Solutions to pollution: an environmental review & education program (EREP)

CONTENTS

SECTION 1: INTRODUCTION

EXECUTIVE SUMMARY

The Solutions to Pollution Environmental Review & Education Program (EREP) targets environmental improvements in small industries and businesses.

It was developed following a pilot project run by the EPA in partnership with Shoalhaven City Council. It focuses on encouraging business and industry to cooperate in reducing the impact they have on the environment.

The EREP recognises that the best way to improve our environmental quality is to have broad community ownership of, and participation in, environment protection. All sectors of the community - including individuals, education systems, business, industry, professional associations, Government agencies and non-Government organisations - have a responsibility to protect and improve the quality of our environment.

The EREP is also a response to community expectations for improvements in the quality of local environments. Many councils have expressed an interest in setting up local and catchment-based environmental management programs to address the impact of small industries and businesses under their control. The EREP has been developed in recognition of the interest shown by these councils.

In the past few years we have successfully tackled some of the pollution problems associated with large industries. Now we must give some attention to smaller industries and businesses, where the cumulative environmental impacts are significant, particularly in urban areas.

An effective EREP has many benefits for business, Local Government and the community. They include:

• better environmental awareness and knowledge across the small industry and business sectors
• better communication between Government, industry and the community
• fewer complaints and less conflict over environmental concerns
• improved environmental quality.

The EREP targets environmental improvements in small industries and businesses that do not require pollution control licences issued by the EPA. It provides an opportunity for business and industry to work together with council towards ecologically sustainable development as endorsed in Local Agenda 21.

The EREP is one of a number of environmental management tools that are available to council to help improve environmental quality. The advantage of the EREP is that it is readily integrated into the existing management and reporting structure of council. It operates as a 'stand alone' document for council officers in the field, yet advocates a 'whole of council' approach in interpreting and using the results.

The program is not prescriptive. It is designed as a guide and starting point for council to develop its own program relevant to local needs, resources and priorities. We believe it is a basis for stimulating innovative solutions to pollution in local areas.

GOAL AND OBJECTIVES

Goal

The goal of the EREP is to help council fulfil its environmental responsibility to minimise the environmental impact of local businesses and industries. The EREP has been designed to encourage action for environment protection.

Environmental objectives

The EREP will help council to:

• identify environmental impacts or pollution problems associated with local business and small industry practices
• identify priority areas for action in relation to local commercial and industrial premises
• develop a database of information on:
  - industrial and commercial land use
  - storage and disposal of solid, liquid and hazardous wastes
  - recycling programs
  - polluted areas.
• improve local environmental quality, particularly in relation to air, water, land and noise
• gather information for State of the Environment reporting
• encourage small industries and businesses to manage their environments properly.

Educational objectives

The educational objectives identify what the program aims to achieve in terms of changing the knowledge, attitudes and practices of owners and operators of local industries and businesses.

The EREP will aim to:

• increase awareness of environmental issues in local businesses and industries
• develop knowledge and understanding of specific environmental issues, including waste management, noise, water and air quality
• encourage the implementation of work practices that will minimise environmental impact
• identify opportunities to improve business and industry efficiency, for example through waste minimisation and using cleaner operating practices
• encourage owners and operators to take responsibility for minimising environmental impacts
• encourage business and industry to identify solutions to pollution within their operational practices
• develop positive attitudes to the environment.

Communication objectives

An effective EREP will provide opportunities to:

• generate awareness of and support for the activities of participants in the program (including council, business and industry)
• improve the information flow between Local Council, industry, State Government agencies and the community
• develop community and customer support for businesses and industries striving to implement solutions to pollution
• develop an achievement profile for the project within the local community, Local Government and industry networks.

OVERVIEW

At a very basic level the EREP can consist of a site review visit of each premises, followed by a letter to the proprietor describing the outcome and required action.

Other levels could be:

• doing a general environmental audit and providing or exploring innovative solutions to pollution problems
• doing an environmental assessment to review compliance with appropriate regulations
• developing a program that involves business and industry and empowers them to own and solve their environmental problems.

Individual councils will need to decide on the most appropriate level for them, based on their local needs, resources and priorities.

One of the strongest features of any environmental assessment, review or audit program is that it provides an opportunity for one-to-one communication between the reviewer and the operator. To ensure the best long-term environmental outcomes from the program, council officers should be aware of and use any opportunities for one-to-one education. The traditional 'check and report' function of an environmental review is only one element in the program.

The EREP has two levels of information: one intended for Local Government use and the other for owners and operators in small industries or businesses in your local area.

Information and resources for Local Government

These include:

• a 'how-to' guide for developing and implementing the EREP
• a sample environmental review checklist or protocol for assessing the environmental impact of non-scheduled premises
• sample correspondence
• ideas for community involvement, promotion and education
• a list of contacts and other resources for consultation
• reference information from the Shoalhaven City Council pilot project.

Information for businesses and industries

These include:

• Solutions to Pollution sample information sheets on topics such as:
  - stormwater
  - storage of liquids
  - spills
  - wastes
  - environmental management
  - getting started
• Sample Solutions to Pollution educational material for the motor vehicle repair and servicing industry. (More industry-specific material will be developed later.)

You are encouraged to adapt or reproduce this information for your needs.

INTEGRATING THE EREP IN LOCAL GOVERNMENT MANAGEMENT

The EREP will help council collect important information about the pressures on the local environment. It will identify opportunities for local business and industrial communities to take an active role in improving local environmental quality.

The EREP could be used to provide input to council's State of the Environment Report by helping to describe the current state of the local environment and identify environmental concerns.

Council's three year management plan often incorporates environmental objectives and targets for council activities. Section 403(2) of the Local Government Act 1993 requires the statement of principal activities found within the management plan to include particulars that relate to 'activities to protect environmentally sensitive areas and which promote ecological sustainability of the area undertaken by the council'. The EREP is an 'activity' that will help protect environmentally sensitive areas such as waterways, wetlands and remnant natural vegetation.

The EREP aims to reduce the environmental impact of businesses and industries on the local environment and also to improve the environmental quality of the broader local Government area through, for example, more efficient and environmentally sound waste management and land use planning.

The performance of the EREP can be evaluated in council's annual report, which compares the actual performance of its activities during the year with the projected performance of those activities as contained in the management plan. Some councils have elected for this annual performance review to be part of their State of the Environment Report, so that areas of concern can be highlighted. The three year strategic management plan would then provide the direction for council's programs and activities to address these concerns.

Through these processes, the EREP has the potential to address specific industry sectors or geographic areas of concern that have been identified through the consultative process of the State of the Environment Report and Management Plan.

Over time, the State of the Environment Reports will report data that show changes in the state of the local environment, allowing councils and the community to monitor the success of the EREP.

LEGAL CONSIDERATIONS

Local Government has significant functions and powers under existing environment protection legislation. In the future, under the planned Protection of the Environment (Operations) legislation, it is envisaged that these functions and powers will be strengthened to enable councils to have more control of environmental management in local areas.

In New South Wales Local Councils have pollution control powers, either directly or through officers so authorised by the EPA. Some examples follow.

Powers to enter premises

• Local Government Act 1993: Part 2 of Chapter 8
• Environmental Planning and Assessment Act 1979: Section 117A
• Pollution Control Act 1970: Section 24
• Environmentally Hazardous Chemicals Act 1985: Section 45
• Clean Waters Act 1970: Sections 29 and 29A
• Clean Air Act 1961: Section 27
• Noise Control Act 1975: Section 76
• Waste Disposal Act 1970: Section 45.

Powers to issue notices to make businesses do things or stop doing things

• Local Government Act 1993: Section 124. Councils should issue Section 124 orders relating to pollution control wherever appropriate, except regarding premises:
  - scheduled under the Noise Control Act or the Clean Air Act
  - owned or occupied by State Government instrumentalities or State-owned corporations
  - where the EPA has issued a relevant notice or direction under the pollution control legislation.
• Clean Waters Act 1970: Section 29 (2)
• Clean Air Act 1961: Sections 20 and 27 (2)
• Noise Control Act 1975: Sections 33, 40, 45, 50, 59, 63, 76.

Powers to restrain illegality (for example, breach of development consent conditions or failure to obtain approvals)

• Environmental Planning and Assessment Act 1979: Section 123
• Local Government Act 1993: Section 674.

Powers to issue infringement notices for minor offences

• Environmental Offences and Penalties Act 1989: Section 8G and Schedule 2
• Local Government Act 1993: Section 679 and LG (General) Regulation 1993: Schedule 1.

While councils also have prosecution powers regarding pollution offences, these are not the focus of the EREP, which promotes the voluntary cooperation of individuals in small industries and businesses.

If council takes a positive, educative approach, most businesses will voluntarily participate in the review component of the program. Council will need to work out how to get those businesses that initially decline involved.

In the planning stage of the program, council should consider what it will do when the review process reveals that certain businesses and industries are found to be in breach of the law. While the spirit of the EREP promotes cooperation, support, and involvement of businesses and industries, breaches of the law that are harmful to the environment must be acted on.

SECTION 2: HOW TO RUN AN EREP

INTRODUCTION

The following steps are a basic procedure for implementing a successful EREP. Your organisation's priorities and resources will dictate the emphasis given to each step. Further details for each step are given on the following pages.

Scoping and resourcing

• Identify the scope of the program
  - level of assessment: environmental review, environmental audit or compliance audit? (See the Glossary at the end of Section 3 for definitions of these terms.)
  - prioritise the premises for review (for example, by industry type)
  - prioritise the geographic areas (for example, by catchment).
• Identify resources available internally and externally.

Planning and preparing

• Identify individual premises (for example, through a visit, survey or telephone list).
• Set up a Review Team and/or a Steering Committee that includes representatives from the businesses and industries.
• Set program targets with timelines.
• Determine available support systems and materials required, such as a computer database, a mapping facility, a filing system, local recycling services and products.
• Develop a community involvement and promotion plan.
• Use the environmental review checklist as a basis for preparing your council's review questionnaire.

Implementing

Stage 1

• Launch the program.
• Contact the premises.
• Make appointments for the review.

Stage 2

• Conduct the review.
• Educate:
  - discuss the issues and problems
  - use the information sheets
  - encourage the development and ongoing implementation of an environmental plan for each business.
• Keep the community involved:
  - prepare local media releases highlighting the positives
  - develop a regular newsletter to inform about program developments; consider establishing an environmental award scheme.

Stage 3

• Summarise the findings for each premises.
• Identify the necessary action:
  - If review is satisfactory send follow-up letter no.1.
  - If review is unsatisfactory prepare follow-up letter identifying the areas of concern and recommended action. (See follow-up letters 2 and 3 at the end of this section.)
• Enter information collected from reviews in database.

Stage 4

• Check that the recommended action for all premises has been prepared and implemented.
• Revisit the premises that were unsatisfactory.
• Provide feedback to the community.
• Educate and involve: identify opportunities for further education, such as trade nights, newsletters, follow­up services or resources that may be needed in the local area.

Monitoring and evaluating

• Analyse information collected from all the reviews.
• Summarise the overall findings.
• Discuss and publish the findings.
• Identify future actions.
• Revise the program if necessary.
• Prepare an ongoing strategy for developing the program in relation to council's overall environmental management.

SCOPING AND RESOURCING

Scoping

Council should work out what the scope of the EREP will be, in the light of the available resources, priorities and needs of the local area.

The EREP is designed for non-scheduled industrial and commercial premises where the materials stored, processes undertaken or wastes generated may pose a threat to the environment.

Non-scheduled premises are small industries or businesses that do not require pollution control licences issued by the EPA, and that generally fall under the control of Local Government in New South Wales. They may include premises such as:

• motor vehicle repair and servicing businesses, service stations, panel beaters, wreckers and car washes
• equipment hire and mobile businesses such as carpet cleaners and mobile mechanics
• laundries and dry cleaners
• marinas, boatsheds, shipbuilders
• food outlets such as restaurants, take-away food shops, butchers, bakers, greengrocers
• food processing and manufacturing
• construction, building, renovating, tiling and painting
• chemical manufacturers and suppliers
• printers and film processors
• nurseries and outdoor material suppliers
• bowling clubs, golf clubs, market gardens and parks
• metals manufacturing and finishing, and scrap metal yards.

The number of commercial and industrial premises in a Local Government Area and the environmental problems associated with these premises will help you determine the scope of the program and what resources you will need. Based on the resources available, council should decide whether the EREP is to be done:

• as an ongoing program targeting all non-scheduled premises
• as a program targeting only priority commercial and industrial premises
• in a particular geographic area such as an industrial estate or subcatchment.

Ideally an EREP will be a long-term ongoing program for most councils, and will form an integral part of council's environmental management plan. You will need to define a time frame that identifies how many premises and which people will be targeted.

Your organisation may decide to implement the program in stages. It may focus on a geographic area that is known to have a number of non-scheduled premises and that has a concentration of particular industries that are of concern.

How far your education program develops will depend on the motivation and involvement of people from the local businesses and industries.

Resources will also determine the level and intensity of assessment (environmental review, environmental audit or compliance review). For most councils, an environmental review will be the most appropriate level of environmental assessment, given that the vast majority of small industrial and commercial premises will have undertaken little or no environmental management and will not have in place company standards, objectives or targets that can be verified through an audit.

If councils wish to implement a review for compliance it is essential that they refer to the document Compliance Inspections of Non-Scheduled Premises in this Manual.

Resourcing

Officers conducting the EREP should have a good working knowledge of environmental management and an understanding of council's environmental policies and plans. The officers doing the review component of the EREP should also be authorised under the Clean Air Act, the Clean Waters Act and the Noise Control Act, and have an understanding of the relevant environmental legislation.

You may need to seek the expertise of officers from other relevant agencies when you are planning, preparing and implementing the EREP. Agencies such as the Environment Protection Authority, Sydney Water and SafeWork NSW (formerly WorkCover) have officers who undertake activities directed towards commercial and industrial premises, and many of these officers work on a regional or local area basis. Talking to officers in these agencies will also help to promote to local industries and businesses a cooperative, efficient approach to environmental management by government.

The staff resources required to undertake an EREP will depend on the scope of the program and the targets set. If council is implementing the program in stages, an officer could be allocated to the project on a part-time basis. Officer time is required to prepare, implement, monitor and follow up the program. The time required 'on-site' depends on:

• the level of interest of the owner/operator
• the quantity and variety of waste generated and materials used
• the number of problems identified
• what action is needed to address these problems.

Some financial resourcing may be required to produce promotional material and education or information materials for businesses and industries.

PLANNING AND PREPARING

Gathering preliminary information

You will need to gather some preliminary information on the number of businesses and industries in the local area through existing council records or pre-survey. This information will be used as a basis for establishing program targets and timelines.

The council records or pre-survey will also help you gather information on individual premises, which should be recorded on Part 1 of your Environmental Review Checklist. This information may include:

• business (trading) name
• owner/manager's name
• business address and phone number
• type of premises
• historical land use of premises (available from council records)
• information relating to any pollution complaints or action taken against the premises.

Establishing a review team/steering committee

Consider establishing a committee to work on the development and implementation of the EREP. The committee could involve relevant departments within council, arepresentative from the local Catchment Management Committee, representatives from local Chambers of Manufactures and Commerce, and representatives from industrial estates within the Local Government Area to be reviewed.

As the program becomes established and specific needs are identified, industry-based subcommittees or working groups could be formed to address ongoing education needs. When this program was developed and piloted with Shoalhaven City Council, for example, industry representatives initiated and organised an environmental trade night for premises in and around Nowra associated with the motor vehicle repair and servicing industry.

Setting program targets and timelines

After you have determined the scope, level and resources for the program, you can set the targets and timelines. The targets and timelines will enable you to monitor and evaluate your EREP. Sample targets could be:

• making a database of non-scheduled premises in the area
• reviewing a certain percentage of the premises
• identifying the priority industries for improved environmental practices
• determining that a percentage of the premises that have been reviewed have implemented improved operational practices
• making a directory of industry contacts or opinion leaders who can help promote improved environmental practices
• gathering information on processes, facilities and materials used on site
• formulating a profile of achievement for the program in the local area
• doing a number of case studies that highlight improved environmental practices.

Establishing support resources

Consider establishing the following resources and support systems to enable you to implement and keep implementing the EREP:

• a computer database to accept, retrieve, analyse and use data from the reviews
  or
• a filing system
• a map of the area to be reviewed
• an Environmental Review Checklist (refer to sample checklist included)
• templates for necessary correspondence (refer to sample correspondence included)
• a database of information on local recycling services and products that could help businesses and industries with their environmental improvement plans

Developing a Community Involvement and Promotion Plan

The EREP will be most effective if it involves the community and is designed as a cooperative program.

The EREP will provide a number of opportunities to promote the good work of the industries and businesses within your community, and the actions of council as it works with industries to find 'Solutions to Pollution' for your local area. Formulate a plan to promote the program to the local community. This will give people a sense of 'owning the program', and a longer term commitment. The plan should aim to achieve the communications objectives outlined previously and:

• involve key groups or individuals within the local area
• encourage community support for the program
• promote the positive environmental activities of council, businesses and industries.

Your Community Involvement and Promotion Plan may include:

• Identifying and seeking support from key groups that could help gain acceptance for the EREP. Consider approaching relevant business or industry associations, local environment groups, unions, the local Chamber of Commerce, the Chamber of Manufactures and the Catchment Management Committee.
• Identifying and seeking support from local environmentalists, environment groups and community groups such as Streamwatch.
• Identifying and promoting the program's benefits for the local community and the local environment. This should include identifying where the stormwater and sewage from the local area ends up, the impact of pollution on the local environment and how, for example, local waterways will benefit from the program.
• Identifying and seeking support from local business and industry opinion leaders. There may be one or two well known business people who would be willing to champion the program in the local community and help provide advice.
• Identifying and seeking support from other agencies such as the Environment Protection Authority, the Department of Land and Water Conservation, NSW Public Works & Services, Sydney Water, and Waste Service of NSW.
• Setting up a business and industry subcommittee. The committee members will provide advice on what is working and what isn't. The members will also be invaluable in providing peer advice for other business owners or operators who may be sceptical or initially unwilling to support the program.
• Developing an information template (or letterhead) that can be used for newsletters, media releases, invitations to a launch, and so forth. The information template may acknowledge the support for the program from key groups. A sample information template is included at the end of this section. The Solutions to Pollution logo can be used by Local Government organisations implementing an EREP.
• Organising a launch to which all industry operators are invited. A sample launch invitation is included at the end of this section.
• Developing regular media releases to promote the program in your local media. Sample media releases and subsequent press clippings following the implementation of the Shoalhaven City Council program are included.
• Developing a regular newsletter to keep owners and operators of businesses and industries informed. A sample newsletter is included at the end of this section.
• Nominating your program for a recognised award, such as the Department of Land and Water Conservation's Rivercare 2000 Award, or the Keep Australia Beautiful Award.
• Implementing your own environmental awards scheme to acknowledge businesses that have made a special effort to initiate 'Solutions to Pollution'.

IMPLEMENTING

Stage 1: Contacting the premises

Personal contact is the recommended method of initial liaison with the businesses and industries in the review area. This contact could come through a visit or a telephone call with the purpose of setting a mutually agreeable date and time for the premises to be reviewed. Give the business manager some indication of the time required for the review. If personal contact is not an option, send a letter to the premises to be reviewed. An introductory contact letter is included at the end of this section.

Using the correct tone in the contact is critical in establishing a positive outlook for the EREP. Initial discussions should emphasise that the review program is designed to be a cooperative program in which council will work with premises to find solutions to pollution problems, reduce environmental impacts and improve business efficiency.

Stress that in most cases the outcome will be a positive one for the business.

Stage 2: Conducting the review

The owner or manager of a premises being reviewed may be unsure of the 'real purpose' of the visit. For many businesses it could be the first time they have had any personal contact from a council officer or Government agency. At the beginning of the interview it is important to explain that the visit to the premises is routine - one of many being undertaken in the area. It should also be explained that the review is designed to improve the quality of the local environment and the environmental efficiency of all businesses. While it is essential to keep in mind that the premises' manager will have limited time, your attitude and approach will be fundamental in encouraging the business to have an ongoing interest and involvement in environment protection.

It may be useful to mention the industry subcommittee if one has been established. Encourage the owner or manager to contact members of the subcommittee if he or she would like further information about the program from an independent, business-oriented source.

The interview should follow the points covered in your Environmental Review Checklist. A sample checklist is included in this section for reference and as a basis for council to design its own assessment questionnaire. The sample checklist has been designed in three parts.

Part 1 contains covering information, much of which can be sourced before the visit.

Part 2 is to be completed during the site visit. The size and type of premises will determine how the questionnaire is filled out. The sections could be completed in an interview format in the office area, followed by a walk around the site to check and confirm the information collected in the interview. Alternatively, Part 2 could be completed as you walk around the premises with the owner or site supervisor. Not all the questions will be relevant to all premises, and you should use your discretion to eliminate obviously irrelevant questioning.

Part 3 is the summary component of the Checklist. It should be completed after the information collected in Part 2 has been analysed. Part 3 will identify follow-up action required.

The premises' owner or manager will probably seek some immediate feedback about their performance in the review. Respond by pointing out areas that you feel require attention, and explain that these areas of concern will be set out in more detail in a letter directed to the nominated environmental contact person as a follow-up to the review. (See the sample letters at the end of this section.)

The environmental review will provide an excellent opportunity for one-to-one education of personnel in the premises, thus helping you achieve the program's educational objectives.

The Environmental Review Checklist is a valuable education tool in itself. Each question could be preceded with some explanation as to why that particular question is being asked. The responses to the questions will help you to assess whether the manager is aware of the environmental impact of his or her operations. It is possible, for example, that people in the business are unaware of the connection between the stormwater drains and the local waterway, or the importance of waste minimisation practices. Explain why the activities are of concern, and how the activities affect the quality of the local environment and the local business efficiency. Use the Solutions to Pollution industry education material to give the manager further information, and encourage the manager to inform his or her staff about environmental protection practices.

Stages 3 and 4: Analysing and acting on the reviews

Following each review, enter the information you have collected in your database or filing system and analyse it for further action. The Summary Report (Part 3 of the Checklist) should identify specific areas of concern. You may decide to offer recommendations for remediation of each of the areas of concern and/or ask the owner to submit his or her own action plan to address the problems.

The Summary Report also recommends a subjective classification of the reviewed premises into three broad categories:

• satisfactory - no further action
• unsatisfactory - action requested
• unsatisfactory - action required.

It is essential to revisit unsatisfactory premises within a reasonable time frame, and to assess action plans to address the areas of concern.

When you have reviewed a number of premises some overall picture of the needs of the local area will emerge. For example, a particular industry or group of industries may be identified as having a significant environmental impact, and a collective education strategy may be warranted. The education strategy may involve:

• Providing written information about practices that will reduce environmental impacts. (Sample Solutions to Pollution material is included in part So₁, Information sheets.)
• Identifying model businesses and industries that could be promoted in local media or through an awards scheme. Good publicity is a driver for many businesses and a motivator for others to implement change.
• Identifying business and industry opinion leaders, or people who are active in their industry association, to help organise mini seminars or industry/trade nights where Solutions to Pollution ideas can be discussed and promoted. See the Shoalhaven reference information in Section 3 for further information.
• Encouraging individual businesses and industries that have implemented environmental activities, improvement plans or environmental management systems, by giving out reward stickers they can display to customers and the public.
• Identifying industry and business associations that are actively promoting good environmental practice, and gaining access to their resources for use in your local area. A list of contacts is included in section 3.
• Encouraging businesses and industries to develop environmental management programs that set clear goals for improving environmental performance. See the information sheet Environmental Management - Getting Started in part SO₁ of this publication.
• Promoting joint or cooperative waste recycling efforts among businesses, particularly where premises are located in industrial complexes. The pooling of wastes for recycling is a cost effective means of encouraging participation in waste recycling.
• Identifying and involving individuals and groups, such as school students, youth clubs, Streamwatch and community service groups, that could help increase awareness of environmental issues through community education activities such as drain stencilling, and environmental events and displays.
• Identifying 'innovative' or 'good' practices, which can then be promoted for information and adoption by other industries. This is a useful mechanism for changing negative practices. For example, documentation and promotion of simple case studies such as those summarised below could be highlighted in publications and displays and in the local media.

A fast food store was disposing of three x 3 cubic metre waste bins weekly to landfill. A waste inventory found that almost half of each bin was comprised of recyclable cardboard packaging and a considerable number of aluminium cans. The company complained of the excessive cost of waste disposal (about $110 a week). Removing the cardboard and cans from the waste stream to a recycling contractor (who charges $5.00 for the removal of three large bales) will result in considerable savings for the business.

A motor vehicle servicing business was placing all of its waste oil filters in the waste skip for landfill. An oil filter recycling company was identified, but the cost of approximately 37 cents an oil filter was not acceptable for the business. To address the issue the manager has developed a 'home grown' Solution to Pollution. Oil filters are placed on gauze over a drum to drain all residual oil. The oil is collected for recycling, with about 15 litres of oil collected from approximately 25 filters. The casings are then crushed and can be sent to a scrap metal recycler.

A motor vehicle repair business is introducing a process to ensure that no liquids drip, leak or spill into the stormwater system. As well as using drip pans, the manager ensures that all drums containing liquid have devices for collecting drips. These devices are generally simple cans secured with wire below the taps.

A clothing manufacturer has a comprehensive waste minimisation program, which includes re-using boxes for packing orders; separating all wastes (including food scraps, which are composted); taking plastic bags to the local supermarket for re-using; selling fabric offcuts at $2.00 a bag to local craft groups; and using recycled card tags, string and safety pins for tagging.

Further information gained about environmental education strategies relevant to businesses and small industries is contained in the Shoalhaven pilot project reference material (Section 3).

MONITORING AND EVALUATING

Your program should be monitored and evaluated against its stated objectives, targets and timelines from both a process and outcome perspective.

In the planning, preparation and implementation stages of the program there will be many opportunities for achieving community support for the program through public relations, media and broader community activities. Media and community support will provide momentum for your program - you should actively seek it and monitor it.

Positive feedback about the program from within council, and through catchment committees, businesses, industries and the broader community, will be an essential element in your final assessment of the program's effectiveness in your local community.

Process performance indicators for the EREP could include:

• the number of inquiries from business and industry about the program
• the level of involvement of Government, business and industry stakeholders in the program
• the level of support for and involvement in the program shown by elected council representatives and officers from various departments in council
• the number of stakeholders who attend the program launch
• a profile of achievement for the program in the local area based on media coverage
• the level of community support for the program
• the number of businesses seeking involvement in the program by displaying a We're finding Solutions to Pollution logo
• a directory of industry contacts or opinion leaders who will help promote improved environmental practice
• the percentage of premises reviewed.

Outcome performance indicators for the EREP could include:

• a database of non-scheduled premises in the area
• the identification of priority industries for improved environmental practices
• the publication of statistical information from the reviews, giving details of pollution problems, processes, facilities and materials in the local area
• the percentage of premises reviewed that are implementing improved practices
• a directory of environmental products and services that could be used by businesses and industries to help implement improved environmental practice
• a number of case studies highlighting improved environmental practices
• the establishment (by industry or business) of committees, working groups or activities to promote better environmental actions.

To ensure ongoing support for the program it is important that your findings are summarised, published and promoted internally and externally. The results of your EREP should therefore be included in your State of the Environment Report and linked to your Environmental Management Plan.

SAMPLE ENVIRONMENTAL REVIEW CHECKLIST

Part 1

1. Review number ...................................................................................................................

4. Dates of follow-up reviews ..................................................................................................

5. Name of Premises (Trading Name):

.................................................................................................................................................

6. Registered Name (if different from above):

.................................................................................................................................................

7. Address of Premises:

.................................................................................................................................................

8. Postal Address (if different from above):

.................................................................................................................................................

9. Contact Person/Site Manager:

.................................................................................................................................................

12. After Hours Emergency Contact Number: _________________________________________________

13. Site Sketch: (including where applicable above and below ground storage areas and drainage system)

SAMPLE ENVIRONMENTAL REVIEW CHECKLIST

Part 2

1. Briefly describe the type of business/industry operations carried out on the premises:

.................................................................................................................................................

____________________________________ Industry Classification (ANZSIC CODE): ___________________

2. Environmental Management

Do you think your business affects the environment in any way?

Details.......................................................................................................................................

Details..................................................................................................

Details.......................................................................................................................................

Who in the business is responsible for environmental management?

.................................................................................................................................................

Does the business:

Any licences?

Other?..................................................................................................................................

Improvements or Recommended Actions ? ______________________________________________________

3. Facilities and Equipment

Are any of the following facilities part of the business?

Improvements or Recommended Actions ? ______________________________________________________

4. Operations

Are any of the following operations carried out on site?

Improvements or Recommended Actions ? ______________________________________________________

5. Materials

Does the business use or store chemicals including

Details......................................................................................................................................

What are the known previous uses of the site?

Details.......................................................................................................................................

Is there any evidence of site contamination? Stains, odours?

Details..................................................................................................................................

Details .......................................................................................................................................

TABLE 1.

MATERIALS INVENTORY

* Materials stored can be categorised according to Table 3 WASTE AND MATERIALS CLASSIFICATION

Improvements or Recommended Actions? ____________________________________________________

6. Water and Energy Use

Has the business implemented any measures to reduce:

Improvements or Recommended Actions? ____________________________________________________

7. Water Quality Management
Stormwater

Details
.................................................................................................................................................

Details
.................................................................................................................................................

Improvements or Recommended Actions ?____________________________________________________

________________________________________________________________________________________________________

Wastewater (Sewer)

Details
.................................................................................................................................................
Cross reference to Waste Inventory for liquid wastes.

Improvements or Recommended Actions ? ____________________________________________________

8. Waste Management

The following questions will help to complete Table 2.

List on the Waste Inventory Table 2 all solid and liquid wastes generated.

TABLE 2.

WASTE INVENTORY

Do you know your waste disposal costs? _____________________________________________________

Improvements or Further Recommended Actions? _____________________________________________

* Wastes can be categorised according to Table 3 WASTE AND MATERIALS CLASSIFICATION.

A new solid waste classification system is being developed and will be provided when available.

9. Air Quality Management

Details______________________________________________________________________________________

Improvements or Recommended Actions? ____________________________________________________

10. Noise Management
What are the operating hours of the business?

Details______________________________________________________________________________________

Improvements or Recommended Actions?_____________________________________________________

SAMPLE ENVIRONMENTAL REVIEW CHECKLIST
Part 3

Summary Report

General Comments

________________________________________________________________________________

________________________________________________________________________________

Activities of specific concern (to be identified in follow-up letter)

Example:

Overall assessment (tick):

A. Satisfactory No further action Follow-up letter 1

B. Unsatisfactory Action requested Follwo-up letter 2

C. Unsatisfactory Action required Follow-up letter 3

Follow-up / Revisit by .........................(date) .................................................

SAMPLE ENVIRONMENTAL REVIEW CHECKLIST
Part 4

Waste and materials classification

SAMPLE CORRESPONDENCE

Introductory Letter
Dear ..........................

Re: Environmental Review and Education Program

.......................... Council has decided to implement an Environmental Review and Education Program for small industries and businesses in our local area. We will be working with owners and operators in our commercial and industrial premises to help you:
reduce the impact of your activities on the environment meet your legal responsibilities in relation to environmental laws identify current or potential sources of pollution, and develop a plan for achieving improved environmental performance.

The first part of this program will involve an environmental review of your premises. The review will take about an hour. During this time we will look at such things as the wastes you generate, discharges to water, the type of chemicals you store and the way you manage noise and air pollution from your site.

In addition, we will seek your advice on specific problems you may be experiencing in meeting environmental regulations, and on the opportunities you see for environmental improvements in your specific business or industry sector.

Please contact my office on ......................to suggest the best time for a Council officer to visit your premises. Any enquiries in relation to the Environmental Review and Education Program should be directed to (name)..................................on (phone).......................

Yours sincerely

GENERAL MANAGER

SAMPLE CORRESPONDENCE

Follow-up Letter 1

For premises where a satisfactory review has been completed.

Dear ..........................

Re: Environmental Review and Education Program

I refer to the Environmental Review undertaken by council at your premises on .....................................

As discussed in the visit to your premises, council is seeking the cooperation of all commercial and industrial premises in our Local Government Area to improve local environmental quality.

While the recent Environmental Review of your premises identified no areas of serious concern, we encourage you to continue to work in an environmentally responsible manner and to implement work practices that minimise wastes and reduce pollution.

Council plans to undertake further regular reviews of commercial and industrial premises as part of our ongoing environmental management plan for the (suburb)..................... area.

We thank you for your cooperation in this first stage of the program. If you need further information regarding environment protection please contact (name)....................... on (phone)...........................

Yours sincerely

GENERAL MANAGER

SAMPLE CORRESPONDENCE

Follow-up Letter 2

For premises where some improvements are requested.

Dear ..........................

Re: Environmental Review and Education Program

I refer to the Environmental Review undertaken by council at your premises on ..................................... The review identified the following areas of environmental concern:

(List details of specific problems and any recommended action and time frame)

As discussed in the visit to your premises, council seeks your cooperation in developing an environmental action plan to address these problems. Please forward details of your plan to (name)........................................by (date) ..........................

A council officer will follow-up with you at some time in the future to check your progress in attending to the areas of concern.

If you have any questions about the environmental review or methods to improve your operation's performance in environmental management please contact (name)..................................on (phone).............................

Yours sincerely

GENERAL MANAGER

SAMPLE CORRESPONDENCE

Follow-up Letter 3

For premises that are in breach of regulations and where actions are required.

Dear ..........................

Re: Environmental Review and Education Program

I refer to the Environmental Review undertaken by council at your premises on ..................................... The review identified that your premises is polluting or threatens to pollute the environment. Your immediate attention is required to attend to the following:

(List details of specific problems)

The items expose you to fine or prosecution for breach of environmental law. As discussed when reviewing your premises, it is imperative that you submit a plan of action to rectify the above problems. Council requires this plan to be submitted by (date)...........................

If you require further information on the action required by this letter please contact (name)...........................on (phone)..............................

Yours sincerely

GENERAL MANAGER

SAMPLE LETTERHEAD

SAMPLE LETTERHEAD

SAMPLE MEDIA RELEASES

Attention ­ news editor

Small Business Backs Solutions to Pollution

Small business owners and operators in the Flinders and South Nowra Industrial Estates have responded favourably to a unique project which aims to help businesses and industries reduce their impact on the environment.

The 'Shoalhaven Business Finding Solutions to Pollution' pilot project is a joint activity of the Shoalhaven City Council and the Environment Protection Authority. It is the first of its kind in NSW.

The Council's project officer, Ms Leesa Swan, has been visiting businesses throughout the two estates explaining what it's all about.

'Once the business owners and operators find out we want to work with them they become pretty enthusiastic,' Ms Swan said.

Ms Swan said nearly all of the business people she had spoken to wanted to 'do the right thing from an environmental point of view' but didn't know where to look for the right advice.

'That's what this project is all about: working with small industry owners and operators to help them better manage the environmental impact of their work.'

Ms Swan said Allen Spencer of Everlast Engines was a typical example of industry reaction to the project.

'Right from the first time I spoke to Allen about "Shoalhaven Business Finding Solutions to Pollution" he could see its potential. He suggested environmental trade nights be part of the program and offered to host one himself. Allen has joined the project's industry steering committee,' Ms Swan said.

The 'Shoalhaven Business Finding Solutions to Pollution' pilot project will be officially launched by the Mayor of Shoalhaven City Council, Cr Max Atkins next Monday afternoon (February 6) at the Shoalhaven Rugby Club, beginning at 4.30 pm.

Ms Swan has been visiting the premises in the Flinders and South Nowra estates to talk about the project and invite businesses to the launch.

'If any business in either estate has not received an invitation by now and they would like to come along they only need to call me at the Council on (044) 293 513.'

Ms Swan encouraged anyone who ran a business in these estates to come along to the launch.

'This is going to be a very exciting project with some high quality benefits for our industries and our environment. Everyone who makes it to the launch will be inspired to play their part,' Ms Swan concluded.

For Further Information.........Leesa Swan ­ (044) 293 513

Attention - news editor

Shoalhaven Business Set to Take Leading Role in Environment Protection

'Businesses and industries in industrial estates in the South Nowra area are set to take a leading role in improving the environmental quality of their area,' Cr Max Atkins, the Mayor of Shoalhaven City Council announced today.

Cr Atkins was speaking following meetings with the officials and industry representatives associated with the Environment Protection Authority's (EPA) 'Solutions to Pollution' pilot project which was awarded to Shoalhaven City Council late last year.

'Council is looking forward to working with the EPA and our local industries to reduce pollution impact,' Cr Atkins continued.

The project will provide businesses with ways to assess and reduce their environmental impact on local waterways such as the Shoalhaven River.

'We all know what good operators our local business people are in terms of generating employment and export opportunities for our area. This project will give our businesses the opportunity to take the lead role in environment protection as well.

'Once local businesses know their environmental impact, they will be able to improve their practices in such areas as waste management and chemical storage and disposal,' said Cr Atkins.

Mr Joe Woodward, the EPA's Regional Director said the project was all about education in preference to regulation.

'We will be working with the business operators to develop solutions to potentially serious pollution problems such as stormwater pollution and waste generation,' Mr Woodward said.

'We know the businesses in this area have the knowledge, skills and experience to work with us to find simple solutions to these problems.

'Along the way, through applying the principles of cleaner production, a lot of the businesses in the area will also be saving money,' Mr Woodward added.

'The bottom line for this project is a cleaner local and eventually statewide environment and that's an outcome no one could argue with.'

Mr John Lamont of Nowra Chemicals has been a strong advocate for the project among the local business operators.

'I am very confident the business operators in the area will be enthusiastic supporters of what is shaping up as a really great project. I believe the benefits in terms of environmental quality for us and our children will be enormous,' Mr Lamont concluded.

Further Information Ms Leesa Swan ­ Shoalhaven City Council (044 293513)

Mr Joe Woodward ­ EPA (042) 268642

SAMPLE LAUNCH INVITATION

SAMPLE NEWSLETTER

SAMPLE NEWSLETTER

SAMPLES OF MEDIA COVERAGE OF THE PILOT

SECTION 3: REFERENCE MATERIAL

THE SHOALHAVEN PILOT PROJECT

The following is a summary of the report on the Shoalhaven pilot project Shoalhaven Business Finding Solutions to Pollution.

Introduction

The pilot community education project Shoalhaven Business Finding Solutions to Pollution was designed to support the EPA's stormwater and waste campaign, with a specific emphasis on the small industry and business sectors of the community.

As small industry and business generally falls under the jurisdiction of Local Government in New South Wales, the pilot project was undertaken jointly by the EPA and Shoalhaven City Council following a call for expressions of interest from five of the EPA's regions. In September 1994 the regions were asked to nominate a suitable Local Government Area for the pilot. Shoalhaven City Council was selected because:

• it identified an industrial estate within its area that has a variety of industries
• the estate is close to a local waterway
• there is community concern for the health of the local river.

In addition, council nominated an officer from within its Environmental Services Section who would be allocated to work on the project full time for a three month period.

The pilot study began in December 1994 and concluded as planned in June 1995.

The Environmental Review and Education Program (EREP) was developed as a result of the pilot.

Background to the pilot

In the initial investigations for the design of a pilot community education project to support the Solutions to Pollution campaign, discussions with staff in the EPA's Operations Division and with members of catchment committees indicated that it would be valuable to undertake a project that targeted small industries and businesses. This sector of the community had received relatively little attention in relation to environment protection, and yet was perceived to be having - in cumulative terms - a significant impact on the environment.

Many of the problems associated with these industries and businesses were stormwater or waste related.

Some form of environmental assessment of the premises was seen as a useful starting point for the pilot. This idea was further supported by the interest expressed by people in a number of Local Government Areas in the concept of voluntary environmental audits or reviews of non-scheduled premises. It was felt that the one-to-one nature of the 'environmental review' could form the basis or mechanism for environmental education of people in small industries and businesses. If it were approached in a positive, non-threatening manner, it could help improve relationships between Government authorities and the business community, as well as motivate interest and action in environment protection across that community sector.

In the preparation for the pilot we found that a few larger councils, such as Newcastle, had already begun quite complex environmental auditing programs of their commercial and industrial premises. A number of other councils were beginning to look at environmental auditing as a possible means of monitoring the state of their local environment. However, the resource restrictions in smaller councils had generally limited widespread work in this area.

A developing interest in the concept of 'cleaner production' across environmental agencies and in larger industries also seemed to fit comfortably with the goals of the pilot project.

Objectives and results

The goal of the pilot was to undertake a successful, cooperative project with Local Government that would support the EPA's campaign and gather information about the small industry sector. The specific objectives of the Shoalhaven pilot were:

1. to gather information from non-scheduled premises about current practices and problems in relation to environment protection

2. to draw environmental issues to the attention of the identified business/industry community

3. to help the community identify pollution problems associated with their operations/practices

4. to help businesses identify and implement work practices that have a positive impact on environmental issues (Solutions to Pollution)

5. to encourage businesses to develop and implement environmental improvement plans that address problems identified in the environmental review.

The pilot achieved positive results against each of these five objectives. Specifically:

• a database of 158 premises in the two industrial areas was initiated; there had previously been no record of businesses collected by council
• 82 premises were reviewed (about 40 per cent of these premises had problems primarily in relation to stormwater pollution)
• common problems were identified and can be used as a basis for the development of education materials (see later)
• a number of examples of positive actions taken by the businesses were collected
• the pilot received considerable community support and media coverage (see samples of media coverage later in this section)
• a draft Environmental Review and Education Program was developed and trialed during the pilot.

The identified strengths and weaknesses of the pilot are outlined later in this section.

Most common environmental problems

Below are listed the most common generic problems found in the reviews of the industries and businesses in Nowra. Cross-referencing with areas where similar projects have been conducted (Warringah and Wyong) indicates that these problems are typical in small industries and businesses.

• Pollution entering the stormwater system, or the potential for this to happen, was the most common problem across the range of small industries and businesses.
• Chemical and liquid waste storage was generally inappropriate. Information is needed on appropriate storage and bunding.
• Spill/emergency procedures were non-existent.
• There was a lack of understanding of the connection between stormwater drains and local waterways.
• There was a lack of knowledge about the need for appropriate disposal of liquid wastes to licensed depots through licensed contractors.
• There was a lack of knowledge about where to go for information about services and products that can help set up better environmental practices.
• There was ignorance about environmental legislation and environmental responsibilities under the legislation.
• Wet methods of clean-up were used more commonly than 'dry cleaning' methods.
• There was generally poor housekeeping and storage of items; unroofed, unenclosed waste storage was common.
• Examples of money saving in relation to waste minimisation and cleaner production were few.
• Recycling for many waste products was not readily available.
• Specific industries identified as requiring attention were:
  - motor vehicle engine repair and servicing
  - service stations
  - wreckers, panel beaters and spray painters
  - metal works: fabricators, plating shops, scrap yards
  - chemical distributors
  - concrete/masonry, building and earthmoving
  - hire businesses
  - take-away food shops.

Strengths and weaknesses of the pilot program

The following is a summary of the strengths and weaknesses of the pilot. The quotes at the end of this attachment summarise the strengths and weaknesses of the pilot from the perspective of local people.

Strengths

• Given the differences in opinions that exist in the local Nowra community in relation to 'development' and 'the environment', the fact that the pilot program progressed smoothly with no negative feedback from the various factions was a major strength.
• The positive 'education' rather than 'regulation' approach taken by the project greatly helped it to be accepted in the local area. The personal visits from the council officer 'to assist and work with' the businesses in improving their environmental performance was seen as 'revolutionary'. (See the quotes from business people later in this section.)
• Community involvement through the establishment of a steering committee was a most effective means of gathering useful information from the target group and ensuring wider support for the pilot.
• Identifying and co-opting the support of an opinion leader from the local business community ensured that the pilot was credible.
• A proactive communications and promotion plan for the project resulted in wide recognition of the pilot and significant media coverage. It is acknowledged, however, that it is easier to get publicity in regional centres than in metropolitan Sydney.
• There were a number of similar projects being undertaken in other councils and catchment areas at the same time as the Shoalhaven pilot (for example, Warringah and Wyong). It was very useful to link with people in these other areas to share ideas.
• The need for a project targeting this particular sector of the community was and continues to be significant.
• Cooperative projects between the EPA and councils provide benefits for both levels of Government and the community.

Weaknesses

• The area chosen for the study did not have the significant environmental problems we expected. As the area was a relatively new industrial estate, most premises were reasonably 'clean'. Fewer than 50 per cent of the businesses reviewed had noticeable environmental problems; the problems identified were classified as minor ones. The opportunities for significant environmental improvements were therefore fewer.
• Environmental services available to businesses outside the metropolitan area are limited. This creates many problems, particularly in relation to solid and liquid waste management. The 'solutions' are not always available, at a reasonable price, in regional areas. In addition, the time required for business people to proactively investigate waste minimisation is a disincentive for action.
• The timetable for the pilot was unrealistic. The community involvement and environmental review component of the pilot took much longer than was expected. This resulted in inadequate time for the investigation of the education materials and follow up to the reviews.
• Some commitment should have been sought upfront from the local council for continuing the project after the pilot. Indecision about how council can continue the program will result in the program losing its momentum. The interest and motivation from the business operators to implement changes to their work practices will not continue if the program is dropped by council.
• The original idea of being able to develop 'generic education material' for small industries was not always appropriate. While there are some activities and problems that are common to many industrial and commercial premises, it was found that premises favoured education material that is specific to their industry or business sector.
• Developing education material for specific industry sectors requires specialist experience from people within that sector (for example, through relevant industry associations). It is a time-consuming process that requires a more thorough strategic analysis. For example, priority industries need to be determined, a process of liaison with industry associations needs to take place, and information about the specific environmental problems and needs of the specific industries must be gathered before material can be developed.
• Given the resource restrictions in Local Government it is acknowledged that some councils will not invest the time and effort required for the community involvement section of this project.

Strengths and weaknesses of the pilot as seen from the local perspective

Allan Spencer, Everlast Engines, South Nowra:

To me the success of the program was best demonstrated through the fifty tradespeople who came to the Environmental Trade Night. In the motor trade these days, if you get ten to twelve people to a trade night, including reps, you are doing very well. Most people in the trade in the area had heard about the project and how it was all about trying to help the trade solve some of their problems. That's why they came. It really was a great result.

Don Woods, D & P Woods and Sons, South Nowra:

The project was a great learning experience for me. I learned about a whole lot of ways my business can have an effect on the environment. I didn't know about any of that stuff before. The project also gave me lots of good reasons for making that extra effort to protect the environment. The other important thing I learned was how much easier it is to get things done when people work together.

John Lamont, Nowra Chemicals and Executive Member of the Shoalhaven Manufacturers' Association:

I think the project was excellent, but I hope it is only seen as a starting point. While I believe a lot of the hard work has been done, getting maximum value from this project now requires the next step.

Given that we now have a very solid model and base to build on, I think the way to go from here is to work with the industry groups and professional associations. Through working with (for example) the motor vehicle repair trades group, the metals processing group or the engineering trades group, we could develop excellent programs. That's where you'll find a lot of the solutions. When these solutions are developed and combined with councils who are committed to working with industry, the results will be very exciting.

This project was excellent in the way it drew people together. It was excellent in the way it encouraged industry to play its part, and it will be even better when the opportunities it has exposed are taken up. I want to congratulate the EPA for developing and supporting the project. They certainly met their environment protection brief with this one.

Leesa Swan, Shoalhaven City Council Project Officer for the pilot:

What I really found satisfying about the pilot project was the willingness of small industry people to play their part in protecting the environment. Originally a lot of operators were tentative, but when they realised that this project was all about giving them a hand they were interested.

The Steering Committee was the key to the success of the project.

It was great that many of the solutions came from the operators themselves. They didn't mind telling us if they had found a better way. I now believe that there is a genuine willingness on the part of small business to play their part in protecting the environment provided the solutions are there.

Peter Jamieson, Environmental Services Manager, Shoalhaven City Council:

The exciting part of the project from council's point of view was the opportunity to work with small industries on solutions to problems, rather than just waving the 'big stick'. Right from the launch, which involved elected representatives, the State and Local Government officials, the business community and local school students, it was clear that this was going to be a cooperative project. And that's the way it turned out to be.

Council has generated a lot of community and business goodwill through this project. It's now up to us to build on that goodwill and put in place programs that will take advantage of the great information and program base this has given us. From there we will get a better local environment and that really is the bottom line for all of us.

Environmental education

The pilot project provided many opportunities for educating people within the industrial estates about environment protection. Time restrictions did not enable the project team to investigate all of these fully, but contrary to popular belief many owners and operators expressed interest in the environment and in gaining information about:

• specific environmental issues or problems such as: air quality; water and energy use; water quality; and waste management
• better business practice in relation to environment protection such as: identifying key environmental issues for the business; determining environmental priorities; setting environmental objectives as part of normal business planning; and using the environmental review to develop an environmental plan
• local environmental services or products such as: recycling services and equipment; waste exchange opportunities; and licensed waste contractors
• environmental education and short training programs such as: programs offered by industry associations; grants and assistance available from Government agencies; and information resources.

The problem: no time, no money and no people

For many of the people in the South Nowra industrial estates, the interest in environmental education was developed through the environmental review process and the need to make improvements to their business as identified in the summary report. However, it was made very clear to the project team that small industries and businesses have very limited resources in terms of time, money, and people, to devote to environment protection or to the many other demands being placed on them through Government regulations and community expectations. Throughout the pilot the owners and operators in the premises stressed that:

a little information, presented in an appealing or personal way, in small regular doses, perhaps with an element of humour, is likely to be far more effective than large quantities of technical jargon.

Some of the educational needs identified during the Shoalhaven pilot project are described here.

Do we have an Environmental Management Program? You're joking!

Most small industries and businesses have limited resources to devote to environmental management. The vast majority will not have environmental policies or plans, and management and staff will have had little or no environmental education or training.

In the Shoalhaven pilot only three premises in the Nowra estates were found to have a written environmental management plan, policy or set of environmental goals. Business indicated an interest in obtaining simple information about the development of environmental plans and about setting targets for environmental improvement. All the businesses surveyed believed there was significant value in being able to market their business as being environmentally responsible, and some could see the benefit in preparing an environmental plan and promoting it to staff and customers. The Environmental Management - Getting Started information sheet in part SO₁ of this publication has been developed with this in mind.

Educational material? Keep it simple and to the point!

Owners and operators in the Shoalhaven pilot project identified the need for simple, easy to read information sheets on various aspects of environment protection in relation to commercial and small industrial premises. These would have been particularly useful during the review process when specific questions arose.

Owners and supervisors of premises visited in the pilot indicated that information sheets specific to their industry or business would be particularly welcomed, and that there may be value in these being developed in partnership with industry or business associations to increase the credibility and reach of the material.

Environmental checklists, a simplified version of the environmental review questionnaire, were seen as a useful resource for specific industries and businesses.

A checklist and information sheets for the motor vehicle repair and servicing industry have been developed as part of the pilot program. Additional priority industry-specific material will be developed in the future.

Seminars and training programs? How about a trade night?

Attending industry or business seminars or training sessions - which require management or staff to be away from the job for more than a few hours - was viewed as unacceptable by most owners or supervisors interviewed in the pilot. However, there was a high level of interest in specialised trade nights conducted locally and at times that fit in with work demands.

The pilot project's Steering Committee was fortunate to have two representatives from the motor vehicle repair trade who took on the role of organising an environmental trade night for their industry as part of the pilot.

Some general advice for the effective conduct of trade nights is provided here. It was formulated following the trade night held in Nowra as part of the trial.

• Industry associations, providers of pollution prevention services and representatives from relevant agencies should be invited to participate in the evenings.
• A program with guest speakers who know how to talk to business and trade people should be an integral part of the trade night presentation.
• The trade night should be promoted in the local paper.
• Light refreshments should be provided, and there should be opportunities for casual discussion before the formalities of the evening begin.
• A variety of displays and take-away information should be part of the program.
• Trade nights are best organised as after-work activities, beginning at around 5.00 pm, with formalities concluded by no later than 7.00 pm. The program should be structured to allow delegates to leave after the formalities, but also to allow those who wish to stay on to talk further about the issues raised through the trade night presentation.
• Organisers of trade nights should not lose sight of the fact that people are giving their own time to be there and are really looking to get something worthwhile out of it. To that end, a small group of industry personnel may be canvassed before the trade night as to what they need from the program. This information could be sourced from your industry subcommittee.
• Feedback from industry associations that have organised one day, two day or half day training programs indicates that programs of this length are not widely patronised because of the time and dollar constraints of people working in small industries and businesses.

Pre-pilot questionnaire results

Fifty of the 160 non-scheduled premises in the Flinders and South Nowra Industrial Estates of Nowra were surveyed as part of the pilot community education program. The survey took place before the pilot was introduced.

The following is a summary of the information collected.

Q. Are you aware of any way in which your business is impacting on the environment?

Fifty per cent indicated that they believed their business was having an impact on the environment.

Q. Has your company taken any action to reduce its impact on the environment?

Forty per cent of businesses indicated that they had taken some specific action to protect the environment. Examples given were recycling of waste oils and batteries, recycling of cardboard and the use of CFC-free packaging.

Q. What other 'solutions to pollution' do you think you could introduce?

Thirty per cent said they could definitely do more to protect the environment, but few concrete examples were given.

Q. Who (which agency or organisation) do you think is responsible for pollution prevention/environmental management in this area?

Eighty per cent indicated that they thought the local council was responsible. No respondents knew who, or which group, within council was responsible.

Q. Do you think there is any value for your business in promoting it as environmentally responsible?

One hundred per cent said there would be a value.

Q. Do you have any interest in learning more about environmental issues/improved environmental practices from a business perspective?

Ninety per cent indicated that they are interested.

(A number commented, however, that while they are interested, the resource constraints in small industries mean that any learning program would need to be easily accessible, not time consuming, appropriate and put in a simple and appealing manner.)

Q. Are you (and are your employees) aware of your personal legal responsibilities to protect the environment?

Sixty per cent were not aware of any legal responsibilities.

Seventy per cent indicated that they had not informed their staff about individuals' responsibility in environment protection.

Q. Can you name any environmental laws which may affect your company?

No respondents could name any laws.

Q. Have you ever carried out an environmental review or audit of your business?

No businesses had conducted an environmental review/audit.

Q. Does your company have an environmental management program/policy?

Six per cent (n=3) of businesses indicated that they had an environmental program/policy.

Q. Are you a member of an industry/business association?

Forty per cent are members of associations.

GLOSSARY

Audit criteria

Policies, practices, procedures or requirements against which the auditor compares collected evidence about the subject matter.

Compliance audit

A procedure that determines whether an organisation is meeting the requirements of laws, regulations and permits applicable to its activities, products and services.

Dangerous goods

Substances classified under nine classes according to the NSW Dangerous Goods Act 1975. Substances that come under some of these classes must be licensed.

Environment

The surroundings in which an organisation operates, including air, water, land, natural resources, flora, fauna, humans, and their interrelation. The environment in this context extends from within an organisation to the global system.

Environmental aspect

Element of an organisation's activities, products and services that can interact with the environment.

Environmental audit

Systematic, documented verification process of objectively obtaining and evaluating evidence to determine whether specified environmental activities, events, conditions, management systems, or information about these matters, conform with audit criteria, and communicating the results of this process to the client.

Environmental impact

Any change to the environment, whether adverse or beneficial, wholly or partially resulting from an organisation's activities, products or services.

Environmental management

Parts of the overall management function of an organisation that develop, implement, achieve, review and maintain the environmental policy.

Environmental management system

Organisational structure, responsibilities, practices, procedures, processes and resources for implementing and maintaining environmental management.

Environmental management system audit

Systematic and documented verification process to obtain and evaluate evidence objectively to determine whether an organisation's environmental management system conforms to the environmental management system audit criteria set by the organisation, and communication of the results of this process to management.

Environmental policy

A statement by an organisation of its intentions and principles in relation to its overall environmental performance; the statement provides a framework for action and for setting environmental objectives and targets.

Environmental review

A means of establishing an organisation's current position with respect to environmental aspects and legislation.

Non-scheduled premises

Small industries or businesses that do not require pollution control licences issued by the EPA, and that generally fall under the control of Local Government in New South Wales.

CONTACTS AND RESOURCES

The following organisations have produced material or offer advice to help businesses reduce the environmental impact of their activities. The list is not exhaustive. Many other industry associations have produced or are producing environmental codes of practice and environmental information for members.

Australian Chamber of Manufactures (ACM)
PO Box A750
SYDNEY SOUTH NSW 2000
Telephone (02) 9372 0423

Useful resources:
An Environmental Management Handbook for Small Business

Chamber of Manufactures of NSW
65 Berry St
NORTH SYDNEY NSW 2060
Telephone (02) 9963 7554

Australian Centre for Cleaner Production
477 Collins St
MELBOURNE VIC 3000
Telephone (03) 9628 5670

The Centre has a charter to help industry to achieve the dual goals of international competitiveness and environmental excellence through cleaner production.

Australian Manufacturing Council (AMC)
PO Box 424 G
MELBOURNE VIC 3001
Telephone (03) 9268 7900

The AMC facilitates international competitiveness in manufacturing industry by providing an effective tripartite forum and advisory body for the Federal Ministry for Industry, Technology and Commerce.

Useful resources:
The Environmental Challenge: Best Practice Environmental Management
The Environmental Challenge: Best Practice Environmental Regulation

Metal Trades Industry Association
MTIA House
51 Walker St
NORTH SYDNEY NSW 2060
Telephone (02) 9929 5566

Useful resources:
The MTIA has produced a useful manual titled How to reduce the size of your waste. The Association also offers a range of training programs such as 'How to carry out an environmental audit' and 'How cleaner production can save you money'.

AusIndustry/NIES
Business and Regional Development
State Office Block
74 ­ 90 Phillip St
SYDNEY NSW 2000
Telephone (02) 9228 3060

NIES is developing a NSW Environmental Management Program to help manufacturing and service industries move towards a cleaner production process. The program starts with an Environmental Management Diagnostic Report.

Australian Institute of Environmental Health
Suite 319
Henry Lawson Business Centre
Birkenhead Point
DRUMMOYNE
Telephone (02) 9719 8933

State Chamber of Commerce
GPO Box 4280
SYDNEY NSW 2000
Telephone (02) 9350 8145

The Chamber has produced 11 environmental articles as inserts to their publication BizNews.

Sydney Water
Wastewater Source Control
Telephone 13 11 10

Useful resources:
Sydney Water Wastewater Source Control branch has trade waste officers. It also has information packages focusing on wastewater treatment and disposal for a range of businesses and industries. Contact the information line for the office near you.

NSW Environment Protection Authority (EPA)
PO Box 1135
799 Pacific Highway
CHATSWOOD NSW 2057
Telephone Pollution Line 131 555

Waste Service NSW
821 Pacific Highway
CHATSWOOD NSW 2057
Telephone (02) 9934 7000

SafeWork NSW (formerly WorkCover)
400 Kent Street
SYDNEY NSW 2000
Telephone (02) 9370 5187

Environment Protection Agency
40 Blackall Street
BARTON ACT 2600
Telephone 008 803 772

REFERENCES

Australian Chamber of Manufactures 1992, An Environmental Management Handbook for Small Business

Brisbane City Council 1995, Draft Operators' Compliance Guides

Brown, G. 1993, Environmental Audit Guidebook, Centre for Professional Development Victoria

Coopers & Lybrand, Your Business and the Environment: A D-I-Y Review for Companies

MTIA, How to Reduce the Size of Your Waste

NSW EPA (Environment Protection Authority) 1993, Development of a Comprehensive Scheme of Environmental Audit

NRMA, Working Towards a Cleaner Environment - Environmental Management for the Smash Repair Industry

Standards Australia 1994, Draft Australian and New Zealand Standard ISO 14000 and 14001

Sydney Water Trade Waste Information Kits

Environmental assessment, auditing and educational material from the following councils:
Botany
Canterbury
Marrickville
Newcastle
Warringah

ACKNOWLEDGMENTS

The EPA acknowledges the support and advice provided by:

The Shoalhaven 'Business Finding Solutions to Pollution' Steering Committee
Botany Council
Campbelltown City Councill
Marrickville Council
Newcastle City Council
Shoalhaven City Council
Warringah Council (specifically for use of its Industrial Information Sheets)