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Presentation to the Railroad Environmental Conference
October 8, 2002 at UIUC
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
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)
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
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
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
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.
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
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
NEEDS
• Tool to manage environmental business
• ISO9001 (certified 1992)
– ISO14001
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
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
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
• Perception of ISO14001 initiatives as a struggle to change the status-quo.
• Senior Management: Short rope - tall tree
• Contractor acceptance
Lessons Learned -Implementation Hurdles
• 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
Implement
Develop Guidelines
Road Map to Environmental Excellence
Environmental Excellence
EMS
Sustainability
Raise Awareness
Develop Metrics
Environmental Management System Implementation
Well Beyond Certification
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.
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
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
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
Mass Transit must follow sustainability
New Strategy:
Building clean subway corridors and facilities while taking into
consideration the long-term impacts on the environment.
ENVIRONMENTAL HIERARCHY ENVIRONMENTAL HIERARCHY
VoluntaryMar 98
Mandated Jun 01
Common Common
Governor’s Executive Order
ISO 14001
EMS
ConservationEco-procurement
Sustainable Design
Environmental Excellence
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
DESIGN-FOR-DESIGN-FOR-ENVIRONMENT PLAN ENVIRONMENT PLAN
Environmental Excellence
2002+ Destination
EMS
Awareness
Guidelines
MetricsImplement
1998 ROADMAP
Environmental Management System Implementation
• SUSTAINABLE DESIGN
• ECO-PROCUREMENT
• CONSERVATION
Promulgated in NYS June 10, 2001
Mandates:
NYS GOVENOR’S EXECUTIVE ORDER 111
SUSTAINABLE DESIGN SUSTAINABLE DESIGN
VoluntaryMar 98
Mandated Jun 01
Common Common
Governor’s Executive Order
ISO 14001
EMS
ConservationEco-procurement
Sustainable Design
Environmental Excellence
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)
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
EXAMPLES OF IMPLEMENTATION OF SUSTAINABLE GUIDELINES
CORONA MAINTENANCE SHOP
CORONA MAINTENANCE SHOP
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
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
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
Approach
Sustainable Design Principles applied:
•Within an integrated “whole buildings” ……………………... ……………………... framework
•Throughout planning, design, and construction
Sustainability
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.
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
The Vision of the
Future
Energy independent
Improved air quality
Climate neutral
Working together Working together towards a cleaner towards a cleaner
environment environment
OUR GLOBAL COMMITMENTOUR GLOBAL COMMITMENT
Sustainable Sustainable Mass Mass
TransitTransit