Listed below are examples of case studies including best practices and/or innovative tools/approaches. This section will grow as entries are submitted or links to other sites with useful examples are provided. If you believe your agency has utilized a best practice/approach that others could learn from, please submit a short description to AASHTO (including any pertinent links) on the Share Info with AASHTO form. Please note that currently submissions are only being accepted from governmental entities.
The Arizona Department of Transportation (ADOT) is using a self-evaluation tool to assess and improve its projects and programs, helping the agency integrate sustainability into virtually every component of the transportation lifecycle, including planning, design, construction, operations, and maintenance activities.
Over the last several years, ADOT increasingly has recognized the importance of delivering transportation solutions in a more sustainable manner to achieve economic, social, and environmental goals.
“After three years of progress, our Sustainable Transportation Program has reached every corner of the agency,” said Steven Olmsted with ADOT’s Office of Environmental Planning. “It has become our standard way of carrying out our work and is bringing multiple benefits.”
|Arizona DOT’s Sustainable Transportation Program has implemented solutions such this roundabout on US 89. Photo: Arizona DOT|
History and Program Structure
The roots of ADOT’s sustainability program extend back to 2012 when the agency published two planning documents that both called for sustainability to be a key objective. At that time, it also was adding sustainable land use and urban planning into its Multimodal Planning Division, and beta testing the Federal Highway Administration’s (FHWA) Infrastructure Voluntary Evaluation Sustainability Tool (INVEST).
In 2013, ADOT began incorporating sustainable practices into its project development and construction activities, “cherry-picking” successes and bringing them to the attention of managers to build internal support. For example, by addressing the storm water run-off component of a pavement project during construction, project managers could point out that heavy rains otherwise would have shortened the lifespan of the pavement an added to maintenance costs.
ADOT’s Sustainable Transportation Program was formalized in 2014 and is housed in the Environmental Planning Office, with management and oversight remaining largely centralized. Olmsted described the method as a “bottom up approach.” Since that time, the program has been working through designated milestones to ensure consistent adoption across a balance of disciplines. These have included an ADOT Resilience Program and ADOT’s 2016 Complete Transportation Handbook, which is a foundational resource to guide sustainable project development efforts. The handbook includes a set of strategies and tools to improve transportation system sustainability.
ADOT’s Administrative Services Division is the most recent agency component to be placed under the sustainability program lens. Draft policies are being developed for practices such as fuel efficiency, office recycling, and commuting, and are expected to become standard policy in 2017. Meanwhile, the agency continues to incorporate and assess best management practices for achieving sustainability in every component of the transportation lifecycle. For instance, INVEST has been used to assess the effectiveness of mobile onsite batch plants for cement production in sensitive eco-regions of the state.
Operational Focus Areas
To frame ADOT’s sustainability program for the year ahead, a roadmap containing several dozen “Operational Focus Areas” is agreed upon annually that span the agency’s work: planning, project development, operations, maintenance, and administrative activities. For 2016, focus areas included activities such as:
Efforts also include stand-alone projects such as the Black and Green Sustainable Pavement Pilot Program. Sustainable pavement management enhances roadway safety and optimizes pavement life cycles to reduce costs, while also considering the environmental impacts of construction and material usage. Other projects are on the drawing board, including efforts related to clean energy and sustainable freight.
In addition, ADOT plans to publish a progress report on the three framework components of its FHWA Climate Resilience Pilot Project: storm water, extreme weather, and downscaling of climate data as it relates to transportation systems.
Evaluating Performance Using INVEST
ADOT has advanced its sustainability efforts in large part by pioneering the FHWA’s INVEST sustainability tool. FHWA developed INVEST to help transportation agencies incorporate the “triple bottom line” objectives of environmental, economic, and social sustainability into their programs and projects. Web-based INVEST includes four independent modules: Systems Planning for States, Systems Planning for Regions, Project Development, and Operations and Maintenance.
Using INVEST modules, agencies can self-score how well they have achieved specific sustainability goals by measuring their work against carefully chosen best practice “criteria.” Each criterion has been selected because it links to one or more components of the “triple bottom line.” For example, one criterion included in the Project Development module is ecological connectivity, while the Operations and Maintenance module includes an electrical energy efficiency criterion. In total, INVEST incorporates 81 criteria spread across the four modules.
ADOT has played a key role in the evolution of INVEST. In 2011 it participated in the INVEST Version 1.0 beta-test program. Then in 2013 and 2014, it implemented the PD module, and in 2015 and 2016 it scored and adopted the OM module. Also during 2016, it assisted with developing INVEST Version 1.2 and issued its 2nd Annual Sustainable Transportation Program Report which included the Arizona DOT Sustainability Implementation Report. Being a pilot test agency for the modules gave his agency an early lead in leveraging INVEST’s capabilities to make major strides forward in its own internal sustainability work, said Olmsted.
“We use INVEST to measure, plan, discuss, and improve,” he said. “It is a shortcut for arriving at what the current FHWA sustainable universe encompasses and helps us do more with less.”
Putting INVEST to Work
ADOT already has put INVEST to good use. In 2015, it scored 50 projects in the agency’s five-year construction program using the Project Development Module, with an initial specific focus on statewide roundabout projects. ADOT then expanded the scoring from roundabouts to projects ranging from pavement preservation to bridge deck rehabilitation to new lane miles. It was particularly interested in how green infrastructure, low-impact development, multimodal mobility, freight and Context Sensitive Solutions can be measured and defined.
Out of the projects scored, two were rated gold (50 percent of total possible points), 9 were rated silver (40 percent of total possible points), and 20 were rated bronze (30 percent of total possible points).
In 2016, ADOT’s INVEST scoring focus centered on the agency’s operations and maintenance efforts The agency received an independently scored 142 points out of a possible 210, sufficient to achieve INVEST’s highest platinum rating.
ADOT also has harnessed INVEST’s capabilities to help meet NEPA requirements. For example, the agency applied INVEST as a scoring tool for design alternatives and a public outreach tool for two Environmental Impact Statements by requesting comment during the scoping period.
Selling the concept of sustainability inside a traditional road-building agency can be challenging, Olmsted said. And working with a self-scoring tool such as INVEST initially may be met with resistance from some managers. But by maintaining the focus on exchange of information, and with a potential to highlight successes as well as areas for improvement, managers usually transition from initial skepticism to active involvement in sustainability discussions.
Another challenge is that precise financial benefits are difficult to quantify. Comprehensive sustainable transportation is still in its infancy without the benefit of cost-benefit analysis and return on investment statistics.
Advice for DOTs
For other state DOTs interested in developing a comprehensive sustainable transportation program, Olmsted offered the following guidance:
Training on using INVEST is crucial, said Olmstead. In 2014 and 2015, his agency carried out classroom training on INVEST and also trained several local public agencies. During 2016, most sustainability training took place by having the training team “embed themselves” with individuals in their offices. In the coming years, the agency plans to continue classroom training classes as well as sponsor larger state-wide training sessions.
For more information about ADOT’s sustainable transportation program and use of INVEST, access the ADOT Sustainable Transportation Program web page or contact Steven Olmsted, ADOT Office of Environmental Planning at SOlmsted@azdot.gov.
Since 2010, the California Department of Transportation has been working to implement a new vision for integrating transportation and land use decisions that promises to combine a range of familiar solutions taking hold across the nation: smart growth, livability, context sensitive design, transit-oriented development, complete streets, and sustainability.
Caltrans’ “Smart Mobility 2010” framework was developed to ensure that the state’s transportation investments achieve balanced outcomes for mobility, environmental protection, social equity, and economic growth – all backed by specific performance measures.
Caltrans describes the concept as follows: “Smart Mobility moves people and freight while enhancing California’s economic, environmental, and human resources by emphasizing: convenient and safe multi-modal travel, speed suitability, accessibility, management of the circulation network, and efficient use of land.”
Developed using a smart growth program grant from the Environmental Protection Agency, the framework establishes six Smart Mobility principles to be applied based on specified place-types, each with its own set of performance measures.
The six principles are:
Under the Smart Mobility approach, transportation planning and design would be conducted based on seven newly established place-types: urban centers, close-in compact communities, compact communities, suburban areas, rural and agricultural lands, protected lands, and special use areas.
For each place type, performance measures would be targeted to align with the principles. Types of performance measures include the following:
|Increasing pedestrian mode share in San Francisco. Photo: Caltrans|
Interregional Blueprint Process
The plan also calls for a “transformed state transportation planning process” developed through a multimodal “Interregional Blueprint” process, incorporating transportation and land use planning efforts underway by regional and metropolitan planning organizations in the state.
California is subject to some of the nation’s most ambitious environmental and sustainability goals, including the landmark Global Warming Solutions Act (AB 32), under which the state must reduce greenhouse gas emissions to 1990 levels by 2020.
In addition, Senate Bill 375, enacted in 2008, requires regional targets for reducing greenhouse gas emissions from passenger vehicles. SB 375 – which has been touted as a possible national model for transportation planning – establishes a process and incentives for the creation of integrated regional land use, housing and transportation plans called “sustainable communities strategies.” Building on these regional efforts, SB 391 passed in October of 2009, requires that the California Transportation Plan prepared by Caltrans identify the statewide multimodal transportation system that will achieve the state’s climate change goals.
The California Interregional Blueprint, a statewide land use-transportation plan will integrate the state’s various modal plans and incorporate individual blueprints developed by regions across the state. Caltrans currently administers the California Regional Blueprint Planning Program for regional transportation planning agencies to conduct comprehensive scenario planning, bringing together a range of stakeholders to develop preferred long-range growth scenarios.
The Interregional Blueprint will incorporate the Smart Mobility principles and improve modeling and data gathering, serving as the foundation for the next update of the California Transportation Plan. The Interregional Blueprint planning process is underway.
A number of short-term actions will be undertaken between 2012 and 2014 to develop and test approaches to implement the Smart Mobility principles and performance measures. These include applying the framework in separate planning efforts in the northern and southern portions of the state. The agency plans to document these efforts and develop a “how-to” guide for implementation.
The vision for using the framework is described by Caltrans as follows:
Other efforts include a Caltrans-funded study, Improved Data and Tools for Integrated Land Use-Transportation Planning in California, which was completed in October 2012. Over a three-year period, the project team collected and analyzed data on land use-travel relationships at more than 200,000 locations in most of California. The project provided a final report as well as analytical tools for use in “sketch”-planning tools, which local and regional agencies use to assist in developing scenarios, and travel demand forecasting models, which are commonly used to analyze resulting scenarios. These products will be helpful to regional agencies in their Blueprint and sustainable community strategies and regional transportation planning, and to local governments for their planning efforts. Another significant Caltrans effort has been implementation of its complete streets directive.
Caltrans also has completed a survey, “Smart Mobility: A Survey of Current Practice and Related Research,” that looks at federal, state and regional activities to assess the current state of the practice of sustainability-oriented planning and performance measurement
For additional information on the framework, link to the Smart Mobility page on the Caltrans website or contact Chris Ratekin, senior transportation planner with Caltrans, at Chris_Ratekin@dot.ca.gov.
Urban streetscapes in a major city may appear to be an unlikely environment to find leaner and greener practices. However, the Chicago Department of Transportation has shown that it is not only possible to make sustainable upgrades to city streets, but that such upgrades improve the quality of the landscape and the livability of the community in many ways.
To demonstrate the scope of sustainable practices in an urban context, Chicago DOT used a grant from the Federal Highway Administration under the Eco-Logical program to help transform an approximately 2-mile stretch of urban street on Chicago’s south side. Known as the Cermak/Blue Island Sustainable Streetscape, the project follows South Blue Island Avenue and West Cermak Road along the South Branch Chicago River. In addition to the FHWA grant, the $14 million project was funded through Tax Increment Financing, as well as grants from the Illinois Environmental Protection Agency and Midwest Generation.
Planners and designers identified several performance goals for the project. These include:
Phase I has been completed and Phase II, a portion of South Blue Island Avenue between South Wolcott Avenue and South Western Avenue, is underway, according to Janet Attarian, Project Director for the CDOT Streetscape and Sustainable Design Program.
CDOT held a dedication ceremony on Oct. 9, 2012, to highlight the successes of Phase I of the project. In announcing the completion of the first phase, CDOT Commissioner Gabe Klein said the project “demonstrates a full range of sustainable design techniques that improve the urban ecosystem, promote economic development, increase the safety and usability of streets for all users, and build healthy communities.”
Stormwater management feature, Photo Courtesy of Chicago DOT
CDOT said the first phase of the project has achieved a number of sustainability goals:
Material Recycling and Innovation: the first commercial roadway application of photocatalytic cement, which cleans the surface of the roadway and removes nitrogen oxide gases from the surrounding air through a catalytic reaction driven by UV light; the recycling of more than 60 percent of all construction waste and the sourcing of more than 23 percent of all new materials from recycled content; the first installation of sidewalk concrete with 30 percent recycled content in the city; and the first installation of roadway asphalt that includes reclaimed asphalt pavement, slag, ground tire rubber, reclaimed asphalt shingles, and warm mix technology.
Stormwater Management: the project diverts up to 80 percent of the typical average annual rainfall from the combined sewer through a combination of bioswales, rain gardens, permeable pavements, and stormwater features; the creation of two public plazas that infiltrate stormwater and include seating and educational opportunities.
Water Efficiency: the elimination of the use of potable water for all landscape irrigation; the piloting of 95 drought tolerant, native plant species in bioswales, and infiltration planters to evaluate effectiveness in roadside conditions.
Energy Reduction: the project reduced the energy use of the street by 42 percent and used dark-sky friendly light fixtures; installed the first permanent wind/solar powered pedestrian lights and the first LED pedestrian light poles on a streetscape in Chicago; 76 percent of all materials used were manufactured and extracted within 500 miles of the project site; and 23 percent of all materials were within 200 miles of the project site; piloted use of microthin concrete overlay to extend pavement life and increase solar reflectance.
Urban Heat Island Effect Reduction/Air Quality: the project included high-albedo pavement surfaces to decrease the urban heat island effect, representing 40 percent of the total public right of way; provided a 131 percent increase in landscape and tree canopy cover; used ultra-low sulfur diesel fuel for construction vehicles.
Community and Education: the project developed community identity with education kiosks, a walking tour brochure, and a guide book in Spanish and English that provide a wide range of information about the sustainable best practices used in the project.
Alternative Transportation: the installation of a pedestrian refuge island in Cermak Road adjacent to Juarez Community Academy, and curb-corner extensions throughout the project, in order to improve pedestrian safety; one half mile of new bike lanes on Blue Island Avenue; improved bus stop areas with signage, shelters and lighting.
Monitoring and Evaluation: modeled and monitored stormwater best management practices to analyze design, ensure predicted performance, and determine maintenance practices; performed air quality testing to analyze photocatalytic impacts on air quality; and developed a maintenance protocol with the community to transition maintenance responsibility from the city over a two year period. For the first time, the project required that a streetscape contractor fully track and document the use of recycled content, recycled materials, and local manufacture and extraction on the project.
Site Chosen for Mix of Uses
The site was chosen because it includes a complex mix of uses that made it especially attractive for testing different design elements, according to project manager David Leopold, with Knight Engineers & Architects. The neighborhood includes a park, a high school, commercial real estate, a power plant, a brick yard, a scrap yard, a nonprofit organization, and, only a block away, residential areas.
One of the main goals of the project was to balance the needs of the all the existing users while at the same time minimizing the ecological impact of the uses, all in a limited amount of space, according to Leopold. CDOT made an effort to find opportunities for ecology “based on the limitations of our urban area,” Leopold said.
Another goal was to push the technology for sustainable infrastructure, Attarian said. As a pilot project, the design goals set a very high standard and a lot needed to be done “to make sure that [technology] would be available for us,” Attarian said. For example, for the photocatalytic cement CDOT had to find a domestic source willing and able to produce it, according to Attarian.
Another example is the high albedo pavement used in the project. The concrete mixes were developed and tested by CDOT, using slag and lighter aggregates
Key to the effort was realizing that “a single design mode can have multiple benefits,” Leopold said. As an example, bioswales are effective at trapping stormwater to reduce the amount of runoff flowing into the city sewers. They also serve as a buffer between the pedestrian space and the street. In addition, they provide habitat for birds and insects. Finally, they are attractive, serving to beautify the area and promoting economic development in the process.
In addition, the project was intended to be a laboratory to learn how to design, build, and install sustainable infrastructure. CDOT wanted to find out “what we [could] do if we try to take advantage of everything we had” in terms of innovative technologies, processes, and practices, according to Attarian.
The redesign of one streetscape provides a blueprint that can be scaled up to address stormwater issues, the urban heat island effect, and other sustainability issues throughout the entire city, both Attarian and Leopold noted. What was developed for and learned from this project will be standardized and implemented as much as possible citywide. CDOT has received information from the project’s contractor on what worked and what did not work, information that will be instructive to new efforts going forward, Attarian said.
“A big part of what we are doing is education,” Attarian said. There is education of CDOT employees on how to use the new materials and design principles. The project team is developing a set of sustainable urban infrastructure policies that will be publicly available.
In addition, public education is integral to the project. The FHWA Eco-Logical grant aided in the purchase of the hybrid wind- and solar-powered information kiosks placed along the sidewalks to provide educational material about the streetscape design.
There were several lessons learned from the design and construction of the project, according to Attarian. They include the following:
CDOT has installed the means to perform ongoing monitoring of the sustainable materials and techniques, including the monitoring of stormwater, pavement and air temperatures, and air quality. This monitoring was not required, but rather it was “what we wanted to do” to learn from the project, Attarian said.
More information is available on the CDOT Streetscapes and Sustainable Design website, http://www.cityofchicago.org/city/en/depts/cdot/supp_info/streetscapes_andsustainabledesign.html. Additional information is available by contacting Janet Attarian at (312) 744-3100), Jattarian@cityofchicago.org, or David Leopold at (312) 742-4772), firstname.lastname@example.org.
Since 2006, the Chicago Department of Transportation has been upgrading the city’s alleys with state-of-the-art green pavement materials and designs to better manage stormwater and prevent flooding. The agency also is testing use of reflective surfaces to reduce the urban “heat island” effect, and is increasing use of recycled materials for rehabilitation of alleys. Chicago’s Green Alley program was launched to help address rainwater collecting in alleys and flooding surrounding areas. Additionally, the program helped meet goals to mitigate and adapt to the effects of climate change established in Chicago’s Climate Action Plan. Each of the city’s departments was charged with determining how climate change will affect its programs and taking action to help mitigate and adapt to the expected impacts, including increases in temperature and more frequent and severe flooding.
Chicago’s urban landscape includes more than 1,900 miles of public alleys accounting for more than 3,500 acres of impervious surface, one of the largest alley networks of any city in the world, Leopold said. Rehabilitation of the city’s alleys using green techniques offered a good starting point to help relieve environmental stresses on the city’s transportation and sewer infrastructure. Most of the aging alleys throughout the city are not connected to the city’s storm sewer system and are prone to flooding. When flooding problems occur, instead of tearing up the alley and diverting water to the sewer system, officials now install permeable surfaces that slow down the flow of water and allow natural infiltration and recharge to the groundwater below.
The Green Alley program began with five pilot projects, and soon expanded for use on a regular basis. Rehabilitation using green infrastructure practices is taking place as the need arises to upgrade existing alleys. As of the end of 2009, the city will have installed more than 100 green alley designs throughout the city. To help get the word out on its sustainable infrastructure practices, the city published the Green Alley Handbook, which describes best management practices used in the program and examples from pilot projects. The handbook describes the following types of Green Alley techniques:
The handbook describes four applications that used different combinations of these techniques based on site conditions. These included use of green pavement materials with conventional drainage, use of full alley infiltration using permeable pavement, use of center alley infiltration using permeable pavement, and use of green pavement materials with a subsoil filtration system. It also recommends a variety of best management practices that adjacent property owners can use, including recycling, composting of yard waste and scraps, planting shade trees and native plants, use of permeable pavements and green roofs, installation of energy efficient and dark-sky lighting, and creation of naturalized detention and vegetated swales to encourage stormwater infiltration.
The agency has had some “lessons learned,” including the need for increased maintenance for the permeable surfaces. The pervious pavements need to be cleaned on a regular basis to maintain permeability, and cleaning must begin before the pavement becomes deeply clogged with debris. City officials have found they can get the job done by running their traditional street sweepers twice a year – in the fall and the spring – as part of a regular maintenance routine for the green alleys. Chicago DOT is continuing to monitor the performance of green alleys to determine whether maintenance practices are sufficient and to measure infiltration rates, pavement strength and durability, and reflective characteristics of the materials.
For more information, link to the Green Alley Handbook or contact David Leopold, Project Manager, Streetscape and Sustainable Design Program, Chicago DOT, at email@example.com. Information on Chicago’s Climate Change Action Plan may be accessed at http://www.chicagoclimateaction.org/.
Environmental stewardship and sustainability efforts in the nation’s capital are continuing to advance, with the District of Columbia Department of Transportation’s (DDOT) implementation of a sustainability plan and a range of sustainable practices for the department.
DDOT’s Sustainability Plan incorporates and integrates sustainable practices throughout the department’s work, according to Faisal Hameed, Chief of the Project Development, Environment, and Sustainability Division at DDOT. The agency has established measures and targets that will be revised regularly so that DDOT can track and improve its environmental performance and increase the sustainability of the city’s transportation projects and programs.
Environmental, Social, Economic Goals
DDOT’s Sustainability Plan reflects the “triple bottom line” approach to sustainability, targeting environmental quality, social structure, and the economy.
DDOT defines a sustainable transportation as “a transportation system that provides its users with various mode choices in a balanced manner without compromising their safety, accessibility, and mobility while supporting the economy, promoting livability and protecting the environment.”
The plan identifies eight priority areas for sustainability and establishes goals, actions, measures, and targets for each. The priority areas and goals are:
For each priority area, measures and targets are identified, such as reduction of annual greenhouse gas emissions from DDOT projects by 5 percent annually. DDOT will track each area and report annually on progress made in achieving the targets.
Sustainable Initiatives and Projects Underway
Examples of sustainable efforts include DDOT’s “Great Streets” initiative, with efforts such as the Nannie Helen Burroughs Avenue project, which won one of the first grants from the Environmental Protection Agency (EPA) under its Green Highways Partnership. DDOT employees successfully worked with EPA, the Federal Highway Administration, District Department of Environment, National Park Service, and other agency partners and the community to develop a sustainable design that improves bicycle and pedestrian safety by adding bike lanes, enhancing sidewalks, and incorporating low impact development (LID) features. Project features include bioretention areas, stormwater planters, and permeable concrete sidewalks, all of which help treat stormwater and reduce runoff into local waterways.
DDOT’s work to develop a Climate Change Adaptation Plan is another key sustainability effort. The plan will focus on developing a framework of recommendations for adapting to impacts brought on by a changing climate, especially as they relate to transportation infrastructure. DDOT has conducted workshops with the Federal Highway Administration, EPA, AASHTO, Metropolitan Washington Area Council of Governments, District Department of Environment, and various other agencies to develop this framework.
DDOT also is emerging as a national leader in bike-sharing and bicycle improvement programs, spearheaded by DDOT’s Bicycle and Pedestrian Program Manager. Over 100 bike-share stations have been installed in the city and several more are planned.
Another example is the Klingle Valley Trail project, which will address historic flooding that caused erosion of a stream and road in Rock Creek Park. Working through an interagency partnership focused on a watershed approach to mitigation, DDOT will replace the existing storm-damaged roadway with a 10-foot-wide permeable-surface multi-use trail, use LID techniques and build a consistent bioswale parallel to the trail, and conduct innovative full stream channel restoration and bank stabilization for Klingle Creek.
In addition, historic preservation goals were achieved in a sustainable manner in the reconstruction and restoration of O and P Streets in the Georgetown National Historic District.
Restoration of one and a half miles of the roadway required the excavation of more than 300,000 granite pavers and removal of historic trolley tracks. After inspecting each granite paver, more than 90 percent of the original stones were reused. Each was power washed and placed one-by-one into the new roadway base. The trolley tracks and underground appurtenances were refurbished and returned to their original locations. At the same time, the 19th century water mains were replaced. DDOT employees led the complex design and construction of the roadway features while maintaining traffic and access for residents in a street that consists of all historic houses.
Other successful efforts include DDOT’s Green Alley pilot program to demonstrate use of permeable pavement and other low impact development techniques in alleys throughout D.C., as well as the city’s LED street lights programs.
EMS Advances Sustainability
In support of its sustainability efforts, DDOT also is implementing an environmental management system (EMS), based on the International Standards Organization (ISO 14001) structure. The agency may seek ISO certification in the future, Hameed said. The EMS is being implemented in phases. As the first phase, DDOT focused on the project development and environmental review process as well as office operations.
Following the “plan-do-check-act” EMS model, DDOT’s EMS outlines the agency’s environmental policy and describes objectives, measures, and targets as well as roles and responsibilities for implementation, measuring and reporting progress, and ensuring continuous improvement.
For project development and environmental review, the plan applies to all phases of project development, including planning, preliminary engineering, environmental review, final design, construction and maintenance. It calls for incorporation of environmental features in DDOT projects and increased use of beneficial and recycled materials.
For example, under the plan, projects will set a goal to achieve a 5 percent decrease in overall emissions as well as a 5 percent decrease in greenhouse gas emissions, and at least half of all projects will include environmental components such as low impact development features and tree planting.
In addition, measures and targets are included to help streamline environmental reviews by reducing delays from environmental issues, avoiding delays in obtaining permits, and fulfilling environmental commitments on projects.
As part of the EMS implementation, environmental audits will be conducted at every phase of the project development process, and environmental commitments and mitigation will be tracked to ensure that the commitments are carried through to design and construction. The results of the reviews will be documented in an annual report, including recommendations for corrective actions.
“The idea is to monitor and evaluate environmental considerations throughout the project development process,” Hameed said. Forms must be filled out when a project is initiated, he said, and based on that form, determinations are made regarding potential environmental impacts and mitigation. That form is reviewed and approved by the Project Development, Environment, and Sustainability Division to ensure commitments are carried out.
For more information, link to the DDOT Sustainability Plan.
The District of Columbia Department of Transportation is emerging as a leader in sustainable approaches to transportation, instituting a collection of environmental process improvements and interagency partnerships to integrate land use, transportation, environmental stewardship, and community needs. There are a wide range of initiatives underway to help build sustainable communities across the city.
One initiative, dubbed “Great Streets,” focuses on improving major road corridors in the city. The program is intended to make road improvements that promote local businesses while also enhancing communities with better pedestrian, bicycle, and transit options for “sustainable mobility,” according to a summary.
The Great Streets initiative follows five basic principles:
To achieve these goals, DDOT plans to spend more than $100 million over 4 years to improve public spaces in six target corridors. Partner agencies in the city include the Office of the Deputy Mayor for Planning and Economic Development, the Office of Planning, the Department of Parks and Recreation (DPR), and Neighborhood Service Coordinators.
DDOT also is a key partner in several multi-agency initiatives and projects to spur economic development, social equity, and mobility in the city. Key among them is the Anacostia Waterfront Initiative, a multi-agency effort to revitalize the areas around the waterfront of the Anacostia River. Goals of the initiative are to achieve environmentally responsible development; to unify diverse waterfront areas into commercial, residential, recreational, and open-space uses; to develop and conserve park areas; and to provide greater access to the waterfront, communities, and business corridors. Construction already has begun on a new 1.5-mile streetcar line in Anacostia, the first installment of a planned city-wide streetcar network. A series of open houses on the proposed streetcar network will be held in late October and early November.
These and many other DDOT initiatives are among a long list of actions included on the “Green D.C. Agenda,” a sustainability initiative launched by D.C. Mayor Adrian Fenty on Earth Day 2009. Topping the list are the city’s pioneering efforts to promote bicycling. On Oct. 2, D.C. officials cut the ribbon on a state-of-the-art bicycle station. The facility offers bicycle parking, rentals, repairs and accessories at the west end of Union Station and holds approximately 133 bicycles. The $4 million project was funded by the Federal Highway Administration and DDOT. The city also is home to a first-of-its-kind bicycle sharing program. Launched in 2008, the program currently offers 10 kiosks housing 100 bikes. DDOT has plans to add another 50 stations to the network.
Within DDOT, plans for achieving sustainable transportation will be implemented through a range of process improvements, including a comprehensive environmental management system. Detailed information on environmental compliance and stewardship for DDOT projects is spelled out in the new Environmental Process and Policy Manual. Early consideration of stakeholder concerns allowed DDOT to streamline the review process for the 11th Street Bridges project and earned the agency top honors for environmental streamlining in FHWA’s 2009 Environmental Excellence Awards.
For more information, link to DDOT web pages on the Great Streets Initiative, the Anacostia Initiative, Bike Sharing, Bike Station, Environmental Management System, Environmental Policy and Process Manual, and Context Sensitive Solutions Guidelines. Additional information may be accessed by linking to the Green D.C. Agenda and transit and mobility action items page.
The Legislature created the Hawaii 2050 Sustainability Task Force. This is a group of 25 citizens with a diverse range of experience in planning, community, business, the environment, and government. They were charged with developing the Hawaii 2050 Sustainability Plan, the State’s first long-range plan in 30 years. The plan contains a definition for sustainable development, strategic goals, planning principles, actions, and a broad range of indicators. For more information, link to Hawaii 2050 Sustainability Plan.
Transportation design and construction groups in Illinois have helped to design a voluntary guide intended to encourage use of sustainable practices for the transportation projects in the state. The Illinois - Livable and Sustainable Transportation Rating System and Guide (I-LAST), issued in January 2010, was developed in a cooperative effort between the Illinois Department of Transportation, the American Council of Engineering Companies–Illinois (ACEC-Illinois), and the Illinois Road and Transportation Builders Association (IRTBA). The guide – which is voluntary and “advisory in nature” – provides a description of sustainability in transportation and provides a tool for identifying and documenting sustainable practices on highway projects in the state.
The purpose of the guide is to:
The I-LAST guide identifies the following goals of providing sustainable features in the design and construction of highway projects:
The guide includes a checklist-based scorecard for evaluating the sustainable practices included in a highway project, with 17 separate sustainable features in eight categories:
For each of the 17 features, the scorecard lists activities and available points that could be earned for each activity included on a project. It also provides an explanation and resources to help users better understand how to implement each of the sustainable features.
The effort started with a desire to be more proactive on sustainability and was inspired by the GreenLITES approach developed by New York State DOT (see related case study). Industry partners worked with Illinois DOT to tailor their own system, agreeing that it would be used only on a voluntary basis. There is currently no certification or other incentive for the project scoring system, but such an approach may be added in the future.
While the I-LAST approach is voluntary, District 1 already has begun using the approach. The sustainable actions listed in the guide are already being done on many projects, but it is expected to bring awareness and encourage sustainable practices. While officials say they do not foresee a statewide mandate for the approach, it is expected to raise awareness of the types of practices that can be done.
The extent to which the Illinois guide takes hold also may be influenced by a sustainability tool currently under development by the Federal Highway Administration. The agency is in the process of developing its own rating system to provide criteria for sustainable practices.
For more information on the Illinois approach, link to the Illinois - Livable and Sustainable Transportation Rating System and Guide (I-LAST).
A new decision support tool under development by Maryland’s State Highway Administration will help the agency quickly find cost-effective solutions to address congested travel corridors while protecting the state’s environmental resources and community quality of life.
The Model of Sustainability and Integrated Corridors, known as MOSAIC, is a new planning calculator that will allow planners to quantify sustainability data and compare alternative scenarios to make more informed decisions at the corridor level for transportation planning purposes. The tool will help planners and stakeholders to move more quickly along the project development path by providing clear and succinct assessments of the relative environmental, mobility, safety, and economic impacts of project options being considered at a low cost. MOSAIC is being jointly developed by MDSHA and the University of Maryland.
Six Sustainability Factors
The tool compares project scenarios according to six sustainability factors: mobility, safety, socioeconomics, energy and environment, natural resources, and project costs. Each factor includes multiple performance measures, totaling more than thirty measures overall. MOSAIC then produces a score for each alternative and ranks its performance in relation to the various factors.
Still in the initial phases, MOSAIC is a component of SHA’s Comprehensive Highway Corridor initiative, a program to improve transportation efficiency, safety, and sustainability in critical highway corridors. In its initial version, the tool can compare two alternative scenarios—the adding of a general purpose lane or creating grade-separated interchanges—against a “do nothing” option.
SHA used MOSAIC to plan improvements to the US 15 corridor north of Frederick, Md. The tool suggested that converting at-grade intersections to grade-separated interchanges on US 15 provided more sustainable benefits as compared to constructing additional travel lanes and was much better than the no-build scenario. Over time, MOSIAC will be upgraded to include additional multi-modal scenario options.
SHA recognized the need for “incorporating data-driven sustainable solutions” into the decision-making process for transportation projects, bringing the agency to use an existing contract with the University of Maryland to develop MOSAIC, according to Eric Beckett, a regional planner with SHA.
The developers performed a comprehensive review of literature and best practices and studied state-of-the-art transportation planning strategies and tools used in various state departments of transportation. These reviews provided a baseline of what works and what is applicable for sustainability decisions.
MOSAIC requires a minimum amount of training to use and produces numeric outputs and summary reports. It also creates graphical outputs suitable for sharing with stakeholders. The user supplies data such as land use, transportation, and ecological impacts, and the various factors used in the calculation can be weighted according to policy considerations and agency priorities.
Currently, the tool is in the final stages of Phase 2, which “builds off of the original…model to include multi-modal improvements for comparison,” according to Beckett. SHA will be testing it on improvements to US 29 in the near future, Beckett said.
Ultimately, the MOSAIC tool will be integrated with the Maryland Statewide Transportation Model through SHA’s Enterprise GIS system. The Maryland Statewide Transportation Model is a multi-layer travel demand model working at national, statewide, and urban levels to forecast and analyze key measures of transportation system performance.
“Eventually the MOSAIC tool will allow us to quickly evaluate proposed road improvements and…changes to land use,” Beckett said. “We believe there is a great potential for transferability” to other state DOTs, Beckett added.
The Massachusetts Department of Transportation (MassDOT) is continuing to make progress on sustainability initiatives, a process that began with the 2010 GreenDOT policy directive.
In 2014, the agency conducted a comprehensive review of its progress on sustainability initiatives and issued the GreenDOT Report 2014 Status Update Report. Key priorities being pursued include:
|Increasing bicycle and pedestrian mode share is an important element of MassDOT’s sustainability initiative. Photo: MassDOT|
Improving Consideration of GHG impacts
MassDOT has been working with Metropolitan Planning Organizations for a number of years to incorporate GHG impacts of projects as a consideration when transportation projects are selected. This work has taken on new urgency with the 2015 passage of state regulation 310 CMR 60.05 which makes the consideration of GHG impacts a legal requirement.
The agency has provided metropolitan planning organizations (MPOs) with analytical tools, guidelines and training to enable the quantification of GHG impacts. It also is undertaking analysis to identify the most efficient and effective means of reducing transportation sector GHG emissions through implementing a pilot of the Federal Highway Administration’s Energy and Emissions Policy Analysis Tool and a project with UMass Amherst under the Massachusetts Cooperative Research Program.
Shannon Greenwell, MassDOT’s project lead, noted that the central challenge in this work is to develop a system of GHG impact assessment that is consistent across the Commonwealth’s MPOs and allows the quantification of GHG impacts at a relatively early stage in the project development process.
MassDOT has been a national leader in promoting Complete Streets designs. Early efforts were recognized in the award-winning 2006 Project Development and Design Guide. More recently, MassDOT issued the 2012 Healthy Transportation Engineering Directive and supporting engineering directives that set minimum standards for accommodation of active modes of transportation.
Its pioneering efforts to promote complete streets continue with the finalization of a Complete Streets Funding Program. This program will be released in January of 2016 and will help incentivize municipalities to adopt complete streets policies and construct complete street projects.
The agency also finalized a ground breaking Separated Bike Lane Planning & Design Guide in 2015 that significantly advances bicycle facility design in the Commonwealth and aims to set new precedents for design in the United States.
MassDOT Complete Streets Engineer Luciano Rabito noted that the first projects will be ready for funding in 2016 and that MassDOT has sought to provide flexibility for all participating municipalities. “We have designed a program that will offer assistance to all municipalities large or small; urban, suburban, or rural. The program, which will be managed online, will be easy to use and keep municipalities engaged throughout the process. Based on the positive feedback we have received, we are anticipating a hugely successful program.”
MassDOT has initiated a climate vulnerability assessment to help prepare the Commonwealth for the likely impacts of climate change on transportation infrastructure.
The scope of this first phase will include mapping the full inventory of MassDOT assets; compiling and mapping climate change predictions; conducting workshops to gather data on current conditions; assessing the level of risk to individual assets and the system as a whole; developing asset vulnerability criteria; and identifying a prioritized set of high-risk hazards and high-risk assets.
Development of Renewable Energy on MassDOT’s Assets
MassDOT’s work to support increased generation of renewable energy continues. The first phase of the project to establish solar farms on underutilized areas near State Highways was completed in 2015 with the addition of five solar arrays. These projects utilize an innovative form of Power Purchase Agreement financing, under which a solar developer bears the upfront cost of the installations and operation and maintenance responsibilities, and MassDOT secures a long term agreement to purchase low cost electricity. Additional solar projects are planned, as well as a wind turbine project for a commuter rail facility.
These developments add to a range of existing renewable energy initiatives on MassDOT’s assets which include solar projects as well as a wind energy project at an MBTA facility.
The project lead, Lily Oliver, explained that MassDOT is starting to see the benefits of highway solar projects after almost 2 years of design and construction. “A lot of upfront work was required for these projects to go ahead” says Oliver. “This included a competitive procurement process, price negotiations, town and highway access permits, obtaining approvals from FHWA and securing state incentives. It is satisfying to see these projects coming online which means reduced operating costs for MassDOT and lower greenhouse gas emissions for Massachusetts,” Oliver said. (see related AASHTO case study under Energy/GHG Emissions topic)
In the area of travel demand, MassDOT supports the reduction of single-occupant vehicle travel by increasing the availability and use of commuting options such as carpooling, vanpooling, transit, bicycling, and walking through its MassRIDES program.
The use of these options leads to reduced traffic congestion; improved air quality; reduced GHG emissions; and enhanced quality of life in Massachusetts. MassRIDES now serves 495,000 employees within its 335 partner organizations.
MassDOT has a number of initiatives underway and planned to reduce the energy used in its buildings and other fixed assets. These include the following:
Massachusetts committed to a goal of 300,000 zero emission vehicles registered in the state by 2025 under a Multi-State ZEV Action Plan. MassDOT has a number of responsibilities under its draft Massachusetts’ Zero Emission Vehicle Action Plan. They include the installation of up to 12 DC fast charging stations at locations close to State Highways within Massachusetts to provide range confidence for drivers on longer journeys and providing signage to guide drivers to charging stations.
Challenges arise when installing a new layer of refueling technology on a busy State Highway system. They include meeting rules governing the use of federal air quality funds and complying with restrictions on commercial activities near the highway. MassDOT also must work with existing lessees, utility companies and other state government agencies, all while siting the charging stations where they will be most useful to the traveling public.
For more information on MassDOT’s sustainability initiatives, visit MassDOT’s GreenDOT Sustainability Initiative website.
The replacement of one deteriorating highway bridge typically requires years of planning and construction. In 2011, Massachusetts DOT completed the replacement of 14 bridge structures on I-93 in a matter of weeks, saving time and money, improving public safety, and lessening environmental impacts.
The project, which used prefabricated, modular superstructure units, was dubbed “Fast 14” – one of several projects under MassDOT’s Accelerated Bridge Program. The project was “one of the most ambitious and innovative infrastructure projects in the nation,” according to Massachusetts Gov. Deval Patrick.
Accelerated bridge construction technologies are being advanced through the Federal Highway Administration’s Every Day Counts Initiative. Intended to address the nation’s deteriorating bridges, these new techniques are aimed at cutting costs, increasing safety, and minimizing inconvenience to travelers.
According to FHWA, by using these techniques, DOTs can reduce the time associated with traditional planning, design, and bridge construction efforts by years. In addition, the newer designs and materials produce safer, more durable bridges with longer service lives than those built using conventional techniques.
Such methods also can lessen the environmental impact of construction. Most of the bridge fabrication occurs offsite in factories rather than on the construction site, minimizing disruption to sensitive ecosystems such as wetlands. Shorter construction time also allows projects to be scheduled around critical natural cycles for plants and animals.
Ten Summer Weekends
For the Fast 14 project, MassDOT announced the awarding of a design/build contract in January 2011. The $92 million contract was for the rapid replacement of 14 deteriorated bridge superstructures on I-93 northbound and southbound in the City of Medford over ten weekends between June and August 2011. This is a fraction of the estimated four years that would have been required if conventional construction methods had been used. A traffic management plan and a comprehensive communications plan allowed MassDOT to minimize congestion and other community impacts during construction, which was limited to off-peak hours. The project was completed ahead of schedule, according to Mass DOT.
One bridge that was replaced carries I-93 northbound over Riverside Avenue in Medford. On the weekend of June 3-5, 2011, the bridge was closed to traffic Friday evening, with the I-93 traffic diverted to two lanes in each direction. The substructures required only minor repairs, allowing for the rapid replacement of the superstructure.
MassDOT used excavators to demolish the old superstructure overnight, completing the removal by Saturday morning. Then the prefabricated, modular superstructure units were installed and concrete was poured to fill in between the panels. The bridge construction was completed on Sunday at midnight, and the Interstate was open to traffic in time for the Monday morning commute. The bridge was replaced in approximately 55 hours, according to MassDOT.
Fast 14 debuted several innovations, according to Michael Verseckes, a spokesman for MassDOT. Of special note is a mix of concrete that was especially formulated for this project. “It's a high-early strength concrete mix that had a shrinkage-reducing admixture. This mixture was able to reach a compressive strength of at least 2,000 psi within four hours of it being set,” said Verseckes.
“Before finalizing this mix, it went through 40 test recipes to get to where we wanted to be,” Verseckes said.
Accelerated bridge construction embraces a number of techniques, according to FHWA. Primarily, there is the prefabricated bridge elements and systems. These are bridge components that are fabricated offsite or outside of the traffic areas, transported onsite, and installed with the use of cranes or other lifting equipment. Bridge elements include decks, beams, piers, and walls. Bridge systems refer to an entire superstructure or total bridge that is lifted into place.
Another component of accelerated bridge construction is the bundling of projects. Project bundling involves assigning multiple similar improvement projects along a corridor to one contractor, such as the 14 bridges in Medford. The bundling of projects saves procurement time and leverages expertise and momentum.
A third component of accelerated bridge projects is use of the design/build contracting method. According to FHWA, conventional bidding for design and construction contracts is a time-consuming sequence of events. Under design/build, a majority of the design work and all of the construction is the responsibility of one contractor. Thus, many tasks can be performed simultaneously and errors in design can be resolved more quickly.
Fast 14 was highlighted when MassDOT hosted FHWA’s Every Day Counts Northeast Regional Peer-to-Peer Exchange on Prefabricated Bridge Elements and Systems in July 2012. The four–day event was attended by over 100 state DOT personnel from 11 states.
“People across the country are very interested in accelerated bridge construction,” Verseckes said.
In addition, many logistical lessons were learned from Fast 14. As an example, Verseckes points out “the importance of early coordination for transporting and storing the [prefabricated bridge units], which involved working with the state police, the contractor, and MassDOT, and keeping residents of the city of Medford and travelers using I-93 informed.”
MassDOT’s Accelerated Bridge Program continues to be at the forefront of highway construction innovation. In the 2012 construction season, MassDOT had over 20 accelerated bridge projects planned or completed, according to Verseckes. In addition, work began on the state’s first "mega project," the Burns Bridge in Worcester, which carries Rt. 9 over Lake Quinsigamond. The Burns Bridge project is using the design/build accelerated delivery technique. Mega projects are those with a construction budget in excess of $100 million.
As of Sept. 1, 2012, MassDOT had reduced the number of structurally deficient bridges in the state by 19.5 percent since the baseline year of 2008.
Nationwide, FHWA reports that 44 states have deployed accelerated bridge construction methods.
More information is available on the MassDOT Accelerated Bridge Program website and at FHWA’s Every Day Counts website, http://www.fhwa.dot.gov/everydaycounts/. Additional information also is available by contacting Michael Verseckes at firstname.lastname@example.org.
The Minnesota Department of Transportation’s (MnDOT) Corridor Investment Management Strategy (CIMS) was created with one key objective in mind: advance multimodal solutions that ensure a high return on investment while reflecting the state’s social, economic, and environmental goals.
CIMS is a system of selecting projects to be funded based on an analysis and scoring of social, environmental, and economic benefits of each project.
|The MN 23 CIMS project in Duluth widened and reconstructed sidewalks, realigned signals, closed driveway access points, added bus pullouts and improved lighting. Photo: Minnesota DOT|
“CIMS gave MnDOT the opportunity to apply a robust understanding of public return on investment to the selection of highway improvements”, said Philip Schaffner, MnDOT’s Policy Planning Director.The MN 23 CIMS project in Duluth, MN widened and reconstructed sidewalks, realigned signals, closed driveway access points, added bus pullouts and improved lighting.
CIMS came about as a result of challenging conditions. As was the case for other state transportation agencies in 2012, MnDOT officials were dealing with increasingly constrained resources alongside a transportation system that was aging. MnDOT determined that dialog and possible collaboration with other agencies whose work intersected with theirs could help strategically leverage resources and also potentially create more sustainable systems. The result was CIMS.
To familiarize other agencies and the public with the CIMS strategy, MnDOT held a series of 16 regional meetings that spring. In February of 2013, the agency issued a $30 million solicitation that invited municipalities to apply for state highway funding for projects that offered the greatest potential to help move CIMS objectives forward and also were consistent with the Minnesota GO Vision and the Statewide Multimodal Transportation Plan. The funds were from the state trunk highway account, which is funded by a combination of state gas taxes, vehicle registration fees, and sales tax on the sale of motor vehicles.
”The Minnesota GO vision calls for transportation systems that maximize the health of people, the environment and our economy, so we knew our selection process needed to reflect the triple bottom line,” Schaffner said.
MnDOT formed an advisory group of other state agencies to help develop the project evaluation criteria and evaluate project proposals. The group included Explore Minnesota Tourism and the state’s Department of Commerce, Department of Education, Department of Employment and Economic Development, Department of Health, Department of Natural Resources, Department of Public Safety, and the Pollution Control Agency.
Notably, the project evaluation criteria decided upon by the advisory group were broader than strictly traditional performance factors such as direct user benefits/costs and system performance. Instead, the following criteria were applied to determine project proposal scores:
Ten projects were selected from a total of 45 applications, with project construction scheduled for either 2014 or 2015. Selected projects tended to address three types of scenarios: a solution for a significant safety issue; a low-cost operational improvement; or a multifaceted urban main/complete streets project. The projects all are either complete or were scheduled to be finished by early 2016.
Typical project components include activities such as the following:
For one of the projects, an interchange was constructed that increases safety, reduces environmental impacts, and facilitates agricultural equipment crossings. Another project included a four-to-three lane conversion and construction of a roundabout to support future economic vitality.
“The $30 million in CIMS funding helped the agency leverage an additional $65 million in other federal, state and local funding for a total construction program of almost $100 million,” Schaffner said.
Lessons and Reflections
The use of an enhanced benefit-cost analysis helped MnDOT translate broad goals into comparable and common metrics. The methodology allowed the review committee to compare a range of project types using one set of criteria.
“One of the benefits of the CIMS approach was that environmental impacts, particularly runoff, were elevated in importance and considered when selecting projects,” Schaffner said.
However, not all of the measures made much of a difference in project selection. For example, lack of data and forecasting methodologies meant that the health impacts of biking and walking were often missing from applications and, even when included, they usually were small relative to other factors.
“The 2013 CIMS solicitation was an incredible learning opportunity for MnDOT,” he said. “We have incorporated some of the measures into our standard guidance for benefit-cost analysis, we’re continuing to study and refine the methodology for other measures, and we’re using the solicitation as a template for other competitive grant programs.”
In terms of advice for other transportation agencies that might be interested in a similar approach, Schaffner recommended working with other agencies to develop scoring criteria “to ensure they are understandable and customized to the local context.”
In the face of extreme winter weather, escalating costs, and tighter budgets, the Minnesota Department of Transportation is implementing more sustainable solutions for coping with ice and snow on the state’s roadways.
Wintertime highway maintenance operations can be expensive. Like other cold weather states, MnDOT must purchase salt-based anti-icing and de-icing materials, pay for the fuel for plow trucks, and compensate employees. Annual salt applications also take a toll on transportation infrastructure by accelerating bridge corrosion and road surface deterioration. Furthermore, the winter maintenance can have an impact on roadside plant life and the water quality of streams, lakes, and rivers.
MnDOT has a commitment to the more efficient uses of salt and other de-icing and anti-icing compounds as a means to better environmental stewardship and to cut costs. The agency has demonstrated over recent years that winter operations can be effective at removing ice and snow from road surfaces while reducing the use of anti-icing compounds.
MnDOT began to address wintertime salt use in the mid 1990s as a way to reduce maintenance costs, according to Steve Lund, the State Maintenance Engineer with the department. As the program evolved over time, the environmental benefits naturally became apparent; safety, environment, and cost savings now are all given consideration, Lund said.
Innovative Practices Reduce Use of Salt and Brine
MnDOT has put in place a number of innovations to reduce the amount of salt and brine in road maintenance. The training of plow drivers and district support staff has been a key part of this effort. The department’s program uses plow truck simulators and classroom work on salt alternatives and application rates to teach snowplow operators what they need to know for the best results.
“Making sure that operators understand the cost savings issues and the environmental issues” regarding salt use is first and foremost with the program, Lund said.
The department also is trying various types of new equipment that will help to improve salt application while reducing costs and operator effort. Calibration scales streamline the calibration of spreading equipment so that application rates can be maintained more easily. Portable blending stations allow for the mixing of granular salt with deicing solutions close to the roadways that need it most.
In addition, computer-aided systems allow for the accurate blending of deicing chemicals as needed, rather than storing blends in tanks. Pre-wet salt, heated salt, and liquid deicing chemical additives can melt snow and ice faster, reducing the amount of salt used. Finally, the department is using devices such as a tailgate shaker that prevents the clumping of salt, and lightweight plow blades and tow plows that can remove snow and slush more efficiently.
Maintenance Decision Support System
Aiding in all of these efforts is the department’s maintenance decision support system (MDSS). The system involves a computer in the cabs of the plow trucks that uses real-time weather forecast data together with data on truck operations to produce suggested salt application rates and plowing cycle frequency, according to Lund. Data are recorded for use later in operator training and to inform the winter maintenance records, Lund said. For example, MnDOT hopes to use the MDSS data in conjunction with its the Winter Severity Index to provide a more normalized set of metrics by which to measure salt use from year to year.
“We’re a believer in it,” said Lund, suggesting that the MDSS would benefit other cold weather states.
These innovative practices helped the department reduce the application of salt by approximately 49,000 tons during the winter of 2009-2010, as compared to the previous winter, and 20.6 percent less than the 10-year average. This reduction occurred despite the fact that the winter was slightly above average based on the state’s Winter Severity Index, which ranks winters on a scale of 0 to 100 using weather timing and duration criteria.
While the department had to increase its use of salt and brine during the severe winter of 2010-2011, it was able to keep salt use down at levels used during the much less severe winter of 2005-2006.
The cost of salt has been trending upward over the last decade, making cost containment very important. The reduced use in 2009-2010 saved an estimated $3 million in salt costs alone. Per lane mile cost was $284 less in 2009-2010 than the previous year, according to department data.
In addition, there are long term infrastructure savings to be realized. Using salt and brine effectively will extend the life of pavements and bridges, reducing the frequency of maintenance or replacement.
Natural Barriers to Drifting Snow
The prevention of drifting snow is another way to keep Minnesota highways drivable in the wintertime. Living snow fences—barriers made of trees, shrubs, native grasses, or crops planted along roads—are increasingly being used by MnDOT.
Properly designed and placed, these living barriers trap snow that blows across the landscape, preventing big snowdrifts from stranding motorists and improving visibility to reduce accidents. They also reduce spending on plows and help reduce shipping delays for goods and services.
MnDOT is working with the U.S. Department of Agriculture and local landowners adjacent to roadways to promote the installation of living snow fences.
MnDOT annually purchases standing corn rows from area farmers to serve as snow fences adjacent to sections of highways that have a history of blowing and drifting snow. Corn needs to be planted parallel to the road to serve as a fence. A typical corn row snow fence is one-quarter-mile long and 16 rows wide covering an average of 1.2 acres and is set back 120 to 240 feet from the highway right-of-way. Based upon the estimated corn yield per acre, MnDOT will pay an additional $1.50 per bushel above the local elevator price for corn.
About 30 miles of fences have been installed so far, but MnDOT has identified an additional 1,200 miles of highway with chronic snow drifting problems.
On average, every dollar spent on implementing the living snow fence practice yields a $17 return, according to MnDOT.
“No question they provide us real results,” Lund said.
A wide range of information is available on the Mn/DOT road maintenance website, http://www.dot.state.mn.us/maintenance/. Additional information also is available by contacting Steve Lund at (651) 366-3566, email@example.com, or Cindy Carlsson at (651) 366-4824, firstname.lastname@example.org. (Photos courtesy of MnDOT)
New York State Department of Transportation is pioneering an effort to measure its own performance on sustainability and is also creating a powerful incentive for its employees to go green. NYSDOT’s Green Leadership in Transportation and Environmental Sustainability (GreenLITES) program, launched in September 2008 and continuing to evolve, is a certification program that recognizes projects and operations that incorporate sustainable practices. The more green practices performed, the higher the certification level that can be achieved.
The first program of its kind in the nation used to rate all DOT projects, GreenLITES is modeled after the building industry’s Leadership in Energy and Environmental Design (LEED) certification program for green building practices and the University of Washington’s Greenroads program. GreenLITES applies a similar approach to recognize and encourage environmentally sustainable practices in transportation. The GreenLITES rating system tracks specific sustainable practices and awards credits based on the degree to which such practices are implemented. The system recognizes varying certification levels, with the highest level going to those efforts that go above and beyond standard practice and “clearly advance the state of sustainable transportation solutions.” Depending on the cumulative score acquired by incorporating sustainable choices into project design or operations, one of the following GreenLITES certification levels may be assigned:
Scoring Projects and Operations
For Project Design, each project is tracked on a “scorecard” that lists and scores more than 170 practices in categories including sustainable sites, water quality, materials and resources, energy and atmosphere, and additional innovations and other actions. For each category, a list of activities is provided along with the number of credits that may be earned.
Because of the different nature of its work, the Operations Program takes a slightly different approach, incorporating GreenLITES sustainability measures into its existing annual maintenance and operations planning process. The long list of 130 operations and maintenance practices includes GreenLITES measures and other “green” practices available for credits in the following general categories:
The scoring is conducted each year at the end of March at the close of NYSDOT’s fiscal year. For both Operations and Project Design, the Department presents Evergreen and Gold awards each April on Earth Day.
The program has been implemented in stages, starting with the September 2008 GreenLITES Project Design Program, followed by the April 2009 GreenLITES Maintenance/Operations Plan Spreadsheet, the March 2010 Regional Sustainability Assessment tool and the Planning, Project Solicitation tool. The Department has also launched a Local Projects Certification Program that allows other state agencies, authorities, municipalities, and non-governmental organizations to use the GreenLITES project design tool.
The GreenLITES project design tool and operations tool have proved to be good for evaluating projects that are part of an existing construction or maintenance program. However, the Department also needed a way to select the “right projects.” This led to the development of the 2010 Project Solicitation Tool and the Regional Sustainability Assessment Table.
The project solicitation tool is a questionnaire that helps determine how closely a project is consistent with seven identified sustainability goals. Points are awarded for each goal criterion in the proposed project. Project scores may then be used as a discussion point when deciding what projects to include in long-term capital program submissions.
The Regional Sustainability Assessment Table is used by NYSDOT regions to develop and assess regional long-term sustainability goals from a more holistic perspective, across program areas and using the triple bottom line realms of economy, environment and communities. The table is used to identify current states, desired future states, and plans for accomplishing future states in all three sustainability realms as they relate to specific NYSDOT goals.
All these tools are continually being updated and refined. For example, the Department is currently using the 2.1.0 project design scorecard, and after each round of operations awards the operations plan spreadsheet is updated. Also, NYSDOT is currently working on how to better integrate sustainability into the Department’s asset management and program update processes.
“The Department of Transportation is more than concrete, asphalt and steel. We are, in fact, a vital connection to and part of the path toward economic recovery,” NYSDOT Commissioner Joan McDonald said in announcing the 2011 awards. “As we plan for the future, our transportation investments must be done in a manner that is both environmentally sensitive and sustainable. GreenLITES is the Department’s nationally recognized program which keeps us focused on making transportation decisions that support a sustainable society.”
For more information, link to NYSDOT’s GreenLITES website, which includes links for the Project Design Certification, Operations Certification Program, GreenLITES Regions, Local Projects Certification, GreenLITES Planning, and links to awards. Information also may be obtained by contacting the program staff via e-mail at GreenLITES@dot.state.ny.us.
The North Carolina Department of Transportation (NCDOT) has been working to integrate the concepts of sustainability into its decision-making and make the link between mobility and how it can better support communities and regions across the state. The effort has resulted in the articulation of eight principles with corresponding outcomes, objectives, and performance measures. The eight principles focus on: moving people and goods; choices; connectivity; resource protection; prosperity; accountability; healthy communities; and organizational responsibility.
The initiative began with an extensive review of sustainability plans across state departments of transportation. The purpose of the review was to identify and synthesize the best practices in integrating the concept of sustainability into transportation decision-making, with a specific emphasis on state DOTs that have developed documented plans and performance measures. Following this review, an internal NCDOT survey was conducted to identify existing sustainable practices and better understand how the department views the concept of "sustainability."
Focus groups with agency staff and interviews with external stakeholders -- including other state agencies, metropolitan planning organizations/regional planning organizations, councils of government, transit service providers, and private industry partners -- were used to present and discuss the concept of sustainability, identify additional practices and initiatives that align with those concepts, and shape the subsequent principles and objectives that were the foundation of the framework. The department then identified metrics that would be used to assess consistency and progress in meeting outcomes associated with each of the principles.
Expanded Mission Statement
Integration of the concepts of sustainability are reflected in NCDOT's newly expanded mission statement: “Connecting people and places safely and efficiently, with accountability and environmental sensitivity, to enhance the economy, health and well-being of North Carolina.” The Department's mission was expanded and refined to recognize broadened responsibilities and aspirations, and now emphasizes a "triple bottom line" of enhancing economic development, human health and well-being, and environmental resource stewardship.
The principles have also been integrated into NCDOT's statewide transportation plan (2040 Plan) and its draft 5-year and 10-year transportation improvement program (“Policy to Projects”). Efforts are also underway to evaluate project prioritization criteria and consider ways to integrate sustainability concepts in the project prioritization process.
The effort has culminated in the development of an “Accountability Framework” that links sustainability-related principles to key overarching plans and policies, strategies, and performance measures to monitor implementation progress and effectiveness over time. Further integration of these concepts into initiatives and decision-making is key to implementation. Other critical implementation elements include a communications plan, monitoring, and continuous improvement.
“Our goal from the start was to develop a viable framework for our department, and also document the methodology for its development, the mid-course adjustments, and lessons learned,” said Julie Hunkins, Manager of the Quality Enhancement Unit with NCDOT.
Sustainability at Work in North Carolina
A recent example of sustainability at work in NCDOT is the project to replace a 69-year-old bridge, which carries US 17 over the New River. As part of the project, NCDOT demolished the old bridge and donated nearly 8,000 tons of rubble, concrete, and metal to an effort by multiple state and local partners to build a new artificial reef in the New River near Jacksonville.
“This is a great way for NCDOT to live out its mission, which includes environmental sensitivity,” said NCDOT Assistant Resident Engineer Jimmy Zepeda, who is overseeing the bridge replacement project. “By reusing this material instead of putting it in a landfill, we helped form a vibrant habitat where aquatic life now lives and grows.” Recycling and reusing the material also saved the department as much as $590,000 in costs to dispose of the debris in a landfill.
More information on the NCDOT’s sustainability efforts and the Accountability Framework is available from Julie Hunkins at NCDOT, e-mail email@example.com. (Photo courtesy NCDOT)
In February 2009, the Ohio Department of Transportation (DOT) initiated the first of two projects designed to replace the aging steel truss bridge that carries Interstate 90 over the Cuyahoga River Valley and into Cleveland’s central business district. The first Innerbelt project, developing a new westbound bridge adjacent to the existing bridge, demonstrates how Ohio DOT is working to make its major transportation investments sustainable by reducing cost, maximizing benefits, and conserving resources.
The Innerbelt project team committed to achieving sustainability goals in seven categories, which have been dubbed the “Green 7.” These include:
1. energy and energy efficiency;
2. community environment;
3. green building;
4. waste reduction and recycling;
5. green project administration;
6. materials and resources; and
7. construction practices.
|Photo: Courtesy Innerbelt Bridge Photo Stream|
ODOT's Commitment to Sustainability
The Innerbelt project’s design and construction team found several ways to cut project costs while conserving resources and getting the bridge built faster. Progress toward achieving these goals is documented in Monthly Sustainability Summaries posted on the agency’s website. For example, as of Oct. 31, 2012, the agency reported the following achievements:
Other examples of sustainability on the project include construction of a pair of “pocket habitats” under the new span of the bridge. These areas allow growth of native plants and provide a safe haven for migrating fish. In addition, the project team is relocating Peregrine Falcons that made their home beneath the existing bridge.
Based on these and other attributes, Ohio DOT has used the Federal Highway Administration’s INVEST sustainability self-assessment tool to give the project a “gold” rating.
A pioneer in sustainable transportation, the Oregon Department of Transportation (ODOT) was the first state transportation agency to adopt an agency-wide sustainability plan. Issued in 2004, that plan stressed inclusion of sustainability considerations in the update of the Oregon Transportation Plan, implementation of a sustainable bridge delivery program (OTIA III), and development of an environmental management system for ODOT’s maintenance yards.
In 2008, ODOT embarked on a broader three-volume sustainability plan aimed at addressing both internal and external operations in seven focus areas: health and safety; social responsibility/workforce well-being and development; environmental stewardship; land use and infrastructure; energy/fuel use and climate change; material resource flows; and economic health. Volume I of the plan, issued in 2008, provides the vision and framework for ODOT’s sustainability goals and strategies.
Volume II of the Sustainability Plan, completed in 2010, sets goals, strategies, and performance measures for ODOT’s internal operations, such as its facilities and fleet. It includes goals such as increasing use of alternative fuels and electric vehicles in the ODOT fleet, reducing the amount of waste generated by facilities, and decreasing greenhouse gas emissions from overall agency operations.
Volume III of the plan, which has not yet been completed, will address goals and strategies for management and operation of the statewide transportation system. This will include sustainable practices in project delivery, highway design and construction, and identification of the best tools to manage and implement sustainability within individual projects.
Annual Sustainability Report
The long list of sustainable practices and programs overseen by ODOT’s Sustainability Program Manager and the cross-discipline ODOT Sustainability Council are documented in an annual sustainability progress report. Some examples include installation of electric vehicle charging stations, purchase of electric vehicles, increased use of alternative fuels such as biodiesel for the ODOT fleet, and installation of solar panels on ODOT right-of-ways for the first-ever “Solar Highway” projects.
ODOT also considers sustainability in project decision-making. The Columbia River Crossing Project – a joint effort of the Oregon and Washington DOTs – was the first in the nation to include a project-level sustainability plan. Sustainability goals for the project are to be achieved through a long list of project elements, including addition of high capacity transit, reducing vehicle miles traveled, use of tolling, electronic safety technologies, bicycle and pedestrian facilities, and use of sustainable construction materials and methods.
ODOT also is working with its sister agency, the Department of Land Conservation and Development, to implement the Oregon Sustainable Transportation Initiative (OSTI), an integrated statewide effort to reduce greenhouse gas emissions from the transportation sector while creating healthier, more livable communities and greater economic opportunity.
|ODOT Supports Electric Vehicle Infrastructure. Photo: Oregon DOT|
Sharing Sustainable Practices
A wide range of programs and projects underway are documented on ODOT’s Sustainability Program Website, including a “sustainability news” section with articles describing recent efforts.
For more information on ODOT’s sustainability programs, visit the ODOT Sustainability Program web page, or contact ODOT Sustainability Program Manager Marjorie Bradway, firstname.lastname@example.org.
An array of hundreds of solar panels stretching 540 feet along an Oregon highway is helping to power a nearby interchange with clean, renewable energy through a unique public-private partnership that could serve as a model for the nation.
Oregon’s “Solar Highway Project” sits at the interchange of Interstates 5 and 205 in Tualatin, Ore., at the south end of the Portland metropolitan area. The project is the nation’s first roadside solar photovoltaic demonstration project.
According to the Oregon Department of Transportation, the project’s 594 solar panels produce about 122,000 kilowatt hours annually. The panels produce energy during the day which is used to light the interchange at night. ODOT buys the energy produced by the array at the same rate the agency pays for regular energy from the grid.
This clean, renewable source of energy will help the agency meet the mandate from Oregon Gov. Ted Kulongoski that state agencies obtain all of their electricity from renewable sources. By replacing energy from the grid, the solar electricity produced by the project will avoid the production of nearly 43 metric tons of carbon dioxide equivalent emissions each year.
The $1.28 million project, which has been in operation for just over one year, was developed through an innovative public-private partnership between ODOT; Portland General Electric (PGE), Oregon’s largest utility; and US Bank. Material providers included Solar World US, the nation’s largest solar panel manufacturer, and PV Powered, the nation’s largest inverter manufacturer.
Making the Most of the ‘Right-of-Way Asset.’
ODOT Project Director Allison Hamilton explained that under this unique partnership “the public gets multiple values out of its right-of-way asset.”
“Using state and federal tax credits, the renewable energy projects are developed at least possible cost, which benefits the utility rate payers – including ODOT and the State of Oregon, “ Hamilton said. At the same time, ODOT gets green energy at grid rate instead of the higher green energy rate, she added.
“The solar energy project is owned, operated and maintained by the utility, which also assumes all the risk, and is responsible for maintenance of the right of way for the term of the contract (from 25 years up to 40 years or more),” Hamilton explained. But the utility also gets to count the project towards its renewable energy portfolio requirements, she said.
“It’s a win-win-win business model,” Hamilton added.
ODOT officials and PGE officials have deemed the project a success, demonstrating that solar arrays can complement and not compromise the transportation system.
In fact, Hamilton said the project has exceeded expectations, producing more than the expected 112,000 kilowatt hours in its first year, with only one maintenance incident where a panel was cracked and had to be replaced.
As a result, Oregon DOT and its partners – utility providers and private businesses – are poised to expand production of solar energy at the demonstration site and as well as other locations in the state.
Third Party Financing Model
According to ODOT, these public-private partnerships are expected to follow the same type of third-party financing model developed for the demonstration project.
“The utilities would contract with solar developers to design, build and install the arrays, which they – the utilities or limited liability companies involving the utilities – would own, operate and maintain, and which could count towards meeting statutory requirements to develop renewable energy resources. The utilities would also be responsible for maintenance and successful operation of the arrays, including any damage due to vandalism or crashes,” according to a summary on the demonstration project website.
ODOT would have a 25-year agreement to purchase all electricity generated by the solar projects, with options to renew for up to three five-year extensions.
DOTs Urged to Work with Utilities
Hamilton said many other states have expressed interest in following Oregon’s lead, but she stressed that each state will have unique circumstances. “Because each state has its own utility regulations, I would recommend project proponents work with or through their utility to learn the most efficient and cost effective way to size, permit and connect a project, and also to determine the most advantageous financing and ownership model,” she said.
“We learned that the larger the installation, the better, as you are able to spread your fixed costs out over more kilowatts, bringing down the cost per installed kilowatt” compared to the cost of existing grid energy.
Hamilton urged transportation agencies that are interested in developing a solar highway project to take advantage of the expertise of the utility, whose core business is energy generation.
“Oregon’s state transportation system has nearly 19,000 lane miles of right-of-way and there are more than 8 million lane miles of right-of-way across the nation,” according to an ODOT project summary. “Solar arrays on less than 1 percent of Oregon’s right-of-way could supply the nearly 50 million kilowatt hours needed annually by the state transportation system,” the agency said.
The project has been recognized with numerous honors, including the Federal Highway Administration’s 2009 Environmental Excellence Awards.
A wide range of information is available on the project website, including a solar highway meter that tracks energy generated on-site, news releases, photos, videos, research, technical documents, and information on planning for future projects. Additional information also is available by contacting Allison Hamilton at email@example.com.
With a projected growth of approximately 1.5 million people in the next 30 years, the Puget Sound area in Washington State faces increased demand on the region’s transportation system.
The Puget Sound Regional Council (PSRC), which is the metropolitan planning organization (MPO) for the four-county Seattle-Tacoma-Everett region, has crafted an ambitious long-range strategy to plan for and shape the area’s transportation needs. The Transportation 2040 plan, adopted in 2010, lays out a 30-year vision for funding and building sustainable transportation programs and projects in the coming decades.
The plan – which received an award in 2010 from the Association of Metropolitan Planning Organizations – translates the PSRC’s broad commitment to transportation sustainability into tangible actions. The Plan is built around three equal and interrelated strategies that together define what “sustainable transportation” means for the region and are designed to influence overall transportation investment decisions. These three strategies address the following:
Detailed recommendations for program changes and major new projects in three major focus areas help transform Transportation 2040’s vision for sustainable transportation into reality. These include the following:
In addition, Transportation 2040 supports the goals of Vision 2040, PSRC’s umbrella strategic plan, by focusing transportation investments in designated urban growth areas, increasing the availability and efficiency of transit and rail services, and focusing development in major travel corridors and regional growth centers.
As required under federal law, PSRC is in the process of updating the plan, anticipating completing the revision in 2014. The update will incorporate a method for the better prioritization of projects, include revised revenue estimates based on existing law, and address the level of investment for maintenance and preservation of the existing system.
PSRC has been developing the new prioritizing process over the past two years. The framework will assess projects using nine evaluation measures:
The prioritization framework will be used to evaluate over 800 projects, with the results being used to support decisions on transportation investments. When finalized, the framework will be integrated into the Transportation 2040 plan.
The update also addresses refinements to the transit-oriented development plans and the active traffic management plans to further address the level of demand on the transportation system. Under consideration are ways to encourage alternative, environmentally sensitive transportation choices; the development of land use policies that support bicycles, transit, and ridesharing; and the incorporation of complete streets principles.
In addition, the update will include a new rural transportation strategy and address other statutory requirements and issues identified by the PSRC boards.
PSRC is working to interpret new mandates from Moving Ahead for Progress in the 21st Century Act (MAP-21), and will incorporate new requirements into the plan update as appropriate, according to Robin Mayhew, a transportation program manager with PSRC. This may include collaboration at the state and national levels to shape the implementation of MAP-21 in advancing regional goals as identified in the plan.
PSRC will have opportunities in the coming year for public involvement in the plan update process.
A wide range of information is available on the PSRC’s Transportation 2040 website, http://www.psrc.org/transportation/t2040. Additional information is available by contacting Charlie Howard by e-mail at firstname.lastname@example.org or Robin Mayhew at email@example.com.
The Rhode Island Department of Transportation (RIDOT) has taken a leadership role in achieving sustainable solutions to manage stormwater through a unique statewide outreach and education initiative.
The “Stormwater Solutions” initiative, funded by RIDOT with a grant from the Federal Highway Administration, supports implementation of the new state-level stormwater regulations as well as RIDOT’s ongoing compliance with the federal Municipal Separate Storm Sewer Systems (MS4) program.
The purpose of Stormwater Solutions is to:
State regulations call for incorporating Low Impact Development (LID) as the “industry standard” for development. LID is an approach to land development that works with nature to manage stormwater that runs off impervious surfaces as close to its source as possible and treats it as a resource rather than a waste product. It reduces the impact of built areas and promotes natural movement of water within an ecosystem.
By proactively integrating LID and sustainable practices into a comprehensive outreach and education program, the Stormwater Solutions initiative is finding sustainable ways to protect the environment, save money, achieve regulatory goals, and build public support for sustainable transportation infrastructure.
The initiative is being implemented in partnership with Rhode Island Department of Environmental Management (RIDEM); the University of Rhode Island (URI) Cooperative Extension’s Nonpoint Education for Municipal Officials program; and the Southern Rhode Island Conservation District. As part of the initiative, a team of professionals from these organizations is developing materials to educate and inform towns, cities, and the general public across the state about compliance with the new stormwater regulations.
Training Programs to Prevent Runoff
Through the Stormwater Solutions outreach effort, more than two dozen training workshops for RIDOT and municipal employees have been completed. The training has addressed new ways to prevent runoff pollution at public works garages and construction sites; the inclusion of improved pollution controls in new project designs, construction practice, and routine maintenance; and designing for “green streets“ and ways communities can make a difference in preventing stormwater pollution.
RIDOT is also integrating LID techniques in new project designs. An early example of this integration is the reconstruction of Route 138 in South Kingstown. LID techniques will convey stormwater away from the road through grassed swales instead of standard piping and inlets, saving construction costs, improving water quality, and enhancing the road’s appearance. The project also includes a landscaped bio-retention feature in a roundabout to provide water quality treatment and to infiltrate stormwater into the ground.
Stormwater Solutions is working to reduce impacts to stormwater at the source by conducting community outreach to educate the public and municipal officials on the importance of pollution prevention and applying environmentally sustainable and cost saving LID techniques. These source reduction activities – which include everyday actions such as reduced use of fertilizer, litter control, hazardous material control, and use of ground infiltration and bio-swales to filter pollutants – reduce the need to build and maintain expensive treatment structures and provide opportunities for creating greener, more visually attractive landscapes along roadsides.
Stormwater Solutions offers easy-to-use materials for public education and outreach to inform communities about ways they can help manage stormwater runoff. The materials – which are publicly available on a website – are designed for use by municipalities, stormwater managers, watershed organizations, or interested civic groups.
Illustration of Combined Sewer Overflow from Stormwater Fact Sheet: Source: http://ristormwatersolutions.org/docs/1.Intro.ResFactSheet.pdf.
For example, the website provides a series of fact sheets on various aspects of stormwater management:
A variety of other outreach materials also are provided, including cartoons, articles, display materials, radio spots, videos, and stormwater training manuals. The website also provides a variety of strategies, examples from towns in the state, and an inventory of LID practices such as bio-swales, green roofs, cisterns, permeable pavement, rain gardens, and site design.
Allison Hamel, Environmental Scientist/Stormwater Program Coordinator with RIDOT, said the agency is working with DEM and URI to develop a second five-year agreement for public education and outreach. The second agreement will focus on:
Transferability and Lessons Learned
Hamel said other state DOTs could benefit from efforts similar to the Stormwater Solutions program.
“We think that this would most definitely be transferable to other DOTs, particularly in other states where the DOT is the only state-wide MS4,” she said.
“Not only did RIDOT receive full compliance ‘credit’ for Minimum Measure 1 & 2 (except for the public notice part) from the state regulatory agency (RIDEM), RIDOT staff received personalized training that we would not have received otherwise (i.e. the linear LID training),” she added.
Hamel also stressed the importance of training. “One of our greatest lessons learned was that the ‘train the trainer’ workshops provided great resources, but those resources were rarely used and implemented once the ‘trainer’ got back to work.”
“This is one of the reasons why we are focusing on the hands-on training in the second agreement,” she said.
Hamel also noted the importance of training not only for staff, but also for upper-level management, that is, “those with decision-making capabilities and money-wielding powers.”
“It is important that managers and the directors recognize the money and assets and resources that stormwater management truly needs,” she added.
As a leader in sustainability, the Washington State Department of Transportation (WSDOT) has been working for many years to incorporate the concept into all aspects of its work.
WSDOT defines sustainable transportation as a system that “preserves the environment, is durable, takes into account how we build and the materials we use and is managed and operated using policies and strategies that meet society's present needs without compromising the ability of future generations to meet their own needs.”
WSDOT Secretary Paula Hammond has stated that the agency’s sustainability effort is not a program. The secretary sees it as an ethic and wants it embraced throughout the agency by finding new ways to extend the life of assets, invest wisely, and work efficiently.
The emphasis on sustainability as an agency-wide priority is reflected in how the department is organized, according to WSDOT Sustainable Transportation Manager Seth Stark. WSDOT seeks to integrate sustainable practices in every facet of its work, from long-range plans to day-to-day operations. Stark points out that while he reports to Secretary Hammond, he also coordinates the Sustainable Transportation Leadership Team made up of five different agency directors representing such divergent areas as Environmental Services, Maintenance and Operations, Planning Public Transportation, and a Regional Office.
The sustainability efforts also support Secretary Hammond’s Moving Washington strategy, the agency’s investment framework for developing an integrated transportation system for the 21st century. The strategy focuses on three key elements: operate the system efficiently; manage demand on the system; and add capacity strategically. “By considering the impact of the state’s system on the economy, the environment and communities in a cost-effective and resource responsible manner we act responsibly and sustainably,” according to a WSDOT description of its strategy.
Secretary Hammond has explained the interconnectivity of the Moving Washington framework and the agency ethic of sustainability as, “Moving Washington is what we do, and sustainability is how we do it.”
A key to the incorporation of sustainability into WSDOT’s day-to-day decision-making is the Secretary’s Executive Order “Business Practices for Moving Washington.” The order calls on all employees to incorporate business practices that guide them toward innovation, sustainability, efficiency, and resource management in their daily work. It empowers employees to act sustainably, to get every benefit, every efficiency, and the best use out of the department’s limited resources. According to Stark, “Viewing each employee as the front-line specialist of their own work leads to the simple question, ‘Is there a better way, a more efficient way, a more cost effective way to do this task or make this decision?’”
WSDOT employees are further empowered through an additional supporting directive to agency executives, managers and supervisors to create a workplace culture and process that encourages employees to recommend sustainability initiatives.
Another effort in support of the agency’s sustainability goals is the agency’s work with the “Lean” process improvement system. The Lean system builds on efficiency and performance improvement methods already taking place at WSDOT to develop a culture that encourages employee creativity and problem-solving skills, Stark said.
Efforts to empower WSDOT employees already are paying of. For example, three Washington State Ferries (WSF) employees collaborated to identify a method to save fuel on one of the largest vessels in the system. The employees studied the effect of vessel speed on fuel consumption and suggested revised throttle settings to maximize fuel efficiency. Following a successful pilot project, WSDOT management adopted and implemented their suggestion, which is now the operating standard for the vessels on the route. These fuel conservation efforts – which also helped reduce vessel exhaust emissions – were honored with AASHTO’s 2012 America’s Transportation Award.
“Thanks to the ingenuity of these employees, WSF found a way to conserve fuel and save money without sacrificing on-time performance or a commitment to customer service,” Secretary Hammond said.
Sharing Sustainable Practices
A wide range of sustainable practices are described on the agency’s Sustainable Transportation website, including a series of “folio” fact sheets developed to educate and inform the public. Examples of WSDOT’s sustainable practices cut across a broad range of focus areas:
Sustainability in Action
WSDOT also is promoting “sustainability in action” – a website feature that documents specific efforts underway within the department, such as a pilot project to retrofit a number of WSDOT vehicles to run on cleaner-burning propane and a pilot project that allows WSDOT workers to telecommute. Other examples include the following articles:
Dan Dollar, WSDOT’s Southwest Region fleet superintendent, fuels up a Ford Taurus, one of 21 WSDOT fleet vehicles being retrofitted to run on propane autogas and regular gasoline. Each $5,000 retrofit includes installing a propane tank in the trunk if it’s a passenger vehicle.
Adaptation Seen as Key Element
According to Stark, a key initial step that many DOTs can do regardless of where they are on implementing sustainability and climate change initiatives is the work that WSDOT has done through its climate change adaptation efforts. “Maintaining and preserving our existing system is central to providing a system that is sustainable,” Stark said.
“People throughout our agency are more frequently confronted with negative impacts from the increasing frequency of extreme weather events,” he said. WSDOT has performed a statewide infrastructure vulnerability assessment that identified all state-owned transportation facilities that are at risk.
“Through a scenario-based approach, WSDOT was able to recognize that while a lot of our system is resilient, we still have facilities where we need to be more sustainable,” he added.
By instituting an agency-wide sustainable transportation ethic, WSDOT aims to help target its limited resources on the state’s most pressing transportation needs.
Featured Case Study
- items posted in the last 7 days