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Using process redesign to improve DoD's environmental security program [electronic resource] : remediation program management / Jeffrey A. Drezner, Frank Camm.

By: Drezner, Jeffrey A.
Contributor(s): Camm, Frank A, 1949-.
Material type: TextTextPublisher: Santa Monica, CA : RAND, c1999Description: 1 online resource (xviii, 99 p.) : ill.ISBN: 0585243468 (electronic bk.); 9780585243467 (electronic bk.); 083302695X; 9780833026958.Subject(s): Hazardous waste site remediation -- United States | Military bases -- Waste disposal -- Environmental aspects -- United States | United States -- Armed Forces -- Facilities -- Environmental aspects | United States. Department of Defense -- Environmental aspects | E.I. du Pont de Nemours & Company -- Management -- Environmental aspects | Olin Corporation -- Management -- Environmental aspects | Environmental management -- United States -- Case studies | TECHNOLOGY & ENGINEERING -- Environmental -- Waste ManagementGenre/Form: Electronic books.Additional physical formats: Print version:: Using process redesign to improve DoD's environmental security program.DDC classification: 363.72/878 Online resources: EBSCOhost
Contents:
Figure -- Tables -- Acronyms -- Research Approach -- Organization of Report -- Remediation Program Management Issues -- Managing Remediation Programs -- Challenges for DoD -- Overview of Innovative Commercial Remediation-Management Practices -- Lessons from the Literature -- Framework Supporting Case Studies -- Case 1. Remediation Program Management at Dupont -- Corporate Environmental Policy and Practice -- Remediation Program Policy and Philosophy -- Management Structure and Responsibilities -- Remediation Program Managers -- Core Resources -- DuPont Environmental Remediation Services -- Legal Function -- Processes and Implementation -- Performance Measurement -- Regulatory and Community Interactions -- Cost and Financial Considerations -- Other Elements -- Risk Assessment -- Information Systems -- Lessons Learned -- Case 2: Remediation Program Management at Olin Corporation -- Corporate Environmental Management Policy and Performance -- Remediation Policy -- Context and General Management Philosophy -- Program Management Structure, Roles, and Responsibilities -- Site Management -- Use of External Sources for Services -- Performance Measurement and Incentives -- Stakeholder Interactions -- Financial Costs -- Organizational Change -- Lessons Learned.
Summary: In fiscal year 1994, approximately $2.4 billion was spent on cleanup (or remediation) activities through the Defense Environmental Restoration Account and the Base Realignment and Closure act; in fiscal year 1996, approximately $2.1 billion will be spent, slightly less than half of the total Department of Defense (DoD) environmental security budget. Efforts to increase the efficiency of remediation activities, either by reducing costs or accelerating the process through simplification and streamlining, could have a substantial effect on DoD's ability to meet its cleanup obligations within an increasingly constrained budget. By examining the remediation management programs of two large chemical companies, Olin Corporation and DuPont, the authors identified activities DoD could implement to improve its remediation of thousands of sites at active and closing installations and formerly used defense sites. The following were the core identified tasks: Distribute responsibilities between the central management group and decentralized execution teams, adopt a business process perspective, include more-focused use of performance measurement, proactively identify and manage potential liabilities, and improve stakeholder (regulator and community) interactions.
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"MR-1024-OSD."

"Prepared for the Office of the Secretary of Defense."

Includes bibliographical references (p. 93-99).

Figure -- Tables -- Acronyms -- Research Approach -- Organization of Report -- Remediation Program Management Issues -- Managing Remediation Programs -- Challenges for DoD -- Overview of Innovative Commercial Remediation-Management Practices -- Lessons from the Literature -- Framework Supporting Case Studies -- Case 1. Remediation Program Management at Dupont -- Corporate Environmental Policy and Practice -- Remediation Program Policy and Philosophy -- Management Structure and Responsibilities -- Remediation Program Managers -- Core Resources -- DuPont Environmental Remediation Services -- Legal Function -- Processes and Implementation -- Performance Measurement -- Regulatory and Community Interactions -- Cost and Financial Considerations -- Other Elements -- Risk Assessment -- Information Systems -- Lessons Learned -- Case 2: Remediation Program Management at Olin Corporation -- Corporate Environmental Management Policy and Performance -- Remediation Policy -- Context and General Management Philosophy -- Program Management Structure, Roles, and Responsibilities -- Site Management -- Use of External Sources for Services -- Performance Measurement and Incentives -- Stakeholder Interactions -- Financial Costs -- Organizational Change -- Lessons Learned.

Description based on print version record.

In fiscal year 1994, approximately $2.4 billion was spent on cleanup (or remediation) activities through the Defense Environmental Restoration Account and the Base Realignment and Closure act; in fiscal year 1996, approximately $2.1 billion will be spent, slightly less than half of the total Department of Defense (DoD) environmental security budget. Efforts to increase the efficiency of remediation activities, either by reducing costs or accelerating the process through simplification and streamlining, could have a substantial effect on DoD's ability to meet its cleanup obligations within an increasingly constrained budget. By examining the remediation management programs of two large chemical companies, Olin Corporation and DuPont, the authors identified activities DoD could implement to improve its remediation of thousands of sites at active and closing installations and formerly used defense sites. The following were the core identified tasks: Distribute responsibilities between the central management group and decentralized execution teams, adopt a business process perspective, include more-focused use of performance measurement, proactively identify and manage potential liabilities, and improve stakeholder (regulator and community) interactions.

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Using process redesign to improve DoD's environmental security program by Drezner, Jeffrey A. ©1999
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