CEMP-ET
EI 11C302
1 October 1997
f. How does resource recovery compare to the non-recovery disposal alternatives?
g. Failure to address any one of these key questions may make project implementation
impractical. The inability to obtain any critical item, such as a facility site, energy market, or
adequate waste supply can spell the termination, or at least the postponement, of a project.
The Management Model shows what tasks must be done and where in the planning process
they should be accomplished. The Model is presented in considerable detail, which is
necessary for those with limited experience in the field, and is useful as a checklist for those
with more experience.
A-4. THE NEED FOR A MANAGEMENT MODEL. Because of the time span over which
planning and procurement of resource recovery facilities takes place, events such as a change
in project manager, departure and replacement of a key appointed official, or a newly elected
official taking office can be expected to occur, as well as changes in laws and regulations.
The Model provides a systematic approach for charting tasks already accomplished, thus
helping to maintain project continuity and mitigate a tendency toward the unnecessary
retracing of steps.
a. Recent experience in resource recovery projects indicates that some of the difficult
decisions were not addressed in a timely and proper manner; thus time, effort, and money
were wasted. The Model is intended to "close the gate" on continuing a project until a needed
decision is made, then the gate will be opened to continue with the next major phase. These
gates are political decisions conducted publicly based upon written documentation.
b. The Model allows new projects to benefit from past experience in resource recovery
implementation by identifying for project managers the critical decisions in the project which
must be made before succeeding activities can begin. It defines the proper relationship of all
activities and decisions. This should result in improved decisions and smoother
implementation with less redundancy of effort.
A-5. DESCRIPTION OF THE MANAGEMENT MODEL. The model is constructed in four
phases. Phases I, II, and III are identified as Feasibility Analysis, Procurement Planning, and
System Procurement, respectively. These three phases are preceded by a Phase 0, Initial
Resource Recovery Feasibility Screening, denoting certain steps necessary to decide whether
there is a strong reason not to study and plan for a resource recovery project.
a. Phase 0 depicts an informal preliminary review of certain information which enables
decision makers to become aware of the potential for resource recovery even though the
information may emerge from past planning efforts. The numeral 0 is used to stress that this
phase is less formal than others because it is a test of whether local conditions preclude
consideration of resource recovery. The function of Phase 0 is to investigate in rough terms
whether to proceed with a resource recovery program at all.
b. Phase I, Feasibility Analysis, includes an evaluation of the feasibility of resource
recovery an preliminary identification of alternatives, including source separation and co-
disposal. This phase should form the basis for a decision to terminate, postpone, or proceed.
It also includes activities necessary to construct a preliminary implementation strategy.
A-2
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