Florida Water Resources Journal - May 2016 by Florida Water Resources Journal

Editor’s Office and Advertiser Information:

Florida Water Resources Journal 1402 Emerald Lakes Drive Clermont, FL 34711 Phone: 352-241-6006 • Fax: 352-241-6007 Email: Editorial, editor@fwrj.com Display and Classified Advertising, ads@fwrj.com

Business Office: P.O. Box 745, Windermere, FL 34786-0745 Web: http://www.fwrj.com General Manager: Editor: Graphic Design Manager: Mailing Coordinator:

Michael Delaney Rick Harmon Patrick Delaney Buena Vista Publishing

Published by BUENA VISTA PUBLISHING for Florida Water Resources Journal, Inc. President: Richard Anderson (FSAWWA) Peace River/Manasota Regional Water Supply Authority Vice President: Greg Chomic (FWEA) Heyward Incorporated

News and Features 10 14 32 48 52

Technical Articles 4

Treasurer: Rim Bishop (FWPCOA) Seacoast Utility Authority Secretary: Holly Hanson (At Large) ILEX Services Inc., Orlando

Moving? The Post Office will not forward your magazine. Do not count on getting the Journal unless you notify us directly of address changes by the 15th of the month preceding the month of issue. Please do not telephone address changes. Email changes to changes@fwrj.com, fax to 352-241-6007, or mail to Florida Water Resources Journal, 1402 Emerald Lakes Drive, Clermont, FL 34711

Membership Questions FSAWWA: Casey Cumiskey – 407-957-8447 or fsawwa.casey@gmail.com FWEA: Karen Wallace, Executive Manager – 407-574-3318 FWPCOA: Darin Bishop – 561-840-0340

Training Questions FSAWWA: Donna Metherall – 407-957-8443 or fsawwa.donna@gmail.com FWPCOA: Shirley Reaves – 321-383-9690

For Other Information DEP Operator Certification: Ron McCulley – 850-245-7500 FSAWWA: Peggy Guingona – 407-957-8448 Florida Water Resources Conference: 888-328-8448 FWPCOA Operators Helping Operators: John Lang – 772-559-0722, e-mail – oho@fwpcoa.org FWEA: Karen Wallace, Executive Manager – 407-574-3318

Websites Florida Water Resources Journal: www.fwrj.com FWPCOA: www.fwpcoa.org FSAWWA: www.fsawwa.org FWEA: www.fwea.org and www.fweauc.org Florida Water Resources Conference: www.fwrc.org Throughout this issue trademark names are used. Rather than place a trademark symbol in every occurrence of a trademarked name, we state we are using the names only in an editorial fashion, and to the benefit of the trademark owner, with no intention of infringement of the trademark. None of the material in this publication necessarily reflects the opinions of the sponsoring organizations. All correspondence received is the property of the Florida Water Resources Journal and is subject to editing. Names are withheld in published letters only for extraordinary reasons. Authors agree to indemnify, defend and hold harmless the Florida Water Resources Journal Inc. (FWRJ), its officers, affiliates, directors, advisors, members, representatives, and agents from any and all losses, expenses, third-party claims, liability, damages and costs (including, but not limited to, attorneys’ fees) arising from authors’ infringement of any intellectual property, copyright or trademark, or other right of any person, as applicable under the laws of the State of Florida.

Financial Considerations in Water Reuse—Robert Ryall Water Treatment Careers in the 21st Century: The Challenge of Recruiting, Hiring, and Training the New Worker—Steve Soltau FSAWWA Luncheon at ACE16 How Operators and Engineers Can Work Better Together: A Utility Director’s Perspective—Donna Kaluzniak Attracting and Keeping Top Talent in the Water Industry—Jacqueline Torbert

Benefits of Implementing a Computer-Centric Infrastructure Information System: City of Cocoa Utilities Department Case Study—John A. Walsh, Christopher Collier, John Beers, Ekaterina Fitos, and Yvonne Picard

24 38

Water and Wastewater System Security: A Technical Analysis—Thomas H. Powell Keeping Wastewater in the Pipe and Your Utility Out of the News—David Richardson, Tony Cunningham, and Steve McElroy

Education and Training 23 27 37 41 45 51 57 60 62

FSAWWA Fall Conference FWPCOA Region IV Short School FWPCOA Training Calendar FWPCOA Online Training Institute CEU Challenge FSAWWA Fall Conference Call for Papers ISA Water/Wastewater and Automatic Controls Symposium TREEO Center Training Roy Likins Scholarship

Columns 12 22 29 33 36 44 46 56 58

Certification Boulevard—Roy Pelletier FWEA Chapter Corner—Lindsay Marten FSAWWA Speaking Out—Kim Kunihiro Technology Spotlight FWEA Focus—Raynetta Curry Marshall Process Page—Kristiana Dragash FWRJ Committee Profile—FWEA Air Quality Committee C Factor—Scott Anaheim FWRJ Reader Profile—Jamie Hope

Departments 61 63 66 70

New Products Service Directories Classifieds Display Advertiser Index

Volume 67

An employee monitoring operations at a local water treatment facility.

May 2016

Number 5

Florida Water Resources Journal, USPS 069-770, ISSN 0896-1794, is published monthly by Florida Water Resources Journal, Inc., 1402 Emerald Lakes Drive, Clermont, FL 34711, on behalf of the Florida Water & Pollution Control Operator’s Association, Inc.; Florida Section, American Water Works Association; and the Florida Water Environment Association. Members of all three associations receive the publication as a service of their association; $6 of membership dues support the Journal. Subscriptions are otherwise available within the U.S. for $24 per year. Periodicals postage paid at Clermont, FL and additional offices.

POSTMASTER: send address changes to Florida Water Resources Journal, 1402 Emerald Lakes Drive, Clermont, FL 34711

Florida Water Resources Journal • May 2016

F W R J

Benefits of Implementing a ComputerCentric Infrastructure Information System: City of Cocoa Utilities Department Case Study John A. Walsh, Christopher Collier, John Beers, Ekaterina Fitos, and Yvonne Picard John A. Walsh, P.E., is utilities director; Christopher Collier is field operations manager; and John Beers is supervisor II with City of Cocoa Utilities Department. Ekaterina Fitos, GISP, is a senior GIS professional with CH2M in Tampa, and Yvonne Picard, P.E., is a project manager with CH2M in Orlando.

omputer-focused technology and application systems have forever changed society. Just 10 years ago the City of Cocoa Utilities Department (utility) relied heavily on traditional paper-based methodologies to conduct water facility operations. The advent of sophisticated, portable, and powerful technology has significantly changed the procedures and processes at the utility and has offered positive results.

Background

Figure 1. City of Cocoa Potable Water Distribution System

May 2016 â&#x20AC;˘ Florida Water Resources Journal

The utility provides potable water service to over 250,000 residents in Brevard County. The City of Cocoa itself had meager beginnings. Founded in the late 1800s and incorporated as a city in 1917, within 20 years there were approximately 3,000 potable water customers and the utility was already a regional water provider serving the City of Rockledge. By the late mid-1950s, the utility expanded service to the blossoming Space Coast that eventually included Cape Canaveral Air Force Station, Patrick Air Force Base, and Kennedy Space Center. Currently, the utility serves customers from the National Aeronautics and Space Administration (NASA) to Melbourne, including the cities of Cocoa Beach, Cape Canaveral, and Rockledge. Figure 1 depicts the boundaries of the cityâ&#x20AC;&#x2122;s potable water distribution system. Continued on page 6

qwertyuioppppppp[p]\asdfghjkl;’ zxcvbnm,.´QQWERTYUIOP{ASDFGHJKL::

Continued from page 4 In the beginning, the utility maintained its distribution system through the use of processes common to most utilities. Field crews relied on hard-copy record drawings and miscellaneous maps that included handwritten notes. Maintenance records were also handwritten and often in an unusable format. Crews would locate the proper maps and files as part of the process of responding to a water main break or customer concern. Although common practice for most utilities, this method proved to be inefficient as the utility’s potable water service area grew.

Geographic Information System Implementation From 2006 to 2008, the city recognized that a more advanced technology approach was needed to manage its assets and decided to invest in a geographic information system (GIS) platform. The selection of the platform was based on the following criteria: S Ease of data collection and management S Ability to access data in the field S Speed of data rendering ArcPad and ArcGIS, ESRI-based software, met the city’s criteria and were purchased. Creation of the electronic rendering of the city’s potable water distribution system began with the upload of previously digitized maps and was followed by hiring Cardno TBE as a contractor in 2008 to inventory the existing system. This asset survey was the crucial step in establishing a baseline of potable water

assets. The baseline data became the building block against which all future asset management components would be assessed and executed. Although the utility recognized the long-term sustainability and benefit of investing in a robust enterprise GIS system, the early GIS architecture provided only basic functionality. The ArcPad software served more as a data viewer, allowing crews the ability to view GIS data as-built, and record drawings in the field. This software did not provide the utility with the required functionality for tracking, recording, and assessing assets. In addition, it required extensive manual effort to manage the data, and Shapefiles had to be generated frequently and manually overwritten on each field laptop. The process was time-consuming and inefficient, and the utility recognized the need for a GIS-based software package that was specifically developed for, and oriented to meet the needs of, distribution and collection field crews. After extensive research, the utility purchased and implemented infraMAP, an iWater® software with ease of use and a simplistic GIS user interface. The utility began by using the software to track and record valve exercising activities, and as part of its implementation the utility simplified workflows by leveraging GIS in the field and realized these workflows could easily be adapted for other maintenance activities. Soon after, the utility expanded the use of the software to track and record fire hydrant activities, and other departments followed by tracking their maintenance tasks. Consequently, the software

Figure 2. City Geographic Information System Versioning Structure

May 2016 • Florida Water Resources Journal

provided digital and mobile GIS-based solutions for field use and served as the lynchpin for linking field data with engineering activities. This link allowed the utility to modify its data management procedures by providing a process where asset data could be easily distributed, field-verified, and updated in the GIS system. The software is utilized by the utility to integrate GIS into a mobile platform that allows the dissemination of GIS information to field crews and managers, while providing the ability to update asset information from the field. Figure 2 illustrates the enterprise GIS versioning structure. Primary components of this system include ArcSDE software on a SQL Server platform. An enterprise-level GIS system is required to create the versioned geodatabases that track changes and allow multiple editors of the utility’s primary default database. These GIS efforts have provided a means to update, maintain, and distribute accurate asset information to employees, both in the field and in the office. Figure 3 shows the data input method utilized by the field crews. With the implementation of GIS and infraMAP, the utility drastically altered its approach in managing vital operational information, moving away from paper to digital maps, and employing GIS-centric technology. The GIS database schema was revamped to include multiple business tables and feature classes that incorporated field data and increased functionality in managing utility assets. The most notable database changes included:

Figure 3. Data Management by Field Crews

Figure 4. Field Edit of Pipe Asset

S Inspection tables to track assessment activities (e.g., repairs, testing, valve operations/positions, and maintenance) S Asset repair tables that maintain history on system asset failures (e.g., main, saddle, and valve breaks) S Creation of multiple-feature classes, including water meters and backflow prevention devices S Spatial location of parcel information with customer data S Spatial location of customer complaints S Relationship tables for storing of water quality data To date, the utility has purchased over two dozen laptops and licenses of the software for use by the water facility operations field crews. This allows them to continuously update the GIS database by verifying existing data, while documenting daily repairs and water quality activities. An ongoing preventative maintenance program provides additional documentation on the condition and operability of distribution assets. Figures 4 and 5 provide examples of the data available from field activities. The benefits of providing field software and computer equipment include: S An increase in the speed of accessing and maintaining data by field crews and supervisors. S An assurance of the continuity of data by

Figure 5. Field Assessment Data in infraMAP

storing and maintaining an electronic history of repairs and assessments. S An increase in efficiency in performing field activities. S The ability to capture institutional knowledge in a centralized, digital format. S Field verification of geometry and asset data that allows for a more accurate depiction of the distribution system.

Additionally, management has utilized the data from this program to identify and prioritize capital improvement projects associated with the potable water distribution system.

Improved Efficiencies A critical benefit of the use of infraMAP can be seen in the expedited response and reContinued on page 8 Florida Water Resources Journal â&#x20AC;˘ May 2016

Continued from page 7 covery times for unplanned distribution system activities. Figure 6 shows the increase in efficiency for a typical main break. The staff recounts the example of a water main break on Merritt Island where the use of the software, with an aerial imagery background, allowed the field crew to locate a critical valve beneath a concrete driveway. The uncovering and subsequent usage of this valve to isolate the main break reduced the extent of water outages, thus reducing the number of boilwater notices by more than 100 customers. Additionally, the ability to find, uncover, and utilize this valve reduced, by six, the number of subsequent valves required to isolate the main break.

to meet these GIS standards would be too costly. Establishing a detailed, long-term GIS strategic plan prior to the design of the default enterprise GIS database would provide more options for software improvements. 3. Standard operating procedures have not been clearly defined for GIS processes, allowing for variations in editing means and methods. Developing this documentation is part of the ongoing effort to standardize and document methodology at the utility. 4. The inability through standard GIS software to create an automatic time and user stamp for editors tracking each change made to the database has generated confusion in resolving versioning conflicts.

Lessons Learned

Conclusions

There are a few significant lessons learned by the utility during the implementation of the GIS-centric process: 1. Technology-based solutions like GIS and infraMAP allow inventory surveying, assessment, testing, and maintenance to be conducted in one single effort, which can result in a savings of both time and money. 2. The GIS schema was initially developed prior to the development of the ESRI water utility tools. The underlying field names and table structure do not take advantage of the tools, and retrofitting the database

The utilityâ&#x20AC;&#x2122;s long-term goal is to create a robust and versatile GIS system that offers solutions for all levels of staff, from management to field staff to contractors. To meet this goal, the utilityâ&#x20AC;&#x2122;s customer service and other departments have begun planning for continued GIS system improvements. These efforts include the allotment of resources to grow and expand GIS support within the utility, implementation of additional GIS-based applications and dashboards, and expansion of the user group, both within the utility and by its consultants and contractors.

Ultimately, by implementing a carefully planned long-term GIS strategy, utility departments can gain beneficial results in the area of inventory management, capturing and tracking institutional knowledge, public protection, and increased operational efficiencies. As demonstrated by the utility, a GIS-based infrastructure information system has a multitude of benefits and applications which, when properly implemented and utilized, can improve its operational efficiency: S Provide centralized data storage, allowing for more efficient organization and access to data. S Provide a location to capture, store, and disseminate institutional knowledge on assets. S Associate ancillary files to features (e.g., plan sets, pictures, contracts). S Implement metrics to track asset conditions, repairs or breaks, and ongoing maintenance activities. S Establish maintenance schedules. S Provide a method for accessing data critical to prioritizing systemwide improvement projects. S Enhance public protection (quickly notifying residents of infrastructure repair and maintenance activities). S Ensure that the most current and bestavailable data can be referenced for decision making, both in the office and in the field. S Optimize emergency field operations. S Facilitate map updates for presentations, public notifications, field staff, or for office use. S Employ online mobile solutions or dashboards to manage assets efficiently. S Facilitate customizations to meet individual needs. S Provide GIS-formatted data for use by ancillary software programs. S Improve stewardship of asset data. In the future, the utility will continue to invest in GIS and its employees through the expansion of its GIS workforce, conducting a long-term GIS strategic plan and employing online functionality of its software. S

Figure 6. Improved Efficiencies

May 2016 â&#x20AC;˘ Florida Water Resources Journal

Financial Considerations in Water Reuse Robert Ryall Implementation of water reuse systems has become increasingly popular over the past 25 years, especially in areas of the United States challenged with water supply availability. Reuse water (also termed reclaimed and recycled water) found its beginning largely out of a need to dispose of wastewater effluent. With growing limitations on water supplies, however, reuse water has become a valuable resource to communities in Florida and around the U.S. The use of reuse water provides diversification to water supply resources, allows local communities to retain more control of those resources, and in many instances, provides a lower-cost option to adding costly alternative water supplies. Generally, reuse water has focused on large nonpotable users; in Florida, golf courses have been a favorite target for reuse water. As reuse water systems have evolved, this water source is sometimes used for residential irrigation purposes. The latest development in reuse water involves direct potable reuse. Out of necessity, some drought-stricken, arid water systems are diverting reuse water directly to their water treatment facilities1; hence the term direct potable reuse. Growth, and the need for new water sources, is a significant driver pressing the need for reuse water. However, water reuse can

introduce financial challenges for a utility system, such as substituting for higher-priced potable water, determining the benefits of avoided costs, and developing rates that are cost-based, but still competitive.

Financial Planning for Reuse The financial planning process provides a utility with a road map to identify anticipated operating expenses, future capital improvement projects, associated funding, and anticipated future fund balances, as well as forecasted debt obligation requirements, such as debt service coverage. Utility infrastructure is expensive and the initial cost of constructing a reuse system can be a significant obstacle. The additional infrastructure needed to provide reuse water can include additional levels of wastewater treatment, new transmission and distribution lines, land and easement acquisitions, and design costs, as well as costs associated with permitting and environment compliance. Generally, the costs of including reuse in new developments are less than reuse retrofit programs, but the costs associated with both are likely to be high. One option for utilities interested in adding reuse to their systems is to connect the most economically feasible customers first. Generally, these customers are high-volume

May 2016 â&#x20AC;˘ Florida Water Resources Journal

users, often for irrigation, and located near the reuse water source point. Examples of these types of customers could be golf courses, athletic facilities, large green spaces, and power generation facilities requiring cooling water. Connecting these customers first allows the greatest volume of reuse water consumption with the least capital investment. After the initial transmission mains are constructed to connect the customers, additional reuse customers can be added to the existing reuse transmission. Additionally, as is discussed further, many high-volume irrigation users utilize groundwater or surface water, and adding these customers to reuse does not negatively degrade water and wastewater revenues. Due to the high initial cost of installing reuse infrastructure, debt is an important component in the financial planning process. Infrastructure must be constructed and operational before customers can be connected and revenues generated. Utilities most often use debt as a means to offset the initial construction costs and spread these costs over future years when revenues are forecasted to be available. The addition of reuse can be beneficial to existing water and wastewater systems, serving as an alternative for effluent disposal and freeing existing sources of potable water supply. In these cases, subsidies from the water and/or wastewater system can be used to fund reuse water infrastructure. This can be completed in several ways, including direct funding of reuse projects from water and wastewater revenue sources, or using total system revenues to cover debt obligations for reuse infrastructure. The benefits to water and wastewater can also be quantified and these amounts treated as revenue to the reuse system. An aspect of reuse water that all utility providers should be aware of is the potential for reuse service to substitute potable water consumption. As reuse water is introduced, a customerâ&#x20AC;&#x2122;s consumption of potable water is replaced and potable water consumption will decline. From a financial perspective, the transition of service may not result in a positive financial outcome. Reuse water is not a perfect substitute for potable water. Due to quality perceptions, the uses of reuse water are limited when compared to potable water. Reuse water can be used for irrigation, but generally is not suitable for indoor usage (reuse water has been used for toilet flushing at some sports stadiums2). Due to the difference of reuse water quality, and to

encourage its use, reuse water is priced at a level that is less than potable water. As a result, a negative revenue impact can occur when reuse water is substituted for potable water. A similar impact occurs with wastewater, which is often billed based on a customer’s water usage, sometimes with limitations such as a cap (a rate structure where billed wastewater is limited to a maximum level of metered water usage) or the percent of water usage (the billed wastewater is limited to a percentage of metered water use in order to recognize that not all water is returned for treatment in recognition of outdoor water use). The introduction of reuse water can result in a decline in wastewater revenue as potable water usage is reduced. It’s important to understand the financial impact of introducing reuse water in order to mitigate the possible negative impacts on water and wastewater revenue. While water and wastewater billed usage can be impacted by the introduction of reuse water, this does not always mean the financial impact of a reuse system will be negative. In many cases, the introduction of reuse water is necessary to avoided future costs that would be greater than the cost of reuse and the resulting impact to water and wastewater revenue. This is especially true in areas where water supply is limited. Reuse water can act as an alternative source of supply, as potable water sources are reserved for essential usage. In many cases, the incremental cost of adding source water can be very expensive, if an alternative source is even available. In these cases, the addition of reuse water allows systems to better use limited source water supplies and avoid significant capital costs associated with developing alternative water supplies. It is necessary to provide a word of caution with regard to avoided infrastructure resulting from the introduction of reuse. Some systems have had to maintain sufficient potable water supply to cover reuse water needs during periods of limited reuse water supply. These periods generally occur during dry weather periods where wastewater flow is diminished due to weather-related reductions in inflow and infiltration. These dry weather events also correlate with the highest demand for reuse water for irrigation. Similarly, during wet weather periods, reuse water consumption can be inadequate to meet disposal needs and alternative disposal options may be required. The American Water Works Association and Water Environment Federation cost-ofservice allocation method, used for water and sewer ratemaking, is based on full-cost pricing. Using this method may result in the unit cost of reuse water being higher than potable

Table 1

water (reuse systems are typically newer compared with most potable systems where costs benefit from significant depreciation on past treatment and distribution system investments). As discussed, reuse water must be priced at a level that will favor the use of reuse over potable (i.e., priced at a rate less than potable water). The difference between the full-cost rate of reuse and the actual rate is the subsidy to be recovered from other sources. Determining an appropriate and justified subsidy can be a challenge when developing costof-service rates.

Other Considerations for Reuse

groundwater protection, including reduction of salt water intrusion.

Conclusion Water reuse has transitioned through a significant evolution in a short period of time, and financial and rate considerations for reuse are no exception. The benefits of reuse water, both direct and indirect, are significant, but the financial considerations can pose unique challenges not associated with traditional water and sewer systems. Financial and ratemaking considerations associated with reuse water are often system-specific, and can differ based on specific system conditions. In addition to financial considerations, options for reuse should consider the social and environment benefits that would impact a community. The considerations can be difficult to quantify, but none the less are significant and should be considered when evaluating reuse options.

Acknowledgments

Other considerations for reuse water include social and environmental considerations that can often be difficult to incorporate into the financial planning process. In some cases, actions based solely on the numbers may miss critical considerations that should influence a decision. As such, it is important to give consideration to other nonfinancial criteria when evaluating reuse water options. Table 1 shows other considerations for reuse water. Social benefits largely affect a community’s well being. These considerations can include increased water source reliability through water source diversification, drought protection, and increased control of local water resources through reuse. Social benefits can also correlate with environmental benefits, including wetlands and habitat creation, reduction of pollutant discharges, and

The author thanks contributors to the American Water Works Association M1 Manual, Principles of Water Rates, Fees, and Charges, 7th edition: Todd Cristiano, Andrew Burnham, John Wright, and Craig Aubuchon. This latest edition of the manual, planned for release in 2017, will include a new chapter on the overview of water reuse rates and other considerations. The chapter includes concepts presented in this article.

References 1. CBS News, “Toilet to Tap: Wastewater Recycling Begins in Texas.” http://www.cbsnews.com/news/toilet-to-tap-wastewater-r ecycling-begins-in-wichita-falls-texas. 2. “Stadium Water Recycling Program Eases Strain of Halftime Flush,” WaterWorld. http://www.waterworld.com/articles/print/ volume-26/issue-4/departments/casestudy/stadium-water-recycling.html. Robert Ryall is a principal consultant with WillS dan Financial Services in Orlando.

Florida Water Resources Journal • May 2016

Certification Boulevard

Test Your Knowledge of Various Water and Wastewater Operations Topics

Roy Pelletier 1. In a water treatment process, what is the term used to describe the removal of volatile odor-producing compounds through the process of forcing air up against a column of water flowing down? a. Destratification b. Reaeration c. Degasification d. Diversion 2. What is the main difference between a conventional activated sludge process and an advanced wastewater treatment process? a. Carbonaceous biochemical oxygen demand (CBOD5) removal b. Total suspended solids (TSS) removal c. Nitrogen and phosphorus removal d. Metals removal 3. What is the main reason a well-operated water plant will try to maintain turbidity readings from 0.05 to 0.3 nephelometric turbidity units (NTUs)? a. To reduce the load on the filters. b. To avoid consumer complaints. c. High turbidity will shield bacteria and pathogenic organisms from the disinfection process. d. To avoid solids buildup in the distribution system that will require additional hydrant flushing. 4. Which may be the better adjustment if high hydrogen sulfide (H2S) levels were leaving a wet scrubber tower? a. Decrease the tower pH. b. Add polymer into the tower. c. Increase the tower pH. d. Take the tower out of service.

6. What may be the cause if CBOD5 removal in a primary clarifier is less than 15 percent? a. The plant is underloaded. b. The detention time is too short. c. The detention time is too long. d. The 15 percent CBOD5 removal from a primary clarifier is normal. 7. What are the three essential elements of proper flocculation in a water treatment plant? a. Detention time, mixing intensity, uniform mixing b. Detention time, excess coagulant for solids, uniform mixing c. Detention time, mixing intensity, pH adjustment d. Detention time, pH adjustment, temperature control 8. Which time of day will generally produce the highest dissolved oxygen (DO) in an unaerated stabilization pond? a. 12 midnight b. 9 p.m. c. 4 a.m. d. 9 a.m. 9. What type of corrosion occurs when two dissimilar metals are joined together? a. Stray current corrosion b. Galvanic corrosion c. Immersion corrosion d. Dielectric corrosion 10. What is the advanced stage of activated sludge called when bacteria oxidize their own cell mass? a. Log growth b. Declining growth c. Cathodic protection d. Endogenous respiration

5. Which minerals in groundwater are the primary causes of hard water? a. Calcium and limestone b. Calcium and magnesium c. Iron and manganese d. Calcium and iron

May 2016 • Florida Water Resources Journal

Answers on page 69

Special thanks to Scott Ruland, water and wastewater manager for the City of Deltona, for providing the water-related questions.

LOOKING F OR ANSW E RS?

Check the Archives Are you new to the water and wastewater field? Want to boost your knowledge about topics youʼll face each day as a water/wastewater professional? All past editions of Certification Boulevard through 2000 are available on the Florida Water Environment Associationʼs website at www.fwea.org. Click the “Site Map” button on the home page, then scroll down to the Certification Boulevard Archives, located below the Operations Research Committee.

SE ND US YOUR QUE ST IO N S Readers are welcome to submit questions or exercises on water or wastewater treatment plant operations for publication in Certification Boulevard. Send your question (with the answer) or your exercise (with the solution) by email to: roy.pelletier@cityoforlando.net, or by mail to: Roy Pelletier Wastewater Project Consultant City of Orlando Public Works Department Environmental Services Wastewater Division 5100 L.B. McLeod Road Orlando, FL 32811 407-716-2971

AWA ARDS & RECOGNITION:

100 0%

Fo ortune’s “100 Best Comp panies to Wo ork Fo or ” - 11 years in a row CDBI Award of Excellence #3 To op Green Contractor,, Engineering News Record (ENR) #6 To op 400 Contractors, Engineering News Record (ENR) DBIA Member fo or Over 20 0 Yeears #23 “Florida’ss Best Companies to Wo ork Fo or ” 2015 - Florida Trrend magazine

EMPLOYEE

OWN NED

WORKMANSHIP… IS KEY TO BUILDING IT RIGHT

TOGETHER WE BUILD SUCCESS Watch us build at PCL.com

Water Treatment Careers in the 21st Century: The Challenge of Recruiting, Hiring, and Training the New Worker Steve Soltau

Aging Infrastructure and Aging Workers Infrastructure assets, such as sewers and pipes that are in use today by most public utilities, were designed to last between 80 and 120 years. By the 1970s, most of the assets had reached the extent of their life expectancy. In response to concerns about these assets, the safety of public water supplies, and the quality of the nation’s rivers and lakes, the federal Safe Drinking Water Act and Clean Water Act were enacted. These statutes greatly increased regulatory requirements for drinking water systems and wastewater facilities. The availability of large federal grants for municipal wastewater treatment in the late 1970s and early 1980s spurred a huge expansion of wastewater treatment facilities, as did the federal mandate in the early 1990s for the

treatment of drinking water surface supplies. There was a correlated increase in the number of people newly hired to staff these facilities during this period. Now, thirty to forty years later, the water industry is faced with an aging physical infrastructure, as well as an aging workforce. This issue became a growing concern when a 2005 report published by the American Water Workers Association (AWWA) titled, “Succession Planning for a Vital Workforce in the Information Age,” projected that 37 percent of water utility workers and 32 percent of wastewater utility personnel would be eligible for retirement within the next decade. In 2010, followup research conducted by AWWA and the Water Research Foundation resulted in the Water Sector Workforce Sustainability Initiative, which placed the anticipated loss of current utility employees at between 30 and 50 percent within the next 10 years.(http://www.skillworks.org/docu-

ments/DrinkingWaterandWastewaterReport_web_May2012.pdf) The 2015 Member Research Results report, also from AWWA and released in January of that year, indicate that a whopping 31 percent of respondents are aged 56 or older and another 32 percent have 26 or more years of tenure in the water industry. Although the actual number of operators and managers retiring throughout the United States is unknown, all indicators show that these retirements will create a significant lack of trained and qualified operators. This exodus can be seen as an opportunity though, as it’s leaving numerous job openings for those who are ambitious enough to enter the field of drinking water treatment, or seeking to be promoted. Filling licensed treatment plant operator vacancies has become a challenge; once a qualified candidate is found, the issue then becomes retention. Many utilities are located within similar geographical areas and sometimes operators move to other local utilities as they seek out better pay, financial assistance for additional licensing and education, and promotional opportunities. The table at left describes the gap in the ages of licensed operators in Florida.

Reaching Out to the New Worker Given the industry’s concern about the coming wave of retirements, there have been various outreach efforts created for the development of new workers. Although there are established classes to prepare candidates to sit for operator certification exams, what is lacking are concerted efforts to expose more people to the range of jobs in the water industry to interest them in making the investment of time to embark on one of the many careers in water (electronics, mechanical, electrical, operations, administrative, financial, etc.) The following are several promising models that warrant further study and sharing of results.

(Courtesy of Florida Department of Environmental Protection Operator Certification Program)

May 2016 • Florida Water Resources Journal

Youth in Environment Program This is an U.S. Environmental Protection Agency (EPA) program that focuses on introducing economically disadvantaged inner city

and rural youth to career opportunities in the environmental field. The program promotes environmental education and provides high school students with increased awareness of protecting the environment and water quality within their own communities. The EPA has partnered with New England Interstate Water Pollution Control Commission, the Lowell Career Center, and the Lowell Regional Wastewater Utility in placing four to five high school and college students at the utility at several “stations” (laboratory, pretreatment, maintenance, process control, etc.) on a rotational basis so that they are exposed to some of the many facets involved in the proper operation of a wastewater treatment plant on an everyday basis. The students also participate in field trips related to science and water quality, along with college career counseling. (http://www.epa.gov/owm/mab/smcomm/you th.htm and http://www.neiwpcc.org/yep/) Water Boot Camp This is also an EPA initiative to get more people into the water workforce. During the summer, local high school students are exposed to potential careers within the water industry during a two-week course held in Bridgeport, Conn. At the end of the two weeks, students received a certificate from EPA. The boot-camp curriculum was based on a course called, “Water and People” developed by the Connecticut Section of AWWA. There are plans to offer it in the Boston area in the near future. Pre-Engineering Outreach The Greater Lowell Technical High School, New England Interstate Water Pollution Control Commission, and others are partnering to encourage student engineering, including wastewater operations, in a “Pre-Engineering Outreach” effort currently being developed. (http://www.skill-works.org/documents/DrinkingWaterandWastewaterReport_web_May2012. pdf) Several colleges around the U.S. have programs, certificates, and degrees to prepare students for a career in drinking water, and related websites include: S NewMexico:http://newmexicojc.augu soft.net/index.cfm?method=ClassInfo.Class Information&int_class_id=29511&int_category_id=30&int_sub_category_id=221 S Florida: http://catalog.fgc.edu/preview_program.php?catoid=1&poid=63&returnto=39 S Illinois: http://www.siue.edu/ertc/ S California: http://www.cuyamaca.edu/academics/departments/wwtr/default.aspx S Internet Clearinghouse for water and wastewater operator training: http://wateroperator.org/operator-training-programs

(Source: U.S. Bureau of Labor Statistics, Occupational Employment Statistics http://www.bls.gov/ooh/production/water-and-wastewater-treatment-plant-and-system-operators.htm)

What Skills, Experience, and Knowledge are Needed to Break Into This Business? Education A high school diploma or equivalent is required to become an operator. Employers may prefer applicants who have completed a certificate or an associate’s degree program in water quality management or wastewater treatment technology because this track of education minimizes the training a worker will need once on the job. Community colleges, technical schools, and trade associations offer these certificate or associate's degree programs. Training Long-term on-the-job training is necessary to become fully qualified. Trainees usually start as attendants or operators-intraining and learn their skills on the job under the direction of an experienced operator. Much of the learning is done by observing and doing routine tasks, such as recording meter readings, taking samples of water, and doing simple maintenance and repair work on plant equipment. This hands-on approach to learning may appeal to those not suited for classintensive programs. For example, not everyone will want, or can afford, to go to col-

lege, and this type of training suits those who learn best by “doing.” Operators working at larger and more complicated treatment plants will need to learn additional skills, alternating between operational troubleshooting, budgeting, and a whole range of other managementrelated skills. Licenses and Certifications Operators are licensed by the state in which they work and standards vary widely. State licenses typically have levels that indicate the operator's experience and training. Although some states will honor licenses from other states, operators who move from one state to another may need to take a new set of exams to become licensed in their new state. Advancement Most states have multiple levels of licenses for treatment plant and systems operators. Each increase in license level allows the operator to control a larger plant and more complex processes without supervision. Operators who have the highest certification levels take on additional responsibilities and may work as shift supervisors in charge of large teams of operators. In addition, the higher certification levels provide opportunities for Continued on page 16

Florida Water Resources Journal • May 2016

Continued from page 15 higher rates of pay. Advancement into utility management usually requires a four-year degree or better, without treatment plant experience. Those experienced operators who succeed in obtaining advance college degrees bring unique skills and abilities to a utility. (http://www.bls.gov/ooh/production/water-and-wastewater-treatmentplant-and-system-operators.htm#tab-6)

Recruiting the New Worker Several methods can be used to recruit new workers to the water industry: Traditional Recruiting Methods S Newspapers S Professional trade journals S Word of mouth S Internal promotions S Posting lists on a bulletin board (Source: Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2016-17 Edition, Water and Wastewater Treatment Plant and System Operators; on the Internet at http://www.bls.gov/ooh/production/water-and-wastewater-treatment-plant-and-system-operators.htm; visited Feb. 16, 2016)

21st Century Recruiting Techniques S School career services office S Social media, including Twitter, Facebook, and LinkedIn S Job posting websites Outreach Recently, there have been efforts to purposefully reach out to local middle schools, high schools, and colleges. Examples of outreach efforts include Career Exploration Days, Florida Section AWWA (FSAWWA) Model Water Tower contests, shadowing, summer internships, and the Great American Teach-In.

Job Outlook

DW: Drinking Water Operator, WW: Wastewater Operator, DS: Distribution System Operator. (Courtesy of FDEP Operator Certification Program)

In California, during September 2015, of those sitting for the state licensing examinations, 57 percent passed the drinking water treatment exam and 60 percent passed the distribution system operator exam. • (http://www.waterboards.ca.gov/drinking_water/certlic/occupations/documents/opcert/2015/ wt_exam_results.pdf; • http://www.waterboards.ca.gov/drinking_water/certlic/occupations/documents/opcert/2014/ wd_exam_results_sept2014.pdf)

A growing population and increased demand for water and wastewater treatment services will continue to drive employment growth for operators, which is projected to grow 6 percent from 2014 to 2024, about as fast as the average for all occupations. Population growth, particularly in suburban areas, will require new plants or increased capacity at current plants, and new operator jobs will be created. New regulations often require plants to install new systems or features that operators need to control. However, as plants become more advanced, with automated systems to manage treatment processes, fewer workers may be needed. Although some work can be automated, plants will still need skilled workers to operate increasingly complex controls in water and wastewater systems. Continued on page 18

May 2016 • Florida Water Resources Journal

WAT E R C A R E

Remove multiple contaminants in a single process with Bunnell, Florida is home to the very first full scale MICo® system. The MICo® SOF process assists the City of Bunnell in achieving their twin goals of reaching compliance for stage two disinfection by-products and providing their citizens with the soft water that they desire.

Applications • Dissolved Organic Carbon (DOC) • Color • Hardness • Taste & odor • Nitrate

• Arsenic • Sulfide • Bromide • Ammonia • Chromium (IV)

IXOM.COM/OUR-BUSINESS/WATER MIEXRESIN.COM l MIEX@IXOM.COM l ORICA-WATERCARE.COM l 877-414-MIEX

MOSSKELLEY.COM SOUTH FLORIDA: 954-755-2092 l CENTRAL FLORIDA :407-805-0063

Florida Water Resources Journal • May 2016

Continued from page 16

Training the New Worker Traditional methods of training new workers include: On-the-Job Training Local supervisors and managers of treatment plants know the necessary education, testing, certification, and other requirements for the work. They budget the necessary training dollars within their organization and they know the needs of their staff and their facilities. Formal Classroom Training Professional associations like AWWA, Water Environment Federation (WEF), FSAWWA, Florida Water Environment Association (FWEA), and Florida Water Pollution and Control Operators Association (FWPCOA) offer specific technical training tailored to the geographical needs of their local utilities. Local colleges and technical institutes offer industrial, mechanical, electrical, and electronics certifications and degrees. While these training methods have proven successful, training is most often offered after the person has secured a job. Treatment plant license exam training courses are approved by each state, and rules vary by state. In Florida, for example, an applicant can sit for the licensing exam before completing the 2080 hours in-plant work required for full licensure. In this case, workers who have the determined desire to be an operator, as well as the discipline to work at licensing, can fill treatment plant vacancies, rather than the utility taking the chance on a new hire who may not be able to pass the exam. All courses meet Florida’s established Department of Education standards and are offered at local community colleges and vocational technical centers; they are also offered online or as a correspondence course. The different methods provide alternative advantages to students who are unable to attend a residency class because of their geographical location or employment situation, or to the student who desires a more rigorous, hands-on training opportunity. Many utilities also offer additional training and education opportunities, such as tuition reimbursement, flexible scheduling, certification in certain skills, and apprenticeships.

The Effort to Train the New Worker has Reached the National Level The need for innovative and collaborative training programs is being actively pursued in Washington D.C. In April 2015

President Obama announced a pair of grant programs to help prepare the American workforce for jobs that are available now, that may otherwise go unfilled. Totaling $600 million, the president’s new job-training programs have been made more urgent by the rapid pace of change, including reshaped technology, the economy, and the changing educational system. The president is outlining ways to carve a more direct path between community colleges and these vacant jobs. Said President Obama, “The challenge for schools and for the industry is to establish broadly accepted vocational training that will prepare the workforce for the next generation of jobs in a fast-changing economy.” (http://www.washingtonpost.com/politics/obama-to-announce-600-million-in-grant - p ro g r a m s - to - p re p a re - wo r k f o rce - f o rjobs/2014/04/16/8feebcb8-c4e9-11e3-bcecb71ee10e9bc3_story.html)

Licensing Exams The importance of relevant and qualified training courses is evident when one reviews the pass/fail rates for the licensing exams. While these exams are not expected to be easy, the quality of the course work and classroom training cannot be overlooked. Students must make the commitment to study, attend classes, ask questions, go on field trips, and meet with their peers for information exchange. The training providers must commit to state-of-the-art facilities and training methods, preparing the new worker not just to pass an exam, but to create a career and fill an important job opening. In 2015, pass rates for the Florida state licensing ranged from 65 to 34 percent.

What Florida is Doing FSAWWA Operators and Maintenance Council In 2010, FSAWWA created the Operators Council to meet the needs of the more than 6,000 licensed drinking water treatment plant operators and distribution systems operators in the section. Over the past few years, technology advances and redistribution of responsibilities in the name of efficiency have increased the treatment plant maintenance staff ’s influence over the drinking water supply after it leaves the treatment plant. In 2015 the Council membership was expanded to include water plant maintenance staff and became the Operators and Maintenance Council, provided them with the same specialized training and advancement opportunities as those shared by all members of FSAWWA. The council will work towards ad-

May 2016 • Florida Water Resources Journal

vancing the needs of water plant maintenance staff, while simultaneously fulfilling its obligations to licensed drinking water treatment and distribution systems operators. The mission of the Council is as follows: “Increase member services to water treatment plant operators, distribution system operators, and water treatment plant maintenance staff through increased opportunities for association leadership, participation, training, local networking, and expanded awards and recognition programs. We also will provide direction on long-term operator and maintenance needs and priorities to the FSAWWA board of governors.” Some of the things available to water plant operators and maintenance staff in the section include but are not limited to: Benefits 1. Representation within each region. 2. AWWA specialized mechanical, electronic, electrical, and drinking water treatment process training that prepare the student for the licensing or certification exams. 3. Active participation and individual recognition at local, regional, and state level events and workshops 4. Participation in the Top Ops Competition. 5. Scholarships for formal college and licensing classes. Treatment and System Operators Scholarships S Four scholarships of $500 • upgrade of a drinking water or distribution system operator license S Two scholarships of $1,000 • a college degree relating to the drinking water industry Awards S Outstanding and Most Improved Water Treatment Plant Awards The awards recognize Florida drinking water treatment plants for operation and treatment processes that serve as examples to others. Items evaluated in the application process include: S Florida Department of Environmental Protection compliance S Water quality records S Operation and treatment control records S Treatment plant equipment maintenance programs S Safety programs and history S Emergency preparedness S Public relations

S S S S

Professionalism of staff Training programs Past awards Improvement to treatment systems and processes that reduce cost and/or increase efficiency S Outstanding Operator of the Year Recognize a Florida licensed drinking water treatment plant operator whose service to the profession and to the utility can serve as an example to others. Examples include innovative programs initiated by the operator that: S Reduce operations costs S Increase efficiency S Improve water treatment/water quality S Better the safety record of the treatment plant and personnel S S S S

Other personal competencies: Length of time with present employer Previous awards received by the operator Education and achievements Ability to mentor and train new employees through formal classroom training and/or experience within the water plant.

Innovative High School Programs Several unique programs are currently available across the state. Academy of Environmental Water Technology (AEWT) Heritage High School, City of Palm Bay The Academy of Environmental Water Technology is a three- or four-year sequential program in environmental studies, with a concentration in environmental water technology, leading to high school graduates passing the Florida Department of Environmental Protection (FDEP) Treatment Plant Operator Certification Program, Level C examination for water and/or wastewater, which is one requirement for licensure. All that remains for that graduate to become licensed is the 2080 hours working in a treatment plant. The AEWT started as a pilot program, a first for both Brevard County and the state of Florida, and has completed its fourth full year of operation. The 2014-15 school year, with 164 students enrolled, included 26 seniors, 28 juniors, 50 sophomores, and 60 freshmen. The FSAWWA purchased 15 copies of Sacramento State Water Treatment, Volumes 1 and 2, AWWA treatment plant process training and safety DVDs, and laboratory equipment. The class of 2016 will attend the Florida Water Recourses Conference held in Orlando in April 2016 to mix and mingle with drinking water professionals from all over the state.

Results Over the past three years, AEWT has tested 47 seniors for the Level C water operator’s test and seven AEWT students obtained a passing score. The AEWT will test 20 more students at the end of the 2016 school year, and projects to test 107 additional students between the 2017-19 school years. Efforts are underway to work closer with the teachers to increase the exam pass rate. Three graduates have been hired by local public utilities. Utility Internship Program Four students completed a paid summer internship program with the City of Palm Bay’s Utility Department. The city plans to offer internship positions every summer for four to six students, depending on its budget. In addition, Heritage High School is developing an articulation agreement with Florida Gateway College to offer students college credit for the AEWT courses. Website http://www.edline.net/pages/HeritageHS/Advanced_Academics/Environmental_Studies_Academy St. John’s Technical High School, St. Augustine The Academy of Coastal and Water Resources, established in the 2011-12 school year, is dedicated to providing students with highquality, industry-relevant curriculum to assure success in postsecondary education and coastal and water resources career opportunities. Through collaboration with business partners, the students are engaged in applied learning and develop confidence, long-lasting relationships, and a sense of community. Academy students participate in valuable hands-on curriculum designed in partnership with the St. Johns County Utilities, Guana Tolomato Matanzas Research Reserve, Florida Gateway College, the City of St. Augustine, and the University of Florida Sea Grant. Students explore the environment and ecosystems through environmental and water resource classes and experience water quality testing, wetland management, wildlife, and water treatment management. Students learn proper sampling and safety procedures. Academy students may earn several first aid, CPR and Occupational Safety and Health Administration (OSHA) certifications, and the FDEP water treatment plant operator license, Level C. Results Once the students gain an understanding of the Academy’s mission and comprehend the hands-on learning experiences, they are enrolled in the Academy of Coastal and Water

Resources’ four-year course progression. Enrollment in the Academy over the past four years has reached 115 students. Website http://academies.stjohns.k12.fl.us/programs/re sources/ Career Explorations, St. Petersburg College Each spring, a Career Education Exploration is held on the Seminole Campus of SPC. Sponsored by the FSAWWA Operators and Maintenance Council and in partnership with 14 area utilities, the event is well attended by almost 200 first-time college students, returning veterans, displaced workers, and curious parents. The event continues to grow larger every year. Attendees participate in a panel discussion with a diverse group of water professionals, ranging from senior utility directors, experienced laboratory technicians, and experienced water plant operators, each with a unique story of their individual success. The second half of the event is an exhibit-hall-style setup where utilities showcase their organizations. Job descriptions and other human resources information are provided and individuals get the opportunity to meet with utility staff members one-on-one in an informal atmosphere. Sandy DeCarlo, career outreach specialist at the SPC Seminole Campus, explains that, “St. Petersburg College partners with local utilities to host Career Education Exploration events that build awareness of positions that may otherwise be unfamiliar to the general public. These events provide opportunities for students, and the public, to learn more about local public utilities and organizations, interview professionals in the specialized fields, and gain insights and perspective of what is required for employment. These events help students define their career goals and align their academic paths with those goals. We have actually used the public utilities event as a successful model for additional career educational events with other industries. We look forward to this continued partnership with FSAWWA and other water professionals.” Sandy DeCarlo contact information: 727-3946130 City of Seminole, Public Policy Management Associate Program Frank Edmunds, former city manager with City of Seminole, has been involved with this program and states that, “Seminole has a strong partnership spirit with St. Petersburg College. We are a small city and our departments have a host of projects they cannot get to for a variety of reasons. This partnership is to provide for full-time employment for a graduating student Continued on page 20

Florida Water Resources Journal • May 2016

Continued from page 19 of the full-year program to be assigned to the various departments to complete special projects. The city benefits, with a quality staff person working on the project, and the graduating student gains valuable experience and helps build a resume as well, doing real work in a local government. The city council agreed to fund the program for 10 years, with a new graduate joining us every August. The council decided to name the program the Frank P. Edmunds Public Policy Management Associate Program. When I decided to retire, I thought it would be appropriate to suggest that the city continue that partnership with the establishment of the public policy management associate program. I hope this information helps, and other communities find that this is a valuable opportunity for encouraging future local government employment.”

Do your part. Get the discussion started in your organization. Begin by asking some of these questions at staff meetings: S How can our utility take advantage of the federal training opportunities and grant dollars? S How does our utility plan to handle the expected steady flow of operators and managers retiring during the next five to 10 years? S Have we looked into our utility’s demographics? S Have we identified the skills necessary to stay current with the reshaping of technology and the next generation of jobs?

What’s Next? The treatment plant operator profession is one currently filled with employees maturing in their careers, and the issue should be among the aging infrastructure discussions occurring frequently at utilities across the U.S.

May 2016 • Florida Water Resources Journal

S Can we stay competitive in this fast-changing economy? S How will we meet the challenge of recruiting, hiring, and training the new worker of the 21st century? S What will our training and education budgets need to look like? S Are we formally mentoring our new employees to capture institutional knowledge? S How do we get support at all levels of management? S What can we do locally to be active with innovative and collaborative training programs? S Are we ready? Licensed operators protect the sources and provide treatment of the nation’s water supply. They contribute to the quality of life in our communities that help protect public health and shape our local economies. Make sure that your organization is ready for the challenge of recruiting, hiring, and training the new worker, to whom we leave the future of the water industry. Steve Soltau is water supply manager for the SK Keller Water Plant at Pinellas County Utilities S in Clearwater.

FWEA CHAPTER CORNER Welcome to the FWEA Chapter Corner! The Public Relations Committee of the Florida Water Environment Association hosts this article to celebrate the success of recent association chapter activities and inform members of upcoming events. To have information included for your chapter, send the details via email to Suzanne Mechler at MechlerSE@cdm.com.

Young Professionals Summit in Sunny San Diego Lindsay Marten Receiving FWEA’s 2015 Young Professional (YP) of the Year Award at that year’s Florida Water Resources Conference (FWRC) was exciting on a number of levels. It was humbling to be nominated for the award, and it also felt good to know that the efforts of FWEA’s volunteers do not go unnoticed—because we’re all volunteers after all! One of the benefits of winning the award is that the Students and Young Professionals Committee provides travel assistance for the recipient to attend the Water Environmental Federation (WEF)/American Water Works Association (AWWA) Young Professionals Summit. When I was notified that the 2016 summit was going to be held in San Diego, one of my favorite cities in the United States, I was ecstatic because I have a hunger for traveling and realized that I was being given the opportunity to network with other industry professionals across the country that share the same passion for water that I do! The YP Summit kicked off this year on February 23 with a networking icebreaker at the Half Door Brewing Company on a beautiful winter evening. The city is known for its craft food and beer culture, so this was the perfect pairing to get a taste for what the area had to offer, while also meeting some new, young, and seasoned professionals from across the U.S. The full-day summit program started bright and early the following day at the Hilton Bayfront,

where the AWWA/WEF Utility Management Conference was also taking place. The first half of the workshop involved technical sessions by presenters from the Orange County Sanitation District, Orange County Water District, and City of San Diego Utilities Department. I appreciated this portion of the workshop because it was fascinating to learn all of the struggles California has faced with the ongoing drought and the innovative solutions it’s implemented to provide the public with the precious resource of water. All of the speakers kept the presentations interactive to keep us engaged, provide critical thinking among the attendees, and keep the energy high. The afternoon portion of the workshop focused on developing young professionals, from workplace communication and creating stellar presentations to career advancement and leadership skills. The program ended with a panel that presented issues of interest to YPs, including lessons learned, career advancement, and networking, which I happened to find most beneficial. Following the program, there was a summit reception held for us on the terrace of the hotel. With the absolutely beautiful San Diego weather and scenic sunset views of the bay, this was the perfect way to end the day. I was able to meet several of the presenters and participants, but my

Current WEF president, Paul Bowen, welcomes the attendees of the 2016 Young Professionals Summit to kick off the program.

May 2016 • Florida Water Resources Journal

Lindsay Marten, cochair of the FWEA Manasota Chapter, accepting the Young Professional of the Year Award at the FWEA Awards Luncheon at FWRC in 2015.

conversations with WEF president, Paul Bowen; CWEA director of education and training, Julie Taylor; and YP Summit Planning Committee cochair, Rocky Craley, were the most memorable. The following day I decided to make the most of my time, since I traveled so far, and attended several technical sessions at the conference. I was able to see some familiar YP faces from the summit the previous day, and also some of the presenters. Like most conferences, I was able to float around to the various sessions throughout the day, and take in as much information as possible, including success stories in regional collaboration, mitigating infrastructure risks, conservation, and water quality, just the name a few. I am so grateful that I was given the opportunity to attend the YP Summit this year, and would love to attend next year’s event. Luckily for us Florida YPs, the 2017 summit will be held in beautiful Tampa, so we won’t have to travel very far! Lindsay Marten, EI, LEED AP, is an engineering intern at Stantec in Sarasota. S

Lindsay Marten (second from right), representing FWEA at the WEF/AWWA Young Professionals Summit in San Diego, stops to take a photo with some colleagues from around the country.

F W R J

Water and Wastewater System Security: A Technical Analysis Thomas H. Powell he public depends on water utilities to provide clean, reliable, and safe drinking water at all times. To consistently deliver quality water to their customers, utilities must not only efficiently operate and maintain effective water systems, they also need to securely protect those systems. The primary risk of an unprotected system is not theft, but rather contamination of the water supply, which could impact public health and possibly result in a loss of public trust. A recent situation that demonstrates the potential vulnerability of surface water supplies resulted from an industrial chemical leak of 4methylcyclohexanemethanol in Charleston, W.Va., that contaminated the capital city’s water supply in January 2014. Due to the chemical leak, the local river, which is the city’s water source, was contaminated, making the water unacceptable for treatment and distribution as potable water. This example certainly highlights the need for effective security systems to protect all of the water systems in the United States. Various chemicals are used in the water treatment process, and these chemicals are typically stored in bulk at the plant. If improperly handled, mixed, released, or discharged, many of these chemicals can be dangerous to public health. Therefore, it is of critical importance to prevent the possible theft or discharge of these potentially harmful chemicals.

Security: A Growing Concern Public water systems, including treatment and distribution facilities, are required to be as-

sessed and protect against threats to the system for the safety of consumers. Protection of water systems has been an important issue, even before the terrorist attacks of Sept. 11, 2011. In the U.S., the Department of Homeland Security (DHS) and the U.S. Environmental Protection Agency (EPA) have established minimum guidelines for security. In 1998, Presidential Decision Directive 63, which focused on identifying and rectifying vulnerabilities in the country’s critical infrastructure, including water and wastewater systems, was issued by then-President Clinton. The directive noted that these systems had become increasingly automated and interconnected, making them vulnerable to any number of natural disasters and other threats. When the DHS was formed in 2002, it combined the resources and administration of 22 agencies and 180,000 employees under a new agency to foster a comprehensive, coordinated approach to protecting vital U.S. systems. In 2003, the Homeland Security Presidential Directive 7 (HSPD –7) established a national policy for federal departments and agencies to identify and prioritize critical infrastructure and key resources to protect them from terrorist attacks. Through this effort, 18 critical infrastructure sectors were identified, including water, energy, transportation, dams, ports, and more. As a result, security guidance was developed for each critical infrastructure. Guidance for water infrastructure included documents issued by the American Water Works Association (AWWA), Water Environment Federation (WEF), American Society of Civil Engineers (ASCE), Institute of Electrical and Electronics

May 2016 • Florida Water Resources Journal

Thomas H. Powell, P.E., is the instrumentation and controls engineering group head and an associate at Greeley and Hansen in Chicago.

Engineers (IEEE), International Society of Automation (ISA), American National Standards Institute (ANSI), and EPA outlining standards and recommended practices that could be used as guides for system owners and consultants.

Evaluation and Assessment of Public Water Treatment Facilities The sophistication and complexity of protection for a water system, its facilities, and equipment is dependent upon multiple factors, including the size and financial resources of the community being served by the system. To help illustrate the factors that should be considered, a typical municipal water system, which includes a surface water supply, a water treatment plant, pumping stations, storage reservoir, elevated tanks, and distribution piping, will be used. The first step of the evaluation process is the physical assessment of the existing facilities, which can be done using the Vulnerability SelfAssessment Tool (VSAT). The documented evaluation is followed by the subsequent identification of proposed improvements or other alternatives that would increase the security of the water system using government and industry standards and guidelines. Once the proposed improvements are identified, engineering design and project implementation considera-

tions are established for protecting the system for the community. These physical and security guidelines include references from AWWA (http://www.awwa.org/legislation-regulation/issues/utility-security.aspx), ISA (www.isa.org), DHS (https://www.dhs.gov/water-and-wastewater-systems-sector), and EPA (https://www.epa.gov/homeland-security-research/water-system-security-and-resiliencehomeland-security-research). As part of the evaluation, the site assets of each production or distribution facility should be identified. Some of these assets include equipment (pipes, motors, wire, etc.), raw materials and finished products, chemicals, and natural resources. Service disruptions can happen as a result of the theft of raw materials or equipment from the site, whether they are in use or just stored. For example, copper materials have often been stolen for their recycle value. Therefore, the following questions should be considered in evaluating site assets: S What raw or recyclable scrap materials are stored on the property? S Is fuel for vehicles or generators stored in outof-the-way areas? S Could any of these items provide an opportunity for a thief to enter the property and cause an immediate or future service disruption? Water system security requires both site and equipment protection, and should consider physical, electronic, and procedural elements, and incident prevention, which involves planning and preparing for various types of scenarios, including threats. Considerations in this regard include how someone could enter a facility through abnormal methods. Once someone is inside, the following should be considered: S What damage could be done? S What could be stolen? S What barriers, procedures, or other options could stop or deter the theft? When thinking about facility security, what type of incident could result in an unwanted news headline? Planning, protection, and prevention with security can help keep that headline out of the media. As part of the security evaluation of the facility, the physical location must be considered; not only where the facility is located, but how the facility can be accessed. Also, what is adjacent to the facility and how can the facility be accessed from roads, expressways, urban highways, city streets, railways, or waterways? In addition to the location, the frequency and types of visitors should be considered as

well. Are there visitors other that municipal employees, customers, delivery personal, and students? Does the utility allow customers to pay service bills at the administration office? Looking more specifically at the example water system described earlier, while the subject water treatment facility does not allow consumer bill payment service at the administration office, it does have regular deliveries from multiple package carriers for supplies, as well to meet service offerings. The plant also accepts dropoffs of water sampling and testing materials from the local water quality laboratory. Again, the quantity and type of expected visitors for a facility impacts the type of security elements that should be implemented. This water treatment facility is surrounded by residential properties, and the facility management is very sensitive to being a good neighbor. The utility does not want to create the appearance of a fortress or isolate its neighbors, so many of the physical security elements selected for this facility have been made less obtrusive, with low impact to the neighborhood. In the same community, the subject wastewater treatment plant is just outside the city limits, near businesses and a hospital. The plant is accessible by major city streets and bordered by both a river and an active railroad track. As part of the engineering and security evaluation for this example facility, it is important to consider what paths an intruder can use to gain access to the property and assets within the property. Although the primary focus of a water facility is production of water and the effective maintenance of system equipment, the safety and security of both plant personnel and the system should also be an important focus. However, the primary function of staff is to maintain and oversee treatment operations, not site security. Since many facilities do not have dedicated security staff on site, these utilities must rely on the municipal police, county sheriff, or state police to respond when a threat is detected or abnormal events occur. In the subject water treatment plant, the main process facility is fully staffed during the day shift, but with limited staff overnight. Remote sites are staffed intermittently according to maintenance needs. As such, the facility relies on the municipal police department for response to security incidents.

making it harder to obtain entrance into the facility. This can be done by modifying the appearance of the facility or physically changing the structure. The use of warning signs can deter less motivated intruders, and the use of visible cameras may deter pranksters or more serious threat activities. Access gates, pedestrian turnstiles, fences, moats, and movable vehicle barriers can also help deter access. Detection focuses on the ability to monitor a facility or activities within the facility in real time. This is normally accomplished through the use of surveillance monitoring of facilities with video, motion detection, or other electronic methods. Delay involves slowing the access either to the facility or within the facility. One of the easiest methods to delay access is to have doors that are locked and keys that are controlled. An alternative to locks and keys is to use a card access control system, which provides the same benefit of securing doors.

Security Design Elements and Challenges Although almost any facility can be vulnerable to access by a committed threat, site access Continued on page 26

Security Principles and Strategies The basic principles of physical security include three strategic components: to deter, detect, and delay. Deterrence focuses on making facilities or equipment less available to a threat, by basically Florida Water Resources Journal â&#x20AC;˘ May 2016

Continued from page 25 by those threats and pranksters can be made much more difficult through the design and incorporation of various security measures. Design elements that are typically used to delay or discourage access include fences, barriers, labyrinth access, and signs, as well as physical distance and location. For monitoring of physical space within the facility, motion monitoring equipment, door position monitoring, and video surveillance can be implemented to show when unauthorized people are in the area. The use of a card access system allows authorized people to be granted access, while providing an alert when unauthorized access is obtained. If a card access system is part of the enterprise system for the community and is shared across multiple operating groups, additional considerations are required. An enterprise system allows for a comprehensive master database of authorized employees, but also creates other challenges. For example, a programmed system presents a challenge for timed locks and access control for holiday schedules, as well as providing temporary access for multiple contractors. Other challenges to site monitoring may be related to climate or specific location conditions, such as frozen soil in cold climates, or surface rock terrains, which can restrict certain monitoring technologies, including vibration

monitoring. Wildlife (deer, coyotes, and other large animals), normal pedestrian traffic, significant temperature changes, and seasonal variances to the facility can also affect site monitoring equipment. In winter, snow piles from clearing roads and parking may restrict monitoring, while in the summer building ventilation needs may reduce compliance with closed-door requirements. Thermal cameras detect the heat of an approaching person or object, which works well in cooler temperatures, but as the temperature approaches 100 degrees, the images of people blend into the background. When foliage changes seasonally, the images viewed by cameras can change significantly, including blockage of security critical images. The extent of foliage change varies by geographic area, and successful implementation may require increased grounds maintenance to minimize foliage obstructions. The subject water and wastewater facilities were geographically located in the north, so they experienced both winter freeze and 100-degree summer heat conditions, with a vigorous growing season for summer foliage. The geographic location of facilities impacts the required engineering decisions for implementing security measures. With recent advances in analytics and algorithms, video monitoring can detect movement and activate alarms based on predicted behaviors and motion. For example, large animals can

be interpreted to be intruders and, conversely, intruders can attempt to mimic animal behavior. Technology continues to advance in both hardware and software. At the subject facility, motion monitoring is provided up to the facility fence line. Challenges for motion detection at this facility include students walking to a neighborhood school along the fence line, wildlife, and overhanging foliage from neighboring yards. The owner or operator of a public potable water facility should discourage access to those who are not authorized using fencing, signs, and other methods to limit access. With elevated tank leases, nonmunicipal employees have access to the site and to the top of the tanks and, therefore, potentially to the finished water. While the municipality can confirm the background of their employees, they do not have access to the records of the employees of the companies that service the equipment. Valve and metering vaults may allow ground-level access to finished water. To reduce potential for contamination, the physical improvements for the subject facility include manhole drip trays, warning signs, and video monitoring, A well-illuminated facility provides fewer shadows for hiding, is more inviting to visit, is potentially safer for workers, and provides a more attractive workplace than a facility with limited lighting. A suitable level of illumination also assists in video monitoring, with improved color rendering and object recognition.

A Security-Focused Culture Employees are the most valuable asset in any security system. They need to be trusted and trained to do their normal job and functions, as well as support security efforts and procedures. Therefore, it is important to develop a security-focused culture that is fully embraced by management and staff within each facility. Ultimately, the best security features in a facility may be the eyes of your employees. Regular staff members are the ones who can often notice minor or major changes, as well as abnormal events. As part of this culture, respect is key and should be extended both inside and outside the facility fence. Respect includes avoiding profiling visitors, employees, and guests and establishing a system that does not monitor activities that should be considered private.

Video Surveillance Considerations

Figure 1. Size Differences in Video Graphics Array Immages

May 2016 â&#x20AC;˘ Florida Water Resources Journal

Video systems are the eyes that never sleep or take a vacation. Part of the design includes Continued on page 28

Continued from page 26 determining if the system is to be visible—using an obvious camera—or unobtrusive. Both types of systems can be effective. Cameras can be placed to blend into the walls or ceilings, or in locations where they can be easily noticed. The system can be limited to a few strategically placed cameras, or have many of them. Keep in mind, however, that the number of cameras can impact the communication bandwidth and security network performance. In addition, when using cameras, the type of signage that is required by the local community to properly notify the public when they may be on camera at a public or private facility must be considered. Electronic adjustable cameras (pan, tilt, or zoom) allow real-time adjustment to the image when needed. Adjustable images can be fixed once electronically set without requiring physical adjustment on a ladder or scissor lift, and can also be easily adjusted to avoid interference with seasonal direct sunlight. The size of the desired image is another design consideration. Figure 1 shows the relative size differences between video graphics array (VGA) images: a 1.3 megapixel (MP) image to a 5 MP image. The larger the image size in MPs, the more clarity the image will have when stored and reviewed, whether for recognition, personal recognizable characteristics, or reading license plate characters. The many elements related to the selection of video monitoring hardware includes the physical camera, the lens, the image size or resolution, the focal length, the ability to change the view, how to store and retrieve the images, the ability to use the same camera for day viewing and night viewing, and more.

Privacy Considerations

and protection of electronic assets. Recommended protection includes restricting access, monitoring and controlling access and usage, implementation of firewalls, layers of protection, and establishing network rules. The rules should be applied systemwide, be uniform, and apply to all users, including contractors and visitors. Establishing an independent visitor network can successfully limit the access to the primary control system and increase its security. Electronic networks need to be protected from eavesdropping (stealing of data), theft of service, denial of service, and hijacking the control of equipment. There are fundamental differences in securing a control system from an information technology (IT) system. The IT systems typically have a service life of three to five years, while control systems typically have a 20-year life. The systems deploy antivirus software and are regularly updated, while control systems, with their executable code, typically do not deploy. Control systems have a constant uptime requirement (greater than five-nines reliability at 99.999 percent) while IT systems can accept outages. The IT systems that are three-nines reliable (99.9 percent) allow for up to 8.75 hours of outages in an 8760-hour year. The IT server rooms are typically secure, with control system hardware located in control rooms with general access only permitted once after gaining access in the building. In the Aug. 2, 2013, issue of Technology Review, a decoy water plant (virtual) was established as a test of control system security. The outcome of the test was that the decoy water authority control system was hacked by a foreign army. This means that there are people “out there” who could hack your system if they can find it, so system security is required. The Department of Energy (DOE) has pub-

Video surveillance and security includes monitoring of both the facility and of people (the people who are supposed to be there, as well as the people who aren’t). The key concept is that people are being monitored by people. While monitoring can help improve the security within a community, the images can also potentially be misused. Establishing a published video management policy may be beneficial to increasing trust not only with employees, but also the public.

Electronic Security Considerations Electronic security and cyber hardening is recommended by several organizations, including ISA to protect electronic networks. These organizations have standards on cybersecurity

May 2016 • Florida Water Resources Journal

lished 21 steps to improve cybersecurity of supervisory control and data acquisition (SCADA) networks. These steps provide guidance for hardening against cyber attacks, which may include prevention for uploading of viruses, worms, or malware. The guidance also protects against actions that include data theft, denial of service, and pranks.

Planning and Preparation Part of security is planning in advance for how to best respond to various types of attacks. Tabletop training exercises designed specifically for a facility and team are available. These exercises are planned by experts to obtain response from the facility team during a simulated event and allow for procedural and operational changes. After the simulation, improvements to operating plans and facility are typically implemented based on the results of the simulation. A plan for emergency response is critical. The security design or master plan should include a facility command center, with internal and external communication systems, and realtime process information and security information. A facility without a command center will not be able to respond as quickly to an emergency. Training on how to effectively use the system and respond to both normal and potential security events is essential. The first time an alarm occurs in the middle of the day or night, the employees need to acknowledge it and be ready to properly respond. Water and wastewater system security includes multiple elements, and surveillance is just part of the protection. Security includes physical security, access control, network security, cybersecurity, operational culture, operations and maintenance, and, most importantly, planning, which includes considering all potential threats to the system. Keeping water and wastewater systems safe requires vigilant observation to identify unusual or suspicious activities through a security-focused culture that engages facility staff and embraces security processes and technology systems. Developing a comprehensive security plan is key to providing safe, clean, and reliable drinking water to the public at all times. The subject facilities in this discussion became more resistant to anticipated security threats as a result of the implemented design. Given evolving threats to critical infrastructure and changing worldwide conditions, regular and reoccurring evaluations of physical and cybersecurity is strongly recommended for each facility. S

FSAWWA SPEAKING OUT

FSAWWA Utility Council 2016 Legislative Session Wrap-Up Kim Kunihiro Chair, FSAWWA

he 2016 legislative session began on January 12 and ended on March 11. As you can see from the information in this column, it was an active session for FSAWWA and its advocates in Tallahassee. Christopher Pettit, regulatory chair; Krystal Azzarella, legislative chair; and Lisa Wilson-Davis, vice-chair of the FSAWWA Utility Council, have prepared this summary of bills that are of interest to the water sector. During the 2016 legislative session 1506 general bills and 35 local bills were filed; of those, 229 general bills and 23 local bills passed both chambers. To compare, last year’s session saw 1,498 general and 76 local bills filed; of those, 188 general bills and 39 local bills were passed by both chambers. There were 120 bills that had potential impact on water utilities in some way. The Utility Council was very active in developing statewide approaches to legislation impacting water utilities. The following is an analysis of some of the bills that passed, along with highlights of some bills and issues that failed. Of the bills that failed, it is likely that some version of them will be introduced in the next session. Also, as a result of the Council’s efforts, there are three opportunities to develop future legislation/policies in which member engagement is paramount.

Bills That Passed FY 2016-17 General Appropriations Act (HB 5001) Overall, the Legislature agreed on an $82.35 billion dollar budget containing more than $557 million in tax relief measures. Compared to the fiscal year 2015-16 budget, this represents a $3.65 billion increase. Gov. Rick Scott ultimately vetoed more than $256 million in projects, for a final state budget of just under $80 billion. The budget provides for $30.3 billion in general revenue spending, $25.2 billion in state trust fund spending, and $26.9 billion in federal trust fund allocations. Unfortunately, the $30 million for alternative

water supply projects that was included in the initial House budget was not accepted by the Senate, nor was it included in the final budget. This means that the five water management districts (WMDs) will only have their already budgeted amounts available for cooperative funding. SB 552 Omnibus Water Policy This is a “mega” bill that includes many provisions impacting water utilities throughout the state, including: Springs The bill contains extensive provisions related to Florida’s springs, starting with a requirement to designate springsheds, called priority focus areas, for each spring defined as an Outstanding Florida Spring (OFS) no later than July 1, 2018. The bill sets deadlines for implementation of existing water quality and water supply regulations within the priority focus areas. For water quality, each OFS must begin the assessment for impairment by July 1, 2016, and the assessment must be complete by July 1, 2018. For OFSs with existing nutrient total maximum daily loads (TMDLs), the bill requires initiation of basin management action plans (BMAPs) by July 1, 2016, and adoption of the BMAPs within two years. Local governments have responsibilities to adopt fertilizer ordinances within a priority focus area by July 1, 2017, and in some cases, develop a septic tank remediation plan. It also prohibits certain activities within priority focus areas, including new septic tanks on lots smaller than 1 acre. For water supply, OFSs needing minimum flows and levels (MFLs) are required to have them by July 1, 2017, or adopt them by emergency rule after that date. Any necessary recovery or prevention strategy must be adopted at the same time as the MFL. Central Florida Water Initiative The bill codifies much of the results and practices to date of the Central Florida Water Initiative (CFWI) and also requires that it develop uniform water management regulations within its region, including a uniform definition of “harmful to the water resources.” The definition bears watching as it may result in the development of similar definitions statewide. Everglades The bill revises the law related to permitting in the northern Everglades by generally making

those statutes consistent with current law elsewhere in the state regulating water quality. Water Supply Plans The bill makes some adjustments designed to make water supply plans more useful. It requires updating a water supply plan for any new recovery strategies or when a consumptive use permit (CUP) application is denied to protect an MFL. Water supply plans must only include projects that are technically and financially feasible, describe the projects designed to achieve MFLs, and provide the amount of water to be made available for consumptive uses and natural systems. Regulatory Changes This bill makes a number of adjustments to the existing regulatory structures for CUPs, including a requirement that recovery/prevention strategies for MFLs must be set at the same time as the MFL. The bill also prohibits WMDs from reducing CUP allocations due to successful water conservation during the term of the permit and allows WMDs to offer permit extensions as an incentive for water conservation. Also, WMDs are prohibited from reducing agricultural CUP allocations during the term of the permit due to weather events, diseases, crop changes, and market conditions, among other things. The Florida Department of Environmental Protection (FDEP) is directed to undertake reclassification of surface water bodies that are currently Class III (fishable/swimmable) that are being utilized for public water supply to protect drinking water treatment plants. Finally, in the event of competing CUP applications, where neither is a renewal, the WMD must give priority to the user closest to the source. Other Issues There are other changes in this bill, including a requirement for the monitoring of water usage of wells greater than 100,000 gal per day (gpd) or using an 8-in. or larger pipe, and requiring WMDs to consider preferred water supply sources for users for whom development of new supplies is not technically or financially feasible. A provision also directs the Office of Economic and Demographic Research to perform an annual assessment on water supply, water quality, and land management expenditures, and projections of expenditures to help determine whether adequate water is available for all consumptive uses and natural systems. Continued on page 30

Florida Water Resources Journal • May 2016

Continued from page 29 HB 589 Environmental Control This was the environmental regulatory bill for the 2016 session and contained the repeal of Section 373.245, Florida Statutes, that was sought by the Utility Council to eliminate the statutory authority for adjacent consumptive use permittees to undertake a cause of action seeking damages in instances where the WMD had already reviewed the purported violations and found no basis for them.

HB 1025 Public Records/Security of Utility Agency Technology Another priority of the Council, HB 1025 creates a public-records exemption for certain types of information regarding the cybersecurity measures of public utilities. The types of information that are exempted include: S Information related to the cybersecurity measures and technologies employed by a utility owned or operated by a local government.

S Information related to the security of existing or proposed information technology systems, and industrial technology control systems employed or operated by a local government. HB 525 Small Community Sewer Construction Assistance Act On behalf of small utility members, the Council was active on HB 525. The bill expands the current definition of a “financially disadvantaged small community” to include counties and Chapter 189 special districts in the definition as long as they meet the existing requirement of a population of less than 10,000. The FDEP has stated in State Revolving Fund rulemaking that there may be flexibility in grants that are allocated under the act for small communities that are part of larger wastewater systems, as long as the systems are segregated from the rest of the system. SB 124 Public-Private Partnerships This bill implements several of the recommendations of the Public-Private Partnerships (P3) Task Force that was created in 2013 to develop a uniform set of guidelines for improving the P3 review process. SB 126 Public Records and Private Meetings This public records exemption bill is the companion to SB 124 and addresses P3 agreements as they relate to transparency and public records. The bill provides that unsolicited bids for P3s are exempt from public-records requirements until the agency provides notice of its intended decision. If the agency reissues a solicitation, the bid remains exempt until such time as the agency makes its final decision or withdraws the solicitation. In either case, the bid cannot remain exempt for more than 90 days after the agency has rejected all bids for the projects detailed in the unsolicited bid. Recordings of a closed meeting to discuss the unsolicited bid and any records generated from it are also exempt from public records until the underlying exemption expires. HB 273 Public Records This bill makes three substantive changes to the public-records law in response to previous legislation that made contractors responsible as public-records custodians for those contracts that were being undertaken on behalf of government agencies: S The bill requires that all requests for public records be made through the public agency, not the contractor. S The bill requires contracts for services to include a statement in large, bold font informing the contractor of the name and phone number of the public agency’s records custodian in order to fulfill the contractor’s constitutional duty to pro-

May 2016 • Florida Water Resources Journal

vide public records relating to the contract by redirecting queries to the public custodian’s office. All agencies are required to revise their contracts to include these provisions by Oct. 1, 2016. S Courts are required to award attorney’s fees to a plaintiff in a public-records case. HB 347 Utility Cost Containment Bonds This bill creates an alternative method for financing the costs of certain utility projects using utility cost containment bonds. These bonds are issued by an authority (such as the Florida Governmental Utility Authority) on behalf of a local agency that owns and operates a publicly owned utility that provides public utility services, including water, wastewater, electric, or stormwater. The bonds may receive a lower interest rate because payment is secured by a pledge of the utility project. The primary utility project property is the utility project charge, which is imposed on customers and based on estimates of water, wastewater, electric, or stormwater service usage, to ensure timely payment of all financing costs with respect to utility cost containment bonds. SB 416 Location of Utilities This is a compromise bill that resulted from the utility relocation debate during the 2015 legislation session. The bill makes a utility liable for relocation costs only if its lines are located across, under, upon, or within the right of way, not alongside it, as it does in an easement. Furthermore, it limits the ability of local governments to license or otherwise regulate utility lines, except those that are located on, over, under, or within the right of way. The bill also requires that, if a utility is lawfully located within an existing and valid utility easement granted by recorded plat, regardless of whether such land was subsequently acquired by the authority, the authority must bear the net cost of the utility work required to eliminate an unreasonable interference. HB 561 Organizational Structure of the Florida Department of Environmental Protection This bill makes the following changes to FDEP’s organizational structure: S Removes the Office of Chief of Staff, Office of General Counsel, Office of Inspector General, Office of External Affairs, Office of Legislative Affairs, Office of Intergovernmental Programs, Office of Greenways and Trails, and Office of Emergency Response. S Establishes the Office of Secretary and allows the secretary to establish offices within divisions or within the Office of Secretary to promote the efficient and effective operation of FDEP.

S Allows the secretary to appoint a general counsel and entrusts the counsel with responsibility for all FDEP legal matters. S Requires that offices and districts be headed by managers and divisions be headed by directors. S Exempts office/district managers and divisional directors from the career service system and includes them in the senior management service. S Adds the Division of Water Restoration Assistance as a division within FDEP. HB 989 Implementation of the Water and Land Amendment This bill requires that funds from the Land Acquisition Trust Fund (LATF-Amendment 1 funding) be utilized for specific purposes. Of the funds remaining after the payment of certain debt service obligations, the Legislature must appropriate a minimum of 25 percent of the fund or $200 million, whichever is less, for Everglades projects that implement the Comprehensive Everglades Restoration Plan (CERP), including the Central Everglades Planning Project, the long-term plan, and the Northern Everglades and Estuaries Protection Program. Funding is also dedicated for springs ($75 million) and Lake Apopka ($5 million).

Bills/Concepts that Failed HB 1075 State Lands Although this bill eventually passed and was signed by the governor, the original language of the bill would have deleted a prohibition on using Florida Forever (Amendment 1) funds for water resource development. Had the original language remained in the bill, it would have created an additional source of funding for alternative water supply and regional projects that would benefit the environmental and water resources of a given area. HB 1069/SB 1204 Water Resources These bills contained the three Council priorities for the 2016 session. Although the bills failed to move through the Legislature, two of the three priorities were realized and Section 373.245, Florida Statutes, was repealed as part of the environmental control bill (HB 589). Also, to address Council member issues regarding utility line relocations on state roadways and in coordination with the Council, the Florida Department of Transportation (FDOT) will be initiating a work group to undertake a feasibility study regarding utility relocation on state roadways. The third priority that failed would have eliminated Florida Land and Water Adjudicatory Commission Continued on page 32 Florida Water Resources Journal • May 2016

Continued from page 31 (FLAWAC), governor, and Cabinet review of WMDs and FDEP final orders. HB 181/SB 598 State Contracting These bills would have prohibited state agencies and political subdivisions that contract for public works projects from imposing certain conditions on contractors and subcontrators. Contractors and their representatives have advocated for a version of this bill the last two years, so it is likely to resurface during the 2017 session. SB 1220 Public Records The bill, among other things, would have provided that a court must assess and award the reasonable costs of enforcement, including reasonable attorney fees, against the responsible agency if it determines that the: S Agency unlawfully refused to permit the public record to be inspected or copied. S Complainant provided written notice identifying the public record request to the agencyâ&#x20AC;&#x2122;s custodian of public records at least five days before filing the civil action, except as provided in the bill.

Opportunities for FSAWWA Member Engagement Florida Department of Transportation Utility Relocation Work Group As discussed, this a direct result of Utility Council efforts. The FDOT has agreed to institute a study group of utility and transportation representatives to undertake a feasibility study regarding the coordination and funding of utility relocations that are required as a result of FDOT projects. This has the potential to result in better communication between local governments and the FDOT regarding the coordination of road and utility projects, as well as the likelihood of FDOT shouldering some of the load for relocation of utilities as a result of its projects. Florida Department of Environmental Protection Reuse Work Group Sen. Wilton Simpson has indicated a desire to file legislation dealing with reclaimed water in the coming session. It must be recognized that there are marked differences in the proper time, place, and manner for the utilization of reclaimed water in different geographic areas of the state. In order to understand these differences, the Office of Water

May 2016 â&#x20AC;˘ Florida Water Resources Journal

Policy has constituted a reclaimed water work group consisting of representatives from the FSAWWA Utility Council, Florida Water Environmental Association Utility Council, agriculture, Department of Health (DOH), FDEP, FDOT, WMDs, mining interests, and consultants. The goal is to develop recommendations to deliver to Sen. Simpson regarding possible legislative concepts. Office of Economic and Demographic Research Water Project Study An additional requirement of the Omnibus Water Policy Bill is for the Office of Economic and Demographic Research to undertake a study of the resources expended and projects undertaken for water, alternative water supply, stormwater, and restoration projects. This is part of an effort to tie water project and alternative water supply funding to something resembling the five-year planning process undertaken by FDOT. The Council has been asked to assist with the study, and local government (utility) participation will be key to ensure the quality of the research undertaken. Itâ&#x20AC;&#x2122;s anticipated that the results of the study will lead to changes in the regional water supply planning process and the way in which projects are prioritized on a regional and state level. S

T E C H N O L O G Y

S P O T L I G H T

Trinity River Authority and its Central Regional Wastewater System Benefit From Filter Rehabilitation The AquaDiamond filterâ&#x20AC;&#x2122;s advanced drive and tracking system is more reliable than the traditional traveling bridge design in preventing misalignment.

Florida Water Resources Journal â&#x20AC;˘ May 2016

T E C H N O L O G Y

The tracking system consists of one stainless steel guide angle, two main drive wheels, and two pairs of guide wheels.

The Trinity River Authority (TRA) in Grand Prairie, Texas, established its Central Regional Wastewater System (CRWS) in 1957 and began operations in December 1959. The original treatment plant served Irving, Grand Prairie, Farmers Branch, and a portion of western Dallas. The plant has since expanded and now serves approximately 1.2 million people in the Dallas/Fort Worth area. Processes for the CRWS include a bar screen, grit removal, primary clarifiers, aeration tanks, secondary clarifiers, traveling bridge sand filters, chlorine disinfection, and dechlorination. Thirty traveling bridge sand filters were sized to handle the plant design flow rates for tertiary filtration. After many years of operation, however, several of these filters required full rehabilitation due to mechanical and performance degradation. The CRWS also faced the additional challenge of soon needing another 100 mil gal per day (mgd) of filter capacity. This prompted an exploration of other filter technologies. The TRA chose to retrofit the existing traveling bridge sand filters with AquaDiamond® cloth media filters in order to remedy its concerns. According to Mike Young, operations manager for CRWS, “We had sand filters that were in need of rehabilitation. After some research we found that the AquaDiamond units had a direct fit to our filters, with minimal structural changes, and provided higher flow capacities.” Each AquaDiamond cloth media filter has more than twice the treatment capacity of one of

S P O T L I G H T

Guide wheels, drive wheel, and guide angle.

the existing sand filters. The CRWS initially retrofitted two of its existing traveling bridge sand filters with two AquaDiamond filters. Each cloth media filter is designed to handle an average flow of 12 mgd and maximum flow of 24 mgd. Today the plant operates six AquaDiamond filters. In the filter basin, the cloth media is completely submerged during filtration. Solids are deposited on the outside of the cloth as the influent wastewater flows through the media. The filtered effluent is collected inside the diamond lateral and flows by gravity on to discharge. The filtration process requires no moving parts. Increased headloss due to the deposited solids automatically initiates periodic backwashing. During backwash, a pump provides suction to the backwash shoes, which make direct contact with the media, allowing solids to be vacuumed from the cloth as the platform traverses the length of the diamond laterals. The platform operates only during backwashing and solids collection. Because of the vertical orientation of the media, some solids will settle to the basin floor during normal operation. Small suction headers provide a means for collecting and dis-

charging the settled solids. The solids collection process utilizes the backwash pump for suction. Shortly after installation, process performance tests were conducted on one AquaDiamond filter for seven consecutive days. The filter was tested at the average design flow of 12 mgd for most of the testing. During the first three days, the peak flow and/or peak influent total suspended solids (TSS) concentrations were simulated for a period of two hours. The average effluent TSS and backwash requirements were met during normal and peak operating conditions. The operations staff was impressed with the reduction of backwash water created by the AquaDiamond units. “We now have six AquaDiamond units handling over 80 mgd on a daily basis with less return flows back to the front of the plant,” said Young. “During peak flows, we’ve put more than 150 mgd through these filters with TSS results still in the 1-2 mg/l range. The biggest advantage of the AquaDiamond units is the ability to handle 12-25 mgd with less backwash, resulting in a capacity gain at the front of the plant.”

Technology Spotlight is a paid feature sponsored by the advertisement on the facing page. The Journal and its publisher do not endorse any product that appears in this column. If you would like to have your technology featured, contact Mike Delaney at 352-241-6006 or at mike@fwrj.com.

May 2016 • Florida Water Resources Journal

large or small, we retroﬁt them all THE PROVEN SOLUTION for UPGRADING EXISTING FILTRATION

AquaDiamond® units retroﬁtted ten existing traveling bridge sand ﬁlters, doubling capacity within the existing basins.

Ten 12-disk AquaDisk ® units replaced five deep bed gravity filters providing 4.5 times more flow capacity.

Easily retrofit aging, under-performing or costly filtration systems with reliable Aqua-Aerobic® pile cloth media filtration. • Double or triple flow capacity within the existing filter footprint of granular media, microscreen or other filter systems • Improve filtration performance with exclusive OptiFiber ® pile cloth media • Significantly reduce backwash volume resulting in less energy usage • Multiple configurations available to suit any retrofi t application

AquaDisk ® • AquaDiamond® • Aqua MegaDisk ® • AquaDrum® • Aqua MiniDisk ®

www.aqua-aerobic.com

815-654-2501

Represented by:

Melbourne Beach Office | Sam Gutridge

Corporate Office | Karen Wolfe

EnviroSales of Florida

M 863.381.1875 sam@envirosalesofflorida.com

P 863.314.0616 | F 863.314.0617 karen@envirosalesofflorida.com www.envirosalesofflorida.com

Sarasota Office | Chuck Hlavach EnviroSales of Florida

P 941.343.9244 | M 941.915.4861 chuck@envirosalesofflorida.com

FWEA FOCUS

It Was a Very Good Year! Raynetta Curry Marshall President, FWEA

can’t believe it’s been almost a year since I took office as FWEA’s 72nd president. The year has gone by very fast, and was full of the quality events and technical programming for which FWEA is known. In my first column here I wrote about FWEA’s new strategic plan; it therefore seems appropriate, as we come to the end of our fiscal year, that we take a look back and see how we did as an organization.

Vision Statement The new vision statement in our strategic plan is “A Clean and Sustainable Water Environment for Florida's Future Generations.” To work toward this vision, our activities were in support of four strategic goals: S Supporting and Uniting our Members and the Public Through Public Awareness S Providing Professional Development for our Members S Promoting Sound Science-Based Public Policy S Maintaining a Strong Organization We established metrics that would allow us to measure our progress in meeting these goals. Here are some of the key metrics and results year to date. Supporting and Uniting our Members and Public Through Public Awareness Target – Participate in 10 charitable, community, and educational events activities per year. Result – FWEA has participated in 13 charitable fundraisers with the purpose of raising money for scholarships and other community events. Providing Professional Development of our Members Target – Conduct six training events, with a minimum of three regional seminars. Result – Six regional seminars have been conducted to offer professional development opportunities for our members.

Target – Conduct Student Design Competition (SDC,) with a minimum of four schools participating. Result – Six schools are participating in the SDC, bringing students closer to our profession. Promoting Sound Science-Based Public Policy Target – Develop two articles on the annual legislative session and other hot topics for the Florida Water Resources Journal (FWRJ). Result – FWEA Utility Council has provided two articles for FWRJ to educate the readers on timely utility-related regulatory issues. Maintaining a Strong Organization Target – Grow membership by 3 percent annually. Result – Year-to-date growth has been 1.3 percent. While there is still work left to do in terms of growing the membership, I am very enthusiastic about what we as an organization have accomplished this year. The quality of our events has never been better, as evidenced by the increased participation in attendance at our seminars and meetings.

Other Activities In addition to the key metrics identified, FWEA has been very active in many other ways that I believe are noteworthy. New Committee To increase the opportunities and value proposition for our members and volunteers, two of our committees with a natural nexus— the Integrated Water Resources Committee and the Reuse Committee—joined together to become the Water Resources, Reuse, and Resiliency Committee, or WR3. The mission of WR3 is to provide technical education and professional development programs in the areas of water reuse, integrated water resources, water supply, water conservation, and resiliency. The new committee did just that with its inaugural seminar, “One Drop of Water—Many Uses” held on January 22. This highly attended seminar covered a wide range of topics, including direct and indirect potable reuse, stormwater harvesting, and case studies.

May 2016 • Florida Water Resources Journal

WEFMAX The FWEA hosted the WEFMAX meeting in Orlando on March 9 –11. The event is a WEF-budgeted annual program that offers association leaders the opportunity to hold discussions and exchange ideas and information on matters of importance to the Federation, the water environment profession, and our communities. This year’s WEFMAX broke records for the number of member states that attended, with 25 represented. Operations Challenge Last year’s Operations Challenge was a great success, with seven teams from across the state participating. This was the greatest number of teams that have participated since the inception of the competition. It was impressive to witness the teamwork displayed by all the participants and it was evident that a great deal of preparation had taken place. I am pleased to report that, as we get ready for this year’s FWRC, there will be eight teams participating! Finally, as we transition to new leadership, I would like to thank the board of FWEA. Its members have been phenomenal in their dedication, ensuring that FWEA continues to head in the right direction by providing the necessary support and guidance for our eight local chapters and 20 statewide committees. I am proud to have served with them and thank them as we collectively look forward to A Clean and Sustainable Water Environment for Florida's Future Generations! S

FWPCOA TRAINING CALENDAR SCHEDULE YOUR CLASS TODAY! May 2-5..........Backflow Tester ..........................................Osteen ................$375/405 16-19..........Backflow Tester*..........................................St. Petersburg ......$375/405 16-20..........Utility Maintenance Level III......................Osteen ................$225/255 27..........Backflow Tester recert*** ..........................Osteen ................$85/115

June 6-10..........Wastewater Collection C, B ......................Osteen ................$225/255 13-27..........Stormwater C, B** ......................................Pembroke Pines ..$260/290 13-27..........Stormwater A**..........................................Pembroke Pines ..$225/255 13-27..........Wastewater Collection C, B, A** ..............Pembroke Pines ..$225/255 13-27..........Water Distribution Level 3, 2, 1** ............Pembroke Pines ..$225/255 20-22..........Backflow Repair..........................................Osteen ................$275/305 27-30..........Backflow Tester*..........................................St. Petersburg ......$375/405 24..........Backflow Tester recert*** ..........................Osteen ..............$85/115 27- July 1 ......Water Distribution Level 1 ........................Osteen ................$225/255 27- July 1 ......Wastewater Collection A ..........................Osteen ................$225/255 27- July 1 ......Stormwater A ..............................................Osteen ................$225/255

July 11-15..........Reclaimed Water Field Site Inspector ......Deltona ..............$350/380 18-20..........Backflow Repair* ........................................St. Petersburg ......$275/305 25-28..........Backflow Tester ..........................................Osteen ................$375/405 29..........Backflow Tester recert*** ..........................Osteen ................$85/115

August 8-12..........Fall State Short School ..............................Ft. Pierce Course registration forms are available at http://www.fwpcoa.org/forms.asp. For additional information on these courses or other training programs offered by the FWPCOA, please contact the FW&PCOA Training Office at (321) 383-9690 or training@fwpcoa.org.

* Backflow recertification is also available the last day of Backflow Tester or Backflow Repair Classes with the exception of Deltona ** Evening classes *** any retest given also

You are required to have your own calculator at state short schools and most other courses. Florida Water Resources Journal â&#x20AC;˘ May 2016

F W R J

Keeping Wastewater in the Pipe and Your Utility Out of the News David Richardson, Tony Cunningham, and Steve McElroy tility customers and the communities they live in have high expectations for wastewater service and utility performance. Customers want service without interruption, and nobody likes environmental impacts, wastewater spills, or construction and maintenance activities that disrupt normal activities or increase rates. Sound decision making that balances high service expectations with undesirable impacts is imperative. Furthermore, being able to quantify and communicate these balances and trade-offs is key to projecting and maintaining a positive image among customers and the community. This article discusses the evolution of Gainesville Regional Utilities (GRU) in assessing its wastewater collection system subjectively (in a manner that was hard to communicate) and changing it to an objective system that quantifies risk, identifies risk mitigation techniques, and supports the communication of the needs and benefits of the investments that were made. A municipal utility, GRU provides electric,

water, wastewater, reclaimed water, natural gas, and telecommunications to a population of approximately 200,000 in and around Gainesville. Its wastewater system is comprised of two water reclamation facilities, 168 pump stations, 650 mi of gravity sewers, and 139 mi of force main. In the early 2000s, GRU had a series of highprofile sanitary sewer overflows (SSOs) that resulted in a loss of community confidence and public scrutiny of the operation and maintenance of its wastewater system. Action was needed to prevent SSOs and restore the confidence that GRU was appropriately operating and maintaining its wastewater system. Figure 1 shows a local editorial cartoon critical of GRU’s periodic SSOs.

Wastewater Infrastructure Challenges in Florida Maintaining reliable wastewater service and preventing spills is a challenge to utilities throughout Florida and the United States, as infrastructure deteriorates and more aggressive

David Richardson, P.E., is advisor to the general manager; Tony Cunningham, P.E., is interim water/wastewater officer; and Steve McElroy is a senior technical systems analyst at Gainesville Regional Utilities.

rehabilitation and replacement is required. In 2008, the American Society of Civil Engineers (ASCE) report card scored the condition of Florida’s water and wastewater infrastructure as good, but it dropped to mediocre in 2013. Furthermore, ASCE estimated that $19.6 billion is required in Florida in the next 20 years to adequately maintain wastewater infrastructure (1), which amounts to about $3,500 per year for every household in the state. Given that the average residential wastewater bill in 2014 was about $35 per month(2), infrastructure investments of $15 per month per household equate to a 40 percent increase in monthly bills. The amount of required investment is staggering, given that customers are frequently opposed to any increase in rates. Florida’s utilities must be able to communicate the need for funding and the need for the significant construction activities required to maintain reliable service and minimize spills and backups. The foundation for communication is being able to properly assess infrastructure and communicate the condition to customers and the community.

Probability of Failure

Figure 1. Editorial cartoon by Jake Fuller, Gainesville Sun, 2006. (Used with permission)

May 2016 • Florida Water Resources Journal

Like many Florida utilities, GRU has been in operation for a long time (125 years), but much of the wastewater collection system was installed during a rapid growth period in the 1970s and 80s. Much of GRU’s wastewater collection system is 30 to 40 years old, and 50 years is often considered the maximum service life for gravity sewers. The utility’s experience has been that some sewers fail quickly in 10 years or less, while many sewers function properly well beyond 50 years. While it is commonly assumed that the oldest pipes need to be replaced first, the decision to upgrade collection system components is much more complicated. Gravity sewer systems are constructed over a range of years as systems grow,

using a range of pipe material, construction, and bedding techniques, and are constructed in a wide range of soil types. While generalizations can be made to rehabilitate based on age, material, and soils, it is preferable to inspect gravity sewers prior to making very expensive rehabilitation decisions. The utility has discovered that the majority of ductile iron piping currently in service is subject to tuberculation and constrained flow, resulting in smaller effective diameters than when new. Gravity sewers made of ductile iron and in service for 10 or more years often must be cleaned to remove tuberculation. In some cases, the tuberculation is so extensive that, when removed, the pipe is no longer structurally intact. For this reason, ductile iron sewers are assumed to have a higher probability of failure than other pipe materials. Vitrified clay pipe (VCP) also poses a particular probability of failure since the pipe lengths are short (4-ft pipe lengths instead of 20-ft pipe lengths for other common materials used today). The short pipe lengths make the pipe more subject to bedding deficiencies, and thus more likely to fail than pipes installed in longer lengths. It should be noted, however, that even very old VCP pipe can provide good service if the bedding remains intact. Closed-circuit television (CCTV) is the most common means of assessing gravity sewer system condition. It can be used in most situations, and GRU has been using it to evaluate the condition of gravity sewers for more than 30 years. Over the years, data standardization and management have evolved from general subjective assessments to more objective assessments. Subjectively, pipe runs can be described using terms such as “good, adequate, and bad.” While these types of assessments might be adequate for small systems with few people involved in assessing gravity sewer conditions, they are not quantitative. Since numerous people can be assigning the subjective terms, subjective assessments do not lend themselves to comparison. Adopting a standardized numerical condition assessment system allows various parts of the system to be assessed by multiple teams using the same standards and definitions, and rehabilitation work can be prioritized. Standardized assessment supports transparent rehabilitation decision making. Standard assessment scores define the probability of failure. The utility uses CCTV to inspect gravity sewers and CUES GraniteXP software to score each segment of the gravity sewer, then imports that condition score into the geographic information system (GIS) for data management and decision making. As has widely been discussed, CCTV is used to discover pipe failures, joint failures, cracking, leaks around lateral connections, leaks and failures within laterals, changes

Figure 2. Highly visible wastewater collection system failure requiring a major emergency response.

in grade, settling problems, obstructions, etc. The software score ranges from 0 to 100, with 0 being in perfect condition and 100 being the worst condition, with numerous structural deficiencies. While it is desirable to design and construct gravity sewers below the bottom of creeks, elevation constraints sometimes require aerial creek crossings. Sometimes gravity sewers, when first constructed, are below creek bottoms; however, creeks shift and meander with time and can expose gravity sewers. While internal sewer inspection is the best way to assess the condition of buried pipe, aerial crossings should be inspected externally. Since conditions change (exposed pipe ages, pipe supports can be undermined by erosion, etc.), aerial crossings should also be inspected periodically. Part of the inspection of aerial sewer crossings is to assess the current integrity of the crossing. Another part of the inspection is to determine the presence or likelihood that floating or waterborne debris, ranging from tree limbs, branches, trunks, and smaller floating debris, might accumulate upstream of the aerial sewer crossing and break the crossing during a storm event. There are two general ways of dealing with debris that might impact an aerial crossing. The first is to remove the current accumulation of debris and perform future removal periodically. While this may remove the immediate threat, more debris may accumulate in the future, again exposing the crossing to potential failure. The sec-

ond technique is to harden the crossing with additional supports or construct features upstream of the crossing that will prevent debris from impacting the crossing. The utility uses one or both techniques, depending on field conditions.

Consequence of Failure Wastewater collection system failure includes pipe failure, stoppage, or partial stoppage, and results in impacts to adjacent features, backups into private homes and businesses, and SSOs that discharge to the environment. The consequence of these failures is private property damage and related claims, public property damage to roads and other utilities and claims to resolve the impacts, and regulatory sanctions and fines. All of the consequences are not only costly, they are also bad for a utility’s image, and could result in negative coverage from the media. Numerous spills and collection system failures erode customer and community confidence. Of course, not all collection system failures have the same consequences. Minor failures, like a stoppage in an individual service lateral, may only result in a temporary inconvenience for a single customer. Major failures can impact service to thousands of customers, or involve a high-impact and highly visible discharge to a community’s favorite waterbody. When prioritizing wastewater collection system improvement projects, it is imContinued on page 40

Florida Water Resources Journal • May 2016

Continued from page 39 portant to acknowledge and account for the range of impacts caused by a collection system failure. For purposes of quantifying the consequence of failure, GRU considers the following factors: Roads – Since most gravity sewers are under roadways, gravity sewer failures can and frequently do impact the overlying road base, roadway, and adjacent utilities. Even when the failure itself does not impact a roadway, construction activities to repair the failure may impact overlying roadways. At the ends of the continuum of consequence of failure, consider a lightly traveled local road that is part of a grid system and an interstate highway. The local road will disrupt relatively few drivers, and a detour can be easily established and might result in only a few extra minutes of drive time. However, the interstate highway system, if disrupted, can easily impact thousands of drivers, and detours can take hours. Additionally, interstate highway disruption requires extensive maintenance of traffic efforts, is an extreme safety hazard, and can result in bad

publicity. The consequences of impact to a heavily traveled road are much more significant than to a lightly traveled road, and thus, gravity sewer rehabilitation on the heavily traveled road demands a higher priority. Pipe Diameter – Larger-diameter gravity sewers are generally capable of accommodating more flow than smaller-diameter sewers. Since the consequences of a potential discharge are a function of the amount of wastewater discharged, higher-flow systems have the potential for a more significant consequence of failure. Furthermore, higher-flow systems also have more of a potential to damage multiple connected facilities, resulting in significant property damage. Thus, larger-diameter collection systems generally demand rehabilitation before smaller diameter collection systems. Environmental Impacts – Some SSOs can be contained in a ditch, swale, or dry retention basin, allowing recovery and cleanup. In these cases, there is limited environmental impact. By contrast, some SSOs discharge directly into a surface

waterbody, and even small SSOs can’t be contained or recovered and can have an immediate, significant, and long-lasting impact on the receiving waterbody. It’s easy to understand the environmental impacts at points in the collection system where SSOs have previously occurred. In those cases, the impact has happened before, is well understood, and unless corrective measures have been taken to prevent a reoccurrence, future SSOs are more likely to occur at these points than other points in the collection system. The process of evaluating the potential impact of an SSO that has not yet occurred in the collection system requires a more detailed evaluation. There are a number of circumstances that have potentially significant impacts: 1. Aerial creek crossings. If aerial creek crossings fail, there is an immediate discharge to surface water that frequently cannot be recovered. 2. Manholes adjacent to creeks and surface water bodies. If the distance between manholes and surface water bodies is short and surface elevations slope towards the waterbody, as is usually the case, manholes and gravity collection systems adjacent to waterbodies pose an immediate threat should failure occur. It is frequently also true that working around the waterbody requires extensive regulatory permitting or regulatory variances during emergency conditions. 3. Areas served by private wells. Though somewhat rare, some parts of wastewater service areas may contain gravity sewers, but adjacent businesses or residents are on private wells. In these cases, SSOs can not only impact the environment, but may also impact the private wells. Though impacts from SSOs to private wells are rare, the potential often requires extensive testing and demonstration that no private drinking water wells are impacted. Accordingly, gravity sewers adjacent to waterbodies and private wells generally pose a greater consequence of failure than deep gravity sewers adjacent to closed stormwater basins where an SSO can be recovered and treated.

Risk Quantification Risk is the product of the consequence of failure and the probability of failure. The formula for risk quantification that GRU uses is as follows:

Figure 3. Example of GRU’s GIS system showing the physical characteristics of the collection system and the risk score by pipe segment.

May 2016 • Florida Water Resources Journal

Total Risk Score = (GraniteXP Score) X [(pipe material score) + (road score) + (environment score) + (pipe diameter score)] Continued on page 42

Continued from page 40 The score ranges from 0 to 100, with 100 being the poorest condition of pipe as previously described. Additionally, pipe material is separately considered, with ductile iron pipe considered to pose a higher probability of failure due to tuberculation and VCP having a higher probability of failure due to vulnerability to bedding deficiencies. Ductile iron pipes are assigned a score of 3; VCP is assigned a score of 2. A 1-to-5 rating, with 1 being the best and 5 being the worst, is used to quantify the consequence of failure previously described (roads, pipe diameter, and environmental score). The GIS contains data, such as road type, pipe diameter, pipe material, and proximity to environmental features, and is used to accurately score these elements. This tool is critical to streamlining the scoring process and the analysis is combined with the GraniteXP score to calculate the total risk score, which is used to then prioritize projects. This risk assessment and prioritization approach is dynamic, and the factors can be varied as better information is gathered. For instance, utilizing a work management system that captures the costs (consequence) of pipe failures or a better understanding of customer impact from road closures may result in varying the weight of a particular parameter. The total risk score can range from 0 (low probability of failure and low consequence) to 2000 (high probability of failure and highest consequence of failure). Figure 3 shows the total risk score by pipe segment for a small portion of GRU’s collection system.

Risk Mitigation Risk associated with collection system failure can be reduced by either rehabilitating the gravity collection system or reducing the consequence of failure. In practice, rehabilitating portions of the collection system found to be at risk is much more feasible than reducing the consequence of failure. While some circumstances exist where potential

spills (should they occur) can be directed to closed basins allowing subsequent recovery of a discharge, those instances are rare. The majority of methods to reduce risk associated with the gravity collection system involve upgrading or replacing the system prior to failure; however, knowledge of the consequence of failure is extremely important, even if the consequence can’t be reduced. It allows utility managers to prioritize collection system upgrades based on the consequence of failure when all other factors are equal. In addition, it is important to review the selected prioritized projects with the field personnel and managers to ensure they pass the “common sense” test. Field personnel are given the opportunity to review the scoring of both probability of failure and consequence of failure, and those scores are adjusted if errors are found. The process is dynamic and uses fresh input from field personnel, including crew leaders, supervisors, and managers who are daily inspecting, repairing, replacing, or constructing wastewater facilities. The utility uses the risk score to prioritize rehabilitation projects. The highest-scored projects have the highest risk and are planned and budgeted to be completed first. Table 1 shows how the highest-priority projects are scored and ranked.

Summary Wastewater collection system failure frequently causes SSOs, which can have significant impacts to public health, safety, and the environment. Further, SSOs are highly visible, and frequent SSOs attract media attention and erode confidence in the public wastewater utility. It is incumbent on all public wastewater utilities to invest the necessary resources to keep their systems operational and prevent SSOs. The proper operation and maintenance of gravity sewers includes condition assessment and rehabilitation or replacement as needed. Much historical information about the condition of gravity sewers is subjective in nature and fre-

quently not documented in ways that can be retained as senior staff members retire. Quantitative methods are needed to assess the condition of gravity sewers, as well as the consequence of failure associated with existing facilities. The methods for prioritizing and scheduling gravity sewer rehabilitation that GRU uses have evolved from a subjective system that relied heavily on individual judgement that was documented in paper systems and were difficult to analyze, to an objective system that facilitates analysis and incorporates not only the condition of sewers to be rehabilitated, but also the consequence of failure to arrive at an overall risk score. As public utilities are continuously asked to do more with limited resources, it’s important to optimize the use of resources in a way that balances the risk of infrastructure failure with community impacts, including rates and rate increases. The risk quantification method described is used to prioritize projects to be included in the capital budget and communicate the needs to decision makers and customers. The 10-year focus of GRU on infrastructure rehabilitation has decreased SSOs, but has also contributed to the need for rate increases to fund improvements. Since SSOs occur less frequently, the Gainesville community is less critical when they do happen, and appears to be satisfied with the continuing investment to operate and maintain GRU’s wastewater system. The utility has communicated system conditions in the past; in the future, it needs to more aggressively ensure that the community is well-informed about challenges in the wastewater system and that it has opportunities to participate in the annual budget process where priorities are presented and adopted.

References 1. American Society of Civil Engineers, 2013 Report Card for America’s Infrastructure. 2. Roca, Mike; and Hairston, Tony. 2014 Florida Water and Wastewater Rate Survey, Raftelis Financial Consultants Inc. S

Table 1. Risk score and costing information used to establish capital budget needs.

May 2016 • Florida Water Resources Journal

PROCESS PAGE Greetings from the FWEA Wastewater Process Committee! This column highlights process-related activities in the industry.

Process Seminar Addresses Wastewater Process Ephemeralization Kristiana Dragash ver 80 process professionals attended the February 18 Process Seminar at the Sheraton East Hotel in Tampa. Attendees earned six PDHs/0.6 CEUs while listening to fascinating presentations with the theme, “Wastewater Process Ephemeralization: Treating More with Less.” The line-up of speakers included several distinguished leaders from within Florida, as well as Dr. Charles Bott, director of water technology and research, at Hampton Roads Sanitation District and Dr. Mari Winkler, a professor at the University of Washington. The Process Committee would like to thank all of the event sponsors, including Carollo Engineers, GE, Hazen and Sawyer, HDR, Heyward Incorporated, and McKim and Creed, the committee members who volunteered their time to plan the seminar, and the presenters who shared their expertise: S Mark Lehigh, Hillsborough County Public Works S Albert Bock, Bay County Utilities S Craig Fuller, P.E., AECOM S Rosalyn D. Matthews, Ph.D., P.E., Hazen and Sawyer S Marie-Laure Pellegrin, Ph.D., P.E., HDR S Charles B. Bott, Ph.D., P.E., BCEE, Hampton Roads Sanitation District S Jeff Peeters, P.E., GE Water & Process Technologies S Mari Winkler, Ph.D., University of Washington

Craig Fuller, P.E., with AECOM, presenting “Operational Ephemeralization: Energy and Chemical Savings at an Advanced Secondary Treatment Facility.”

Dr. Mari Winkler from the University of Washington presents some of her research on aerobic granular sludge.

Mark Lehigh, with Hillsborough County Public Works and past FSAWWA chair, presenting “How Hillsborough County $aved with $mart Energy Management.”

May 2016 • Florida Water Resources Journal

Kristiana Dragash is a senior engineer at Carollo Engineers in Sarasota and is a director-at-large on the FWEA board of S directors.

Sponsors for the seminar.

Operators: Take the CEU Challenge! Members of the Florida Water & Pollution Control Association (FWPCOA) may earn continuing education units through the CEU Challenge! Answer the questions published on this page, based on the technical articles in this month’s issue. Circle the letter of each correct answer. There is only one correct answer to each question! Answer 80 percent of the questions on any article correctly to earn 0.1 CEU for your license. Retests are available. This month’s editorial theme is Operations and Utility Management. Look above each set of questions to see if it is for water operators (DW), distribution system operators (DS), or wastewater operators (WW). Mail the completed page (or a photocopy) to: Florida Environmental Professionals Training, P.O. Box 33119, Palm Beach Gardens, FL 33420-3119. Enclose $15 for each set of questions you choose to answer (make checks payable to FWPCOA). You MUST be an FWPCOA member before you can submit your answers!

___________________________________________

Keeping Wastewater in the Pipe and Your Utility Out of the News David Richardson, Tony Cunningham, and Steve McElroy (Article 1: CEU = 0.1 WW)

1. Short lengths of ____________ gravity sewer pipe render it more subject to bedding deficiencies. a. b. c. d.

polyvinyl chloride (PVC) vitrified clay ductile iron concrete cylinder

2. Gravity sewers adjacent to ___________ generally pose a greater consequence of failure than deep gravity sewers adjacent to closed storm water basins. a. b. c. d.

environmentally sensitive upland areas roadways densely populated areas private wells

3. Most gravity sewer overflow risk reduction methods involve a. b. c. d.

redirection of spills to a recovery basin. upgrading or replacing at-risk infrastructure. rerouting pipelines. in-line electronic monitoring.

4. In some cases, when __________ is removed from ductile iron pipe, the pipe is no longer structurally intact. a. b. c. d.

cover material deposited material tuberculation exterior coating

SUBSCRIBER NAME (please print)

Article 1 ________________________________________

5. Which of the following is not listed as a factor in Gainesville Regional Utilities’ assessment of failure consequence?

LICENSE NUMBER for Which CEUs Should Be Awarded

If paying by credit card, fax to (561) 625-4858 providing the following information:

___________________________________________ (Credit Card Number)

___________________________________________

a. b. c. d.

Diminished system capacity Pipe diameter Environmental impact Roads

Earn CEUs by answering questions from previous Journal issues! Contact FWPCOA at membership@fwpcoa.org or at 561-840-0340. Articles from past issues can be viewed on the Journal website, www.fwrj.com.

Florida Water Resources Journal • May 2016

FWRJ COMMITTEE PROFILE This column highlights a committee, division, council, or other volunteer group of FSAWWA, FWEA, and FWPCOA.

2016 Air Quality Workshop session

FWEA Air Quality Committee Affiliation: FWEA

related to air quality control within Florida's wastewater field. The committee works to achieve this by conducting annual workshops on air quality and odor control.

Current chair: Darryl Parker, Lee County Utilities Scope of work: The mission of the Air Quality Committee is to develop and conduct educational programs

Recent accomplishments: In February, we completed our annual Air Quality Workshop in Boynton Beach, with over 70 professionals in attendance.

Workshop lunch

May 2016 • Florida Water Resources Journal

Current projects: In March we received and conducted independent reviews on applications for the annual FWEA Air Quality Committee Environmental Stewardship Award for Odor Control, which was presented at the Florida Water Resources Conference.

Future work: In April we started planning for the February 2017 Air Quality Workshop. Committee members: • Darryl Parker (chair), Lee County Utilities • Colin Groff (cochair), City of Boynton Beach • Philip Clark (secretary), City of Tavares • Vaughan Harshman (educational coordinator), Evoqua • Larry Hickey (past chair), Equipment Plus Solutions Inc. • Mike Nostro (co-secretary), USP Technologies • Darrell Milligan (webmaster), DOer Products and Services Inc. • Skip Beach, R.C. Beach & Associates Inc. • Bill Heller, Hydra Services Inc./ABS Pumps • David Pickard, Premier Magnesia LLC • Michael Cole, USP Technologies • Johnny Arteaga, Collier County Public Utilities • Tim Harley, P.E., St. Johns County Utility Department • Charles Maltby, Evoqua • Zuhal Ozturk, Ph.D., AECOM S

How Operators and Engineers Can Work Better Together: A Utility Director’s Perspective Donna Kaluzniak Anyone who has worked in the water and wastewater business for any length of time knows there is often friction between engineers and operators. This conflict stems from fundamental differences in each group’s job tasks, as well as their approaches to solving problems. And, it is often worsened by poor communication and preconceived opinions. Whatever the reasons, tension or even hostility between the two groups leads to inefficiency and can mean poor-performing projects, safety issues, and wasted dollars, not to mention work-

place stress and headaches. So, how can operators and engineers work together in harmony? As a former utility director who worked in the water and wastewater fields for over 35 years, I’ve developed some insight into the factors that cause this friction, the results of tension between the two groups, and ideas for how engineers and operators can work together, creating a better outcome for all. I recently conducted an informal survey of operators and engineers through LinkedIn to gather additional information and opinions on this topic. While the response to the survey was not large (32 respondents), the answers were interesting and useful. Respondents included engineers, operators, managers, and one scientist, and seven respondents were both engineers and operators. Survey responses have been incorporated into this article.

Does Friction Really Exist? An overwhelming majority (94 percent) of those surveyed said they had personally observed friction between engineers and operators. From my own experience—starting as a wastewater treatment plant operator trainee in 1979 and working up to the position of utility director—I’ve had firsthand experience of listening to complaints from both operators and engineers about one another. The problem doesn’t really get much attention, but perhaps it should. As a manager, I learned to have the utmost respect and appreciation for both the engineers and operators I

May 2016 • Florida Water Resources Journal

worked with. I depended greatly on both groups to do their jobs well so we could all protect public health and the environment.

Sources of Friction The reasons for disharmony between operators and engineers vary, but recurrent themes appeared in the survey, as well as through my personal experience. Theoretical Versus Practical Experience Part of this issue stems from each group’s way of working and thinking. Engineers typically work and think conceptually, whereas operators are hands-on. While operators must take coursework and pass examinations to become licensed, much of their training is on the job, where practical field experience comprises the majority of the operator’s knowledge. Engineers rely on their training and experience as well, though much of their education is based on theory, calculations, formulas, and models. There seems to be a lack of mutual respect and appreciation for these different points of view, though both are critically important to a successful project. Several survey respondents noted that engineers often discount operators’ hands-on knowledge, while operators see engineers as “textbook people” with no real-world experience. Another dichotomy is that some engineers may be more forward-thinking and apt to use newer technology, while some operators may have Continued on page 50

Florida Water Resources Journal â&#x20AC;˘ May 2016

Continued from page 49 difficulty accepting change and be skeptical of new innovations. A related issue is the transient nature of many engineers’ jobs versus the permanent nature of the jobs of operators. Most often, an engineering project is finished after design or construction; an operator, however, must continue to operate and maintain the facility, and meet regulatory requirements and other changes in the future. Communication Challenges Much disharmony between engineers and operators results from poor communication by both groups. The differences in training, background, and experience that I’ve noted exacerbate communications problems. The most common complaint voiced in the survey was failure to solicit input from operators during project designs or failure to incorporate suggestions. On the other hand, some operators do not voice concerns or issues at the appropriate time or in a professional manner, or they fail to participate at all. Egos can also interfere with communication. If either or both groups see themselves as superior or more knowledgeable, it’s difficult to interact in a positive way. This can lead to the inability to address a project’s unique challenges. Management Issues If top management at a utility fails to set clear goals and objectives at the onset, relations between operators and engineers will suffer. In addition, if a manager supports one group over the other, friction between engineers and operators will fester. Failure of a manager to be part of the overall process hurts as well. Ignorance of problems among the project team members does not make those problems go away. In fact, problems can become worse.

The Effect of Friction Between Operators and Engineers While frictions between engineers and operators may seem like simple personality conflicts, the effects can range from irritating to disastrous. This is not to say that no conflict or disagreements should ever exist. On the contrary, a certain amount of passionate engagement can lead to a better project, as some disagreement will make both parties look at an issue in more detail. Increased creativity and better solutions can result when people challenge one another. However, when disharmony leads to communication failure, stubbornness, ego wars, or worse, the project and overall attainment of goals will suffer. Some results of this friction, as noted in the survey results and in my own experience include: S Missed opportunities for cost savings or performance S Project delay or collapse S Future maintenance problems S Increased design, capital, or operational costs S Operational problems during or after commissioning S Regulatory violations S Poor application of equipment S Reduced asset life S Safety and access issues A few survey respondents mentioned low acceptance levels if operators felt disengaged, or that a design (good or bad) will not work unless the operators want it to work. Three respondents noted they had experienced sabotage of a project by operators, or they purposely did not follow design protocol. At a minimum, this disharmony creates additional stress, negativity, and bad feelings for everyone involved with the project.

May 2016 • Florida Water Resources Journal

Working Better Together Engineers and operators are always “better together.” The differences noted make working together a challenge at times, but the end result—a better, safer, and more sustainable project—means taking the challenge of working together seriously. Here are some ideas for helping engineers and operators work cooperatively, even happily, together. Start Working Together Early and Continue Through Commissioning Engineers should engage operations staff early in the project, meaning in the planning stage. This was one of the most noted suggestions in the survey. It’s important that both engineers and operators fully understand the goals of the project and the design intent. Meeting on site is important, so that visual references are available during discussion of the project. Operators can make suggestions to improve safety and maintenance capability, as well as address operational issues. On-site meetings should be held regularly, at least during specified project phases (30-6090 percent completion), and everyone should practice “objective listening” during the reviews. Operators must do their part and fully participate—including reading plans and specifications, attending meetings, and taking field trips for equipment review. Questions should be addressed and comments should be made in a professional and timely manner and in as much detail as possible. Whenever possible, the engineers should be engaged through the construction and initial operations process. This allows both engineers and operators to more easily address and correct problems.

Continued from page 49 Mutual Respect One of the survey respondents suggested that everyone “check their egos at the door” when working together on a project. Developing a common mindset—a “team” attitude where the utility’s goals are always in the spotlight—is key to help form a working bond. Operators should view the engineer as their trusted advisor. Similarly, engineers should respect the practical, on-site knowledge of the operator. Understand Each Other’s Challenges Operators and engineers both have challenges, some shared and others not. Available budgetary funds affect both groups, they have the same schedule to meet, and they want the same outcome—a successful project of which they can be proud. Operators may feel the pressure of maintaining regulatory compliance more so than engineers. Engineers have responsibility for ensuring that there are no errors or omissions in their work; they must have successful projects that are completed on time and within budget in order to obtain future work or remain employed by their utility.

Understanding each other’s problems and challenges can ultimately lead to a more cooperative environment.

would also benefit from discussing schedules and timeliness and how each group can affect these items.

Project Process Training

Management’s Role Directors and managers must bring the team together to accomplish the utility’s goals for the project—maintaining compliance, operating efficiently, staying within the budget, keeping customers satisfied, and ensuring elected officials understand the issues affecting the business. Over the years, I learned how much the utility depends on knowledgeable and talented engineers and operators. I greatly appreciate the skills of both groups. And while one group may take the lead based on the situation, neither operators nor engineers are more important than the other.

Engineers, operators, and utility directors all have the same ultimate goal of a great project that serves the public. Training operators and engineers in the basic process for completing a major project would be helpful. Training should include all project phases, including preliminary planning, budget process, final design, bidding, award, and construction (including the change order process) to final inspection, warranty, and full operation of a new system. If everyone on the team understands the complexity and difficulty of making a project happen, some of the friction may disappear. Project process training would highlight how important it is for operators to do thorough plan reviews during design versus coming up with changes during construction. It would also provide insight for the engineers about the importance of having good budget and construction estimates to avoid embarrassment of over-budget projects. Both groups

Keeping the Goals in Mind The talents of both operators and engineers are critical to creating successful projects and well-operating systems. Working together is crucial. Ultimately, if all the team members make protecting the public health and the environment their top priority, they can pool their skills to reach these goals. S

Florida Water Resources Journal • May 2016

Attracting and Keeping Top Talent in the Water Industry Orange County Utilities’ Skilled Workforce Achievement Program Series

Jacqueline Torbert While nearly every water utility anticipates increasing difficulties in hiring technically qualified employees, Orange County Utilities (OCU) has designed a utility-wide approach to retaining and developing in-demand expertise and leadership. The retirement wave is real and gaining momentum. In 2012 OCU anticipated that over the next five to eight years approximately 23 percent of its workforce will have more than 30 years of service or would be over the age of 62 and, therefore, eligible to retire. Recognizing the demographics of the organization, OCU began a major update of its strategic plan. Based on many workshops; strengths, weaknesses, opportunities, and threats (SWOT) analyses; employee surveys; and the effective utility management prioritization process, five initiatives were developed, along with goals and strategies, to accomplish those initiatives. One of the initiatives, “Unify and Strengthen Our Team” (Figure 1), is essential to fulfilling OCU’s public purpose, accomplishing regulatory goals, and becoming the employer of choice in the area. “One Utility United Through Excellence” is OCU’s vision, defined in its strategic plan, which serves as the foundation to prepare the workforce for the future. The Skilled Workforce Achievement Program (SWAP) is uniquely designed to meet the short-term, long-term, and distinct personnel needs of

seven divisions and OCU as a whole. The SWAP also addresses its larger purpose of motivating, unifying, and strengthening employees. Produced through a series of employee-led teams, workshops, and other means of personnel involvement, SWAP connects skilled leadership and staff to future career paths within OCU.

The SWAP Concept The SWAP is based on a framework familiar to engineers, chemists, licensed operators, and other professionals with established degrees, certification, or licensure. An acrossthe-board application of these types of principles and a credentialing system for each position are the backbone of creating a forward look and career path for each utility worker. The SWAP is an innovation that max-

May 2016 • Florida Water Resources Journal

imizes OCU’s workforce adaptation to a future of impending automation, increased technology, learning, and growth. The approach is straightforward. First, SWAP defines and broadly communicates the means for employees to acquire technical skills relevant to the duties of their established positions. This variety of technical skills is then grouped in associated skill sets. The skill sets are then layered in order of progressive difficulty, ascending as tiers of qualification and accomplishment, with the levels titled as: baseline, intermediate (qualifying), and master. Each tier, or group of skill sets, can be layered and visualized like a pyramid. Each pyramid is associated with a more broadly defined “progression path.” Each path describes accumulated skills, which may reach across the full span of a career and are characterized by common testing, training, and resulting authentication of skills. Finally, in recognition of verified achievements, as long as they are aligned as assets to OCU’s strategic plan, preestablished monetary incentives are provided for each skill gained along a progression path. The OCU approach is transparent, repeatable at other similar utilities, and can be accommodated to enhance (not replace) established organizational structures. Designing SWAP required what OCU calls the Triple A Bottom Line: S Anticipate workforce changes. S Act immediately to align workforce development to the strategy plan. S Acknowledge the good and bad lessons learned from similar efforts in the past.

Establishing a Framework for SWAP Four overarching recommendations were made to begin the SWAP effort: 1. Promote hiring within OCU. Hiring appropriately skilled and motivated employees from within is OCU’s first option. As increasing retirements take a toll on staffing, SWAP can direct training resources to fill the gaps, which reduces costs in recruitment. 2. Increase motivation and results in efficiencies.

3. Present a clear future to employees at OCU by giving them a choice of eight career categories, or what are called Career Colleges (Figure 2). This is a new perspective on the workforce as a highly talented, experienced group of people dedicated to providing excellence in the following areas: environmental stewardship, planning and logistics, stakeholder care, business systems, strategic management, facilities infrastructure operations, community infrastructure operations, and infrastructure maintenance services. 4. Create clear progression paths that offer accumulated, directly linked, and related skill sets, providing lateral technical growth as well.

and training requirements are all part of what OCU captures from the institutional knowledge of departing staff, helping ensure SWAP as a means for successful succession planning. In addition to the SWAP steering team, a cross-functional/multilevel assessment team was assembled. These teams acted to align SWAP to the strategic plan, preventing expensive and reactionary hiring in the medium term. The teams organized skill sets into progression paths for more efficient and verifiable certificate testing and training, giving employees options to develop in each of the progression paths within a college.

Perhaps most importantly, OCU acknowledged the accomplishments and knowledge-retention efforts that accumulated value in the past. About eight years ago, OCU developed a plant operator pyramid for trainees: level 1, level 2, and level 3. Each of these skill sets applied to plant operators in water and reclaimed water. These three levels became the basis for the comprehensive, OCU-wide SWAP effort. As SWAP is skill-based, employees accumulate proficiency in specific skills, and in some cases, obtain higher-level licenses through a variety of accredited national and Continued on page 54

The OCU is using its ability to learn (as individuals and as an organization) as a competitive advantage in the skills market. Building on a foundation of experience, itâ&#x20AC;&#x2122;s making its business culture achievement-focused, where technical and professional growth are encouraged and recognized. The utility is anticipating, acting, and acknowledging its way to a stronger and more unified workforce. To begin organizing SWAP, OCU made a purposeful effort to anticipate workforce changes, and a SWAP steering team consisting of executive management was assembled. The team solicited estimates of the future size and skill of the workforce through 2018; retirement and expected attrition rates were also considered. An automation master plan was used to make initial staffing projections required to maximize OCUâ&#x20AC;&#x2122;s resources and technology for its infrastructure. Moreover, estimates of staffing levels, shifts, practices,

Florida Water Resources Journal â&#x20AC;˘ May 2016

Continued from page 53 local programs (examples include the Florida Department of Environmental Protection operator and certification program and the Florida Water and Pollution Control Operators Association voluntary field technician program). Moreover, SWAP leverages leadership and employee development as a means for individuals to become aware of, and then take responsibility for, their own career growth in the water industry. To fulfill its strategic plan, OCU needed to build a knowledge-retaining and skillbased staff for the entire organization—not just a few specialty areas. As the SWAP concept continues to develop, the requirements for advancing from one level to the next become more defined. Using three levels as the basis for the certification structure, advancement through the levels is based on specific and verifiable metrics.

Next Steps Currently, eight assessment teams, comprised of utility and human resources staff, are working to complete core competencies, job descriptions, and training matrices for each progression path within a career college. Also in progress are: 1. The development of a compensation and deployment strategy for the SWAP effort. 2. The development of a technology strategy to monitor, track, and measure employees’ status as they move through the career progression within SWAP. While it’s a major program for OCU, SWAP is also being evaluated as a potential pathway for other departments within the county. As depicted, the goal for 2018 is a lofty one, but achievable because it’s about the sustainability of the industry, and thus the entire community. We can’t survive without water; we also cannot survive without those who support the water infrastructure. Jacqueline Torbert is a division manager at Orange County Utilities in Orlando. S

May 2016 • Florida Water Resources Journal

Magnetite-ballasted clarification enables this 18-f t diam. clarifier to handle 2. 3 mgd. Dense floc settles immediately beneath the center well, rather than dissipating throughout the clarifier.

SETTL L THE LE T E FLOC DOWN N Evoqua’s BioMag® and CoMag® systems use magnetite to ballast floc and deliver rapid and reliable settling. Both systems dramatically improve plant capacity and treatment performance with existing tanks and a limited footprint.

Watch video of magnetiteb a l l a s t e d s e t t l i n g co m p a r e d to conventional options at

www.evoqua ua.com o /settledown

Choose the BioMag System for ballasting biological floc to enhance activated sludge processes. Choose the CoMag System for ballasting chemical floc to remove particulate contaminants in wasstewater, drinking water and industtrial applications. Represented by: Greg Chomic gchomic@hey wardfl.com 407.628 .1880

Florida Water Resources Journal • May 2016

C FACTOR

The Boss–Employee Relationship is a Two-Way Street Scott Anaheim President, FWPCOA

believe everyone has heard the phrase, “To talk the talk, you need to walk the walk.” Well, that is a perfect saying when it comes to management. Too many times we get up in front of our employees and preach safety and the importance of following policies and procedures, but when we show up on the job site we don’t follow the same rules that we preach. A long time ago, when I was a construction foreman, we had an assistant supervisor who would perform job-site checks, and before he would leave he had to find one item for us to correct. It took me about a week to catch on, so from then on when I knew he would be coming by I would go knock down one of our “Men Working” signs or barricades so he would notice. It worked like a charm, and sure enough, right before he left he would walk up to me and point out the infraction before leaving. We always got a kick out this, knowing that

this was the same guy who would shut down his crew after lunch to go play basketball, and how he is holier than the pope when it came to safety and following policies and procedures. Why tell this story? The answer is easy: because our actions (or lack of them) follow us even when we try to change, whether you’re a manager, supervisor, lead mechanic, or whoever is the lead for the job or project. Our actions tell a lot about how we manage and lead, and I have worked for some really good supervisors and higher management. Then there are the ones who just drive you crazy. I hate dealing with the one where all you hear is, “I had to write this, I had to call so and so, I had to do another department’s job,” and so on. If that’s their idea of managing, then they aren’t doing their job, especially if they have supervisors, managers, or directors working for them. They need to be leading and mentoring their folks so they can handle the situation, not doing it for them. It’s too easy to get caught up in the heat of the moment, and there are times when you may need to step in, but let the appropriate level handle it first—or at least attempt to resolve it. There are hundreds of books written about how to manage employees effectively, but you can probably count on one hand how many

May 2016 • Florida Water Resources Journal

books there are when it comes to advising employees about how to manage their bosses. The boss–employee relationship is a two-way street and employees are just as responsible for establishing a good relationship with their managers as those managers are for doing the same for their team. What typically happens is a good employee gets promoted because he or she is just that—a good employee. The common thought is if you’re a great water/sewer inspector, you’ll be a great water/sewer-inspection supervisor. Many times you have seen these people being placed in a position with no additional supervisory or managerial training, so we end up with a lot of employees being managed and supervised by people with inadequate preparation. Many people believe that just because someone is your boss, it’s his or her job to develop a good relationship and communicate with you effectively. The truth is it’s a two-way relationship, and an important one at that, because that person influences many key things, from salary to the quality of your working environment. Sometimes it’s best to speak up and give feedback, whether you have a great, good, or notso-good supervisor. First, accept that, for better or worse, the boss is the boss. Those who don’t accept that fact are doomed to an unwinnable power struggle. The next time your boss is on the job site, try to educate him or her, and if they’re not wearing the proper safety personal protection equipment or doing something else inappropriate, call them out, but be respectful and don’t do it in front of everyone; show that you’re there to help, not make anyone look like an incompetent fool. The bottom line is that both workers should continually challenge themselves to improve the supervisor-employee relationship. Speaking of continually challenging yourself, I had the great opportunity to talk with a lot of folks during our recent short school, and one was a supervisor who commented on our mechanics course. He was impressed with the course and learned a lot of valuable information, and he was going to back to his boss and recommend that they send all their mechanics to the course. Also remember that it’s never too early to get those pesky CEUs for the next license renewal cycle, so please check out our courses offered on the FWPCOA Online Institute. Tim McVeigh does a wonderful job of maintaining this and always has great courses to choose from. S

FWRJ READER PROFILE recently passed the utility management certification from NRWA. All of the course work I have taken over the years has helped me both personally and professionally.

Jamie Hope Florida Rural Water Association, Tallahassee Work title and years of service. I have been a wastewater technician/trainer with FRWA since August 2012, traveling daily to provide technical assistance and training throughout Florida. I began working with FWRA after I retired from Gainesville Regional Utilities as director of water reclamation facilities and lift stations. What does your job entail? I provide technical assistance to our members, performing flow meter calibrations/verification, smoke testing, and CCTV inspection to identify the source and location of inflow/infiltration within wastewater collection systems. I work with the Florida Department of Environmental Protection (FDEP) northeast, central, and southwest districts on compliance issues. As a trainer, I train students on emergency preparedness, wastewater exam preparation, nutrient removal, oxidation reduction potential meters, sustainable utility management, microbiology, and electrical and chemical safety. These are just a few examples of training classes I lead. Education/training you’ve taken. Over the past 30 plus years, I have attended numerous FWPCOA short schools, courses at the TREEO Center in Gainesville, and several classes with the National Rural Water Association (NRWA), as well as with FRWA. I

What do you like best about your job? I find it very rewarding to provide support to rural community utility systems, assisting with troubleshooting operational problems and helping to put these facilities back into compliance with FDEP. I enjoy the continuing learning opportunities with each of these facilities, as they each have a unique set of operational issues. Working in larger facilities in Gainesville for 28 years has provided me the experience and knowledge base to work successfully with the smaller wastewater facilities. I am able to provide facility operators with support in solving their operational challenges and provide suggestions to improve operations, and also train the operators so they can successfully troubleshoot problems in the future, keeping their facilities in compliance. Each problem solved increases my ability to help other facilities. When I hear from past students and trainees that they have successfully passed their certification exam, it reminds me how important my efforts are to them. I enjoy the exam preparation course training and tutoring I provide, and many of my students have written me that they believe they could not have been successful without this training. What organizations do you belong to? I’m a member of FWPCOA, FWEA, WEF, FRWA, and NRWA. How have the organizations helped your career? All of the water and wastewater organizations within Florida provide the training needed to obtain a license or certification, which has allowed me to progress from an operator trainee in 1984, to being a water reclamation director, to working with FRWA as a technical trainer.

Granddaughter Peyton with her “Papa”

May 2016 • Florida Water Resources Journal

The Hope Family

All of the training that each of these professional societies provide has been taught by experts in the field and they have always been willing to pass along their institutional knowledge. Many of the people that I have met over the years within the water and wastewater profession have proven to be some of the most genuine people I know and I am privileged to be able to call many of them friends. What do you like best about the industry? The wastewater industry continues to evolve by developing new technologies, and facilities are being asked to provide treatment to comply with lower limits, which many were never designed or intended to achieve. I like working with the operators on any changes that can be made to help their facilities stay or get back in compliance, with the FDEP districts on compliance assistance, operator outreach, and attending “Focus on Change,” which is training offered by FDEP and FWRA. What do you do when you’re not working? My wife, Debbie, and I have been married for almost 33 years. We have raised three children, all now adults, and are raising two little boys (10 and 13) and have one very red-headed 18month-old granddaughter. We recently purchased a travel trailer and have spent many weekends camping with the family at various campgrounds around central and north Florida; we have found several we have enjoyed returning to often. I love to hunt and fish and spend time on our boat in Anna Maria, snorkeling with the manatees in Crystal River or pulling one of our children on the wakeboard or tube, and water skiing on Lake Santa Fe. We also love to snow ski in North Carolina, though I must admit I am not very good at it. I have enjoyed coaching our little guys in flag football, baseball, and soccer through our church and Upward Sports. I coached high school and American Legion baseball years ago, and now enjoy umpiring baseball and softball. S

Jamie and wife Debbie

Trainin ng You o Can Understand d

Upcoming Courses The Science of Disinfection

U.S. DOT Hazardous Materrials/ Waaste Transportation

May 24, 2016 | Taavares, FL

June 16, 2016 | Palm Coast, FL

Process Control of AWT W Plants June 7-9, 2016 | Gainesville, FL

ȱ ȱ ȱ ę ȱ

ȱ ȱ ȱ ę ȱ June 21-24, 2016 | Gainesville, FL

July 18-22, 2016 | Gainesville, FL

ȱ ȱ ȱ ę ȱ

£ ȱ ȱ ȱ for Generators June 15, 2016 | Palm Coast, FL

July 19-22, 2016 | Gainesville, FL

ȱ ¡¢ ȱǻ Ǽȱǭȱ ¡¢ ȱ ȱ ȱǻ Ǽȱ July 27, 2016 | Destin, FL

ǯ ǯ Ěǯ 60

May 2016 • Florida Water Resources Journal

New Products The Water Eater® wastewater evaporator from Equipment Manufacturing Corp. has been engineered to efficiently evaporate the water content from many noncombustible wastewater sources. A power exhaust system releases the moisture into the air, leaving only a small residue requiring disposal. This massive reduction in the volume of liquids requiring disposal not only slashes disposal costs, but also economizes by reducing storage area requirements, labor, time for handling, and frequency of disposals. Evaporation rates range from 5 to 40 gal per hour. An optional auto-fill system automates the process and allows for 24-hour operation. The evaporator, available in gas- or electric-heated models, has been designed to operate simply and efficiently, is easily installed, and is constructed of quality materials and equipment to assure trouble-free operation and long service life. (www.equipmentmanufacturing.com)

The BEACON® Advanced Metering Analytics (AMA) mobile solution from Badger Meter is built on a century of water metering experience. Combined with an intuitive

BEACON AMA software suite, and proven ORION® communication technology, the AMA mobile solution is prepared for the future. The product family provides utilities with a comprehensive meter reading solution using two-way communications. The migratable endpoints are easily upgraded from mobile to fixed network data collection without rolling a truck or reprogramming the endpoint. The ORION Cellular endpoints can be added as needed for hard-toread locations or to more closely monitor large water customers. (www.badgermeter.com)

The Slot Injector™ system from Kla Systems Inc. is similar to a modern jet aerator, but uses a slot-shaped configuration to achieve higher efficiencies. The slot-shaped nozzle and mixing chamber provide a greater shear surface for mass transfer than a circular jet opening of identical area. The system is a superior jet aeration system that is specifically applied to industrial biological treatment processes where fine screening is a standard pretreatment operation in both conventional and advanced air activated sludge applications. The system’s propulsion jet

creates a zone of extreme negative pressure, which enhances gas entrainment. Its mixing chamber incorporates a distinguishing pressure recovery zone that distinguishes it from a conventional jet aerator. (www.klasystems.com)

Romtec Utilities designs complete sewer lift stations for wastewater pumping applications with all structural, mechanical, electrical, and communication systems included. Romtec designs and constructs systems for municipalities, sewer districts, developers, contractors, engineers, and private companies to meet the budget and design standards of each entity. The company has extensive engineering experience in virtually all types of wastewater pumps, grinder pumps, valves, flow meters, and control technologies. The company can also design and manufacture wastewater lift stations with protective coatings and liners, odor control systems, bar screen vaults, muffin monsters, bypass pumping ports, and many additional custom components. (www.romtecutilities.com) Continued on page 62

Florida Water Resources Journal • May 2016

Continued from page 61

Spectro Scientific announced the launch of the new MicroLab® Series all-in-one, automated lubricant analysis systems. The MicroLab platform is used in virtually every industry that operates equipment powered by engines, including automotive and trucking, energy, mining and heavy equipment, water and wastewater, agriculture, and all levels of government, from the military to local municipalities. The ability to perform oil analysis on location eliminates the ongoing expense of outside testing services and dramatically reduces the time waiting for the results of the tests. This can save days or weeks, which can be critical if a mechanic is trying to diagnose a problem on a vehicle before it leaves the service bay or for a maintenance operator who is responsible for keeping millions of dollars’ worth of the equipment running on a drill ship in the North Sea or other challenging location. The systems provide comprehensive results in less than 20 minutes, which enables companies to maintain the readiness of mission-critical assets and improve reliability at remote loca-

tions, while decreasing downtime and lowering maintenance costs. (www.spectrosci.com)

The ZFP500 storage hopper from Sodimate is ideal for discharging smaller quantities of product delivered in 50-lb bags, such as lime, cement, or powdered activated carbon. The unit features an arch-breaking spindle fitted with flexible blades that rotate within the hopper bottom, preventing bridging and blockage. Standard hopper capacity ranges from 50 to 1,500 gal, and fabrication material can vary depending on the customer’s needs. Typical fabrication materials include high-density polyethylene, stainless steel, and fiberglass. (www.sodimate-inc.com)

Fortrans Inc. has developed a new way to produce low-cost de-aerated water by integrating its patented Dif-Jet gas injector into batch production of de-aerated water in storage tanks. The Dif-Jet device is used to efficiently inject and mix nitrogen gas into a pressurized water pipe and then discharge into and circulate in a tank of water. The nitrogen, being

May 2016 • Florida Water Resources Journal

highly soluble in water, will force the oxygen out of the water without requiring a vacuum pump, heat, or other device. The oxygen is vented out of the top of the tank automatically. The company conducted testing using a 500-gal closed-head polyethylene tank with a single Dif-Jet gas injector. A circulation pump is connected to the injector piping, which is then connected to the intake and discharge fittings on the tank. The injector is connected to a regulator installed on a standard 300-cu-ft cylinder of nitrogen gas. Paired with a nitrogen generator, this system can provide a continuous stream of de-aerated water at nearly half the cost of membrane filter or vacuum pump systems. The nitrogen gas injector was fed 5 CFM of nitrogen at 25 psi to produce 500 gal of de-aerated water in 25 minutes. The treated water had a dissolved oxygen content of less than .1 mg/L. Faster de-aeration times can be achieved by using a manifold of two to four Dif-Jet gas injectors to de-aerate larger treatment tanks and maintain a constant supply of de-aerated water. A dissolved oxygen controller may be used to produce a constant supply of water at low dissolved oxygen levels. (www.fortransinc.com) S

ENGINEERING DIRECTORY

Tank Engineering And Management

Consultants, Inc.

Engineering • Inspection Aboveground Storage Tank Specialists Mulberry, Florida • Since 1983

863-354-9010

www.tankteam.com

ENGINEERING DIRECTORY

EQUIPMENT & SERVICES DIRECTORY

Showcase Your Company in the Engineering or Equipment & Services Directory Contact Mike Delaney at

352-241-6006 ads@fwrj.com

Motor & Utility Services, LLC CEC Motor & Utility Services, LLC 1751 12th Street East Palmetto, FL. 34221 Phone - 941-845-1030 Fax – 941-845-1049 prademaker@cecmotoru.com • Motor & Pump Services Test Loaded up to 4000HP, 4160-Volts • Premier Distributor for Worldwide Hyundai Motors up to 35,000HP • Specialists in rebuilding motors, pumps, blowers, & drives • UL 508A Panel Shop, engineer/design/build/install/commission • Lift Station Rehabilitation Services, GC License # CGC1520078 • Predictive Maintenance Services, vibration, IR, oil sampling • Authorized Sales & Service for Aurora Vertical Hollow Shaft Motors

CLASSIFIEDS P osi ti ons Ava i l a b l e

Wastewater Treatment Plant Operator “C” Salary Range: $45,379. - $65,800. Utilities Treatment Plant Operations Supervisor $55,452 - $78,026/yr.

Utilities System Operator II $37,152 - 52,279/yr.

Water-Reuse Distribution Supervisor $55,452 – 78,026/yr.

Utilities Engineering Inspector $52,279 - $73,561.90 Apply Online At: http://pompanobeachfl.gov Open until filled.

City of Temple Terrace Technical work in the operation of a water treatment plant and auxiliary facilities on an assigned shift. Performs quality control lab tests and other analyses, monthly regulatory reports, and minor adjustments and repairs to plant equipment. Applicant must have State of Florida D.E.P. Class “A”, “B”, or “C” Drinking Water License at time of application. SALARY RANGES: $16.59 - $24.89 per hour • w/”C” Certificate $18.25 - $27.38 per hour • w/”B” Certificate (+10% above “C”) $20.08 - $30.12 per hour • w/”A” Certificate (+10% above “B”). Excellent benefits package. To apply and/or obtain more details contact City of Temple Terrace, Chief Plant Operator at (813) 506-6593 or Human Resources at (813) 506-6430 or visit www.templeterrace.com. EOE/DFWP.

Electronic Technician The City of Melbourne, Florida is accepting applications for an Electronic Technician at our water treatment facility. Applicants must meet the following requirements: Associate’s degree from an accredited college or university in water technology, electronics technology, computer science, information technology, or related field. A minimum of four (4) years’ experience in the direct operation, maintenance, calibration, installation and repair of electrical, electronic equipment, and SCADA systems associated with a large water treatment facility. Experience must include field service support and repair of PLC’s, HMI, SCADA, programming VFD’s, switchgear and working in an industrial environment. Desk/design work does not count toward experience. Must possess and maintain a State of Florida Journeyman Electrician License. Must possess and maintain a valid State of Florida Driver's license. Applicants who possess an out of state driver’s license must obtain the Florida license within 10 days of employment. Salary Range: $39,893.62-$67,005.12/yr, plus full benefits package. To apply please visit www.melbourneflorida.org/jobs and fill out an online application. The position is open until filled. The City of Melbourne is a Veteran's Preference /EOE/DFWP.

May 2016 • Florida Water Resources Journal

The Florida Keys Aqueduct Authority’s WASTEWATER DIVISION IS GROWING, and we need a WWTP Operator with a Florida “C” license or higher. You will perform skilled/technical work involving the operation and maintenance of a wastewater treatment plant (the majority of our plants are brand new, state of the art plants). Must have the technical knowledge and independent judgment to make treatment process adjustments and perform maintenance to plant equipment, machinery and related control apparatus in accordance with established standards and procedures. Benefit package is extremely competitive! Must complete on-line application at www.fkaa.com EEO, VPE, ADA

CITY OF WINTER GARDEN – POSITIONS AVAILABLE The City of Winter Garden is currently accepting applications for the following positions: - Traffic Sign Technician - Water/Wastewater Plant Operator – Class C - Solid Waste Worker II - Utilities Operator II - Collection Field Tech – I & II - Distribution Field Tech – I & II Please visit our website at www.cwgdn.com for complete job descriptions and to apply. Applications may be submitted online, in person or faxed to 407-877-2795.

City of Winter Garden - Senior Engineer The Sr. Engineer is involved in the planning, design, construction and inspection of streets, stormwater improvements, and water and wastewater utilities projects. Salary DOQ. The City of Winter Garden is an EOE/DFWP that encourages and promotes a diverse workforce. Please apply at http://www.cwgdn.com. Minimum Qualifications : • Bachelor of Science in Civil Engineering • Florida PE license or ability to obtain license within 6 months of hire • 10 years of progressively responsible professional/administrative public works experience • Valid Florida driver's license • Thorough knowledge of stormwater and utility system design, construction, and maintenance; engineering design; drafting; computer aided drafting systems; and design software (i.e., Auto CAD, AdICPR, ASAD, Ponds, Hydraflow, Networx)

City of Winter Garden Construction Projects Manager

Orange County, Florida is an employer of choice and is perennially recognized on the Orlando Sentinel’s list of the Top 100 Companies for Working Families. Orange County shines as a place to both live and work, with an abundance of world class golf courses, lakes, miles of trails and year-round sunshine - all with the sparkling backdrop of nightly fireworks from world-famous tourist attractions. Make Orange County Your Home for Life. Orange County Utilities is one of the largest utility providers in Florida and has been recognized nationally and locally for outstanding operations, efficiencies, innovations, education programs and customer focus. As one of the largest departments in Orange County Government, we provide water and wastewater services to over 500,000 citizens and 62 million annual guests; operate the largest publicly owned landfill in the state; and manage in excess of a billion dollars of infrastructure assets. Our focus is on excellent quality, customer service, sustainability, and a commitment to employee development. Join us to find more than a job – find a career.

The position acts as the City's project manager for all capital improvement construction projects including water, wastewater, roadways, parks, stormwater systems and other facilities; inspection of private development projects; and supervision of 3 construction inspectors. Salary DOQ. The City of Winter Garden is an EOE/DFWP that encourages and promotes a diverse workforce. Please apply at http://www.cwgdn.com. Minimum Qualifications: • High school diploma or GED equivalent and two years of college coursework. • 10 years of field experience in utilities and/or structural construction management • Working knowledge of general construction of above and below ground utilities. • Valid driver's license

Lake Placid Regional Utility is currently seeking a licensed minimum dual C operator or will consider wastewater only . Please visit www.lakeplacidfl.net/bulletin/employment.html or call (863) 699-3747 for further information and job description.

We are currently looking for knowledgeable and motivated individuals to join our team, who take great pride in public service, aspire to create a lasting value within their community, and appreciate being immersed in meaningful work. We are currently recruiting actively for the following positions:

Assistant Manager, Field Services $87,214– $112,133/ year

Assistant Manager, Water Reclamation $73,611– $95,077/ year

Environmental Management System Project Manager $69,118– $88,837/ year

Engineer I, II, III $43,285– $81,557/ year

Industrial Electrician I $36,733 – $48,464/ year Apply online at: http://www.ocfl.net/jobs. Positions are open until filled.

Utility Technician The Dunes Community Development District is seeking qualified applicants for the position of Utility Technician. This position performs outdoor maintenance of the water distribution, wastewater collection, reuse distribution and stormwater systems. Minimum qualifications: High School diploma, G.E.D. or other certificate of competency and a valid Florida Drivers license. Applicants with two or more years of related experience and/or distribution/collection certification are preferred. Salary range $13.45 -$23.96, depending on qualifications, experience and certifications held. Applications may be downloaded from the District’s website, www.dunescdd.org Open until filled.

Plant Maintenance Technician - IRC33414 $42,368 - $60,680 DOQ Skilled technical work in the maintenance and repair of treatment and pumping equipment, instrumentation, electrical and control equipment, and electronics used in water and wastewater treatment plants and pumping stations. Requirements: high school diploma/GED equivalency; State of FL “B” CDL; must have journeyman level electrical/mechanical experience. Emphasis on electrical/electronic experience. Closes 04/15/2016, 4 PM DST Plant Maintenance Technician II - IRC32992 $43,638 - $63,690 DOQ Highly skilled technical work in the maintenance and repair of treatment and pumping equipment, instrumentation, electrical and control equipment, and electronics as well as instrumentation used in water and wastewater treatment plants and pumping stations. Requirements: high school diploma/GED equivalency; State of FL “B” CDL; must have electrical/mechanical experience. Emphasis on electrical/electronic experience. Closes when filled. Plant Maintenance Mechanic - IRC33422 $40,565 - $54,923 DOQ Journeyman level mechanical and technical work position involving preventative and corrective maintenance to water reclamation mechanical, electrical and plant equipment. Requirements: high school diploma/GED equivalency; State of FL “B” CDL; must have journeyman level mechanical/electrical experience. Closes 04-15-2016, 4 PM DST See details at www.stpete.org/jobs EEO-AA-Employer-Vet-Disabled-DFWP-Vets' Pref Florida Water Resources Journal • May 2016

City of Clearwater – Controller Target entry: $60-$65,000

City of Margate Plant Manager – Water Treatment Plant

Clearwater Public Utilities Department is seeking a professional accountant for highly responsible financial analysis work. Knowledge of rate studies, bond issuance, CAFR financial statements, and water/sewer utility operations required. CPA certification is desired. Apply by 4/28/2016 via www.myclearwater.com. For more information, contact 727-5624870 x0 or email humresweb@myclearwater.com. Clearwater is an Equal Opportunity Employer.

Under the general direction of the Department Director; plans, develops, organizes and directs operations and maintenance activities of the City’s water treatment plant. The incumbent reviews and supervises the work of subordinate personnel involved in daily treatment operations and is responsible for the effective, efficient and safe operation of the plant and the associated infrastructure. Technical expertise is essential as error in technical judgment could result in extensive damage to the environment, facilities or both. Position exercises a high degree of independent judgment in selection of work methods and procedures, subject to review by the department director. Work is reviewed through conferences, reports and observation of the operations success of the systems and achievement of objectives. Performs other related work as required. Minimum training and experience – Bachelor’s degree supplemented by minimum three (3) years of supervisory experience, or a high school diploma supplemented by minimum six (6) years of supervisory experience, in the operation and maintenance of water treatment plants and associated infrastructure. Florida “Class A” Water Operator’s License require. Must possess and maintain a valid State of Florida Driver License. Knowledge of local, state and federal requirements pertaining to water treatment operations is essential. Competitive starting salary $58,266. Excellent benefits. The City of Margate is a participant in the Florida Retirement System and is an Equal Opportunity Employer. Employment applications are available in Human Resources or may be down loaded from our web site, www.margatefl.com. Completed applications must be submitted to Human Resources, Margate City Hall, 5790 Margate Blvd., Margate, FL 33063. This position is open until filled.

“C” Water Plant Operator The City of Lake Mary is hiring a Class "C" Water Plant Operator. $31,158 - $48,651 with exc. benefits. Please visit www.lakemaryfl.com for the requirements, job description and to apply. EOE, V/P, DFWP

CORAL SPRINGS IMPROVEMENT DISTRICT

JOB OPENING Field Technician The Coral Springs Improvement District is accepting applications for the position of Field Technician. Individuals assigned to this classification are expected to have the mechanical skills and abilities necessary to perform the general manual labor required. Generally work with more experienced employees, but expected to work independently to perform relatively routine well-known tasks or more work following specific directions in all aspects of wastewater collection. The qualified applicant should have the ability to do the following:  Knowledge of various equipment including driving a truck, jet truck, back hoe/loader, fire hydrant seating equipment, shoring materials, trash pumps and hand tools.  Inspect water distribution mains and lines for needed maintenance and repair; participate in the repair of water mains and lines; install clamps, pipe or fittings, make proper tie-ins.  Trouble shoot to locate the causes of wastewater odor complaints.  Respond to public inquiries in a courteous manner; provide information within the area of assignment.  Receives, reviews, prepares and/or summit’s a variety of documents such as maps, daily schedules, weekly activity reports.  Remain on-call to respond to emergency situations for repair of distribution system.  Ability to deal with people beyond receiving instructions.  Must be adaptable to performing under stress when confronted with emergency situations.  Have a valid Florida Drivers License  Have a High School Diploma or GED equivalent  Must obtain Class C FDEP Water Distribution License within 15 months of employment. Please see our website at www.csidfl.org to obtain and submit a completed applications to 954-753-6328 attention: Jan Zilmer Coral Springs Improvement District 10300 N.W. 11th Manor Coral Springs, Fl. 33071

May 2016 • Florida Water Resources Journal

ENVIRONMENTAL ENGINEER BESH Engineering seeks experienced environmental engineer for all aspects of water and wastewater design, including treatment plants, pump stations, and collection, transmission and distribution systems. Water and wastewater treatment plant design and permitting experience a plus, and experience with hydraulic modeling, specification writing, Autocad drafting, project bidding, construction oversight and project funding preferred. Applicant must possess State of Florida E.I. with minimum 4 years experience. Florida P.E. a plus. Salary commensurate with experience. CIVIL ENGINEERING DESIGN TECHS BESH Engineering is currently seeking to add Civil Engineering Design Technicians to their staff. Applicants must have proficient experience in the Civil Land Development design field, AutoCAD 2014 or higher a must. ICPR, stormwater and hydraulic modeling programs a plus. Applicants must be familiar with Land Development Regulations and permitting agencies. FDOT experience also a great plus. Come join a great team! Drug Free Workplace and an Equal Opportunity Employer. Please email resume to: info@besandh.com

Sarasota County Government Environmental Specialist III, Utility Engineer, Utility Project Manager, Treatment Plant Operator - Wastewater (Trainee) Apply at www.scgov.net

Certification Boulevard Answer Key From page 12 1. C) Degasification

FOR EMPLOYMENT OPPORTUNITIES

VISIT OUR WEBSITE AT: WWW.CASSELBERRY.ORG Job Title: SCADA Utility Electronics Technician Salary: $37,973.00 - $56,959.00 We offer a competitive compensation package and affordable health benefits. The City of Casselberry is an Equal Opportunity Employer. For additional information regarding responsibilities or qualifications and to apply, please visit our website.

P os i ti on s Ava i l a b l e BRIAN BARNES – Holds Florida C and B Wastewater and C Water licenses and is sitting for the B Water license. Has a Class A CDL and is available for employment July 6. 2016. Contact at 2042 62nd Ave. S. St Petersburg, Fl. 33712. brianbarnes977@gmail.com KEVIN MORRIS – Seeking a Wastewater Trainee position. Presently taking a C Wastewater course to sit for the test in May. Employed part-time in Winter Park wastewater plant to earn credits towards license but will need additional credits. Prefers the central Florida area. Contact at 171 Garden Dr, Winter Springs, Fl. 32708 or kevinmorris1987@gmail.com or 407-218-1894.

Degasification is the term used to describe the removal of volatile compounds from water, which increases as the rate of air through water is increased. The basic principle of degasification is to force a column of air up and through a column of water flowing down. The degasifier has three main components: the tower, the blower, and the sump.

2. C) Nitrogen and phosphorus removal Conventional activated sludge is typically designed to remove TSS and CBOD5. Advanced wastewater treatment is typically required to achieve high removal levels of nitrogen and phosphorus.

3. C) High turbidity will shield bacteria and pathogenic organisms from the disinfection process. High turbidity will shield bacteria and pathogenic organisms from the disinfection process and exerts a high demand on the overall disinfection process. Water that has been filtered should always be below 1.0 NTUs.

4. C) Increase the tower pH The H2S breakthrough in a wet scrubber system typically means the tower pH is too low (although, it may mean that the system is being overloaded). Increasing the scrubber pH typically improves the H2S removal efficiency.

5. B) Calcium and magnesium Hardness is a characteristic of water caused mainly by the salts of calcium and magnesium, such as bicarbonate, carbonate, sulfate, chloride, and nitrate. Excessively hard water will result in calcium scale forming in the distribution system; water that is too soft will be corrosive.

6. B) The detention time is too short. The anticipated CBOD5 removal efficiency of a primary clarifier is about 25 to 30 percent. If the removal rate is less than 15 percent, this may be due to a short detention time in the clarifier, with too much flow being applied to the tank.

7. A) Detention time, mixing intensity, uniform mixing BRADLEY FOWLER – Seeking a Trainee position and has passed the C water and wastewater courses and needs plant hours to obtain a license. Prefers the Manatee County area and is willing to work within a 50 mile radius of the county. Studying Advanced Treatment. Available for work the beginning of May. Contact at Bradley Fowler S33798 A11246, Marion Correctional Institute, PO Box 158, Lowell, Fl. 32663.

LOOKING FOR A JOB? The FWPCOA Job Placement Committee Can Help! Contact Joan E. Stokes at 407-293-9465 or fax 407-293-9943 for more information. Classified Advertising Rates - Classified ads are $20 per line for a 60 character line (including spaces and punctuation), $60 minimum. The price includes publication in both the magazine and our Web site. Short positions wanted ads are run one time for no charge and are subject to editing. ads@fwrj.com

The three essential elements for process performance for flocculation are detention time, mixing intensity (too much will shear or break up the floc that has formed and with too little there will not be enough collisions between particles to form larger flocs), and uniform mixing. Remember that uniform mixing provides the collisions among all the particles, allowing larger flocs to form.

8. B) 9 p.m. An unaerated stabilization pond is provided DO by activity from algae. During the sunlight hours, algae convert carbon dioxide to oxygen via photosynthesis; this activity increases the DO level in the pond. However, during the nonsunlight hours, oxygen is removed from the water and converted to carbon dioxide; this activity reduces the DO in the water. Of the available hours in this question, 9 p.m. is the time when photosynthesis will have been at its highest for the longest period of time, providing the most amount of oxygen into the water and the highest DO for the day.

9. B) Galvanic corrosion Galvanic corrosion occurs when one metal gives up electrons to a dissimilar metal. Metals are listed in the galvanic series as to their resistance to give up electrons (corrode). One such metal is gold, which doesn’t easily give up electrons and doesn’t corrode. Metals that do not give up electrons are cathodes and those that do give up electrons are anodes. Other metals, such as zinc, easily give up electrons (anodes) and are considered base metals. One way to avoid galvanic corrosion is to install a dielectric fitting (plastic) in between the two dissimilar metals that will stop the flow of electrons and stop corrosion from occurring.

10. D) Endogenous respiration Endogenous respiration takes place when the sludge is very old and food availability is very low. This condition encourages active bacteria still hungry to “cannibalize” other bacteria to find and assimilate their uneaten food (carbon) value. Endogenous respiration is known as “survival of the fittest.”

Florida Water Resources Journal • May 2016

January 2016

Editorial Calendar January ......Wastewater Treatment February ....Water Supply; Alternative Sources March ........Energy Efficiency; Environmental Stewardship April............Conservation and Reuse May ............Operations and Utilities Management; Florida Water Resources Conference June ..........Biosolids Management and Bioenergy Production July ............Stormwater Management; Emerging Technologies; FWRC Review August........Disinfection; Water Quality September..Emerging Issues; Water Resources Management October ......New Facilities, Expansions, and Upgrades November ..Water Treatment December ..Distribution and Collection Technical articles are usually scheduled several months in advance and are due 60 days before the issue month (for example, January 1 for the March issue). The closing date for display ad and directory card reservations, notices, announcements, upcoming events, and everything else including classified ads, is 30 days before the issue month (for example, September 1 for the October issue). For further information on submittal requirements, guidelines for writers, advertising rates and conditions, and ad dimensions, as well as the most recent notices, announcements, and classified advertisements, go to www.fwrj.com or call 352-241-6006.

Display Advertiser Index Aqua Aerobics ......................35 Automeg................................56 Blue Planet ............................71 CEU Challenge ......................45 Conshield ..............................61 Data Flow ..............................49 Envirosales ............................47 Evoqua ..................................55 ISA Symposium ....................57 Florida Aquastore ..................59 FSAWWA Fall Conference ......23 FSAWWA ACE16 Luncheon ....32 FSAWWA Call for Papers ........51 FSAWWA Likins Scholarship ..62 FWPCOA Online Training ........41 FWPCOA Training ..................37 Garney Construction ................5 IXOM ....................................17 Region IV Short School ..........27

Moss Kelly ............................30 Hudson Pump ........................43 CROM....................................54 Permaform ............................20 Polston ....................................9 PCL ......................................13 Stacon ....................................2 Stantec..................................31 TREEO ..................................60 USA BlueBook........................21 Xylem ....................................72 FLORIDA WATER RESOURCES CONFERENCE SECTION B&D ......................................14 Engineered Spray Solutions ....4 Insitu Inc. ................................9 Trihedral ................................17 Raven Lining Systems ..........23

May 2016 â&#x20AC;˘ Florida Water Resources Journal

Glossary of Common Terms in This Publication ASR ....................aquifer storage and recovery AWT....................advanced water treatment AWWT ..............advanced wastewater treatment AWWA ..............American Water Works Association BOD ..................5-day biochemical oxygen demand BODx..................BOD test based on other than 5 days CBOD ................5-day carbonaceous BOD COD ..................chemical oxygen demand cfm ....................cubic feet per minute cfs ......................cubic feet per second CWA ..................Clean Water Act DEP ....................Fla. Dept. of Environmental Protection EIS......................Environmental Impact Statement EPA ....................U.S. Environmental Protection Agency FAC ....................Florida Administrative Code fps ......................feet per second FSAWWA............Florida Section of AWWA FWEA ................Florida Water Environment Association FWPCOA ..........Florida Water & Pollution Control Operators Association GIS ....................Geographic Information System gpcd ..................gallons per capita per day gpd ....................gallons per day gpm ..................gallons per minute hp ......................horsepower I/I ........................Infiltration/Inflow mgd ..................million gallons per day mg/L ..................milligrams per liter MLSS ................mixed liquor suspended solids MLTSS................mixed liquor total suspended solids NPDES ..............Nat. Pollutant Discharge Elimination System NTU ....................nephelometric turbidity units ORP....................oxidation reduction potential POTW ................public-owned treatment works ppm ....................parts per million ppb ....................parts per billion PSC ....................Public Service Commission psi ......................pounds per square inch PVC ....................polyvinyl chloride RO ......................reverse osmosis SCADA................supervisory control and data acquisition SJRWMD............St. Johns River Water Mangement Dist. SFWMD ..............South Florida Water Management Dist. SRWMD..............Suwannee River Water Management District SSO ....................sanitary sewer overflow SWFWMD ..........Southwest Fla. Water Management Dist. TDS ....................total dissolved solids TMDL..................total maximum daily load TOC ....................total organic carbon TSS ....................total suspended solids USGS ................United States Geological Survey WEF....................Water Environment Federation WRF ..................water reclamation facility WTP....................water treatment plant WWTP ................wastewater treatment plant

)*'+ , -

. **/)' /+* %00 1/$) 9

! " # # $% & %' (

2 3 2 - 4 5 . 2 . . 2 6 . . , & . 6 . 7 . 8 . 8 2 6

" 7

Innovations in Water Monitoring

Remote Monit M oring Solutions o

Dataa Ser vices

Integrate In In-SSitu instruments, telemetry systems, and data seervices ffoor secure access to your data anytime, anywher w e. Reduce risk and save money with real-time feeeddback on all of your water monit m oring sites.

Data Services:

The data you y need n , how you want it.

•

Organize multiple projjects and instruments in one cloud-based loccation with HydroVu™ Data Services.

•

Quickly find and recognize sites, and instantly view, downlooad, and share data with the VuSitu™ Mobile App.

M b l ddata access Mobile

•

Use your existing smarrtphone or tablet – no need foor expensive, bulky handheld computers to read your sensors.

Solar Powered

Wiireless Te elem metry:

https://in-situ.com

Wireless Telemetr y

In depth data analysis

Battery Powered 5 Year Life

Tubbe 3000R

Cube 300R

Tube 300S

•

Economical and secure wireless monitoring systems foor real-time sit s e feedback.

•

In-device alarms, plus automated data, barometric pressure compensa o tion, tampering, and malfunnction alerts. Compact designs foor optional in-well or networkingg, dependin p g on your unique q monitoring deploymennt.

Cube 300S

• Connect 1 devvice

Connect up to 5 devices

Wa ater Quality and Leve el Monitoring Insstruments:

Instrumennts

• •

RDO PRO-X

Ruggged TROLL

Level TROLL

Aqua TROLL 100

W W W. I N - S I T U. CO M

Aqua TROLL 200

S t op b y and visit v us a t booth #931

Aqua TROLL 400

Aqua TROLL 600

smarTROLL MP and RDO

•

Accurate, reliable, titannium water qquality and level sondes for anny project or budget Easy-to-use water quaality handhelds with mobile device tecchnology foor surface, process or groundwater e monitoring and sampling Long-term monitoringg sondes with extended battery lifee and stable, auto-cleaning sensor technology

Be Mobile. | Be Smar t. | Be In-Situ.

EXCLUSIVE PROVIDER

OF ABB DRIVES TO WAT TER & WA ASTEW WAT TER INDUSTRIES

SERVICE SOLUTIONS EXPERTISE

IN FLORIDA A

SERVING G INDUSTRY SINCE CE 11947 954-271-7128 954-271-712 BDIndustrial..com