v>EPA
United States
Environmental Protection
Agency
Office of Water
Washington, D.C.
EPA 832-F-99-020
September 1999
Storm Water
Management Fact Sheet
Internal Reporting
DESCRIPTION
Internal reporting provides a framework for
"chain-of-command" reporting of storm water
management issues. Typically, a facility develops a
Storm Water Pollution Prevention Team (SWPPT)
concept for implementing, maintaining, and revising
the facility's Storm Water Pollution Prevention Plan
(SWPPP). The purpose of identifying a SWPPT is
to clarify the chain of responsibility for storm water
pollution prevention issues and to provide a point of
contact for personnel outside the facility who need
to discuss the SWPPP.
APPLICABILITY
The U.S. EPA first identified internal reporting as a
BMP in the late 1970s. Currently, internal reporting
has evolved into the development of a SWPPT for
facilities implementing a SWPPP as part of their
NPDES storm water discharge permit. This
SWPPT concept is a new and innovative part of the
SWPPP.
ADVANTAGES AND DISADVANTAGES
Internal reporting is an essential part of any good
record keeping program. When properly
implemented, an internal reporting program can
clearly define individual's roles and responsibilities
for implementing and maintaining the SWPP,
thereby making it easier to prevent and contain
potential storm water contamination.
Limitations involved in developing an internal
reporting system are:
• Corporate commitment in designating
appropriate funds may be lacking.
Inadequate staff hours may be available for
proper implementation.
• Low motivation from SWPPT members
could inhibit the transfer of key storm water
pollution information.
KEY PROGRAM COMPONENTS
When establishing an internal reporting structure, it
is important to select appropriate personnel at all
levels to serve on the team. Both team and
individual responsibilities should be designated with
clear goals defined for proper storm water
management. Internal reporting should be tied to
other baseline BMPs, such as employee training,
individual inspections, and record keeping to ensure
proper implementation. Figure 1 illustrates an
example SWPPT organization chart.
IMPLEMENTATION
The key to implementing internal reporting as a
BMP is to establish a qualified SWPPT. When
setting up a SWPPP, it is important to identify key
people on-site who are most familiar with the
facility and its operations and who can also provide
adequate structure and direction to the facility's
entire storm water management program.
The performance and effectiveness of a facility's
internal reporting system is highly variable and
dependent upon several factors. Key factors
include:
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Research and
Development
Waste Material
Handling
Source: U. S. EPA, 1992.
FIGURE 1 EXAMPLE OF A SWPPT ORGANIZATION CHART
• Commitment of senior management.
• Sufficient time and financial resources.
• Quality of implementation.
• Background and experience of the SWPPT.
To ensure that an internal reporting system remains
effective, the person or team responsible for
maintaining the SWPPP must be aware of any
changes in plant operations or with key team
members to determine if modifications must be
made in the overall execution of the SWPPP.
COSTS
Costs associated with implementing an internal
reporting system are those associated with
additional staff hours and related overhead costs.
Annual costs can be estimated using the example
shown in Table 1. Table 2 can be used as a
worksheet to calculate the estimated costs for an
internal record keeping program.
REFERENCES
1. U.S. EPA, 1981. NPDESBMP Guidance
Document.
2. U.S. EPA, 1992. Storm Water
Management for Industrial Activities:
Developing Pollution Prevention Plans and
Best Management Practices. EPA 832-R-
92-006.
ADDITIONAL INFORMATION
Center for Watershed Protection
Tom Schueler
8391 Main Street
Ellicott City, MD21043
Northern Virginia Planning District Commission
David Bulova
7535 Little River Turnpike, Suite 100
Annandale, VA 22003
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TABLE 1 EXAMPLE OF ANNUAL INTERNAL REPORTING COSTS
Title
Stormwater Engineer
Plant Management
Plant Employees
Quantity Average Overhead* Estimated Estimated
Hourly Multiplier Yearly Hours Annual
Rate ($) on SW Cost ($)
Training
1 x 15 x 2.0 x
5 x 20 x 2.0 x
100 x 10 x 2.0 x
Total Estimated Annual
20
10
5
Cost
600
2,000
10,000
$12,600
*Note: Defined as a multiplier (typically between 1 and 3) that takes into account those costs associated with payroll expenses, building
expenses, etc.
Source: U.S. EPA, 1992.
TABLE 2 EXAMPLE OF ANNUAL INTERNAL REPORTING COST WORKSHEET
Title Quantity Average
Hourly Rate
($)
x
x
X
X
Total Estimated
Overhead
Multiplier
x x
X X
X X
X X
Annual Reporting
Estimated
Yearly Hours
onSW
Training
Cost
Estimated
Annual
cost($)
-
-
- /n\
(LJ)
(Sum of A+B+C+D)
Source: U.S. EPA, 1992.
Oklahoma Department of Environmental Quality
Don Mooney
Water Quality Division, Storm Water Unit
P.O. Box 1677
Oklahoma City, OK 73101-1677
Southeastern Wisconsin Regional Planning
Commission
Bob Biebel
916 N. East Avenue, P.O. Box 1607
Waukesha, WI53187
United States Postal Service
Charles Vidich
6 Griffin Road North
Windsor, CT 06006-7030
The mention of trade names or commercial products
does not constitute endorsement or recommendation
for the use by the U.S. Environmental Protection
Agency.
For more information contact:
Municipal Technology Branch
U.S. EPA
Mail Code 4204
401 M St., S.W.
Washington, D.C., 20460
IMTB
Exceience fh compliance through optftnal technical sotjtfans
MUNICIPAL TECHNOLOGY BRANCH
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