburg Schools must be an effective steward of our natural resources. The Board hereby commits that the district will continue and strengthen its efforts to operate in a manner that protects and conserves our air, water, and land resources, improves the environment, and promotes environmentally sound behavior. CMBOE POLICY ECF EXCERPT <ul><ul><li>Environmental Compliance </li></ul></ul><ul><ul><li>Pollution Prevention </li></ul></ul><ul><ul><li>Resource Conservation </li></ul></ul><ul><li>Resource Recovery </li></ul><ul><li>Sustainable Development </li></ul><ul><li>Sustainable Purchasing </li></ul><ul><li>Behavioural Change </li></ul>
  19. 20. CMS STRATEGIC PLAN 2014 <ul><li>Objective : Reduce utility consumption 20%, solid </li></ul><ul><li>wastes 5%and pollutants 20% </li></ul><ul><li>Key Strategy : Engage all stakeholders in conservation of </li></ul><ul><li>resources </li></ul><ul><li>Tactics : 12 tactics aligned into 7 teams </li></ul>
  20. 21. CMS DENR Secretary Ross Recognizing CMS North Carolina ESI Partners Strategic Partnerships NC Environmental Stewardship Initiative NC Department of Labor USEPA, AASA, ASBO, Clean Air Works…
  21. 22. TACTIC MANAGEMENT PLAN TEAMS
  22. 27. <ul><li>Business Improvement Plans </li></ul><ul><li>Identify Industry Best Practices, KPIs and Benchmarks </li></ul><ul><li>Consultants Evaluate Staffing, Organization, and Process </li></ul><ul><li>Assess Relative Performance </li></ul><ul><li>Implement Organizational Change </li></ul><ul><li>Implement Improvement Strategies </li></ul><ul><li>Measure </li></ul><ul><li>Customer Focus and Performance Surveys </li></ul>Development of Continuous Improvement Plans
  23. 28. Continuous Improvement Plan Template
  24. 32. SAMPLE BENCHMARKS W/KPI 2.      Cost/Student – total transportation cost/total expected regular and SE students transported to assigned schools. $797 - $881 $748 $756 $756 $756 5 Performance Standard – within +/- 5% of national average cost based on data from the Council of Great City Schools KPI Survey (Avg for FY 2009 = $839)   6.      Daily Bus Runs – average number of daily bus runs (trips) per bus route (morning and afternoon). 4.2 runs/bus 4.99 runs/bus 5.04 runs/bus 5.04 runs/bus 5.04 runs/bus 5 Performance Standard – greater than the average runs/bus based on CGCS survey data (based on 09-10 20 th day data) 10.      Bus Arrival Times – AM and PM arrival times at schools for buses reporting 80% or more during an identified period in the Spring 90% 94.77% 94.67% 97.27 97.27 5 Performance Standard - CMS STO Target: 90% Early and/or Optimal Arrival Times as measured by the Data Dashboard Metric 12.      Bus Accident Rate – total number of preventable accidents per million miles driven. 15-20 tbd 7.8 6.6 6.6 5 Performance Standard – Per the National Safety Council, a preventable accident is one that the driver failed to do all that reasonably could have been done to avoid the accident. Target is 15 to 20 preventable accidents per million miles driven Benchmark/KPI Ranking Standard 9/30/2009 12/30/2009 3/31/2010 6/30/2010 Rating 5. Best Practice 4. Target 3. Acceptable 2. Needs Improvement 1. Unsatisfactory
  25. 33. Customer Focus Driven Business Models <ul><ul><li>Property Management serves as Representatives for School Principals (tenants), and Building Services (the owner) using Commercial 3rd party Property Management model </li></ul></ul><ul><ul><li>Customer Service Call Center </li></ul></ul><ul><ul><li>Contract Custodial Service Management option </li></ul></ul><ul><ul><li>Indoor Air Quality National Leadership </li></ul></ul><ul><ul><li>Successful Special Response Process </li></ul></ul><ul><ul><li>Seamless Capital Service Management </li></ul></ul>
  26. 34. O&M Best Practices
  27. 35. PREVENTIVE/PREDICTIVE MAINTENANCE <ul><ul><li>Thermal Graphic Imaging </li></ul></ul><ul><ul><li>Ventilation & HVAC Cleaning </li></ul></ul><ul><ul><li>Exhaust Fan Updates w/DDC </li></ul></ul><ul><ul><li>Quarterly HVAC Filter Changes </li></ul></ul><ul><ul><li>Building Envelope Updates </li></ul></ul><ul><ul><li>Roofing Maintenance </li></ul></ul><ul><ul><li>Electrical System Updates </li></ul></ul>CMS maintenance shops, custodial services and engineering participate in the O&M program including: paint, grounds, carpentry, roofing, sheet metal, plumbing, electrical and HVAC
  28. 36. SPECIAL MAINTENANCE ASSIGNMENT RESPONSE TEAM <ul><li>In-house critical response beyond routine custodial and maintenance capability </li></ul><ul><li>Cross departmental response team </li></ul><ul><li>24 / 7 / 365 facility support </li></ul><ul><li>Asbestos O&M, mold and HAZCOM trained </li></ul><ul><li>Medically cleared to don respirators </li></ul><ul><li>Small-scale short-duration project focus </li></ul><ul><li>Temporary containment of large scale projects pending outsource </li></ul><ul><li>Written response protocols </li></ul><ul><li>3 signature project completion verification    </li></ul>
  29. 37. <ul><li>Studies indicate indoor air quality (IAQ) has the potential to assist or impede the education process.  </li></ul><ul><li>CMS supports good IAQ through: </li></ul><ul><ul><li>Proactive Inspections </li></ul></ul><ul><ul><li>Priority IAQ Response </li></ul></ul><ul><ul><li>Documented Surveys </li></ul></ul><ul><ul><li>Aggressive HVAC Cleaning </li></ul></ul><ul><ul><li>Low VOC Materials Selection </li></ul></ul><ul><ul><li>Integrated Pest Management </li></ul></ul><ul><ul><li>Green Cleaning </li></ul></ul><ul><ul><li>Anti-Idling Program </li></ul></ul><ul><ul><li>ULSD Bus Fuels/GPS </li></ul></ul><ul><ul><li>Tools For Schools </li></ul></ul>INDOOR AIR QUALITY
  30. 38. TYPICAL HVAC SYSTEM
  31. 39. INADEQUATE VENTILATION
  32. 40. CLASSROOM AIR DELIVERY SYSTEMS Squirrel Cage Fan Coil System Cleaning HVAC systems increases efficiency, reduces energy consumption and improves air quality
  33. 41. Informative Guides Videos Problem Solving Wheel USEPA TOOLS FOR SCHOOLS PROGRAM
  34. 42. GREEN CLEANING Cleaning to protect health without harming the environment. Green cleaning programs go beyond chemical and equipment considerations and may include policies, procedures, training and “shared” responsibility. <ul><li>Reduced chemical types from 12 to 4 </li></ul><ul><li>Eliminated caustic emulsifier 17,200 gallons </li></ul><ul><li>Conversion to HEPA Vacuums </li></ul><ul><li>Conversion to battery operated burnishers </li></ul><ul><li>1.2 Million gallons green cleaners annually </li></ul><ul><li>Aggressive internal inspection program </li></ul>
  35. 43. HAZARD COMMUNICATION Material Safety Data Sheets (MSDS) for ~480 chemicals used by Building Services supporting facilities available for download though CMS MSDS on-line library. Additional departments initiating participation. MSDS CONTENTS Section 1. Product Identity Section 2. Hazardous Ingredients and Exposure Limits Section 3. Chemical Characteristics Section 4. Fire and Explosion Information Section 5. Reactivity Section 6. Health Effects Section 7. Handling and Storing Instructions Section 8. Control Measures
  36. 44. Energy Star Rooted Management <ul><li>Reduced our KBTU / Sq-ft by 10% over the last 2 years. </li></ul><ul><ul><ul><li>This resulted in CMS being under our utility budget by over 2 million dollars each of the last 2 school years. </li></ul></ul></ul><ul><ul><ul><li>Energy Star Leaders </li></ul></ul></ul><ul><ul><ul><li>30 Plus Schools Energy Star labeled 40 More in-line </li></ul></ul></ul><ul><li>Designated Energy Star Leaders </li></ul>
  37. 47. PLAYGROUNDS CMS Maintains 248 Public Playgrounds at 118 Schools   <ul><li>>1000 ASEP inspections plus annual audit </li></ul><ul><li>ASTM/CPSC Public Playground Guidelines </li></ul><ul><li>Recycled Pallets for Kid Cushion </li></ul><ul><li>Recycled Plastic Components </li></ul><ul><li>338 playground work requests entered during 2009-2010 school year, a reduction of 183 work requests over 2008-2009 </li></ul><ul><li>Removed or Sealed CCA Treated Woods </li></ul><ul><li>ISO 9001 Quality Management Process </li></ul>
  38. 48. <ul><li>Process all types of bulbs including CFL’s </li></ul><ul><ul><li>11,000 fluorescent lamps recycled in first year of program </li></ul></ul><ul><ul><li>Recycle virtually all components of bulbs: </li></ul></ul><ul><ul><ul><ul><ul><li>metal end caps </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>glass tubing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>mercury </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>phosphor powder </li></ul></ul></ul></ul></ul><ul><ul><li>Crusher and HEPA filtered device sits atop of 45 gallon drum </li></ul></ul>CUSTODIAL LAMP RECYCLING PROGRAM
  39. 49. SCHOOL ENVIRONMENTAL PARTNERSHIP <ul><li>School principals sign commitment to environmental stewardship and provide key staff contact info: </li></ul><ul><ul><li>Energy coordinator </li></ul></ul><ul><ul><li>Recycling coordinator </li></ul></ul><ul><ul><li>IPM contact </li></ul></ul><ul><ul><li>Sustainable Purchasing </li></ul></ul><ul><ul><li>CSH Leader </li></ul></ul>School is then recognized as stewardship partner and becomes eligible for participation in the school stewardship incentive program.
  40. 50. ENVIRONMENTAL STEWARDSHIP GUIDE <ul><li>Website PDF Download </li></ul><ul><li>Hyperlink Distributed to Principals and Key Environmental and Staff </li></ul><ul><li>Chapters on </li></ul><ul><ul><li>Stewardship Programs </li></ul></ul><ul><ul><li>School Success Stories </li></ul></ul><ul><ul><li>Grant Opportunities </li></ul></ul><ul><ul><li>Community Partnerships </li></ul></ul><ul><ul><li>Resources </li></ul></ul>
  41. 51. ENVIRONMENTAL MANAGEMENT WEBSITE <ul><li>PROGRAM INFORMATION </li></ul><ul><li>TOPICAL INFORMATION </li></ul><ul><li>LINKS TO RELATED SITES </li></ul><ul><li>TEACHER RESOURCES </li></ul><ul><li>STUDENT FEATURES </li></ul><ul><li>STUDENT VIDEO SHOWCASE </li></ul><ul><li>DASHBOARD UNDER DEVELOPMENT </li></ul><ul><li>DOWNLOADS </li></ul>
  42. 52. FAST FACTS <ul><li>Environmentally Preferable Purchasing </li></ul><ul><ul><ul><li>Procured in excess of 900,000 gallons of green cleaning products </li></ul></ul></ul><ul><ul><ul><li>Participate in friends of the farmer local produce program. </li></ul></ul></ul><ul><ul><ul><li>Eliminated the use of 17,200 gallons of emulsifiers used in schools. </li></ul></ul></ul><ul><ul><ul><li>Procured in excess of 5400 cubic yards of recycled playground fall protection materials </li></ul></ul></ul><ul><ul><ul><li>Piloting alcohol and biological parts cleaners </li></ul></ul></ul><ul><li>Community Enrichment and Outreach </li></ul><ul><ul><ul><li>Provided environmental management seminars, parent university trainings, mentoring and related presentations for local and national audiences. </li></ul></ul></ul><ul><ul><li>EMS Development </li></ul></ul><ul><ul><ul><li>Created Environmental Charter with mission of development and implementation of District environmental management system adhering to ISO Standard 14001 </li></ul></ul></ul><ul><ul><ul><li>Appointed 170 CMS Energy Coordinators 1 at each CMS Facility </li></ul></ul></ul>
  43. 53. <ul><li>Reduction of Electricity Consumed </li></ul><ul><ul><ul><li>6.77% or 0.846 kilowatt hours less per square foot. </li></ul></ul></ul><ul><ul><ul><li>13,705 pound reduction in Nitrogen Oxides Emissions </li></ul></ul></ul><ul><ul><ul><li>50,137 pound reduction of Sulfur Dioxide Emissions </li></ul></ul></ul><ul><ul><ul><li>9.66 million pound of Carbon Dioxide Emissions </li></ul></ul></ul><ul><ul><ul><li>Energy Star Leaders </li></ul></ul></ul><ul><li>Recycling/Resource Conservation </li></ul><ul><ul><ul><li>Materials recycled 1327.23 tons; Solid waste 12% Annual recycled before single stream. </li></ul></ul></ul><ul><ul><ul><li>Instituted irrigation controls including time and duration if turf watering resulting in 1.66% less water consumption. </li></ul></ul></ul><ul><ul><ul><li>Installed fluorescent light tube recycling station reducing mercury and phosphor emissions </li></ul></ul></ul><ul><ul><ul><li>Decommissions two chemical intensive printing presses and replaced with state of the art environmentally friendly printing equipment that uses non-toxic inks and of which 80% of supplies by weight may be recycled. </li></ul></ul></ul>FAST FACTS
  44. 54. BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>1 : “Environmental Management Systems: Do They Improve Performance?” University of North Carolina Chapel Hill Department of Public Policy, January 2003. </li></ul><ul><ul><li>  “ Overall benefits of EMS utilization in government facilities included better operational control in areas that impact the environment; better understanding of the root causes of non-compliance; improved operational efficiency and cost savings; improved communications within the organization and with outside stakeholders and contractors/vendors; and better relationships with regulators and stakeholders.” </li></ul></ul><ul><li>2: “ Final Report of the US EPA Environmental Management System Pilot Program for Local Government Entities ” US EPA January 2000 </li></ul><ul><ul><li>A positive effect on environmental compliance and performance </li></ul></ul><ul><ul><li>Improved environmental awareness, involvement and competency throughout the organization </li></ul></ul><ul><ul><li>Better communication about environmental issues inside and outside the organization </li></ul></ul><ul><ul><li>Improved efficiency, reduced costs, greater consistency </li></ul></ul><ul><ul><li>Better relationships with regulators </li></ul></ul>
  45. 55. BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>  </li></ul><ul><li>3: “ EMS Case Study: N.C. Zoological Park – Horticulture Section ” North Carolina Department of Environment and Natural Resources Division of Pollution Prevention and Environmental Assistance, July 2003 </li></ul><ul><li>“ The Zoo’s implementation of an EMS resulted in better management of resources, better understanding of environmental impacts, improved efficiency and productivity and better tracking, follow-up, corrective actions and objectives. The Zoo’s EMS provided a motivational tool that improved management of other organizational activities and forced accountability of employees . Knowledge was captured, recorded and communicated in consistent work instructions, increasing clarity of roles and responsibility.” </li></ul><ul><li>  4: “ Indoor Air Quality and Student Performance: How Does Indoor Air Quality Affect a Child’s Ability to Learn? ” US EPA Indoor Environments Division August 2003. </li></ul><ul><li>  Discusses the role of air quality and its ability to assist or impede the education process. Stipulates poor indoor air quality can impede calculation, memory and concentration. Provides 61 related resources. </li></ul>
  46. 56. BUSINESS CASE FOR O&M SUSTAINABILITY <ul><li>5: “ The Collaborative for High Performance Schools Best Practices Manual Volume I – Planning ” 2006 Edition p3 </li></ul><ul><li>“ Higher Test Scores” - Learning is a dynamic, complicated process that can, and does, occur in all types of buildings and settings. Anecdotally, the argument linking increased student performance with high-quality school facilities is straightforward. Students in classrooms that are quite, well-lit, and properly ventilated with healthy air will learn faster because they are more comfortable, are sick less often, can see and hear better, and are less distracted. Poor lighting, poor acoustics, and poor indoor air quality are barriers to education. High performance schools remove these barriers, allowing teachers and students to work under the best possible conditions. Quantifying the influence of school facilities on learning is a longstanding and highly debated subject in the educational community. Research studies are complicated by the highly systematic nature of education, and the range of social, pedagogical, psychological, and environmental variables involved. However, a growing number of studies are confirming the relationship between a school’s physical condition-especially its lighting, acoustics and indoor air quality- and student performance.” </li></ul><ul><li>  </li></ul>
  47. 57. DATA DASHBOARD To include normalized utilities; fuel consumption; emissions, solid waste and more; being deployed at this time
  48. 59. SchoolDude University Brian Kasher © 2009 USEPA NATIONAL MODEL OF SUSTAINED EXCELLENCE & NATIONAL MENTOR OF THE YEAR

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