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existing knowledge and expertise. <br />Top 3 Barriers <br />1. It is important not to take too long to "roll out" the program and implement the EMS. Early momentum is <br />key. <br />2. It proved more difficult that originally expected to facilitate the private-public partnership and to keep all <br />team members on the same page and committed. <br />3. Many organizational layers, internal and external, have to agree to participate in the program. <br />Top 3 Lessons Learned <br />1. It's important to undertake the project using the assistance of practitioners and experienced technical <br />assistance providers. <br />2. Active senior management involvement throughout the project, even before implementation actually <br />begins. <br />3. Interaction with team members on an almost daily basis, especially during the first stages of EMS <br />implementation. <br />Resource Commitment <br />^ 8 members on the EMS Core Team - 25% of time dedicated by a single Environmental Management <br />Representative <br />^ Environmental Management Representative to serve as overall program manager or team leader for the <br />EMS implementation. <br />^ Bi-weekly, one hour Core Team meetings (8 team members) during the EMS development phase and <br />quarterly meetings during the ongoing maintenance phase of the EMS. <br />^ One complete EMS cycle (24 months) required 2,985 total person t)burs at a total <br />cost of approximately $101,691 in direct labor resources, and about $40,000. in <br />other costs including national-program-participation (including technical <br />assistance), travel to workshops, and third-party certification audits. <br />Return. on Investment -EMS Benefits <br />^ Potential~energy savings of $200,000-300,000 per year, as a result of serious consideration of installing <br />a renewable wind energy system, an on-site bio-gas station, and/or a generator load sharing agreement. <br />^ Effective employee succession program to contain knowledge. <br />^ Potential. reduced air pollution by 5 million pounds of carbon dioxide per year, 20% hydrocarbon <br />emissions, 12% carbon monoxide emissions, and 12% in particulate emissions, as a result of switching <br />to B20 biodiesel as a fuel source. <br />^ Improved chlorine delivery system. <br />^ 85% reduction in Sanitary Sewer Overflows. <br />^ Improved public image and award recognition <br />-2004 NACo Achievement Award <br />-2004 Clean Water Act Pretreatment Program runner-up <br />-Environmental Protection Magazine Facility of the Year <br />CITY OF LOWELL, MASSACHUSETTS <br />Regional Wastewater Utility <br />The Lowell, MA Regional Wastewater Utility implemented their EMS beginning in August 1997 through <br />participation in the U.S. EPA supported First EMS Initiative for Local Governments(www.peercenter.net). The <br />Utility. proceeded to achieve ISO 14001 certification for all divisions in August 2000 becoming the first wastewater <br />utility in the nation to achieve this distinction. <br />EMS Fenceline <br />Lowell Wastewater Utility - an activated sludge facility with a design flow of 32 million gallons a day (MGD). <br />Provides primary and secondary treatment to more than 180,000 users in five <br />communities. The system includes 230 miles of sewer lines, 5,000 catch basins, 5,000 <br />