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The Cornell Waste Management Institute (CWMI) was established in 1987 to address environmental and social issues associated with waste management (Harris, 2000). Researchers and educators work to develop technical solutions to waste management problems and to address broader issues of waste generation and composition, waste reduction, risk management, environmental equity, and public decision-making. Current areas of research for the CWMI are composting as a component of integrated waste management; assessing the bene ts and impacts of agricultural application of sewage sludges, manures and fertilizers; and source reduction. Major goals of the CWMI outreach program are to improve the ability of local of cials, businesses, and the public to make informed waste management decisions and to enhance the competency of solid waste professionals through increased training opportunities. The Cornell Cooperative Extension network, with of ces in every New York State county, provides useful means of reaching these audiences. Outreach activities are based on research, with a goal of extending up-to-date, objective, researchbased knowledge to a wide range of audiences from state agencies to America s youth.

Businesses who are themselves large customers must view their suppliers as extensions of their operations and continue to be actively involved in the improvement process. The supplier management processes are defined by the quality management systems a company has implemented. For those systems to have value, the company must establish clear expectations with its suppliers in terms of technical, business, and service requirements. Supplier performance can then be measured against clearly defined goals as well as the rate of improvement.

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The institute develops and sponsors technical and management workshops and conferences. The CWMI staff also produces reports, audio-visual, and computer-based training materials. The CWMI houses a publication library with over 5700 reference materials and is open to the public. A database of the library materials can be accessed and searched through the CWMI Web site. This project is similar to the WAMRP in that both integrate colleges and government agencies to increase environmental awareness. The primary difference rests in the focus of each project. The WAMRP focuses on no-cost waste assessments and the CWMI focuses on waste characterization. The Indiana Institute on Recycling, a state-run agency, was created in 1989 by the General Assembly of Indiana. It is located at Indiana State University, in Terre Haute, Indiana. The institute developed concepts, methods, and procedures for assisting Indiana residents in reducing and recycling solid waste. The institute has conducted over 90 solid waste reduction studies with emphasis on cost-bene ts. The studies have developed economical and environmental solutions for companies to address speci c solid waste issues at their facilities; for example, cost analyses on the use of reusable shipping containers. The institute is similar to the WAMRP in that both are supported by state funding, utilize college students to conduct the studies, and apply economic bene t analyses as an incentive for companies to reduce waste. The primary difference is that the institute addresses very focused, speci c waste reduction needs of companies covering a broad range of areas and the WAMRP speci cally conducts solid waste audits to characterize the companies waste streams and target areas for reduction.

Institute on Recycling (Indiana University) Total Assessment Audits (Iowa State University)

In 1993, Iowa State University and the Iowa Energy Center developed a Total Assessment Audit (TAA) project that conducted energy, waste reduction and productivity audits simultaneously for manufacturing facilities (Haman, 2000). The TAA concept originated from the belief that a manufacturing facility is better served using a holistic approach to problem solving rather than the more conventional isolated approach. The TAA approach assumes energy, waste reduction, and productivity objectives are interrelated and that simultaneous evaluation will produce synergistic results. The TAA methodology utilized in Iowa has evolved over a 6-year time frame and utilized on 25 audits. The TAA procedure emphasizes top management support and the use of cross-functional teams. Benchmarking exercises and energy usage analyses have been conducted to begin the audit process identify improvement opportunities. An initial 2- to 3-day on-site audit is conducted with the aid of key facility operating and management personnel. The TAA team members are paired with the appropriate facility personnel to collect speci c data, gather a working knowledge of operations, and identify opportunities for improvement. Workshops are conducted at the end of the day to exchange information and are structured to encourage open discussion and debate regarding the merit of each identi ed opportunity. The TAA method is a very powerful tool for small- and medium-sized manufacturers and identi es and evaluates improvement opportunities, while accounting for the

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