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6. THE PROJECT CONCLUSION AND RECOMMENDATIONS

Over a three year period, the ten project states were able to use the same set of common measures to evaluate the environmental performance of a common group of facilities. The project also created a replicable template that can be used by other agencies to build the capacity to measure group performance and to use the information to identify the most efficient and effective strategies for promoting better environmental performance.

This effort has already paved the way for other ERP-type measurement projects. Current activities being considered or under development include:

  • The same project states selecting additional sectors to analyze

  • The development of a second States Common Measures Project proposal which would build on the work of this project to do more in depth analysis of the relationship between program design and high SQG performance. It would also create more robust energy efficiency, pollution prevention, solid waste recycling, and water conservation beyond compliance performance indicators.

  • A six-state initiative in EPA Region V to develop and implement a region-wide ERP for auto body shops that will include the use of the indicators developed under this project. The six-state initiative is funded through an EPA State Innovation Grant awarded in the spring of 2009.

  • An EPA Region 1 and EPA Office of Enforcement and Compliance Assurance initiative that uses the indicators developed by this project to measure auto body performance in Massachusetts.

Achieving the full benefits of the States Common Measures Project requires the widespread adoption of ERP-type measurement across environmental agencies. The challenge going forward is to take meaningful steps to capitalize on the potential created by this project. The project states recommend that EPA provide the key leadership and financial support needed to:

1. Promote and expand the use of ERP-type measurement in both “core” and other work in states and EPA to:

    • Look within and beyond individual states to identify and adopt the most effective and efficient environmental performance improvement strategies.

    • Allow states the flexibility to deploy resources based on measured performance.

    • Promote the use of ERP-type measurement to routinely make environmental program priority and resource allocation decisions.

  • 2.

    Support the development of an ERP Training Institute to codify this work into a formal ERP measurement curriculum.

The States Common Measures Project Final Report

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