2001 Pollution Prevention and HAZMAT Mgmt Conference Notes

27 Jan 2006 |

Abstract for the 2001 6th Annual Joint Services Pollution Prevention & Hazardous Waste Management Conference & Exhibition

TITLE
Installation-wide Approach to Sustainable Operations for Homestead ARS, Florida

SUMMARY
Air Force Reserve is implementing a sustainability program at Homestead ARS that enhances mission readiness and environmental performance. The program identifies goals in nine operational categories to address installation practices. An end-state vision and baseline and gap analyses were conducted to develop implementation programs, including innovative tiered monitoring metrics.

ABSTRACT
Air Force Reserve is implementing an installation-wide sustainable development program at Homestead Air Reserve Station (ARS) which simultaneously enhances mission readiness and environmental performance. Homestead ARS has a unique history of implementing sustainable operations that includes responding to the devastating impacts of Hurricane Andrew. Commitments were made at all levels within the Air Force to ensure reconstruction at the installation became a model of environmental responsibility and stewardship. This effort began with development of a strong P2 program that positively impacted all operations and has since expanded into the arena of sustainable practices, within the context of mission readiness.

The Air Force Reserve Command has developed a Sustainable Operations Plan that establishes over 30 goals in nine separate, but interdependent, operational categories to drive ongoing activities, future development and potential expansion within a sustainable framework. The program was created using a time-horizon of 2020, but has flexibility to continue well into the future. Plan development began with an onsite planning charette and matured through regular teleconferences between team members (highly sustainable). A diverse team consisting of installation stakeholders and CEV, HQ AFRC (CE, CEV, CEP, CEO, LGT, LGS), AFCEE/EQ, and our contractor (CH2M HILL, Inc.), created an end-state vision defined by project goals.

A baseline analysis of existing conditions was conducted, addressing all nine operational categories. A gap analysis followed, performed to identify gaps between existing operations and the end-state vision. The second step identified practices and programs to be implemented to close the identified gaps, including an innovative system of tiered metrics to monitor ongoing and long-term progress toward sustainability.

An Implementation Plan has also been completed to identify necessary resources and processes for implementation, and to prioritize gap resolution programs with respect to available resources, technology, and mission readiness.