Presentation to the Railroad Environmental Conference October 8, 2002 at UIUC.
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Transcript of Presentation to the Railroad Environmental Conference October 8, 2002 at UIUC.
![Page 1: Presentation to the Railroad Environmental Conference October 8, 2002 at UIUC.](https://reader036.fdocuments.us/reader036/viewer/2022081414/55144c2f5503462d4e8b4ea7/html5/thumbnails/1.jpg)
Presentation to the Railroad Environmental Conference
October 8, 2002 at UIUC
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Shankar ChakrabortyShankar Chakraborty Ramesh Raman Ramesh Raman Robert DondiegoRobert Dondiego
Capital Program ManagementCapital Program ManagementNew York City TransitNew York City Transit
Making New York City Transit Green – Case Study-Corona Maintenance
Yard Project Scope
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NYC Transit Capital Program
Allocation of Funds to Major Categories
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1982-1991 1992-1999 2000-2004Year
Fu
nd
s
Subway Car
Stations
Infrastructure
Shops, Yardsand Depots
Misc / Buses
New Routes
$11.9
$12.6
$11.5
(billions)
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Progress to State of Good Repair
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Cars
Tracks
Power
Line Structures
Line Equipment
Car Shops
Stations
Signals
1982 2001 2007 2020
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Eight Program Areas:-- Electrical-- Station Complexes, Elevators and Escalators-- Line Equipment, Shops & Yards-- System Expansion-- Buses-- Signals and Systems-- Station Rehabilitations-- Structures
Support Divisions:-- Engineering Services-- Planning and Budget-- Quality & Safety-- Management Services
Vice President and Deputy
Chief Engineer
* * * * * * * * * * * * *Chief Officer, Special Projects
Vice President and Deputy Chief Engineer
Engineering Services* * * * * * * * * * * * *
Vice PresidentTechnical Services
Quota:Management 295Prof./Tech. Eng.1,147Hourly 2Administrative 133
Total1,577
Senior Vice President&Chief Engineer
Capital Program ManagementMysore L. Nagaraja
PresidentNYC TransitL. G. Reuter
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NYC Transit at a Glance
Subway Cars 6,204Buses 4200
Subway Stations 468
Annual Subway Ridership 2.1 Billion
Riders/Weekday 7.2 Million
Track Miles 814 Miles
Track Miles --Mainline 650 Miles
Total Employees 48,456
Operating Budget $3.9 Billion
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CAPITAL PROGRAM MANAGEMENT AS A BUSINESS ENTITY OF NYC TRANSIT
•We manage all capital projects (except rolling stock) from Master plan to close-out.
•We manage approximately 350 to 400 active capital projects a year with a total value of $4.0 billion.
We do our design and construction work with complete environmental considerations.
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Mass Transit Is the Key to a Sustainable Environment in New York City
•2.1 Billion riders per year
•If automobile only, environmental impact would result in:
•94 million lbs. carbon monoxide
•14 million lbs. Hydrocarbons
•1.5 million lbs. of soot
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Environmental Lessons Learned
• Hazardous Waste - 500 tons annually• Lead - 100 tons removed annually• Asbestos - 10M annual abatement cost.• Mercury - old transformers scattered
system-wide• Air Quality - diesel emissions (buses)• Water Quality - Spill potential always
exist, discharges, surface runoffs
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NEEDS
• Tool to manage environmental business
• ISO9001 (certified 1992)
– ISO14001
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LE$$ONS– Asbestos in = Asbestos out + $ + RISK
– Lead in = Lead out + $ + RISK
– Hazardous materials in = Hazardous waste out + $ + RISK
– Poor building designs = Poor performance + low PRODUCTIVITY + HEALTH
– Poor Performance and Maintenance = Increased operating cost
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Rationale for obtaining an EMS• Improve Environmental performance
• Moving beyond regulatory - compliance
• Political will and management resolve to do what is right
• State Agency’s Social Responsibility
• Closing the performance gap with other mass transit agencies
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Lessons Learned -Implementation Hurdles
• Resistance – Budget/schedule offset” as primary
defense
• Slow buy-in– Failure to Acknowledge importance – Bias interpretation of ISO14001
• Omittance from project review process– Project Implementation battles
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• Perception of ISO14001 initiatives as a struggle to change the status-quo.
• Senior Management: Short rope - tall tree
• Contractor acceptance
Lessons Learned -Implementation Hurdles
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• Selecting Indicators for monitoring and measurement
• Identifying too much environmental aspects
• Setting too ambitious Objectives and Targets
• Changing first cost mindset
Lessons Learned -Implementation Hurdles
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Implement
Develop Guidelines
Road Map to Environmental Excellence
Environmental Excellence
EMS
Sustainability
Raise Awareness
Develop Metrics
Environmental Management System Implementation
Well Beyond Certification
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Establishing a Six Pillar of Business Objectives
The PILLAR of environmental excellence is viewed as an integral non-competitive aspect of business planning (i.e.,
rebuilding and improving the mass transit system while simultaneously enhancing sustainability.
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Lessons LearnedISO14001 and the Future
• With ISO we established the platform to spring board the sustainability movement within mass transit.
• Born out of this momentum was the Sustainability movement– Sustainable Design/Design for Environment – Conservation– Eco-procurement
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ISO14001 ISO14001 (1998)(1998)
EnvironmentEnvironmental Excellenceal Excellence
(Sixth Pillar)(Sixth Pillar)
Governor’s Governor’s Executive Executive Order 111 Order 111 (2001)(2001)
Where Regulatory meets VoluntaryWhere Regulatory meets Voluntary
ISO14001 & EO111
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MEGA PROJECTS/ Haz-Abatement
Co-generation/ renewables
Waste Management
. 86% recycled .~4.5M
lbs..
NYCT Clean Bus Program
ISO14001
Design for/ Environment Sustainable
design
IMPROVED AIR QUALITY
Ultra Low Sulfur Diesel
Post September 11th reconstruction
UL S
D
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Mass Transit must follow sustainability
New Strategy:
Building clean subway corridors and facilities while taking into
consideration the long-term impacts on the environment.
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ENVIRONMENTAL HIERARCHY ENVIRONMENTAL HIERARCHY
VoluntaryMar 98
Mandated Jun 01
Common Common
Governor’s Executive Order
ISO 14001
EMS
ConservationEco-procurement
Sustainable Design
Environmental Excellence
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1999: CPM became the first public
entity to obtain ISO14001 certification
Rationale for ISO14001
• Manage risk
• Improve environmental performance
• Continual improvement for a more effective system
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DESIGN-FOR-DESIGN-FOR-ENVIRONMENT PLAN ENVIRONMENT PLAN
Environmental Excellence
2002+ Destination
EMS
Awareness
Guidelines
MetricsImplement
1998 ROADMAP
Environmental Management System Implementation
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• SUSTAINABLE DESIGN
• ECO-PROCUREMENT
• CONSERVATION
Promulgated in NYS June 10, 2001
Mandates:
NYS GOVENOR’S EXECUTIVE ORDER 111
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SUSTAINABLE DESIGN SUSTAINABLE DESIGN
VoluntaryMar 98
Mandated Jun 01
Common Common
Governor’s Executive Order
ISO 14001
EMS
ConservationEco-procurement
Sustainable Design
Environmental Excellence
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Sustainable Design
Energy Efficiency/ Renewable
Energy
Indoor Environmental
Quality
Conserving Material & Resources
Full Commissioning
Water Conservation & Site Managem.
SUSTAINABLE DESIGN HIERARCHY SUSTAINABLE DESIGN HIERARCHY (NYCT Green Guidelines)(NYCT Green Guidelines)
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CPM’s Environmental Guiding Principles
When we design projects, we focus on:
• Energy Efficiency/Renewable Energy
• Enhanced Indoor Environmental Quality (IEQ)
• Conserving Materials and Resources
• Operations & Maintenance
• Water Conservation
• Site Management
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EXAMPLES OF IMPLEMENTATION OF SUSTAINABLE GUIDELINES
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CORONA MAINTENANCE SHOP
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CORONA MAINTENANCE SHOP
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Employee distribution
0
20
40
60
80
100
120
140
Nu
mb
er o
f p
eop
le
AM shift
Midnight
AM shift 4 0 13 3 1 1 60 28 88 32
PM shift 0 0 2 1 0 0 15 2 17 3
Midnight 0 0 5 1 0 0 40 5 50 6
Total 4 0 20 5 1 1 115 35 140 41
Male Female Male Female Male Female Male Female Male Female
Manager Manager Supervisor Supervisor Clerical P/T Clerical P/T Hourly Hourly Total Total
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Area distribution
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Area (sq.ft) 131,000 7574 720 240 130 1218 150
Percent 93% 5% 1% 0% 0% 1% 0%
Main building Car washerCircuit breaker house
(203/204)Circuit breaker house
(202)Car cleaning booth Signal relay room
Sewer ejector pump room
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Background:
•Service and maintain subway cars to ensure optimum readiness for mass transit operation
•Typically manned 3 shifts.
•Located within densely populated and environmentally sensitive area.
•Is combined with a train yard
•Houses subway cars during off-peak and night hours.
CORONA MAINTENANCE SHOP
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Approach
Sustainable Design Principles applied:
•Within an integrated “whole buildings” ……………………... ……………………... framework
•Throughout planning, design, and construction
Sustainability
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NEW CORONA MAINTENANCE SHOP
•State of the art in terms of sustainable design for a transit maintenance type building.
•30% better than code for energy efficiency
•Optimized use of natural ventilation and natural day lighting.
•Alternative power sources such as photovoltaics and fuel cells.
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NEW CORONA MAINTENANCE SHOP
•Harnessing rain water for washing trains
•Selection of eco-friendly building materials such as fly-ash, low E-glass for window and skylights, very low VOC products.
•Waste management and recycling.
•Pervious paving
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The Vision of the
Future
Energy independent
Improved air quality
Climate neutral
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Working together Working together towards a cleaner towards a cleaner
environment environment
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OUR GLOBAL COMMITMENTOUR GLOBAL COMMITMENT
Sustainable Sustainable Mass Mass
TransitTransit