NCD980602163_19980528_Warren County PCB Landfill_SERB C_Program Management and Economic Benefits of the Detoxification Project-OCR

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MEMORANDUM Bf A #95-017.01
TO:
FROM:
COPY TO:
Henry Lancaster, .. Do~'lie ~ ·· ell _
Patnck A. Barnes , /~ -~~\
Cathy Lawrence
DATE: May 28, 1998
To iek.,. fuvrl
C<l.:DeOI-
SUBJECT: Program Management and Economic Benefits of the Detoxification Project
As we discussed, preliminary design for implementing the detoxification project includes direct
community economic impact primariiy in four ways.
l . Training of local residents to actually work at the site during construction. It is assumed that
approximately 25 employees will be locally hired.
2. Education of the community about the environmental issues that surround the site from siting
through detoxification.
3. Participation of local and regional, 1f necessary, suppliers, vendors and contractors in the
project.
4. From a long-term perspective. individuals that successfully work at the site for the two-year
construction can now obtain employment in the remedial or general construction industry.
There are other obvious indirect, but extremely important economic benefits associated with the
detoxification of the PCB Landfill. They typically revolve around the actual removal of stigma
associated with the facility . For example, property values may increase and Warren County may
become a more desirable location for businesses. Directly maximizing this potential is not
included in the preliminary design.
The project's Program Manager will be responsible for bridging the gap between the project's
technical aspects and the concerns~ needs and desires of the community. That individual or
company will work closely with the State PIO and Working Group. Some of the Program
Manager's responsibilities which are included in the preliminary design are:
l . Organize and hold community meetings;
2. Develop and distribute a regular project newsletter:
3. Develop project education module for area schools and local residents;
4. Provide weekly to bi-weekly construction project starus reports;
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MEMORANDUM
~fay 28, 1998
Page 2
5. Facilitate the maximum use oflocal and minority contractors:
6. Help coordinate the training of local residents;
7. Keep track of project schedule and amend as necessary.
In the draft Community Outreach Plan I outlined how the various community stakeholders and
the selected Design/Build Contractor can work t()gether with the Working Group to maximize
the benefit to the community.
Th~ Warren Family Institute as I have mentioned should play a critical role in this process. For
example, some of the tasks which 1 feel coul.d best be performed by the Institute include:
'(uuJ-,;,~ Research including community surveys to determine which outread1 project tasks should be
41~~ placed on the critical path:
~~
12. Identification and screening of potential detoxification project trainees;
-3. Development of an effective approach to measuring the beneficial impact of the project on
the greater commWlity:
4. Implementation of that procedure during project execution;
5. Regular col.umn in the monthly project newsletter detailing the real benefits to families;
-6. Facilitation of an effective community outreach effort.
-7. Coordination with other local, and state-wide stakeholders with a similar mission of
economic gro\.vth in rural minority communities.
I envision the Warren Family Institute working hand-in-hand with the Program Manager and the
Working Group's CommWlity Outreach Committee to enhance both short and long-term
detoxification benefits to the Warren County community. Funding for the Institute' s
involvement can be obtained from the project budget and various Environmental Justice Grants.
From my perspective, and I have discussed this with Dollie, the involvement of the Warren
Family Institute is win-win for everyone and perhaps, most importantly, participation enables it
to grow in the process, thus further benefiting Warren County.
ETG, upon my recommendation, placed $300,000 in the detoxification budget for Program
Management. As with any management task, this cost is spread over the entire project duration
and, as such, is not identified as a separate iine item. A percentage. perhaps l 0 to 20, could be
allocated to the Institute to implement the above tasks.
After our contract has expired, BF A will fonnally join the ETG team in hopes of functioning as
the project's Program Manager. If selected, ETG has agreed that BF A would al~o lead the
de:sign and supplemental site investigation efforts.