Georgia Public Works Summer 2021 by Kelman & Associates

THE OFFICIAL STATE PUBLICATION OF THE AMERICAN PUBLIC WORKS ASSOCIATION | ISSUE 2 – JUNE/JULY 2021

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Inside

• Transportation Secretary Unveils $88 billion Budget Proposal • Dougherty County Public Works Celebrated APWA Week

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Table of Contents

ISSUE 2 – MAY/JUNE 2021 APWA GEORGIA CHAPTER 4915 Chase Lane Cumming, GA 30040 www.georgia.apwa.net PRESIDENT Mr. Christopher Rotalsky PRESIDENT ELECT Mr. Christopher Cox PAST PRESIDENT Mr. Lawrence Jeter, Jr. VICE PRESIDENT Mr. Felix Floyd SECRETARY Mr. Patrick S. Collins, P.E. DELEGATE Mr. Lenardo “Leo” Owens

20 FEATURES 9 13

APWA Membership has its Privileges

Preparing for the Lead and Copper Rule Revisions

Dougherty County Public Works Celebrated APWA Week

TREASURER Mrs. Becky L. Kinsey ALTERNATE DELEGATE Mr. Terrence Simpkins Georgia Public Works is published by:

Tel: 866-985-9780 Fax: 866-985-9799 www.kelmanonline.com Managing Editor: Megan Funnell Marketing Manager: Rod Evason Design/layout: Kristy Unrau Advertising Coordinator: Stefanie Hagidiakow All rights reserved 2021. The contents of this publication may not be reproduced in whole or in part without the express consent of the publisher.

U.S. Transportation Secretary Pete Buttigieg Unveils $88 billion FY 2022 Budget Proposal

DEPARTMENTS 7 11 23 29

President’s Message Branch Reports Georgia APWA News Advertiser Product and Service Center

This document is printed on paper certified to the standards of the Forest Stewardship Council® (FSC®).

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I s s u e 2 – J u n e /J u l y 2 0 2 1 | G E O R G I A P U B L I C W O R K S

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President ’s Message

WELCOME TO SUMMER C H R I S R O TA L S K Y, A P W A G E O R G I A C H A P T E R P R E S I D E N T

I look forward to seeing some old friends, making some new ones, and thoroughly enjoying my summertime trip to the beautiful Georgia coast.

t’s summertime! Summer has always been my favorite time of year. When I was younger, school was out and the days were longer, I spent most days doing whatever I wanted. Now, one of my summertime enjoyments is attending the Georgia Chapter APWA Annual Conference. I believe this year will be extra special as we are able to meet once again at an in‑person event. This event is the 70th Annual Conference of the Georgia Chapter, scheduled from August 23-27, 2021. Throughout the week, our membership will take part in activities and learning opportunities, including the Certificate of Public Works Management training – through the Carl Vinson Institute of Government – and continuing education for those who have already completed the program. There will also be a vendor/equipment show for attendees to see and learn about new products and services that will enhance our Public Works department’s efficiencies and effectiveness.

One of the most important events of the week will be the Annual Awards banquet, taking place on Wednesday evening. This banquet provides the Chapter an opportunity to recognize and celebrate the exceptional people and projects within the field of Public Works. I look forward to seeing some old friends, making some new ones, and thoroughly enjoying my summertime trip to the beautiful Georgia coast. Thanks to each of you who make the Georgia Chapter of APWA such a special organization. I hope each of you can make the Conference and I look forward to another great meeting.

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I s s u e 2 – J u n e /J u l y 2 0 2 1 | G E O R G I A P U B L I C W O R K S

Georgia APWA Branches Georgia APWA GEORGIA APWA BRANCHES 2021 Branches Branch Presidents 2021 Branch Presidents 2021 BRANCH PRESIDENTS Georgia APWA Branches North Carolina 2021 Branch Presidents

Tennessee

Floyd

Walker

Gordon

Chattooga

Gordon

Chattooga Floyd

Polk Haralson

Polk

Carroll

Douglas

Carroll

Coweta

Heard

Alabama

Harris

Talbot

Quitman

Crawford

Peach

Macon

Webster

Sumter

Webster

Sumter

Quitman

Randolph

Terrell

Lee

River TerrellCentral LeeSavannah Turner

Clay Calhoun Calhoun

Dougherty

Baker

Early

Baker

Early

Vacant

MillerMiller Seminole Seminole

Dougherty

Worth

Tift

Mitchell

Colquitt Colquitt

Metro Atlanta Branch

Screven

Glynn

Brantley

Candler

Bulloch

Candler

Camden Effingham

Bulloch Charlton

Effingham

Evans Tattnall Evans

Appling

Long

Liberty

Long

Southeast Branch Tony

Wayne

Bacon

Atkinson Todd Beebe Atkinson

Berrien

Lanier Lanier

Shauncey Battle-Williams Decatur Decatur Grady Grady Thomas sbattle-williams@AtlantaGa.Gov Thomas Brooks Lowndes Brooks Lowndes

ga.gov McIntosh

McIntosh

Southwest Branch

Pierce

tbeebe@gainesville.org

Cook Cook

Vicent avicent@glynncounty-

Wayne

Bacon

Northeast Branch

Berrien

Chatham

Bryan

wssullivan@spaldingcounty.com Coffee

Chatham

Bryan

Tattnall

Liberty

Jeff Davis

Coffee

McIntosh

Screven

Ware

Appling Middle Branch Scott Sullivan

Tift

bkpage@chathamcounty.org

Wayne Pierce

Clinch

Treutlen Lowndes

Jeff Davis

Ben Hill

Irwin

Coastal Branch Keith Page Mitchell

Telfair

Irwin

Worth

Atkinson

Emanuel Lanier

FloridaToombs

Telfair

Area

Long

Bacon Jenkins

Jenkins

Chatham

Liberty

Appling

Emanuel

Wheeler

Ben Hill

Turner

Coffee

Montgomery Wheeler MontgomeryToombs

Dodge

Wilcox

Crisp

Bryan

Echols

Wilcox

Crisp

Tattnall

Burke

Treutlen

Brooks

Dodge

Pulaski

Dooly

Quitman

Clay

Pulaski

Dooly

Irwin

Johnson

Thomas

Jeff Davis

Jefferson

Johnson

Effingham

Burke

Tift

Laurens

Houston Decatur Bleckley Grady

Telfair

Cook

Bulloch

Evans

Richmond

Jefferson

Laurens

Candler

Montgomery Toombs Wheeler

Ben Hill

Washington

South Carolina Treutlen

Richmond

Dodge

Glascock

Colquitt

Bleckley

Seminole

Macon

Columbia

Screven

Emanuel

Columbia

Laurens

McDuffie

Berrien

Mitchell

Jenkins

Glascock

Wilkinson

Twiggs

Miller

Houston Peach

Schley

Dougherty Wilkinson Worth

Calhoun

Bibb Twiggs Baker Early

South Carolina

Johnson

Lincoln

Wilcox

Washington Turner

Lee Baldwin

Terrell

Jones

Bibb

Taylor

Stewart

Randolph

Clay

Chattahoochee Marion Schley

Stewart

Monroe

Burke

Jefferson

McDuffie Bleckley

Warren

Hancock Crisp

Richmond

Washington

Lincoln

Pulaski

South Carolina Columbia

Glascock

Wilkinson

Taliaferro Warren

Dooly Hancock

Baldwin

Jones

Monroe

Crawford

Taylor

Muscogee

Putnam

McDuffie

Baldwin

Twiggs

Houston

Greene Macon

Taliaferro

Hancock

Taliaferro Peach

Sumter Jasper Webster Putnam

Butts

Lamar

Chattahoochee Marion

Greene Taylor

Stewart

Upson

Putnam

Wilkes

Schley

Jasper

Butts

Crawford

Morgan Marion

Chattahoochee Newton

Upson

Muscogee

Morgan

Newton Muscogee

Lamar

Talbot

Harris

Walton

Henry

Pike

Meriwether

Troup

Greene

Warren

Elbert Jasper

Oglethorpe

Oconee Talbot

Rockdale

Henry

Spalding

Pike

Meriwether

Troup

Harris

Lincoln

Wilkes

Morgan

Hart Butts

Oglethorpe

Oconee

Troup

Clayton

Fayette Spalding

Coweta

Heard

DeKalb

Fulton

Fayette

Henry

Franklin

Madison

Elbert

Clarke

Walton

Newton

Hart

Madison

Barrow

DeKalb

Spalding

Rockdale

Clayton

Jackson

Clayton

Fayette Banks Jackson Coweta Hall

Franklin

Banks

Hall

Franklin Rockdale Hart Stephens

Fulton

Banks

Stephens

Barrow Jackson Clarke Pike Madison Elbert Lamar Meriwether Jones Monroe Oglethorpe Barrow Oconee Clarke Upson Gwinnett Walton Wilkes Bibb

DeKalb

Fulton

Douglas

Heard

Gwinnett

Cobb

Paulding

Douglas

Haralson

Forsyth

Cobb

Paulding

Forsyth

White Habersham

Haralson

Lumpkin

Forsyth Dawson

Cherokee

Bartow

Cherokee

Rabun White Habersham Cobb Paulding StephensGwinnett

CarrollHall

Cherokee

Bartow

Floyd

Dawson

Pickens

Dawson

Bartow

Lumpkin

PickensGilmer

Rabun

Union Polk

Murray

Whitfield

Rabun

White Habersham

Lumpkin

Pickens

Towns

Gilmer Fannin

Catoosa

Dade

Gilmer

Union

Murray

Whitfield

Walker

Fannin

Towns

Union

North Carolina Towns Gordon

Chattooga

Alabama

Dade

Fannin

Murray

Whitfield

Walker

Tennessee Catoosa

North Carolina

Catoosa

Dade

Brantley Brantley

Emanuel Haire

Glynn

GlynnEHaire@colquittga.org

Ware

Ware Northwest Branch

West Central Branch

Jeremy Bryson Clinch Clinch jeremy.bryson@catoosa.com Charlton Charlton

Camden Camden

James Mang jmang@columbusga.org

Echols Echols

Florida Florida

CENTRAL SAVANNAH RIVER AREA Vacant

MIDDLE BRANCH Scott Sullivan wssullivan@spaldingcounty.com

SOUTHEAST BRANCH Tony Vicent avicent@glynncounty-ga.gov

COASTAL BRANCH Keith Page bkpage@chathamcounty.org

NORTHEAST BRANCH Todd Beebe tbeebe@gainesville.org

SOUTHWEST BRANCH Emanuel Haire EHaire@colquittga.org

METRO ATL ANTA BRANCH Shauncey Battle-Williams sbattle-williams@AtlantaGa.Gov

NORTHWEST BRANCH Jeremy Bryson jeremy.bryson@catoosa.com

WEST CENTRAL BRANCH James Mang jmang@columbusga.org

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FROM THE DESK OF MEMBERSHIP COMMIT TEE CHAIRMAN, DWAYNE STOCKS

BECOME A MEMBER OF APWA APWA Membership has its privilege

emberships are extended to both current or past public works employees as well as to private company employees who interact with the American Public Works Association. Membership comes with the opportunity to share common goals, challenges, and solutions with Public Works professionals throughout North America. As a member, you’ll participate in local Chapter and Branch programs meetings – often at reduced pricing; gain exposure to more than 30,000 Public Works professionals; save money on the best education and training programs in Public Works, covering all disciplines with ability to receive CEUs and PDHs; gain free subscriptions to many infoNOW electronic networking communities and resources, including the APWA Reporter Magazine; receive free access to the Resource Center and registrations for live Click, Listen & Learn programs; and pay reduced pricing for books, videos, construction, water resources and more. As a member, you’ll save up to 42% on registration for PWX, the NORTH American Snow Conference and most nationally sponsored workshops and e-learning programs; earn your professional certification credentials; have networking opportunities at the national, local chapter and/or branch level; and receive discounts on advertising opportunities in the APWA Reporter Magazine and exhibitor space at the annual PWX* (*Corporate Crown Level Group Memberships only). APWA is your primary resource for public works-related knowledge. Become an Individual or Group Member of the APWA Individual APWA membership automatically includes a one-year membership to your local APWA or CPWA Chapter. Individual Membership is available to: • any official or employee (active, retired, or life) of a government agency, manufacturer, supplier, contractor, student, or consulting firm who is actively engaged in the field of Public Works. Group Membership is available to: • Student Groups, • Public Agency Groups, • One-Call Center/System Groups,

• Corporate Groups, • Prestige Corporate, and • Crown Corporate.

To learn more about APWA’s membership groups and how to become a Member, visit www.apwa.net.

Membership comes with the opportunity to share common goals, challenges, and solutions with Public Works professionals throughout North America.

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I s s u e 2 – J u n e /J u l y 2 0 2 1 | G E O R G I A P U B L I C W O R K S

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Branch Reports

METRO ATLANTA BRANCH S H A U N C E Y B AT T L E - W I L L I A M S , M E T R O AT L A N TA B R A N C H P R E S I D E N T

We have had so many great “lunch and learn” sessions and have even more insightful sessions lined up.

he Metro Atlanta Branch of APWA is half-way through the 2021 calendar year and we have made some great strides. We have had so many great “lunch and learn” sessions (to date) and have even more insightful sessions lined up. In April, we heard from Terry McLaurin, Liaison Manager of Georgia 811, about upcoming GUCC legislation; in May, Beverly Fotenot educated us on GDOT LTAP opportunities; and in June, we’ll hear from Kevin Webb, Insurance Broker

with Genesis Asset Management Strategies Group, about “Building your own bank,” which is a topic that will surely delight! Our members will continue to be enlightened with information and insight from a diverse group of speakers and topics. If you would like to take part in any of our upcoming sessions or events, please reach out to Shauncey Battle-Williams at sbattle-williams@atlantaga.gov.

NORTHEAST GEORGIA BRANCH

TO D D B EEB E , NO RTH E A S T G EO RG IA B R AN CH P R ESI D EN T

he Northeast Georgia Branch and Public Works’ greatest asset is its people. We all know that we’ve had a difficult year and all of the employees have stepped up to fulfill the challenge. Although there are many individuals out there who deserve recognition, I would like to take the time to highlight two outstanding Public Works employees, who recently received national and local recognition. Korey Jones, the Athens-Clarke County Solid Waste Collections Administrator, received National recognition from Waste 360. The Waste360 40 Under 40 Awards program recognizes inspiring and innovative professionals under the age of 40 whose work in waste, recycling and organics has made a significant contribution to the industry. The winners are involved in every part

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of the waste and recycling industry, including haulers, municipalities, composters, recycling professionals, policymakers, and product suppliers. Korey started with the Athens-Clarke County Solid Waste Department at the age of 18. Korey started out as a collector on the back of a residential rear-load garbage truck and quickly worked his way up the ranks. Kory was promoted as a driver, then crew leader, then supervisor and is now the administrator over the entire division he started at 15 years ago. Korey is a member of the GA Chapter APWA, a part of the Northeast Branch, and currently enrolled in the CPWM program, where he will continue to learn and enhance his professional knowledge within the Public Works sector. Korey will receive national recognition on stage at the 2021 Waste Expo, taking place this June in Las Vegas.

Jeff Henke, a City of Gainesville Street Maintenance Construction Supervisor, was nominated by his peers in the Public Works Department as the Public Works Employee of the Year. Jeff, a 14-year employee, was recognized for his outstanding work and leadership during Public Works Week at their annual Public Works Appreciation Week luncheon with all Public Works employees, management, and council in attendance. Jeff looks forward to a bright future with the City, his continued involvement in APWA, and to attend the CPWM training in the future. Thank you to the employees who keep our infrastructures going – you all deserve recognition! Our Branch is meeting virtually (via Zoom) this quarter and planning to start in-person meetings later this summer. We look forward to returning to face-to-face networking, learning and enjoying lunch together!

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U.S. Transportation Secretary Pete Buttigieg Unveils

$88 billion FY 2022 Budget Proposal TO ENSURE SAFETY, ADDRESS CLIMATE CHANGE, AND CREATE ECONOMIC STRENGTH, GOOD PAYING JOBS AND EQUITABLE ACCESS TO OPPORTUNITY By the U.S. Department of Transportation

he Biden-Harris Administration submitted the President’s Budget to Congress for fiscal year 2022. As the Administration continues to make progress defeating the pandemic and getting our economy back on track, the Budget makes historic investments that will help the country build back better. The Budget prioritizes the Secretary’s key principles: ensuring safety; fostering economic strength and good-paying American jobs; creating equitable access to opportunity; tackling the climate crisis and making our infrastructure more resilient; and transforming our nation’s infrastructure. “This Budget reflects our Administration’s priorities and responds to our country’s needs,” said U.S. Transportation Secretary Pete Buttigieg. “It will start giving America the tools to get back to work, modernize our infrastructure, combat the climate crisis, and build equity into our transportation system so everyone can get around safely and affordably.” The FY 2022 President’s Budget also includes the President’s American Jobs Plan, which will transform our crumbling infrastructure, create millions of jobs,

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strengthen our economy and finally address long needed investment in our roads and bridges, railways, aviation, and ports. The American Jobs Plan would invest an additional $621 billion in transportation infrastructure and resilience. At USDOT, the President’s FY 2022 Budget $88 billion request would: Expand transit and increase support for low and no emissions transit. To help provide more equitable transportation and address the climate crisis, this year’s Budget calls for $13.5 billion for transit. This includes $2.5 billion for Capital Investment Grants (a $459 million increase), to accelerate transit system projects underway and support new projects that are ready to move through the approval pipeline, and $550 million for Transit Infrastructure Grants – of which $250 million will support the popular Zero Emission Bus Program. Increase support for Amtrak and create a new competitive program to modernize, develop and expand passenger rail service. In order to create more modern, reliable and accessible intercity passenger rail, this year’s Budget proposes $2.7 billion for Amtrak – a 35% increase in financial support for the railroad that

will accelerate track renewal, renovate aging stations, refresh the existing capital fleet, and address maintenance needs throughout the system. It also proposes $625 million for a new competitive Passenger Rail Improvement, Modernization, and Expansion program – known as PRIME Grants – to modernize and develop passenger rail service and expand existing rail corridors throughout the country. This funding is a down payment on the $20 billion that the American Jobs Plan would provide to expand passenger rail. Strengthen the Department’s work to create a more equitable transportation system for all Americans. To advance the Department’s goals of creating a more equitable transportation system, this year’s Budget would invest $110 million to create a new Thriving Communities program that will establish a new office to support communities with eliminating persistent transportation barriers and increasing access to jobs, school, and businesses. The American Job Plan would provide $5 billion to fund this program. The Budget also proposes boosting the Budget of the Departmental Office of Civil

I s s u e 2 – J u n e /J u l y 2 0 2 1 | G E O R G I A P U B L I C W O R K S

Rights by 30% to support oversight of both internal and external civil rights programs, including the Disadvantaged Business Enterprise program. Increase safety on the nation’s roadways. To advance our commitment to ensuring the safety of all road users this year’s Budget proposes $1 billion for the National Highway Traffic Safety Administration to support the Agency’s core safety programs and activities. This includes a $50 million increase for Vehicle Safety Programs to advance the equitable development and implementation of safe

vehicle technologies, keep pace with the rapid innovation in vehicle electronics and automated driving systems, and ensure the safety of alternative-fuel vehicles. The American Jobs Plan would invest an additional $20 billion in safety that includes an increase to existing safety programs and the new “Safe Streets for All” program, designed to fund State and local “vision zero” plans to reduce crashes and fatalities – especially for people walking and biking. Ensure safe and more sustainable aviation. This year’s Budget proposes $18.5 billion for the Federal Aviation

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Administration, including $11.4 billion for operations – $17.4 million of which would strengthen Aviation Safety Oversight and begin addressing the requirements of the Aircraft Certification Safety and Accountability Act. It also proposes $1 billion to improve the physical condition of FAA facilities that house the workforce and technology at the heart of the FAA’s air traffic control system. In keeping with the Biden-Harris Administration’s goal to cut greenhouse gas emissions by 50% by 2030, this year’s Budget proposes $88.5 million for clean climate research activities to reduce the impact of aviation on climate change and air quality. Support the creation of modern American infrastructure. This year’s Budget calls for $1 billion for the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grants – formerly known as TIGER/BUILD Grants – to assist localities that are undertaking innovative infrastructure projects. The American Jobs Plan calls for significantly increasing the funding available for the popular and oversubscribed RAISE and INFRA programs, as well as creating a $25 billion Transformative Projects Fund for projects that are too large, complex or innovative to fit within existing programs. The USDOT Budget also provides more detail on the proposals included in the President’s American Jobs Plan than had been previously released. The President’s Plan invests an additional $621 billion in transportation infrastructure and resilience: • Within this amount, $540 billion would reside in the Department of Transportation for its programs allocated over a five-year period and is in addition to the base amounts included in the FY 22 Budget request. • Separately, the American Jobs Plan also provides $50 billion make our infrastructure more resilient of which $7.5 billion would be provided to the Department of Transportation. • In addition to details on investments in core assets, the Budget provides detail on multiple new transportation programs, including but not limited to: • Community Transportation Block Grants • Safe Streets for All • Build a National Electric Vehicles Charging Network • Advanced Research Projects Agency-Infrastructure (ARPA-I)

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Lead and Copper Lead and Copper PREPARING FOR THE RULE REVISIONS

By Becki Rosenfeldt, P.E., Hazen and Sawyer ( brosenfeldt@hazenandsawyer.com ); David Haas, P.E., Hazen and Sawyer ( dhaas@hazenandsawyer.com ); Patrick Pherson, P.E., Cobb County-Marietta Water Authority ( ppherson@ccmwa.org )

stablished in 1991, the Lead and Copper Rule (LCR) requires utilities to monitor and control lead and copper levels in drinking water. The LCR Revisions, published on January 15, 2021, comprise sweeping changes to many aspects of the rule. The LCR Revisions represent the first major update to the National Primary Drinking Water Regulations in more than a decade, impacting every water system in the United States. A number of regulatory changes within the LCR Revisions have a deadline of three years for compliance, and with the U.S. Environmental Protection Agency (EPA) committing to a compliance date of September 2021, utilities throughout the United States have begun taking proactive steps toward meeting these new regulatory requirements. The Revisions will significantly alter how utilities implement corrosion control treatment, conduct compliance sampling, manage lead service lines (LSL), and communicate with customers. Understanding the implications of these revisions will allow utilities to plan for continued compliance.

Special Sampling Requirements The LCR Revisions also introduce additional sampling requirements. Along with the first liter sample, utilities will be required to collect a fifth liter sample at sites containing LSLs. In addition to compliance sampling and reporting, the LCR Revisions will require utilities to adopt new protocols for evaluating and mitigating lead release at all sites exceeding the 15 parts per billion (ppb) lead Action Level (i.e., “Findand-Fix”), increasing utility coordination and communication with customers. An additional water quality sampling site will need to be identified (within 0.5 miles from the site exceeding 15 ppb) and additional water quality sampling will be required.

School and childcare facility testing will also be required. This special sampling focuses on monitoring lead in facilities with children and does not count towards the 90th percentile compliance results. Utilities will need to collect 250 mL samples from five locations within schools and two locations within licensed childcare facilities. To meet special sampling requirement, utilities will need to develop a sampling plan (testing a minimum of 20% of facilities per year during the first five years) for these highrisk locations and develop procedures to communicate both the sampling results and potential actions the location can take to reduce lead in drinking water.

LEAD AND COPPER TAP SAMPLING PRIORITIZES LEAD SERVICE LINES The LCR Revisions redefine compliance site selection criteria and place a priority on sampling from sites with the highest potential for lead release – those containing LSLs. Water systems will need to reevaluate their LCR sample site selection to determine if compliance monitoring locations comply with the revised tier requirements (Figure 1).

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Figure 1. LCR Revisions Tier Requirements I s s u e 2 – J u n e /J u l y 2 0 2 1 | G E O R G I A P U B L I C W O R K S

orthophosphate doses (1 mg/L and 3 mg/L as orthophosphate, PO4), which is expected to push systems to use higher orthophosphate doses than historical norms. Many utilities are now taking proactive steps towards compliance with the LCR Revisions by evaluating and optimizing their current corrosion control strategies (Figure 3). A phased approach to this may include a desktop evaluation, scale analysis of harvested LSL, immersion testing for screening alternatives, and pipe loop studies. Proactive sequential sampling can be conducted at sites containing LSLs to determine the potential impact the fifth liter sample requirement on 90th percentile lead compliance levels.

Figure 2. LCR Revisions New Trigger Level Requirements

TRIGGER-LEVEL CHANGES FURTHER PROTECT PUBLIC HEALTH In addition to the current maximum contaminant level goal (MCLG) of zero and Action Level (AL) of 15 ppb for lead, the LCR Revisions aim to strengthen corrosion control treatment and further protect public health by establishing a new Trigger Level (TL) of 10 ppb. The LCR Revisions define a tiered response of required actions based upon the level of exceedance (TL and AL). Approximately 10% of systems that participated in a 2019 corrosion control treatment survey (Figure 2) reported historical 90th percentile lead levels between 10 and 15 ppb and would be affected by the proposed TL (Arnold, Rosenfeldt, et al, 2020).

CORROSION CONTROL TREATMENT BECOMES HIGH PRIORITY In accordance with the published LCR Revisions, utilities will be required to conduct a corrosion control study if either the lead TL or AL is exceeded. Utilities may also be required to conduct a corrosion

control study prior to a source water or treatment change, or if EPA or a state regulatory agency deems the utility’s current corrosion control treatment not optimal. Based on the new requirements of the LCR Revisions, the number of systems needing to evaluate corrosion control treatment is expected to increase substantially. Nearly 20% of systems that currently meet the AL could exceed the TL and require a corrosion control study. When corrosion control testing is required, the LCR Revisions require the use of pipe loops for evaluating various corrosion control techniques in systems containing LSLs (coupon testing is only allowed for evaluating systems that have confirmed that they do not have service lines classified as “lead” or “lead status unknown”). Compared to other test methods, pipe loop testing is more labor- and time-intensive and utilities will need to plan accordingly. Systems will also be required to evaluate specific

Figure 3. Corrosion Control Testing Strategies

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DEVELOPING SERVICE LINE INVENTORIES When present, LSL are typically the primary source of lead in drinking water. The first step in understanding and addressing LSL risks is to determine their locations in the system. The LCR Revisions require all water systems to develop a publicly available inventory of all publicly and privately owned service lines in the distribution system (Figure 4), which must be submitted within three years (current compliance deadline is September 16, 2024). For large systems, the service line inventory must be posted to a publicly available website in electronic format (interactive maps are recommended due to ease of use for customers). All service lines within the system must be identified within the following categories: • Lead • Lead Status Unknown • Galvanized Requiring Replacement • Non-lead Systems will be required to submit annual notification letters to all customers with LSLs, or service lines of unknown material. While many systems have unknown service line materials (often historically assumed to be non-lead), the LCR Revisions require unknown service line materials to presumptively be lead. By improving the accuracy of the inventory to reduce unknown materials, the burden of regulatory requirements associated with LSL notifications and required LSL replacement can be alleviated. To prepare for inventory development, systems can review historical records regarding local LSL installation and analyze property data to identify portions of the system more likely to contain LSLs. Utilities with paper records of service line installation dates or materials should now be working towards reviewing and digitizing these records.

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While the LCR Revisions do not explicitly require service line identification, utilities may benefit from developing procedures for service line identification in the field. As unknown service lines will be presumed to be LSL for compliance purposes, utilities will need strategies to systematically identify service lines and reduce the number of unknowns in the system over time.

EXPANSION OF LEAD SERVICE LINE REPLACEMENT The LCR Revisions aim to accelerate the removal of sources of lead in drinking water by expanding full LSL replacement (LSLR) requirements and mitigating the potential for lead exposure during the replacement process. Systems with unknown or LSLs will be required to develop a LSLR plan to establish how the utility intends to perform LSLR within the system, either voluntary or mandatory replacements, in response to a TL or AL exceedance. The LCR Revisions require LSLR plans to include the following: • Strategy for verifying material at locations with “lead status unknown” • Procedure for conducting a full LSLR • Recommended LSLR goal rate (Trigger Level exceedance) • Strategy for informing customers before LSLR • Procedure for customers to flush lines of particulate lead following replacement • Prioritization strategy for LSLR • Funding Strategy Systems exceeding the TL or AL at the 90th percentile will be required to replace full LSLs, including privately owned portions, at a specified rate. The LCR Revisions specifically state that partial LSL replacements will not count toward replacement rate requirements. To conduct a full LSL replacement, customer coordination is critical to encourage customer acceptance of private LSLR. Annual notifications to customers with LSLs may also increase the number of customer-initiated private LSLR. When notified of a private LSLR, the water system has 45 days to replace the public LSL. Under certain conditions, a utility may qualify for a 180-day extension for the public LSL replacement.

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Figure 4. Distribution System Service Line Inventory

Figure 5. Preparing for LCR Revisions Compliance

FORWARD-THINKING UTILITIES CAN PROACTIVELY PREPARE The LCR Revisions will significantly expand utility responsibilities associated with privately owned infrastructure issues, through the new sampling requirements, “Find-and-Fix” provisions, private service line inventory, and full LSLR requirements. They will also further expand public outreach and education needs through more frequent customer contact and annual service line notification letters.

The LCR Revisions are driving a major change in the ways that utilities communicate and coordinate with customers about lead in drinking water. Utilities can proactively prepare for continued compliance by assessing TL impact; conducting proactive sequential sampling; evaluating corrosion control treatment; developing a framework for service line tracking, identification, and replacement; and identifying communication strategies (Figure 5).

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CASE STUDY: PROACTIVE CORROSION CONTROL TREATMENT EVALUATION, COBB COUNTY MARIETTA WATER AUTHORITY Cobb County-Marietta Water Authority (CCMWA) is a regional public utility that provides potable water on a wholesale basis to 11 retail, industrial, and institutional water suppliers and is the second largest supplier of safe drinking water in the State of Georgia. CCMWA, along with its wholesale customers, has historically reported lead and copper levels that are well below the EPA action limits; however, in recent years, there has been a growing number of reported pinhole leaks in copper plumbing throughout consecutive systems served by CCMWA. With the LCR Revisions on the horizon, CCMWA chose to take a proactive approach toward corrosion control to determine the cause of these pinhole leaks and optimize treatment to ensure continued compliance with all regulatory changes. In 2018, CCMWA began a comprehensive, source-to-tap evaluation of their corrosion control treatment strategy.

Figure 6. Characteristic Soft Water Pitting Scale Evaluation

CCMWA operates two water treatment plants (WTPs). The James E. Quarles WTP has a permitted capacity of 86 mgd and obtains its source water from the Chattahoochee River. The Hugh A. Wyckoff WTP is an 86-mgd facility and obtains its source water from Lake Allatoona. Both plants utilize conventional treatment processes and have consistently produced highquality finished water meeting all federal regulations. Over the last 10 years, several changes have been made to chemical dosing within the treatment process at both the Quarles and Wyckoff WTPs. CCMWA treatment plants employ pH control with lime for corrosion control and lead and copper levels are well below Action Level requirements of the Lead and Copper Rule (LCR). CCMWA delivers purified drinking water to its 11 wholesale customers through a transmission system consisting of 183 miles of iron, concrete, and steel pipes. The CCMWA transmission system does not have any significant sources of lead and copper within the pipe materials. Lead and copper levels present within wholesale customer systems are likely due to the leaching of lead and copper from materials present within the consecutive systems. The comprehensive corrosion evaluation was completed in two phases: • Phase 1: Desktop, Targeted Sampling, and Harvested Scale Analysis • Phase 2: Pipe Loop Study Tasks completed during Phase 1 of this study included a detailed desktop corrosion control evaluation, transmission and distribution system sampling, bacterial analysis, and a comprehensive

scale analysis of harvested copper pipes. While historical LCR data showed lead and copper levels well below action levels, a historical water quality analysis revealed the propensity for soft water pitting. Pits present on harvested copper pipe were analyzed using advanced scale analysis techniques. This analysis revealed the absence of a protective carbonate scale of the harvested pipe. This absence of carbonate within the existing pipe scales and the presence of copper sulfate hydroxides in pitting caps are characteristic of soft water pitting (Figure 6). Recommendations for optimizing corrosion control within the CCMWA system included the stabilization of finished water pH along with either increasing finished water alkalinity or the addition of orthophosphate. Phase 2 of this comprehensive corrosion evaluation is currently being conducted and involves a 17-month pilot-scale pipe loop study (Figure 7) to evaluate the effectiveness of various corrosion control techniques in controlling copper pitting as well as the leaching of lead and copper into drinking water. Various corrosion control strategies, including pH and alkalinity adjustment, phosphoric acid, and zinc orthophosphate, are being evaluated using harvested pipes from a location experiencing pitting to determine the effectiveness of each mitigation strategy in controlling both galvanic and uniform corrosion.

Additional Impacts of Proposed Revisions on Georgia Utilities The LCR Revisions are intended to improve the effectiveness of corrosion

Figure 7. Corrosion Control Pilot Study Conducted at the CCMWA Wyckoff WTP and Quarles WTP Using Harvested Copper Pipe with Lead Solder.

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control and reduce exposure to lead. As published, the LCR Revisions specify changes to water quality parameter (WQP) monitoring requirements, and sampling locations that would now include points of connections (POCs) between water systems. With sampling required at POCs, the evaluation of compatibility and blending of different control strategies within the consecutive systems will be important. Under the LCR Revisions, systems will be required to implement lead sampling in all schools and childcare facilities and LCR compliance sample site locations for the drinking water supplier and member governments may change. Changing sample locations will pose additional challenges for water utilities, including finding willing and able participants. If triggered by the new levels, the regional water systems will be required to evaluate specific orthophosphate doses of 1 mg/L and 3 mg/L as PO4. Calcium hardness adjustment would no longer be an acceptable corrosion control treatment strategy, which essentially curtails the use of Langelier Stability Index (LSI) as a corrosion control technique in many Georgia systems. Low alkalinity source waters in Georgia create a challenge for utilities in Georgia. Stable water quality is key to providing effective corrosion control and the USEPA recommends a finished water pH range of + 0.2 pH units and a distribution pH range of + 0.3 pH units. Without additional treatment to increase alkalinity, most finished waters in Georgia have low alkalinity and low buffering capacity, making it difficult to maintain stable pH throughout the distribution system.

CONCLUSION The LCR Revisions are expected to have significant impacts on systems throughout Georgia and across the country. CCMWA provides an example of proactive planning for long-term corrosion control strategies. Corrosion control can be especially complex for systems with multiple water sources, interconnected systems, and distribution system blending of different water quality conditions. Changes to tap sample site selection and sampling procedures increase the risk of lead levels exceeding the proposed Trigger Level (10 ppb).

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“Low alkalinity source waters in

Georgia create a challenge for utilities in Georgia. Stable water quality is key

to providing effective corrosion control.“

Many systems may benefit from a proactive corrosion control evaluation to understand potential Trigger Level impacts and develop strategies to reduce the risk of a Trigger Level exceedance. The extent of regulatory impacts will depend significantly on the presence of lead service lines or unknown service line materials, which places a greater regulatory burden on utilities. However, all systems will need to develop a service line inventory and begin tracking service line materials – a new paradigm under the LCR Revisions. Despite the anticipated regulatory impacts on utilities and state regulatory agencies, working deliberately towards compliance with the LCR Revisions will further minimize lead and copper levels in drinking water and promote public health. As of April 2021, the LCR Revisions remain under review by the Biden Administration, the implementation date has been postponed until June 16, 2021, and the compliance deadline has been postponed until September 16, 2024.

While further delays of the LCR Revisions are not anticipated, the Administration has indicated that any changes to the Rule are not expected to lessen any of the requirements discussed above. Among others, additional requirements being discussed include increasing removal and replacements rates for LSLs and the establishment of an MCL for lead in drinking water. An online interactive tool has been developed to help utilities proactively prepare for these revisions and will be continually updated to reflect the current status of the Rule. The online interactive is available at www.hazenandsawyer.com/ infographics/lead-copper-rule-revisions. Becki Rosenfeldt, P.E., is an Associate with Hazen and Sawyer in Richmond, VA. David Haas, P.E. is an Associate Vice President with Hazen and Sawyer in Atlanta, GA. Patrick Pherson, P.E. is a Process Engineer with Cobb County-Marietta Water Authority in Acworth, GA.

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Dougherty County Public Works

d e t a r celeb

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ational Public Works Week ended with a day filled with friendly competition at the Dougherty County Public Works in Albany, GA. There were several events, including a corn hole competition, zero-turn mower obstacle course race, dump truck driving competition, horseshoe tournament and backhoe skills test. There were cash prizes on the line for first, second and third place contestants and no one left empty-handed. Generous vendors around Albany, GA, donated merchandise, including shirts, insulated cups, free oil changes, a car battery and much more. Lunch was also catered in and supplied by Yancey Bros. Company, Performance Peterbilt of Albany, and Flint Equipment Company. It was a great honor to show appreciation to our hard-working employees, who work behind the scenes to provide vital public works services for our communities. Our department is very grateful for all the support our vendors provided at this event and throughout our department. We are proud of our department and are greatly appreciative of all Public Works departments across the nation for all the hard work and dedicated service they provide. There is no doubt that we are all stronger, together.

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Georgia APWA News

RETIREMENT ANNOUNCEMENT Larry Cook, Public Works Director, City of Albany & Dougherty County

fter 54 years of dedicated service to the citizens of The City of Albany & Dougherty County, GA, Public Works (PW) Director Larry Cook is retiring. In 1967, Larry’s career began with the City of Albany Engineering Department. His career included serving as an Engineering Aide, Senior Engineering Party Chief, and Street Department Supervisor. In 1992, after 25 years with the City of Albany, he transitioned to Dougherty County Public Works, GA, as the Assistant PW Director. In 2004, Larry was promoted to PW Director. Now after 29 years of dedicated service at DCPW, Director Larry Cook is retiring in July 2021. According to Cook, some of his greatest successes at DCPW have been the reorganizing of the personnel structure, strengthening management, parks revitalization, road system improvements, recovery efforts from the floods of 1994 and 1998, recovery efforts from the 2017 tornadoes, and Hurricane Michael in 2018. One of his greatest challenges has been staffing issues, which was compounded by COVID-19. The current retention rate and recruitment of employees has been tough for DCPW; however, Cook has built a solid foundation and successful strategies for all current and future DCPW leaders. “It’s important to be a good listener, develop strong employees and leaders, and don’t be afraid to hear

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out other’s opinions,” says Cook. He hopes that the new director continues the tradition of employee recognition which to him is a key part of boosting and increasing morale. “My career path was a great fit for family and me. I have a lot of great memories and will miss the relationships created along the way, as well as the everyday activity at DCPW,” says Cook.

In response to the question about retirement plans, Cook says, “I will probably pursue golfing and enjoy hanging out with my family.” Cook’s other hobbies include coaching and officiating high school sports. He is also a member of the American Legion and Southwest GA Exchange Club. DCPW will greatly miss Larry Cook. Congratulations on your retirement.

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Georgia APWA News

VALDOSTA CONDUCTS PAVEMENT CONDITION SURVEY TO HELP WITH ROAD REPAIRS Venessa Armenta, Public Information Specialist, City of Valdosta

riving on a well-paved road is not just a luxury but a necessity. The City of Valdosta owns and maintains 323 miles of streets and has recently adopted a new, more efficient method for determining which road repairs take precedence. Previously, the City relied on observances or “windshield surveys,” made by the Engineering Department and City leadership, to determine the condition of local roads; however, in recent years, have switched to a process known as a Pavement Management System. This planning tool is used to aid pavement resurfacing decisions by examining the conditions of both the pavement and base underneath. It can detect deterioration caused by traffic or weather and overall pavement quality. In 2019, Valdosta City Council approved a contract with Infrastructure Management Services (IMS) to provide this service. Kevin Tolliver, the City’s Development Review deterioration Engineer, says that this process comes with a caused by traffic or bonus. In addition to weather and overall determining the overall road health, it can detect pavement quality. leaks in utility lines under the roadways. “We find what we call areas needing base repair where rain or traffic has caused the stone base underneath the pavement to be washed away. We have also found places where utility lines have leaked which can cause the soil and rock to be moved away. It helps the Utilities Department as well in areas where a leak may have previously gone undetected,” said Tolliver. Though mending damaged roadways is a priority, research done by Tolliver and his team has shown that it is significantly less expensive to keep a road in good condition than it is to repair a deteriorated one. For this reason, the Pavement Management System places roads in need of preventative maintenance above the reconstruction of those in poor condition. The new system has resulted in 50 roads being repaved in its first year and similar numbers in the following years.

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Georgia Public Works 2.indd 1

19/08/2020 16:57

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Georgia APWA News

CITY OF VALDOSTA LAUNCHES VALDOSTA ON-DEMAND Valdosta’s first on-demand transit service with Via Ashlyn Johnson , Public Information Officer, City of Valdosta

he City of Valdosta recently launched its first ever microtransit system, Valdosta On‑Demand. In partnership with Via, the leader in TransitTech, Valdosta On-Demand expands access to affordable, efficient, and convenient public transit for all riders within the city limits. “Providing Valdosta residents public transportation has been a consistent goal of elected officials and city administration. This On‑Demand service is the perfect way for us to test out a new, more flexible way for riders to make trips to the store, to school, to the doctor or other locations in the city,” said Valdosta City Manager Mark Barber. “I’m thrilled to implement this affordable and convenient transit system to our community. We hope to continue finding creative ways to reduce traffic on our roadways while also attracting new riders to this transit system.” Using the Valdosta On-Demand mobile app, anyone within the city limits, residents and workers will be able to hail a vehicle directly from their smartphone or by calling the call center at 229-441-2940. Via’s advanced algorithms create quick and efficient trips by matching passengers and vehicles together in real time and directing riders to a nearby “virtual bus stop” for pick-up and drop-off. The service will offer wheelchair-accessible vehicles and offer door-to-door service for those with limited mobility. “We believe this microtransit, on-demand model is a perfect fit for Valdosta and communities similar in size. We were able to think outside the box and partner with Via, to offer this new innovative public transit solution to residents and visitors in the City of Valdosta,” said Mayor Scott James Matheson. The partnership with the City of Valdosta is Via’s first in Georgia. Via is already working with more than 200 partners in over 20 countries to help connect more people to transit, including Green Bay Metro, Columbus Ohio Transit Authority (COTA), and Sydney’s Transport for New South Wales.

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Resurfacing? Avoid unnecessary project costs by using steel or cast iron riser rings to bring an existing manhole frame and cover to finished grade.

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Georgia APWA News

APWA ANNOUNCES 2021 TOP TEN PUBLIC WORKS LEADERS OF THE YEAR

n May 1, 2021, the American Public Works Association (APWA) announced its 2021 Top Ten Public Works Leaders of the Year. In its 62nd year, this award is one of APWA’s highest honors that is based on a lifetime of professional contributions. Recipients of the awards are chosen by past Top Ten recipients and embody professionalism, expertise, and personal dedication to improving the quality of life in their communities through the advancement of public works services and technology. The Top Ten Public Works Leaders award focuses on outstanding career service achievements of individual public works professionals and officials from both the public and private sectors in North America. Each of the Top Ten Leaders is recognized for their accomplishments in federal, state, provincial, county, or municipal engineering or administration –

including career advancement, contribution to technology or job knowledge, commitment to the profession as evidenced by education, training, certification or registration and continuing education – and professional excellence and service to the community in large and small municipalities. Now more than ever, it is important to acknowledge these dedicated leaders who make possible the core services their communities need to maintain a high quality of life. Because of their planning, foresight, technical contributions and leadership, Public Works departments and their private sector partners continue to provide essential municipal services, such as solid waste management, clean drinking water, and emergency management operations.

APWA’s 2021 Top Ten Public Works Leaders are: • Ms. Brigitte Berger-Raish, P.E., Director of Engineering & Public Works, Village of Wilmette, IL • Mr. Tom Brady, P.E., Director of Utilities, City of North Las Vegas, NV • Mr. Robert “Brutus” Cantoreggi, Director of Public Works, Town of Franklin, MA • Ms. Jeannine Clancy, Assistant General Manager, Metropolitan Council Environmental Services, St. Paul, MN • Mr. Patrick Collins, P.E., CPWM, F. ASCE, Director/City Engineer, City of Valdosta, GA • Mr. William (Bill) Ebel, Jr., City Manager, City of Overland Park, KS • Ms. Delora Kerber, P.E., PAT R I C K C O L L I N S , P. E . , C P W M , F. A S C E , Director of Public Works, City of Wilsonville, OR • Mr. Terrence W. Nealy, Public Works Director, City of Rock Hill, SC • Mr. Wilfrid Nixon, P.E., Ph.D, PWLF, President, Professional Snowfighters Association, Iowa City, IA • Ms. Ginger Spencer, Public Works Director, City of Phoenix, AZ

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Use Paper Responsibly Today’s forest industry is working hard to become one of the greenest industries on earth. Paper is an essential part of human civilization. While we all use and depend upon electronic communications, it is easy to ignore that it comes at an environmental cost. Worldwide spam email traffic creates greenhouse gases equivalent to burning two billion gallons of gasoline yearly, with numbers rising. More than $55 billion in toxic e-waste material is thrown away every year in the US alone, with a recycling rate of only 20% compared to 64.7% for paper. No industry is perfect. But the paper industry has made, and continues to make, huge investments in environmental responsibility. Specifying and buying paper from certified sources ensures the continuation and growth of carbonabsorbing forests. Using paper with appropriate amounts of recycled fibre helps preserve forests, conserve energy, and maximize fibre usage through paper lifecycles.

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THIS PAIRING IS A CUT ABOVE THE REST. When you pair Massey Ferguson versatility with Diamond Mowers reliability, no mowing tasks are beyond our reach. Easily maneuver over ditches, tricky slopes and tough terrain with the rock-solid stability of a Massey Ferguson® tractor. Achieve the perfect cut, even next to obstacles like fences and trees, with our wide variety of Massey Ferguson tractors and Diamond boom mowers. Then call it a day — your tasks have been handled.

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