<P>58The Military Engineer L January-February L 2010 When the content of CSMs is distrib- uted among several potentially obso- lescent documents, the degree to which new data validate or contradict previ- ous information is dif?cult to assess. Consolidating important site features into one living document has numerous advantages, each with its own return on investment and added value. Monitoring Programs Monitoring programs consist of com- pliance monitoring, routine environ- mental or long-term monitoring (LTM), and remedial action performance mon- itoring. Compliance monitoring entails the activities performed to comply with regulations, orders, permits and other mandates. Periodic environmental monitoring is commonly performed to track the changes in groundwater sol- ute plumes over time; however, perfor- mance monitoring is focused on speci?c remedial approaches, and groundwater data are often needed to help evaluate system performance and effectiveness. ERP-O teams seldom identi?ed any consistent de?ciencies related to com- pliance monitoring or LTM, except where LTMs could be optimized and re- duced. However, remedial actions typi- cally progress through various stages of performance because successful remedies achieve diminishing returns as their objectives are achieved. Per- formance monitoring allows managers to transition from one ef?cient and ef- fective response to another. Similar to CSMs, performance monitoring pro- grams were found to be planned well initially, but were not updated and maintained throughout the remedial action stage of the projects. Performance monitoring programs should include explicit performance objectives, with progress measured and assessed using de?ned metrics and decision thresholds. Failure to achieve objectives (or progress toward them) should trigger a preplanned response to optimize the process, or a transition to a contingency response action. The program logic should: s establish performance objectives; s establish a monitoring program that will enable assessment of progress to- ward those objectives; s establish decision criteria distin- guishing adequate and inadequate progress; and s develop contingency actions to be implemented when performance is inadequate. Exit Strategies An exit strategy is a documented de- scription of the decisions, contingen- cies and milestones that will lead a proj- ect purposefully from its current status to site closure. The objective of an exit strategy is to maintain progress toward site closure by clearly de?ning the steps and target pace. An exit strategy should outline all the decisions, contingencies and milestones leading to prompt site closure, and guide management deci- sions through those steps. When a trig- ger point is reached, the project should immediately be transitioned to the next planned step on the path to site closure. Although a cumulative overview of the ERP-O reviews reveals an appar- ent programmatic requirement that an exit strategy be prepared for projects, the form and functionality of an exit strategy did not effectively penetrate to the programs as implemented at the bases. Few bases were found to have a documented, aggressive exit strat- egy outlining the steps, transitions and milestones leading to site (or project) closure. In response, the AFCEE ERP-O team developed a worksheet to make it easier for base restoration engineers to prepare an exit strategy. The conclusion that there is a fundamental technology transfer need is hard to avoid. Landfills The lifecycle for land?lls depends strongly on their contents, which are largely uncertain. Once degradation and dissolution processes that produce leachate and subsidence are stopped, land?lls become relatively low-risk sites that can be used for other bene?- cial uses. Land?ll monitoring programs are typically very long-lived and are only ended after an extended period of consistent non-detect data is collected from monitoring wells. A repeated observation by the AFCEE ERP-O team was the inclusion of an unrealistic bursting drum scenario in decision-making and in establish- ing monitoring objectives. Under this hypothetical scenario, a drum of some liquid toxin exists in a land?ll, and af- ter an extended time of storage in the land?ll, suddenly bursts, releasing its contents to the environment. If an un- known drum does exist sealed and in- tact, its failure mechanism is likely to be the development of small cracks or pin- holes through which its contents would slowly be released. Expenditures for mitigating risks pre- sented by land?lls should be focused on reasonably likely exposure scenar- ios, and in the absence of site-speci?c evidence that such a release scenario is likely, the bursting drum scenario does not satisfy the reasonably likely threshold. Conclusion As the nation and world come to grips with climate change and water scarcity, AFCEE is at the leading edge of re?n- ing tools and techniques for addressing these long-term and important con- cerns. One such resource, the Sustain- able Remediation Tool, is designed to evaluate particular remediation tech- nologies reviewed by ERP-O teams on the basis of sustainability metrics and has been recommended for implemen- tation multiple times during the course of recent ERP-O reviews. The ERP-O program is continuing to identify and support the challenges Air Force restoration engineers face on a day-to-day basis. This resource is available to installation engineers and managers to promote ef?ciency, pro- tectiveness, and regulatory acceptance. Additional support for tools will become available in 2010 as the AFCEE program addresses the climate change and water usage challenges of the 21st century. James T. Gibbs, P.E., M.SAME, is Supervising Engineer, Brown & Caldwell; 602-567-4029, or jgibbs@brwncald.com. Javier Santillan, Ph.D., is Subject Matter Ex- pert, Restoration Division, Air Force Center for Engineering and the Environmental; 210- 536-4366, javier.santillan@brooks.af.mil. Jon Horin is Technical Fellow, Noblis; 703- 610-2059, or horin@noblis.org.</p> <UL><LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/1/Front-Cover/" >Front-Cover</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/2/Inside-Cover/" >Inside-Cover</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/3/Page-1/" >Page-1</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/4/Page-2/" >Page-2</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/5/Page-3/" >Page-3</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/6/Page-4/" >Page-4</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/7/Page-5/" >Page-5</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/8/Page-6/" >Page-6</a> <LI><a href="http://www.stallionpublishers.com/publication/286/rhbgvjbgb/9/Page-7/" >Page-7</a> <LI><a 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