CASE STUDY 9
Pennsylvania Department of
Transportation (PENNDOT)
Strategic Environmental
Management Program (SEMP)
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CASE STUDY 9
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Pennsylvania
Department of Transportation (PENNDOT) Strategic Environmental Management Program (SEMP) |
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EMS STATUS |
Implemented (at least in part). PLEASE NOTE, PENNDOT is pursuing ISO 14001 certification for maintenance activities in each of its 11 Engineering Districts (covering 67 counties and involving more than 5,000 employees). |
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FOCUS |
Maintenance units in the Engineering Districts. In particular, the program focuses on: · Stockpile and garage operations, · Erosion and sedimentation control during roadway maintenance activities, · Winter services (use of anti-icing, deicing, and antiskid materials). |
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DOT’s BASIS FOR
SELECTION OF FOCUS |
Engineering Districts provide the key link between the Department and its stakeholders, customers, and regulators. Maintenance comprises more than 75% of a District’s work force and the vast majority of the Department’s operating budget. Maintenance was also viewed as providing the greatest opportunity/need to achieve consistency in compliance and overall environmental performance. |
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RELEVANCE TO THE
EMS PROCESS ROADMAP |
The process used by PENNDOT incorporates all of the EMS Process Roadmap steps. |
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ACCOMPLISHMENTS, BENEFITS |
· Obtained ISO 14001 certification in December 2002 for maintenance unit in Engineering District 10. · During the extreme conditions of the winter of 2003-2003 operators and assistant managers confirmed that the materials usage control practices adopted by PENNDOT helped them extend the life of their road salt inventory by as much as 3 weeks (based on their experience under similar conditions). · EMS procedures and processes in Districts 10, 11 and 12 have been recognized by Pennsylvania Department of Environmental Protection (DEP) staff as best management practices that ease oversight, monitoring, and permitting needs (e.g., using a District-wide permit, eliminating monitoring and analyses). · District 10 analysis of E&S control procedures and practices shows training and planning provides an estimated 2 weeks of work crew and equipment productivity at no increase in cost (doing it right the first time instead of going back to correct problems) – translates to cost avoidance of $25,000/year for District labor and equipment. · An anecdote from an employee interview by the ISO registrar: “I’ve worked here for more than 20 years. We never did this before but that doesn’t mean we were
right. This is what I want to do for
my children and grandchildren.” |
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IMPLEMENTATION NEEDS |
· Implementation in District 10 required about 1½ years. The next Districts are expected to require a similar time frame. |
CASE STUDY 9
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Pennsylvania
Department of Transportation (PENNDOT) Strategic Environmental Management Program (SEMP) |
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IMPLEMENTATION NEEDS (cont’d) |
· District Implementation Teams comprised of at least one management representative from the District and County Offices meet approximately every 3 weeks (for 2-3 hours at a time) during the course of implementation to develop and plan for implementation of procedures, processes, and tools. · Consultant support, funded through HQ, requires about $75,000 per year per District – the amount will decrease as additional Districts come on line (procedures, processes, and tools developed in other Districts can be adapted for use). · A District Process Owner leads day-to-day implementation in each District. Process Owner duties are collateral to existing duties. In the beginning stages of implementation (first year or two) Process Owner requirement is ½ to ¾ FTE. · Approximately $50,000 is required for an ISO 14001 registrar contract to provide the initial registration and two years of surveillance audits for four engineering districts. This price reflects cost savings due to the District 10 SEMP pilot registration and the familiarity of the registrar with PENNDOT processes (each District is focusing on similar activities). |
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KEYS TO SUCCESS |
· The visible commitment of senior management, particularly in the District, cannot be emphasized enough. · Use one District as the pilot for the next group of Districts. Then use these as pilots for the remaining Districts. · Build on existing successes and programs. · Involve work force, including organized labor, in development and training activities. · Make EMS fit into existing procedures and processes; avoid making processes and tools fit into EMS. · Routine (frequent as opposed to lengthy) communication of goals, objectives, plans, and successes. · Implementation isn’t the end – the program must be maintained (this can’t be viewed as a program of the month). |
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BACKGROUND,
ADDITIONAL INFO |
PENNDOT’s SEMP efforts began with two key commitments of State and Department senior executives. At the state level, Executive Order 1998-1, The Governor’s Green Government Council, called on the agencies of the Commonwealth to: Incorporate
“…environmentally sustainable practices, including Strategic Environmental
Management, into Commonwealth government’s planning, operations, and
policymaking and regulatory functions, and to strive for continuous
improvement in environmental performance with the goal of zero
emissions. Strategic Environmental
Management includes and environmental management system with a strong pollution
prevention and energy efficiency program, effective community involvement,
measurable economic and environmental performance goals, environmental
accounting, and life cycle analysis.” |
CASE
STUDY 9
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Pennsylvania
Department of Transportation (PENNDOT) Strategic Environmental Management Program (SEMP) |
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BACKGROUND,
ADDITIONAL INFO (cont’d) |
The commitment of PENNDOT senior management is shown in the Secretary of Transportation’s response to the Executive Order as follows: “One of the Department’s Green
Plan initiatives is to establish an environmental management system using the
existing Department framework and the concept of
the Department of Environmental Protection’s Strategic Environmental
Management (SEM). PennDOT is the lead
agency in SEM application. Once
implemented, it is expected the environmental management system will yield
quantifiable, positive environmental and economic impacts through a continual
improvement process.” |
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CONTACT(S) |
Mr. Kenneth Thornton, PG; Director, SEM Program Office; 717.783.3616; kethornton@state.pa.us. Mr. Marc Neville; SEM Program Office Staff; 717.772.2564; mneville@state.pa.us. |
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EXAMPLE TOOLS,
PROCEDURES |
Excerpts of PENNDOT’s SEMP procedures, processes, and tools are attached. · The Executive Order (refer to the information provided above the Background discussion) was signed by then-Governor Tom Ridge and PENNDOT’s commitment to SEMP was adopted by Secretary Brad Mallory. Demonstrating PENNDOT’s ongoing commitment to SEMP spanning a change in Administrations, Secretary Biehler signed the Green Plan Policy this past June. This Policy contains the same basic principles as the previous Policy which was signed in May 2001. Exhibit 1 presents the Policy signed by Secretary Biehler. · PEENDOT teams evaluated all of the Department’s activities to characterize their impact on the environment. These evaluations and characterizations were then used to prioritize SEMP implementation efforts. These evaluations and characterizations were then used to prioritize SEMP implementation efforts. Exhibit 2 provides an excerpt of a District Development and Implementation Document which describes this process and how it led to the initial focus on maintenance activities. · Process Flow Diagram for planning and practicing erosion and sedimentation (E&S) control to ensure that requirements are identified before a crew goes on site thus maximizing crew effectiveness and minimizing the potential for noncompliance (Exhibit 3) · E&S Control planning requirements checklist (Exhibit 4) that presents existing requirements provided in a foreman’s manual in an easy to use format. · Posters used to communicate program goals, plans, and actions (Exhibit 5). · Statements, incorporated in employee Job Descriptions, used to communicate environmental responsibilities to maintenance employees (Exhibit 6). · Matrix used to identify, and in turn track completion of, environmental training for maintenance employees (Exhibit 7). |
CASE STUDY 9
Exhibit 1
CASE STUDY 9
Exhibit 2
4.2 Environmental Aspects
(ISO 14001 Element 4.3.1)
The Environmental Management Representative,
with the support of SEM Program Office staff and the cooperation of the
District 10 Process Owner, District Engineer, and Environmental Manager used
the Department environmental aspects and impacts analysis information presented
and referenced in the Procedure for
Analyzing Environmental Aspects and Impacts, SEMP-431, and the processes
described in SEMP-431 to establish SEMP implementation priorities for District
10. As District 10 was used as the SEMP
implementation pilot for the other Engineering Districts, the aspects and
information determinations for District 10 provide the SEMP development and implementation
foundation for the other Districts.
The significant aspects addressed by District
10’s initial SEMP are:
·
Winter
services – specifically,
controlling material usage associated with winter services performed by
District maintenance employees;
·
Stockpile
and garage management –
specifically, District maintenance employee maintenance and operation of these
facilities; and,
·
Highway
maintenance – specifically,
controlling and preventing erosion and sedimentation (E&S) during roadside
maintenance activities (as described in PENNDOT’s MORIS Manual) performed by
District maintenance employees.
Following is information that supports the
selection of these significant aspects.
Figure 2 presents a flow diagram that illustrates the process and
decisions that led to designation of these significant aspects.
The impacts determination process noted in
SEMP-431 showed the following distribution of impacts in the eight Functional
Areas.
Figure 2
Significant Aspect
Designation Process
The maintenance impacts were then reviewed, refer to Section 5.7 of SEMP-431,
to determine the significant aspects associated with the three maintenance
program areas noted above. With respect
to the three areas noted above, the analysis of impact Frequency, Base Score,
and Total Score showed that the following concerns and impacts represented 18
of the top 22 Total Scores (out of a total of 165 scores).
· Surface water (potential degradation of surface water quality),
· Earth disturbance (erosion and sedimentation),
· Ground water (potential degradation of ground water quality),
· Flood plains (potential infringement or alteration),
· Resource use other than paper,
· Waste (contaminated media, disposal of hazardous waste, spent absorbents, excess soil, etc.), and
· Air quality (emission/release of volatile and semi-volatile compounds).
The Environmental Management Representative and Central Office and District senior management then reviewed specific activities within each of the three program areas (refer
to Attachment 1 of SEMP-431) to identify listed activities (comprised of both operations and facilities) that exerted one or more of the environmental impacts noted above. Following is a list of the programs and activities identified through this review process:
· Facilities – 01 and non-01 stockpiles,
· Operations – Routine highway maintenance and winter activities
· Materials – Storage and waste management.
These determinations led to the identification of specific activities and facilities (associated with the programs and activities listed above) that interacted with the environment to produce the identified significant impacts (i.e., significant aspects as described in ISO 14001). The significant aspects identified as a result of these reviews are identified at the beginning of this section (i.e., section 4.2).
For informational purposes, following is a brief table that illustrates the relevance of each of the environmental concerns and impacts noted above to the three significant aspects.
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Concerns and Impacts |
Winter Services |
Stockpile and Garage Management |
Highway Maintenance |
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Surface water |
X |
X |
X |
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Earth disturbance |
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X |
X |
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Ground water |
X |
X |
X |
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Flood plains |
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X |
X |
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Resource use other than
paper |
X |
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Waste |
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X |
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Air quality |
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X |
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This document will be updated as appropriate (in accordance with the Procedure for SEMP Document Control, SEMP-445) to reflect additions to or modifications of the significant aspects identified above. Such updates may include the addition of significant aspects related to construction, design, or office activities.
CASE STUDY 9
Exhibit 3
Involved: County Maintenance
Manager (CMM) Crew
Assistant
County Maint. Manager (ACMM) SEMP
Process Owner (SPO)
Roadway
Program Coordinators (RPCs) County
Conservation District (CCD)
Foremen (FM) Fish
& Boat Commission (FBC) District
Environmental Unit (ENV)
WHAT? WHEN? WHO?
December – January Responsible Approves Supports Informed RPC CMM ACMM FM Crew SPO December – January Responsible Approves Supports Informed ACMM RPC ENV CMM ENV CCD SPO Responsible Approves Supports Informed ACMM RPC ENV CMM ENV FM Crew CCD SPO January – March February – March Responsible Approves Supports Informed CMM ACMM CCD RPC ENV SPO
CASE STUDY 9
Exhibit
4
CASE STUDY 9
Exhibit
5
What does SEMP have to do with me? We will manage our environmental
responsibilities. What How Who Winter
Services Control
Material You Application Stockpile/Garage Good Housekeeping You Management and Operations (runoff control,
PPC, salt under cover,
etc.) Erosion and Minimize/Eliminate You Sedimentation Runoff Control What do our program and ISO 14001
require of me? Ask
yourself: Sound Environmental Practices The Green Plan Policy
“What must I do?”
" - Control
X - Prevent
& - Comply
æ - Improve
CASE
STUDY 9
Exhibit
6
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Working
Title |
Responsibility
Statement (refer to Section 6. of the Job Description) |
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District Engineer |
Directs activities to
fulfill the maintenance environmental requirements described or referenced in
the District’s Strategic Environmental Management Program (SEMP) Manual
for Sound Environmental Practices.
This direction of activities includes efforts to ensure that, within
the fiscal constraints imposed through the Department’s budgetary processes,
resources are made available to fulfill the District’s SEMP commitments and
objectives. As a member of the
District’s Strategic Management Committee (SMC) performs the activities to
fulfill the requirements identified for members of the SMC in the District’s SEMP
Development and Implementation Manual. Directs activities to
fulfill the District’s SEMP-related business plan objectives. Attends environmental
training identified for this Working Title and for members of the SMC in the
District’s SEMP Manual for Sound Environmental Practices. |
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ADE Maintenance |
Plans, organizes, and
directs activities to fulfill the maintenance environmental requirements
described in the Maintenance, MORIS, and Bridge Maintenance Manuals, and
identified for this Working Title in the District’s Strategic Environmental
Management Program (SEMP) Manual for Sound Environmental Practices. This planning, organization, and direction
of activities includes efforts to ensure that, within the fiscal constraints
imposed through the Department’s budgetary processes, resources are made
available to fulfill the District’s SEMP commitments and objectives. As a member of the District’s Strategic
Management Committee (SMC) performs the activities to fulfill the
requirements identified for members of the SMC in the District’s SEMP
Development and Implementation Manual.
Also fulfills the environmental management requirements designated for
this title in environmental training programs. Implements the SEMP-related
maintenance unit business plan objectives designated for this title. Supports the efforts of other managers and
employees to implement the SEMP-related maintenance unit business plan
objectives. Attends environmental
training identified for this Working Title and for members of the SMC in the
District’s SEMP Manual for Sound Environmental Practices. |
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County Maintenance Manager |
Manages, plans, and organizes
county roads maintenance activities to fulfill the environmental management
requirements identified in the Maintenance, MORIS, and Bridge Maintenance
Manuals and designated for this title in the District’s Strategic
Environmental Management Program (SEMP) Manual for Sound Environmental
Practices. This management,
planning, and organization of activities includes efforts to ensure that,
within the fiscal constraints imposed through the Department’s budgetary
processes, resources are made available to fulfill the District’s SEMP
commitments and objectives. Receives
new information for or revisions to the District’s SEMP Manual for
Sound Environmental Practices from the District SEMP Process Owner,
incorporates this information in each county and stockpile copy of the
District’s SEMP Manual for Sound Environmental Practices, and
implements the new or revised SEMP procedures, processes, or tools. Also fulfills the environmental management
requirements designated for this title in environmental training programs. Implements the SEMP-related
maintenance unit business plan objectives designated for this title. Supports the efforts of other managers and
employees to implement the SEMP-related maintenance unit business plan objectives. Attends environmental
training designated for this title in the District’s SEMP Manual
for Sound Environmental Practices. |
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Transportation Equipment
Operator B |
Implements the environmental
protection requirements of maintenance work activities performed by the
employee. Also fulfills the
environmental management requirements designated for this title in
environmental training programs. Recognizing that everyone is
involved in the District’s and County’s actions to demonstrate sound
environmental practices, each employee fulfills the maintenance unit business
plan objectives related to the Strategic Environmental Management Program
(SEMP). Also, supports the efforts of
other employees to meet these objectives. Attends environmental
training designated for this position in the District’s SEMP Manual
for Sound Environmental Practices. |
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Transportation Equipment
Operator A |
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Temporary Equipment Operator
A |
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Highway Maintenance Worker |
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Highway Sign Worker |
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Carpenter |
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Mason |
CASE
STUDY 9
Exhibit
7
