Do

Check Act

This document, funded through a cooperative agreement between the Office of Wastewater Management (OWM)

at the U. S. Environmental Protection Agency (EPA) and the Global Environment and Technology Foundation

(GETF), is a compendium to the Environmental Management Systems (EMS) Handbook for Wastewater Utilities.

An Environmental Management System (EMS)

Compendium for Wastewater Utility Managers

Plan

Reducing Costs, Optimizing Performance:

August 2006 August 2006
1

A. Executive Summary

Water and wastewater utility managers across the nation have been utilizing

Environmental Management Systems (EMS) to:

 Reduce operating costs

 Improve environmental performance

 Reduce vulnerability to environmental violations, fines and penalties

 Capture institutional knowledge to sustain successes

In August 2004, a group of these utility managers, having

successfully implemented EMSs at their facilities,

described the manner in which these types of results were

achieved through development of a step by step EMS

Handbook for Wastewater Utilities

(http://www.peercenter.net/sector/wastewater/), completed

in August 2004. This EMS Compendium for Wastewater

Utility Managers was created as a direct follow up to the

EMS Handbook to make the business case for top

management by demonstrating, with detail and specificity,

why implementing an EMS can result in significant benefits that far outweigh

the cost and effort of implementation.

As you learn more about the benefits of EMS implementation, it is very likely

that you will also be pleasantly surprised to see that your utility already has a

number of the required EMS management elements and programs in place. An

EMS does not reinvent the wheel, but rather creates a systematic framework to

clearly identify an organization’s most important goals and then better organize

and enhance the management programs and corporate strategies that you

already have in place to best meet those goals.

As fellow utility managers and Steering Committee members (Section L)

directly involved with the development of this Compendium, we appreciate the

opportunity to pass on what we have learned on the benefits of EMS, which is

based on the direct experience of top management professionals in the

wastewater industry. We hope that review of these experiences will encourage

you to develop your own EMS and attain the same important benefits that the

managers who helped develop this Compendium have already realized. Please

use this resource to help your utility reach its most important organizational

goals.

Improve Environmental Performance and Operational Efficiency

“We searched for viable solutions to overcome several environmental challenges

confronting us. For example, our discharge permit was up for renewal, the Spring

Chinook salmon in the Willamette River was listed as a threatened species under the

Endangered Species Act, and the City Council passed a resolution to enforce

sustainability of city operations. We were also exploring approaches to better

organize the strategic management of our operations. We chose EMS to improve

performance and efficiency, as well as to confront the challenges we faced.”

Peter Ruffier

Wastewater Division Director

Eugene, Oregon

Increased bond ratings

“Our organization's achievement to an EMS

based on ISO 14001, has provided a level of

confidence to credit rating agencies that the

utility is being run as a business and as

efficiently as possible. When we went to the

market for a bond needed to rehabilitate

decaying tunnels, this helped our utility to

receive a favorable credit rating. The EMS

has contributed to an improvement in our

bond ratings and has allowed Charleston

Water to save between $17,000 to

$170,000 annually on a $170 million

bond.”

John B. Cook

Assistant General Manager/Engineer

Charleston Water

Managing Changing Business and

Operational Conditions

“Based on Fitch’s findings, sound and

institutionalized management practices can

often endure the most extreme stresses

from economic downturns or unexpected

system demand. Conversely, the lack

thereof can exacerbate weakening

conditions.”

Fitch Ratings Revenue Criteria Report

Improved public recognition and

leadership

“In the past, if anyone mentioned odor

complaints the comments would have been

dismissed with little attention. Since the

EMS process and associated organizational

changes, employees react much differently

because they understand the importance of

addressing community issues”.

Andy Kricun

Deputy Executive Director

Camden County Municipal Utilities Authority

(CCMUA)
2

B. Why Develop an EMS for Your 

Wastewater Utility?

While the decision to develop and implement an EMS entails a commitment of

time and monetary resources, EMS implementation experiences from

wastewater utilities and other local government organizations have shown

consistent short-term and long-term returns on investment. In addition to

economic savings, wastewater facilities have realized a wide-range of other

benefits, including improved relationships with regulators, neighbors and other

external stakeholders, better public perception and image, and improved

operational efficiency and control. As a manager, you should consider the

following questions to assess whether an EMS is appropriate for your

organization: 

 Would you like to reduce inefficiencies and thereby reduce operations

and maintenance costs?

 Would you like to manage risks and liabilities more effectively?

 Does your organization have a reliable and effective process for

monitoring and complying with laws and regulations? 

 Do you feel that your organization can make other environmental

improvements?

 Would you like your wastewater utility to be a leader in environmental

stewardship?

 Are you concerned about retirement, staff turnover and undocumented

operational knowledge?

 Are you concerned about public image? 

 Would improved communication and teamwork be useful in daily

operations?

 Would you welcome more input from frontline

staff on potential improvements?

If you answered “yes” to any of these questions, an

EMS may provide tangible benefits to your

organization. Wastewater utilities based their decisions

to develop and implement an EMS on the issues

presented above and they have realized positive

benefits and returns on investment from pursuing EMS

goals.

An EMS offers your wastewater utility the ability to

change from a culture of reaction to one of proactive

decision-making, where sound, operational practices

are institutionalized and your employees are foreseeing opportunities for

environmental and operational improvements.

Benefits from EMS

Implementation

Improved Public Image and Leadership

Implementation of a community notification

system provided the neighboring community with

24-hour telephone access for reporting odor

concerns. The hotline provides real time

community input to Camden County Municipal

Utilities Authority's (CCMUA’s) EMS. 

(Camden County, NJ) 

In 1999, the City of San Diego became the first

municipal wastewater treatment facility in the

U.S. to certify to the ISO 14001 Standard. 

(San Diego, CA)

Reduced Rates

CCMUA customers received a 6% lower rate

than in 1996, with three separate rate

reductions in 10 years. (Camden County, NJ)

By establishing Fuel Reduction Teams for the

Water and Wastewater Plants and by

implementing Route-Smart Software as part of

an EMS improvement program, Charleston Water

is saving $48,000 per year on fuel costs.

(Charleston, SC)

“EMS was really the first system that I saw where you have to back it up with

results and you have to have it verified and I believe that it gave our senior

managers some confidence.”

Wesley Ropp

Chief Financial Officer

Charleston Water

Charleston, South Carolina
3

What is an Environmental Management System (EMS)?

A management system is a set of tools, policies and procedures, training and

expertise that can be used to create programs and plans tailored to meet the

resources and goals of an organization. An EMS is built around the framework

of “plan, do, check, act” that uses a standard process to identify organizational

goals, implement them, determine progress, and make improvements to ensure

that environmental considerations are fully integrated into the organization’s

mission and operations. Key elements of an EMS include: 

 Defining roles and responsibilities

 Identifying and prioritizing environmental impacts

 Setting measurable objectives and targets

 Verifying and establishing operational controls

 Monitoring and measuring activities and progress

 Aiming for continual improvement as part of a review (feedback) cycle

An EMS provides a systematic way to review and improve operations for

better organizational control and environmental performance. It can enable an

organization to: 1) Reduce operating costs; 2) Improve environmental

performance; 3) Reduce vulnerability to environmental violations, fines and

penalties; and 4) Capture institutional knowledge

and plan for succession. Because an EMS

provides a continual improvement

management framework, it can be

adapted to particular industries

through programs such as the

National Biosolids Partnership

(NBP) and Responsible Caresm,

helping to transform an

organization from reactive to

proactive (eliminating problems

before they occur). Organizations

with an EMS no longer apply quick

fixes to issues, but provide a systematic

(“find, fix, and prevent”) approach to

managing environmental responsibilities through

strategic planning and decision making. 

Key Message: What is an EMS

An EMS is based on a consistent management framework (plan, do, check, act) to

reduce costs, improve environmental performance and minimize environmental risk.

C. What is an EMS?

Policy

Planning

Implementation

and Operation

Checking and

Corrective Action

Management

Review

What an EMS is and What

an EMS is Not

An EMS

Establishes the internal framework that

must be in place (e.g., policies, procedures,

training, records) to have a proactive system

to manage environmental issues.

Does not replace or act as a substitute for

any applicable environmental legal

requirement.

An EMS

Defines the critical elements and

operational controls that must be in place

and followed to control the impact an

organization has on the environment.

Does not tell an organization how or what to

manage. That is up to the organization. 

An EMS

Can be tailored to all types of organizations

and facilities: large and small companies

and pubic organizations such as

municipalities, federal facilities and

wastewater treatment plants.

Is not designed for a particular kind or size

of operation. 

EMS Environmental Policy

Commitments:

 Continual Improvement

 Pollution Prevention

 Compliance with Relevant Laws and 

Regulations
4

An EMS (Plan, Do, Check,

Act) Approach Adds Value

by

 Focusing on environmental

management practices rather than

only on regulated activities.

 Investing in continual systems

approaches leading to effective

investments in human and technical

resources.

 Making use of a strong check and act

structure for business and

environmental priorities.

 Utilizing a continual improvement

framework to achieve performance

across multiple areas.

 Supporting an organizational culture

that embraces change and has a

forward focus.

Wastewater utilities with an EMS have found it to be a valuable tool that

provides a structure for strategic goal setting, improved decision making and

efficient resource allocation across management priorities, balancing the

management of operations throughout the value chain. A management system

framework also provides an organization the ability to adapt more effectively

in response to changing circumstances, allowing for management flexibility

and incorporating change management into day-to-day operations. Missions,

budgets, and priorities will continue to change, but the basic principles and

structure of a management systems approach will help your utility deal with

change through a framework of plan, do, check and act.

How Can an EMS help Manage Change?

As you move forward with your EMS, you'll realize that the challenge is not

going to be with technical issues, but rather with organizational change. Most

organizations don't like change and are comfortable with the status quo.

Continual improvement management systems like an EMS require change

management to ensure the system remains important and effective as

operations and processes change and evolve. Examples of changes that

typically require a management system response include: additions/deletions to

a procedure or process and changes in the general administrative operating

environment of your organization (e.g., internal reorganizations, capacity

reductions, shifts in public acceptance, changes in roles and responsibilities,

retirements).

Demographic studies show that turnover from retirement in public agencies

could be as high as 50% over the next 10 years. An EMS can be a valuable

tool to managing employee succession concerns by providing a utility with a

continual planning framework that captures institutional knowledge before

experienced employees retire. 

Managing change is an important factor in EMS implementation and your

entire wastewater utility leadership must be involved and communicate the

EMS as a priority. Top management and department managers facilitate change

by communicating clearly and frequently and through their involvement early

on in EMS awareness activities.

D. How Can an EMS Benefit 

You as a Utility Manager?

“Like many wastewater agencies throughout the U.S., Kent County has several

operators that have been on staff for over 30 years. The County estimates that onethird of the workforce, with decades of practical experience, will retire in the next

five years. The EMS ensures regular training, transfer of "tribal" knowledge from

seasoned staff to new employees, and consistency in best management practices.”

Jim Newton

Kent County Public Works

Milford, Delaware

“Change is good...but you

go first!”
As a senior manager, your role includes having a good understanding of

what’s involved in EMS implementation, including financial obligations and

committing additional time for staff, including EMS Teams (as necessary)

and designating an EMS Representative, a champion and identified leader of

your utility’s EMS who has the responsibility and management authority for

implementing the EMS from start to finish. 

An EMS is not a program that one person can put in place. In fact, an effective management system will involve every employee-becoming business as

usual. 

For more in depth information on EMS implementation in your industry,

review An Environmental Management Systems (EMS) Handbook for

Wastewater Utilities, available at: www.peercenter.net. 

If wastewater senior and mid-level managers do not understand the potential

benefits of an EMS, they probably will not have the incentive to follow

through with implementation. During your preliminary discussions about the

EMS, you’ll want to clarify management’s specific goals for the EMS at

your facility. You’ll also want to confirm that managers understand the EMS

implementation strategy and schedule you are using, the estimated direct

labor commitment involved, and when, how, and what to communicate to

employees on a regular basis. As a senior manager, make sure you are direct

and delegate when necessary to communicate the importance of the EMS.

When senior managers maintain interest and commitment, employees also

stay focused. There will be some frustrations as implementation progresses

and previously unforeseen issues arise. Managers should accept these as

opportunities to facilitate and focus on continual improvement to address

existing issues and prevent future hurdles. 

Remember that organizational attitude reflects leadership!

5

E. What’s My Role in Implementing an EMS?

Key Management Roles and

Responsibilities

 Be an active participant and be

consistently involved.

 Be visible and positive about the

message (e.g., “walk the talk” by your

words and actions).

 Be up front and honest about the effort

needed for successful implementation.

 Provide for resources (financial, staff).

 Support for a facility EMS

Representative to champion and drive

your EMS.

 Provide moral support, encourage your

EMS teams, and create a leadership

environment that ensures success. The

staff should feel that you are in it with

them and committed to success.

 Promote EMS goals and provide a

strategic vision. 

 Share performance results with the

workforce.

 Communicate with external stakeholders

(e.g., citizens, elected officials,

regulators) to share experiences and to

learn from others.

 Celebrate EMS achievements and

recognize environmental improvements.

Key Message: Senior Management Roles and Responsibilities

Every organization implementing an EMS has come to the same conclusion about management supportvisibility, commitment, and involvement are the #1 keys to success. Be sure your EMS plans include

regular and frequent dialogue with management.
6

Key Message: Management Program Integration

Your wastewater utility already has programs and initiatives in place to manage and reduce its impact on the

environment. Some of these could include:

 Compliance programs (e.g., pretreatment, Capacity, Management, Operations, and Maintenance (CMOM),

hazardous waste regulations, stormwater, fuel storage) 

 Pollution prevention programs and sustainability initiatives (e.g., improving energy and resource efficiency,

addressing product stewardship responsibilities, alternative fuels)

 Other management systems/programs (e.g., National Biosolids Partnership, Six Sigma, QualServe)

F. Does an EMS Integrate With and 

Build on Other Wastewater Utility

Management Programs?

Typical Benefits of

Integrating an EMS with

Wastewater Utility

Management Programs

 Leverage existing infrastructure

 Continual improvement in strategically 

targeted areas

 Enhance operational consistency and 

reliability

 Improve teamwork, coordination and

employeeawareness 

 Leverage integration of multiple 

management programs and initiatives

 Coordinate resources

(human and financial)

 Streamline communications

 Realize environmental improvements

Yes. Wastewater utilities that currently have other management systems and

programs (e.g., Asset Management, QualServe, Six Sigma, Biosolids EMS) in

place have effectively integrated an EMS in their organizations. Most

wastewater utilities have business planning tools, policies, plans and standard

operating procedures, training programs and other similar operating and

administrative processes. An EMS approach can help integrate your current

management programs and systems, as well as institutionalize your operating

and business plans and procedures by providing an umbrella of continual

improvement in a framework of plan, do, check and act to manage, measure,

review, and reduce environmental impacts. For example, wastewater utilities

can use their EMS to integrate with asset management programs because an

EMS is designed to reduce the environmental impacts of various activities,

including the impacts caused by aging or inadequate capital assets.

Keep in mind that in many cases, managing through an EMS is not a drastic

change from the way you are conducting business now. An EMS is a

framework rather than a set of instructions and activities. By providing a

continual check and improvement framework, a management systems (EMS)

approach allows an organization to focus, build on what you would like to do

better and balance organizational initiatives and programs already in place,

including health and safety, quality, asset management and financial and

environmental performance initiatives. 

Remember, an EMS should not be developed in a vacuum—it should be

coordinated or integrated with other policies, plans, strategies, and budgets.

For example, if you are planning a major expansion in one of your wastewater

treatment operations, then it makes sense to look at the possible environmental

impacts associated with the operational expansion at the beginning, in the

planning stage.
What are the Benefits of Integrating an EMS with your Current

Management Programs?

Wastewater utilities that integrate EMS into their current management

programs have realized significant benefits, such as reduced operational

costs, improved environmental performance, streamlined operations and

decision-making, integrated employee training, versatility in the ability to

address a variety of performance needs, and a more efficient use of

resources, thereby creating efficiencies. In addition, alignment of

wastewater management systems and programs under a continual

improvement framework ensures that resource allocations are not in

competition, but are coordinated to meet overall management goals.

The integration of an EMS with wastewater utility management programs

and initiatives can bring a number of benefits and alignment/leveraging

opportunities. Examples include:

Strategic Business Planning: Operational and Financial Efficiencies

The Eugene, Oregon Wastewater Division increased transparency of their

operations and capital budgeting process by integrating EMS and

Balanced Scorecard (BSC). Performance measures are now being

identified for each program area and are subsequently fed into the annual

budgeting process. Eugene has been able to leverage the existing

management infrastructure of the EMS to support the BSC. The

development of duplicate document control systems, for example, has

been avoided. In addition, the same measuring and monitoring system

will be used to track progress on all objectives and targets derived from

the EMS and BSC. (http://www.eugene-or.gov/portal/server.pt)

Improvement Plans

The Santa Clara Valley Water District, CA combined their asset

management program with an EMS to provide a way to balance and

prioritize competing objectives. (http://www.valleywater.org/) 

Customer Responsiveness and Recognition

The Western Carolina Regional Sewer Authority found that by

integrating and combining their NBP EMS and CMOM efforts, its public

education program more effectively informs the public of all its

programs. (http://www.wcrsa.org/)

7

“The NBP is working with small agencies in a

demonstration program to assure that the EMS Blueprint

is applicable to small organizations, not just the large and

medium size facilities.”

Pete Machno

National Biosolids Partnership

Examples of Management

Systems/Programs at

Wastewater Utilities

Camden County, NJ

ISO 14001, NBP, CMOM (in development)

Andy Kricun; 856-541-3700

Charleston, SC

ISO 14001, CMOM, Partnership for Safe Water 

Rick Bickerstaff; 843-308-8201

Eugene, OR

ISO 14001, APWA Accreditation, Balanced Scorecard

Donna Adams; 541-682-8613

Kent County, DE

ISO 14001, NBP, OHSAS 18001

Jim Newton; 302-335-6000

Madison, WI

NBP EMS, Strategic Planning Initiatives, 

Asset Management

Jon Schellfeffer; 608-222-1201

Oakland County, MI

ISO 14001, ISO 9001

Sherri Gee; 248-858-0108

Orange County, CA

NBP EMS, Asset Management, Unifying Strategies

Doug Stewart; 714-962-2411

San Diego, CA

ISO 14001, Strategic Business Plan, Bid-to-Goal, 

Pay-to-Performance

Chris Toth; 858-654-4161

Santa Clara, CA

ISO 14001, Asset Management, Balanced

Scorecard/Strategic Planning, Malcolm Baldrige

National Quality Program

Stan Williams; 408-265-2600
8

Benefits from EMS

Implementation

Reduced Environmental Impact

Kent County Wastewater switched from Fuel

Oil No. 2 to B20 biodiesel as a fuel source

for its emergency generators and is

considering a switch to B20 for all of its

diesel fleet and potentially as the primary

fuel for biosolids production. Expected to

reduce air pollution by 5 million pounds of

CO2/year; hydrocarbon emissions by 20%;

carbon monoxide by 12%; and particulates

by 12%. (Kent County, DE) 

We greatly exceeded our target and actually

reduced paper use by 50% total. We reduced

janitorial paper use by 48%, and office paper

use by 37%. (Eugene, OR)

Employee Awareness and

Communication

Employees have enthusiastically supported

the EMS, which has helped make their jobs

easier and has increased their awareness of

how their actions, and the actions of those

they serve, impact the environment. This is

important, as they are ambassadors to the

public, our rate payers. (Oakland County, MI) 

Our planning has improved considerably.

Prior to EMS establishment, no formal,

consistent structure was available for

planning. Also, our planning is much more

focused, with drivers in place, and our

associates (employees) have a better

understanding of the reasons behind the

planning initiatives. Additionally, knowledge

of our company’s impact on the environment

has been heightened. (Charleston, SC)

Key Message: EMS Applicability

An EMS can be implemented for any size organization and

does not have to be adopted for an entire facility at once—

an EMS can be developed for a single unit or division. Your

EMS can then be expanded to other operations and

divisions based on staff experience, lessons learned and

resource availability.

As you integrate EMS with your current systems and programs, consider the

following questions:

 Are there business or management reasons to keep the programs and

systems separate?

 Do you have the resources (human and financial) to have two or more

separate management programs/systems?

 What is the optimal approach from a strategic and operational

standpoint?

 Which approach is best suited for the facility's change and growth?

From: EMS Implementation Guides for EPA Sectors (Appendix B-Integration of

Environmental Management Systems and Quality Management Systems)

Is an EMS applicable to both small and large organizations?

Yes. An EMS can bring significant benefits to any organization, of any size,

that wants to improve its environmental performance and/or improve its cost

effectiveness. EMSs are being adopted by organizations of all sizes and types,

including small and large organizations and local governments. An EMS should

become part of the organization’s overall management structure; including

strategic planning, roles and responsibilities, performance measurement and

implementation of overarching policies as a part of an organization’s short- and

long-term objectives. Therefore, small and large and public or private

wastewater utilities will have an EMS with the same elements and framework,

but the level of detail and level of documentation will reflect the nature and

scale of each utility’s or department’s activities. For example, the San Diego

Operations and Maintenance Division, which manages approximately 180

million gallons of water a day (MGD), and Gastonia, North Carolina’s

Wastewater Facility, managing approximately 22 MGD, have very similar EMS

procedures and policies in place for their respective EMSs because the

framework or structure of a plan, do, check, and act management systems

approach remains the same. 
The main cost of an EMS is the investment of direct employee labor time and

consultant time that an organization spends in order to establish the EMS.

However, EMS programs and goals typically correspond directly with a utility's

overall business and operational programs and goals and therefore, EMS costs

are largely part of what you are already doing at your utility. In addition, many

utilities have found that EMS costs have been offset by the subsequent time

efficiencies and financial cost savings realized through EMS implementation.

In the sidebars throughout this Compendium, you can read about the EMS benefits achieved by wastewater utilities that have implemented an EMS, including

increased operational efficiencies and cost savings. 

Developing and maintaining an EMS does entail certain costs. However, wastewater utilities that have implemented an EMS have seen significant cost savings

that often far exceed the costs of the EMS. The following table summarizes the

costs and savings from several utilities.

9

G. What is the Typical Cost of an EMS? 

“CCMUA’s EMS goals correspond completely with the organization’s overall goals;

therefore, it is nearly impossible to differentiate general operations and

maintenance costs from direct labor resources for an EMS. CCMUA views EMS

as a means to improve progress towards meeting organizational goals, so the

labor resources used for EMS are “sunk” costs (i.e., would expend these

resources regardless), not a marginal cost.”

Andy Kricun

Deputy Executive Director

CCMUA

Camden, New Jersey

Wastewater Organization Total Costs to

Implement an EMS 

(In-House Labor, Consulting,

Travel, Materials)

EMS as a

% of O&M

Budget*

Wastewater Average 

Staff Time in Hours

(EMS Project Start to 1st

Management Review)

Example of EMS Cost Savings

Natick, Massachusetts

Springvale Water (8 MGD)

$50,000 4.0% 1,000 $40,000 avoided annually by 

documenting EMS procedures 

Charleston, South Carolina

Wastewater (40 - 74 MGD)

$57,000 0.10% 1,675 Annual operating costs reduced 

by $175,000

Kent County, Delaware

Wastewater (16 MGD)

$140,000 2.00% 2,985 85% reduction in SSOs; annual 

indirect cost savings of $20,000

Lowell, Massachusetts

Regional Wastewater (32 MGD)

$42,000 0.64% 1,424 Annual cost savings of $180,000 through

recycling and energy reduction efforts

Camden, New Jersey

CCMUA (80 MGD)

$60,000 3.00% 2,000 $5M reduced in annual operations costs

* Based on publically available operations and maintenance annual budgets (2005-2006)

The majority of time committed during EMS implementation is the responsibility of the

Environmental Management Representative and

the EMS Core Team. Based on data tracked from

8 wastewater and drinking water utilities, average

resource commitments included:

 Total Staff Time to Implement 

(Project Start to 1st Management Review): 

2,900 hours; 

 Time (from Project Start to 1st 

Management Review) to Implement 

an EMS: 24 months; and

 Staff Time to Maintain an EMS after

Initial Implementation: 10-12 hours/year 

for each employee.

For more information, visit:

www.peercenter.net/sector/wastewater/
1. An Environmental Management Systems (EMS) Handbook for Wastewater

Utilities: Achieving Environmental Excellence, August 2004 

(www.peercenter.net/sector/wastewater)

2. EMS Aspects Identification and Prioritization Workbook, May 2006

(www.peercenter.net/sector/wastewater)

3. EMS Case Studies in the Public Water Sector

(http://www.peercenter.net/sector/wastewater/CaseStudies.cfm)

4. Managing for Excellence: Analysis of Water and Wastewater Utility

Management Systems, August 2005

5. Continual Improvement in Utility Management: A Framework for

Integration, August 2004

6. Moving Towards Comprehensive Utility Management Systems: Report of

the Environmental Management Systems (EMS) for Public Utilities

Integration Project, September 2002

7. Meeting with Utility Leaders on Sustainable Management: Meeting

Summary, July 27-28, 2005 

8. Environmental Management Systems As A Cost-Effective Alternative to

Privatization, Presentation by Andrew Kricun, Deputy Executive Director,

Camden County Municipal Utilities Authority and Tom Pedersen, Vice

President, Camp Dresser & McKee Inc.

10

“EMS has become so ingrained in our business and what we do that it is not seen

as a separate system, but as part of normal operations.”

John B. Cook

Assistant General Manager/Engineer

Charleston Water

Charleston, South Carolina

There are a number of key organizations and resources that can help you as a

wastewater utility manager get information on and develop an effective EMS.

Organizational support is available through the Public Entity EMS Resource

(PEER) Center (www.peercenter.net) and 11 EMS Local Resource Centers

(www.peercenter.net/whocanhelp/lrc.cfm) around the country. These organizations have been designated to assist local governments, including wastewater utilities, understand and develop EMSs that can help you meet your organizational

and environmental goals. In addition, the following references and resources are

available for your review.

H. How Can I Get Started Developing an EMS 

and Where Can I Find More Information? Benefits from EMS

Implementation

Improved Compliance

The legal and other requirement

elements of an EMS allowed Natick to

consolidate their requirements into a

single list, develop a procedure for

identifying and monitoring applicable

requirements, delegate roles and

responsibilities, and ensure that

requisite personnel are provided with

knowledge and training. Collectively,

this has provided Natick with enhanced

confidence that they are operating

within statutory and regulatory

requirements. (Natick, MA) 

Regularly discharging effluent that

ranges from 12-18ppm, having

struggled in the late 1990’s to meet 30

ppm limits on a consistent basis.

(Camden County, NJ)

Employee Awareness and

Communication

The actual planning and

implementation of an EMS has resulted

in section leaders within the WWCD

communicating between sections in a

more organized and frequent manner.

(San Diego, CA)

Employees have enthusiastically

supported the EMS, which has helped

make their jobs easier and has

increased their awareness of how their

actions, and the actions of those they

serve, impact the environment. This is

important, as they are ambassadors to

the public, our rate payers. 

(Oakland County, MI)
11

“Division management directed that an ISO 14001 EMS be established

and provided the economic resources to obtain necessary consultant

support. Management created an environmental management

representative position within the division and made the position

comparable to other senior staff positions.”

Chris Toth

Wastewater Collection Division

San Diego, California

Benefits from EMS I. Steering Committee

Implementation

Reduced Costs

Expect to reduce electric costs by $200,000

- $300,000 per year through installing a

renewable energy system and/or an on-site

bio-gas facility. (Kent County, DE) 

25% reduction in operations and

maintenance costs (includes treatment plant

and collection system) from $21.2 million in

1996 to $16 million in 2000. 

(Camden County, NY) 

Increased Operational Consistency and

Efficiency

Reduction of wet weather bypasses from 24

in 1999 to 2 over the last 6 years. 

(Camden County, NJ)

Charleston Water's Preventive to Corrective

Maintenance ratio (PM:CM) has increased by

over 70% (85:75) from the industry baseline

(15:25) as a result of implementing

environmental improvement programs as

part of their EMS, saving Charleston

$52,000 per year on maintenance of

operations. (Charleston, SC)

Sanitary Sewer Overflow Reductions

For 2004, an 85% reduction in SSOs from

2002 levels has occurred, including the

successful roll-out of a fats, oils and grease

(FOG) reduction program for food service

provider. (Kent Count, DE)

The EMS process allowed us to justify a

major capital expenditure targeting the

reduction of inflow and infiltration. Not only

does this represent a significant financial

commitment, it shows that our commitment

to environmental protection goes far beyond

mere hype by addressing a major residential

complaint. (Oakland County, MI)

Bill Engel

Director

TREEO Center

Gainesville, Florida

Beth Shonts

Business Development Manager

Metro Waste Authority

Des Moines, Iowa

Kristel Riddervold

Environmental Administrator 

Public Works Department 

Charlottesville, Virginia

Larry Falkin

Deputy Director of Natural Resources 

Jackson County Parks & Recreation

Blue Springs, Missouri

Andy Kricun

Deputy Executive Director

CCMUA

Camden, New Jersey

Chris Toth

Deputy Director

Metropolitan Wastewater Department

San Diego, California

This EMS Compendium for Wastewater Utility Managers, supported by the

U.S. EPA Office of Water in cooperation with the Global Environment and

Technology Foundation (GETF), was specifically written to encourage

wastewater utility managers to consider an EMS as a business management tool

as they make important decisions on resource allocation and on the long-term

viability of their wastewater operations. To accomplish these objectives,

wastewater and local government colleagues who and other public sector

managers that have successfully implemented an EMS at their utilities played a

major role in developing this Compendium, serving as a Steering Committee

members for this project. Their introductory comments are contained in the

Executive Summary, with practical insights and experiences integrated

throughout this document. The Steering Committee for this effort included the

following wastewater and local government practitioners: