Detect leaks before they turn into disasters.
Connecticut’s Answer to Unaccounted for Water %
Unmatched expertise
Proven solutions that work
Programs that pay for themselves
CHAIR
Christopher Woodcock Woodcock and Associates, Inc.
CHAIR-ELECT
Ryan Thomas Shea
Boston Water and Sewer Commission
PAST CHAIR
Chi Ho Sham
Independent Consultant
YOUNG PROFESSIONAL
Cielo Sharkus Raftelis
SECTION DIRECTOR
Renee Lanza
GEI Consultants, Inc
ME DIRECTOR
Patsy Root
IDEXX Water
MA DIRECTOR
Peter Salvatore
Boston Water & Sewer Commission
NH DIRECTOR
Sarah Trejo Aquarion Water Company
RI DIRECTOR
Carleigh Samson
Corona Environmental Consulting/University of Rhode Island
EXECUTIVE DIRECTOR
Hillari Wennerstrom, CAE Mosaic AMC LLC
TREASURER
Rachel Kovac
Regional Water Authority
COMMUNICATIONS COMMITTEE
Sarah Trejo – Editor and Chair
Water Quality Compliance Coordinator, Aquarion Water Company
Christopher Woodcock President, Woodcock & Associates, Inc.
Dilara Hatinoglu Graduate at the University of Maine
New England Water Wayfinder is published by
Tel: 866-985-9780 Fax: 866-985-9799 www.kelman.ca
Managing Editor Mathias Leiendecker
Design/layout Kellee Breckman
Advertising Sales Megan Stanley
Advertising Co-ordinator Stefanie Hagidiakow
Address Service Requested.
Count on it. Build on
Experience the MACH 10® Ultrasonic meter at neptunetg.com/mach10
Protect pipes and water quality with temperature and pressure monitoring
Eliminate unnecessary guesswork when troubleshooting
MESSAGE FROM THE SECTION CHAIR
A Year of Milestones, Momentum, and Gratitude
Chris Woodcock, Section Chair
As my term as Chairman draws to a close, I find myself filled with pride, gratitude, and a profound sense of accomplishment. This past year has been one of transformation, growth, and bold new beginnings for the New England Section of the American Water Works Association –and every success we’ve celebrated has been the result of collaboration, dedication, and vision.
Our journey toward becoming a fully independent Section has advanced at a remarkable pace. Perhaps most significantly, we transitioned from an appointed Board of Directors to a Board elected directly by our membership – a milestone that reflects the strength of our democratic process and our commitment to transparency and accountability.
We also took the major step of formally incorporating as the New England Section of AWWA. Along with incorporation came a host of foundational efforts – selecting our own legal counsel, adopting new bylaws, and even updating them once already with the support of both our members and the AWWA Board. These are not small feats; they’re evidence of a thriving and responsive organization.
Symbolically and practically, we introduced a fresh new logo – a visual identity that signals both our history and our future. We filled our two appointed Board positions with the addition of a new Secretary and a Treasurer, strengthening our leadership team with capable, committed individuals.
And at the time of this writing, we are actively transferring all financial accounts from AWWA headquarters in Denver to the Section – a vital step toward full autonomy and operational control.
Among the most impactful achievements this year was the overwhelming approval –by 70% of our voting members – of a new assessment that will provide the financial backbone to support our programs and operations. This show of confidence by our members is both humbling and energizing. It ensures that we have the resources to move forward with strength and stability.
With that new foundation in place, we reached another major milestone: the hiring of our first Executive Director. We are
thrilled to welcome Hillari Wennerstrom, who brings years of experience with similar organizations and has already proven to be a dynamic, capable leader. Hillari jumped in immediately and is already coordinating our very first Annual Conference – a true milestone that reflects our growing capacity and ambition.
None of these successes would have been possible without the tireless support and guidance of several key individuals. I want to extend heartfelt thanks to Cody Finan and Nancy Sullivan from the AWWA Section Services team, whose advice and support were instrumental throughout the transition. Special recognition goes to Alane Boyd, who was hired by AWWA
“WE ARE THRILLED TO WELCOME HILLARI WENNERSTROM, WHO BRINGS YEARS OF EXPERIENCE WITH SIMILAR ORGANIZATIONS AND HAS ALREADY PROVEN TO BE A DYNAMIC, CAPABLE LEADER. HILLARI JUMPED IN IMMEDIATELY AND IS ALREADY COORDINATING OUR VERY FIRST ANNUAL CONFERENCE – A TRUE MILESTONE THAT REFLECTS OUR GROWING CAPACITY AND AMBITION.”
to guide us in our early stages as a new Section. Quite simply, none of this would have been possible without Alane’s wisdom, patience, and commitment. The New England Section of AWWA will always be grateful to her.
And finally, to our Board of Directors –thank you. I have served on many Boards over the years, but I can say without hesitation that this is the hardest-working, most dedicated, and most unified Board I have ever had the honor of working with. You’ve met every challenge with energy and professionalism, and you’ve done
so with the good of the Section always at heart. As a start-up entity, we did not have the administrative infrastructure in place, and the individuals on the Board of Directors all contributed far more time and effort than would typically be expected. We are indeed fortunate in New England to have such amazing professionals and really nice people.
As I prepare to step into my final year as Past Chair and then into real retirement, I do so with immense pride and a smile. I leave knowing the New England Section of AWWA is in exceptional hands – with
a strong foundation, an energized membership, and a clear path forward. I am confident that the most important people in the world – you, our members, the people that provide us with the best drinking water in the world – will continue to be served by fellow water supply professionals who have the same commitment to public health and safety. Consider joining a committee or the Board; I know you will never regret it.
Thank you all for making this such an extraordinary year. I look forward to seeing all that you will accomplish in the years ahead.
MESSAGE FROM THE EXECUTIVE DIRECTOR
Looking Forward to Connecting with Members
Hillari Wennerstrom, CAE, Mosaic AMC LLC, NEAWWA Executive Director
I’m pleased to officially join NE-AWWA as of July. With over 20 years in professional societies – mainly medical, legal, and financial – I’m eager to support this public service community alongside your dedicated leaders. As a past local official in Tyngsborough, MA, I appreciate the vital role water and sewer services serve in every New England city and town.
with our Annual Conference on October 29-30 at Encore Boston Harbor. The event features five educational sessions, a keynote from George Hawkins, and exhibit hall access both days. I look forward to meeting many of you there.
After the conference, the next elected Selection Board will begin their terms, and I’m confident in their commitment. I am confident that those leaving the board will continue contributing in other ways. The dedication of the Section's leadership is very inspiring.
I look forward to connecting with members, so please reach out anytime at hillari@ne-awwa.org
“AS
THE SECTION REORGANIZES, MY FOCUS IS TO BOOST MEMBER ENGAGEMENT THROUGH EDUCATION AND NETWORKING EVENTS, STARTING WITH OUR ANNUAL CONFERENCE ON OCTOBER 29-30 AT ENCORE BOSTON HARBOR.”
MESSAG E FROM THE EDITOR
Reflections on ACE 2025
Sarah Trejo, Editor
This year was my second time going to the AWWA Annual Conference and Exposition (ACE), and it wasn’t any less overwhelming and exciting than the first time I attended. As usual, it was a whirlwind of educational sessions, talking to exhibitors, and catching up with friends, all while acclimating to the Denver elevation.
I always learn so much at conferences, especially at ACE. I try to attend a mix of sessions so I can learn more about what’s happening in other areas of the industry that I’m not frequently involved in. One of my interests is how we as an industry can communicate more effectively with the communities we serve. I’m part of Aquarion Water Company’s emergency on-call rotation and often speak to customers about their water quality concerns. I’m constantly fine-tuning how I answer their questions to help them understand some complex topics, so I’m always looking for ways to be a better communicator.
With the internet at our fingertips, it’s easy for customers to enter a query and find information that may be sensationalized or inaccurate. The increasingly widespread use of artificial intelligence as a search tool also increases the chance of assuming all aggregated information is factually correct. We know our water better than anyone else, so how do we as utilities become that trusted source of information?
My takeaways from the ACE sessions I attended were that we need to meet customers where they are and use multiple channels of communication. Two examples that stuck out to me were from a utility in North Carolina and another in Colorado. The utility in North Carolina holds moderated community chats about PFAS in neutral locations (like a coffee shop) in their service area. The utility in Colorado went to their community and directly asked them what type of assistance would be most useful and adjusted their own responses to provide the best service.
Ultimately, both utilities found that being present in their communities had a huge impact on how customers received the information they were communicating. I don’t think there’s a wrong answer in how we reach customers, but we do have to adjust our methods based on the communities we serve. What works for one
community may not work for another. We may also need to provide the same information in different ways and in multiple locations.
I love hearing these presentations from other utilities, because there’s always something I can bring back to Aquarion. We serve a diverse range of communities in Massachusetts, New Hampshire, and Connecticut, so it’s almost impossible to find a one-size-fits-all solution for our customers. We have to be as flexible and dynamic as we can. One day, I might get a call from someone who speaks English as their second language and another day, I might be writing a letter explaining why we decided to chlorinate the previously unchlorinated wells. Neither of these nor the innumerable other situations that come up can have the exact same response.
So, for these reasons, I encourage all utilities to learn from other utilities and to speak with their communities to find what works for both sides. Trust starts with a conversation, and in a time when tap water makes headlines more and more frequently, building a positive relationship with our communities is vital.
20 25 NEAWWA ANNUAL CONFERENCE PREVIEW:
NE-AWWA Members are Invited to Attend
WAVE OF THE FUTURE:
INNOVATIONS
IN WATER TECHNOLOGY AND
The New England Section AWWA will hold its first Annual Conference on October 29-30 at Encore, Boston Harbor. The event will convene industry leaders, professionals, and early-career participants to discuss recent developments in water technology and sustainability. The Wave of the Future conference will focus on research, emerging solutions, and policies relevant to the advancement of the water sector.
In addition to the educational and networking opportunities, the conference will offer hands-on workshops and dedicated forums where attendees can exchange ideas, share best practices, and connect with innovators shaping the future of water management. Whether you are seasoned in the field or just beginning your career, this event promises to deliver valuable insights and foster meaningful collaborations.
Attendee registration is now open online. Visit https://ne-awwa.org/Annual_Conference for more information
about the schedule and session topics. Need an overnight room?
Encore Boston Harbor is holding a room block for the conference at a special rate until September 28. You can book directly online at https://book.passkey.com/event/51074786/owner/49738617/home. Exhibitor space and conference sponsorship are still available. If you know of anyone interested in joining us, please invite them. Our list is growing every day! Please be sure to check out more information on our website.
Keynote Speaker
NE-AWWA is pleased to announce that George Hawkins will be joining us as the keynote speaker at our 2025 Annual Conference. George is a nationally renowned keynote speaker as well as the Founder and CEO of Moonshot Missions, a non-profit company
focused on providing communities with safe, accessible, and affordable drinking water and clean waterways.
Career Fair: Together, Let’s Build the Future of Water
Thursday, October 30
Encore Boston Harbor, Everett, MA Fair Open to Attendees: 10 AM – 2:30 PM
Held in conjunction with New England Section AWWA’s largest event of the year, this Career Fair will bring together students, young professionals, and mid-career changemakers seeking to build meaningful careers in the water industry. Participating organizations will have direct access to top talent from across the region –motivated individuals ready to join your mission in sustaining, protecting, and advancing water systems throughout New England.
Who You’ll Meet
Students – Pursuing degrees in engineering, water technology, biology, chemistry, environmental science, sustainability, and public health. Our Student and Young Professionals Program, featuring dedicated activities and networking opportunities, will be held concurrently with the Career Fair, which will give you access to a host of great talent.
Young Professionals – Recent graduates and young professionals looking for internships, entry-level roles, and career advancement who are ready to apply their knowledge and energy to meaningful work.
Experienced Professionals – Exploring new opportunities in utility operations, engineering consulting, laboratory science, regulatory affairs, asset management, and more.
Student and Young Professionals (YP) Day: BE SEEN. BE HEARD. BE INSPIRED.
Thursday, October 30
Encore Boston Harbor, Everett, MA Register at ne-awwa.org/meetinginfo
Whether you’re exploring your next step or ready to make a splash in the industry, this conference is your moment. Thursday, October 30 has activities specific to Students and Young Professionals. Special reduced pricing for this single day which includes access to...
Career Fair
Connect with top utilities, engineering firms, nonprofits, and agencies actively hiring interns, entry-level talent and experienced professionals.
Lunch with a Boss
Sit down with a water industry leader for real talk about career paths, advice, and what it takes to grow in the field.
This Isn’t Just a Conference –It’s Your Launchpad Into the Water Industry
Join hundreds of professionals, researchers, innovators, and fellow students & young professionals for two days of learning, networking, and career-building opportunities tailored just for you.
Projection
TIME OCTOBER 29, 2025
OCTOBER 30. 2025
8:00 AM Registration, Breakfast, Visit Exhibitors
8:30 AM Registration & Exhibitor Setup Career Fair Opens
9:00 AM
9:30 AM
10:00 AM
10:30 AM
11:00 AM
Welcome & Opening Session: From Hype to Impact: How AI is Transforming Water Utilities
11:45 AM Break
12:00 PM
12:30 PM
Lunch & Keynote Address:
“Hand over Fist: Innovation in Finance, Capital Investments and Operation” George Hawkins, Founder & CEO Moonshot Missions
General Session: Section Awards, Guest Speaker: Reid Campell, AWWA
Break & Visit Exhibitors
Workshop Session II
Track A: Innovative Water System Design & Construction
Track B: Drinking Water Policy & Regulations: Innovative Approaches to Improve Water Quality and Meet Compliance - Part 1
Lunch Section Business Meeting Recognition of Section Board Tap Water Taste Test Competition
1:15 PM Break Break
Workshop Session III
1:30 PM
Exhibit Hall Opens
2:00 PM
2:30 PM
3:00 PM
3:30 PM
4:00 PM
4:30 PM
5:00 PM
5:30 PM
Workshop Session I
Track A: Sustainable Future for Water
Track B: Advanced Innovative Tools to Address Utility Needs – Part 1
Networking Reception Exhibit Hall
Track A: Advanced Innovative Tools to Address Utility Needs - Part 2
Track B: Reducing Risk and Integrating Data
Break & Visit Exhibitors
Workshop Session IV
Track A: Drinking Water Policy & Regulations: Innovative Approaches To Improve Water Quality and Meet Compliance – Part 2
Track B: Climate Resiliency
WAVE OF THE FUTURE:
OCTOBER 29 AND 30, 2025
CONFERENCE REGISTRATION: 8:00 AM – 5:00 PM, Wednesday & Thursday
NE-AWWA SECTION BOARD MEETING: 9:00 – 10:30 AM, Wednesday
EXHIBITOR SET-UP: 8:30 AM, Wednesday
EXHIBIT HALL HOURS:
Wednesday, 1:30 – 3:00 PM and 4:30 – 5:30 PM; Thursday, 8:00 – 9:00 AM, 10:00 – 10:30 AM and 4:00 – 4:30 PM
CAREER FAIR: Thursday, October 30
TAP WATER TASTE TEST:
Samples must arrive by 9:00 AM Thursday; announcement of winner during Lunch
Help AWWA Tell Congress to ‘Keep Funds Flowing’ For Water Infrastructure
Proposed budget cuts in the US Congress threaten to reduce funding for loans under the State Revolving Fund (SRF) and Water Infrastructure Finance and Innovation Act (WIFIA) – critical financing for countless infrastructure improvements across the United States.
That’s why the American Water Works Association has launched the “Keep Funds Flowing” campaign. Through stories that capture the tangible benefits of projects funded by SRFs and WIFIA loans, AWWA is underscoring the urgent need for continued federal investment in water systems.
“Programs like WIFIA and the SRFs are efficient, strategic funding tools that help our communities thrive and maintain high standards of public health protection,” said AWWA Legislative Affairs Director Nate Norris. “These vital programs should continue to be supported and fully funded.”
The EPA estimates that over the next 20 years, US drinking water systems will need to invest $625 billion for repairs and upgrades, and wastewater and stormwater systems will need to invest $630 billion.
SRF and WIFIA loans provide low-cost financing that makes important projects possible, particularly for smaller utilities with smaller budgets. The SRFs are statemanaged loan programs that reinvest money as loans are paid off, so funds can be used for other projects. In part because loan repayments revolve back into the fund, every $1 invested in the SRFs results in $2 in infrastructure improvements.
WIFIA uses a small congressional appropriation to cover the credit subsidy cost for low-interest, long-term loans, enabling the program to support up to $100
in project financing for every $1 invested by the federal government. In 2024, EPA closed 18 loans and provided nearly $2 billion in financing to support more than $4 billion in projects.
AWWA has already shared stories from Colorado, Florida and Utah that showcase the magnitude of improvements that are possible with these loans, and AWWA is looking for more.
Has your utility benefited from federal infrastructure funding? For more information, visit www.awwa.org/ keepfundsflowing.
THE CHANGING LEAD-SCAPE: SERVICE LINE NOTIFICATION LETTERS TO CUSTOMERS
At this time last year, water systems across the country were gearing up to compile service line inventories and mail service line letters to their customers for the very first time. The October 16, 2024, compliance deadline for the Environmental Protection Agency’s (EPA) Lead and Copper Rule Revisions (LCRR) was fast approaching and the release of the final Lead and Copper Rule Improvements (LCRI) was still anticipated. Utilities and regulators were working to understand the new requirements and ensure compliance. As a water utility serving more than 780,000 people across three states, Aquarion Water Company was no exception.
Aquarion Water Company was founded in 1857 as Bridgeport Hydraulic Company. In the time since the company’s founding, Aquarion has acquired many public water systems and now owns and operates 83 public water systems with more than 230,000 combined service connections. Due to its large number of public water systems and varying quality of record-keeping/retention efforts by previous system owners, Aquarion faced a challenge in meeting the annual and ongoing customer notification requirements of the LCRR. Aquarion quickly began preparations for this challenge and the other regulatory
As required by the LCRR, all public water systems were required to send letters to their customers with lead, unknown, or galvanized requiring replacement service lines by November 15, 2024.
requirements of the LCRR and relied on its organizational structure and a collaborative approach to ensure compliance.
Organizational Structure
At the outset, Aquarion instituted four task forces to focus on the requirements of the LCRR. These task forces were focused on ensuring compliance in the areas of the inventory, major and minor disturbances, school and daycare monitoring, and compliance monitoring. Each task force was made up of stakeholders across all pertinent departments and was guided by the Lead Steering Committee, an internal team of executives and subject matter experts. This group was formed more than 10 years ago and has been pivotal in shepherding lead and copper efforts. When the proposed LCRI was released, the Lead Steering Committee shifted Aquarion’s
primary attention to the inventory task force and service line notifications due to the uncertainty of upcoming LCRI requirements. This group continues to meet monthly to ensure compliance with present and future lead regulations.
In addition to these working groups, Aquarion created two lead-specific positions. The role of Lead and Copper Program Manager was added to the Water Quality Management Department. This role focuses on maintaining expertise on federal and state regulations, communication with primacy agencies, and ensuring all compliance requirements are being met. In addition, the role includes communication with stakeholders and the public to both educate and strengthen trust. The role of Lead Service Line Coordinator resides in the Engineering Department and focuses on executing Aquarion’s lead service line
Yesher Larsen, P.E., Director of Water Quality Management, Aquarion Water Company and Bianca Milano, Lead and Copper Program Manager, Aquarion Water Company
Technical Selection
replacement program. Aside from these two lead-specific positions, Aquarion also utilized the expertise of two outside consultants to assist with the preparation of the inventories and drafting the required letters to customers.
Service Line Notification Preparations
Once we had the appropriate teams in place, we jumped into preparations for the fall 2024 requirements of the LCRR. Due to the previously mentioned large number of historical acquisitions, it was already evident that Aquarion would have many unknown service lines in our initial service line inventories. Work had commenced many years prior on gathering service line material information during routine operational and construction work. As required by the LCRR, all public water systems were required to send letters to their customers with lead, unknown, or galvanized requiring replacement service lines by November 15, 2024. This customer notification would continue annually and upon service initiation. To prepare for this requirement, we began drafting service line letter templates with our consultant in late 2023.
Given that neither states nor the EPA had released templates for the letters as of late 2023, our original intent was to create one set of templates for all three states that we serve: Connecticut, Massachusetts, and New Hampshire. These templates for unknown service lines, lead service lines, and galvanized requiring replacement service lines were carefully crafted to meet all requirements of the federal LCRR and went through many iterations of edits from our team. We had several communication goals in mind aside from meeting the regulation: we wanted to be transparent, be consistent, be available, and, through it all, promote customer involvement. Since a portion of the service line in our public water systems is owned by the customer, cooperation would be absolutely crucial.
To achieve our goals, we determined that we would need to enlist the help of our Information Technology (IT) department to enhance our existing systems and develop processes. To be available for our customers, a specific phone queue was developed. This queue has a separate phone number for customers to contact our customer service department with lead-specific questions.
Almost every department had a role to play, and we certainly would not have succeeded without the support of the entire company.
It was designed to allow us to handle a higher volume of calls than our regular phone number and provided customers with the option to register for a callback to improve customer experience. Our IT team also set up a special code to use for our customer service representatives to classify calls. This provided us with the opportunity to track metrics related to customer contacts. Next, we needed a way for customers to selfreport their service line material.
Technical Selection
Our manager of Geographic Information System (GIS) and IT worked with a crossdepartmental team to develop a Service Line Survey. This is an online survey tool that customers can use to self-report the material on the customer side of their service line. We provided a QR code on the letter templates that we drafted to drive customers directly to the survey and provide an accessible customer experience. The service line survey became an integral part of our data collection after sending out our service line letters.
As the October 16, 2024, LCRR compliance date approached and we continued with our letter preparations, more and more questions started coming up. What methods are approved to deliver these letters? Will we mail to the billing or the premise address? How will we notify multi-unit buildings? We started reaching out to our regulators for clarity. Since Aquarion serves three different states, we inquired with three different state regulators. As we began receiving regulator responses to our questions, we started to see differences in guidance from state to state. We realized that we would not be able to utilize one set of templates for all three states.
Regulators continued to provide additional guidance over time, but guidance and direction on the letter templates were limited. The Massachusetts Department of Environmental Protection (MassDEP) was the first regulator to release templates in June 2024, and the EPA followed in July 2024. Through transparent and frequent communication on Aquarion’s planned mailing timeline, the New Hampshire Department of Environmental Services (NHDES) and the Connecticut Department of Public Health (CTDPH) expressed support for the submission of our in-house letter drafts for approval. In September, Aquarion decided to move forward with approvals for these drafts in Connecticut and New Hampshire, but utilized the MassDEP templates for Massachusetts customers. Ultimately, we ended up with three different sets of service line letter templates to utilize for our mailing.
Scheduling the Mailings
Accomplishing the mailing itself posed its own challenges. Due to the high volume of letters that we had to send, we knew that we would not be able to perform the
physical mailing in-house. We devised a plan that required both an IT enhancement in Aquarion’s enterprise resource planning software and the use of a print vendor. Next, we developed a schedule for our mailings. After speaking with many departments, we determined that to ensure responsiveness to our customers, we would not be able to mail all the letters on one day.
The schedule we developed split our mailings up into four rounds. Given that we only had 30 days from inventory submission to the compliance deadline for the letter delivery (November 15, 2024), we decided to mail one round of letters per week for four weeks. Mailings were scheduled on Mondays, and we sent our first mail merge to the print vendor two days before the LCRR compliance date for the inventories. Our first mailing date was set for October 21, 2024.
Internal and External Outreach
As we geared up to send out our first mail merge file, we scheduled a number of internal trainings to ensure Aquarion staff could respond to questions related to the service line letters. The Lead and Copper Program Manager and Lead Service Line Coordinator held training sessions for both our customer service team and our field groups that interact with customers on a day-to-day basis. During these trainings, staff reviewed the service line letters, available customer resources, and the answers to frequently asked questions. In addition to internal training, Aquarion performed outreach to community leaders.
Aquarion’s Water Quality Management Department took the lead on reaching out to the Health Directors overseeing the local health districts in Aquarion’s service area. We provided copies of the service line letter templates to each Health Director for their reference, an overview of the LCRR Requirements, and resources that customers could be directed to for assistance.
Additionally, Aquarion reached out to municipal leaders with similar information to ensure that they were equipped to
Technical Selection
answer questions from their residents. This initial outreach was often met with a response of acknowledgement and, in some cases, follow-up inquiries. Aquarion’s proactive outreach strategy opened a line of communication that continued to be utilized throughout the mailings.
Mailing the Annual Notifications
The first mailing went out on October 21, 2024, to customers. We felt a sense of relief as the process for planning, creating, and mailing the letters was a success. However, by October 25, we started to experience an increase in customer inquiries. Our leadspecific phone number started receiving an additional 200 to 300 calls per day. In addition to calls, we received a large number of emails to our lead-specific email addresses. Emails started flooding in, and we realized that we would need to activate our plan to ensure additional support to answer our customers’ inquiries.
Initially, we had Aquarion’s customer service representatives accepting phone calls and our three subject matter experts fielding questions received in the leadspecific email box. As inquiries increased, we pulled the Water Quality Management Department staff into the mix by giving them access to the lead-specific email box and training them on how to utilize the customer service phone system. Our teams continued to field questions throughout the mailing schedule. Each week, a mailing would go out on Monday, and calls would continue to ramp up until the next week’s mailing.
Overall, we received inquiries on many different topics. Many customers were calling to gain further information on the meaning of the letter. Some called expressing confusion about whether the letter was stating that there was lead in their drinking water or if their unknown service line was constructed of lead. We were even contacted by citizens outside of our service area about the service line letters they received from their own utility. We spent time with each customer explaining the lead and copper regulation, educating them on lead risk and useful tips to reduce that risk, and directing customers to our service line survey.
The online service line survey was heavily used by customers upon sending out the letters. We had attempted several outreach efforts earlier in 2024 to encourage service line survey submission, but none were as successful as these service line letters. At our highest point, we received approximately 350 surveys per day. After all was said and done, we met the compliance deadline of November 15, 2024, and continued to field a high volume of customer questions throughout December. The notification letters, survey submissions, calls, and email box provided us with opportunities to educate customers and obtain service line inventory information.
Moving Forward
At the start of 2025, internal stakeholders met to review the systems and processes utilized in 2024 and to determine how
to improve the notification mailing. Feedback from customers and stakeholders was also reviewed to ensure any lessons would be gleaned from it. One example of an improvement is the inclusion of a cover letter to improve readability.
The cover letter, which will be included in this year’s annual mailing, will contain plain language and a few bullet points to explain the purpose of the regulatory letter. In addition to the annual letters, we have developed an automated program in Aquarion’s enterprise resource planning software to mail out service line letters to customers upon initiation of service. This program began development in 2024 and was completed in the spring of 2025. Given the high number of new customers that Aquarion has every month, this automated program has become pivotal to meeting compliance.
Through interdepartmental cooperation, Aquarion was able to successfully prepare for and comply with the LCRR. Almost every department had a role to play, and we certainly would not have succeeded without the support of the entire company. As we look ahead, the LCRI are fast approaching. Our annual LCRR mailing will go out as planned in 2025, and we will continue our efforts to prepare for the new, 2027 requirements of our ever-changing lead-scape.
TREATING PFAS
RESPONDING TO EPA REGULATIONS AND DATA
itigation of the health risks posed by a large class of “forever chemicals” that have been identified as potentially harmful to human health, known as perand polyfluoroalkyl substances (PFAS), has been a growing concern for water utilities in recent years. In April 2024, the US Environmental Protection Agency (EPA) announced a PFAS rule that established enforceable maximum contaminant levels (MCLs) for six PFAS substances. However, in May 2025, EPA revised the regulation to only cover two of the previously announced six substances and extended the compliance deadline to 2031. However, as of this writing, the EPA has not formally adopted changes to the previously announced 2024 regulation.
Federal MCLs will present a new challenge for many water utilities – one that will add to other major concerns, such as losing senior staff to retirement, upgrading infrastructure, identifying lead service lines, hardening cybersecurity, dealing with droughts and climate change, and other new regulatory initiatives.
In the meantime, under the EPA’s Fifth Unregulated Contaminant Monitoring Rule (UCMR5), utilities across the country, and New England, have been collecting and analyzing samples of water for 29 PFAS substances. In July 2025, the EPA released the ninth data set of results from UCMR5, representing about 83% of the total samples that will be collected under UCMR5.
WSP’s design and construction of two treatment systems, which can treat 350 million gallons of contaminated groundwater annually, received national recognition from the EPA’s Office of Land and Emergency Management, citing comprehensive efforts to protect public health in the Northeast US. ©ADOBE STOCK
The results from UCMR5 for New England are quite mixed.
• Overall, about 21% of public utilities in New England reported PFAS concentrations above the new MCLs.
• Connecticut (36%) and Massachusetts (22%) had the highest number of locations with PFAS results exceeding the proposed MCLs.
• Vermont had no public utilities showing PFAS results above the proposed MCLs.
• PFOA was the most common substance found at levels exceeding the proposed MCLs.
The UCMR5 results also appear to confirm the perception that PFAS is much more of a problem for groundwater systems than for surface water systems in New England. Only six surface water systems in New England reported one or more PFAS substance concentrations above the proposed MCLs.
How should utilities respond to the regulatory response at the federal level and the data reported through UCMR5?
Even with the announced changes to the EPA regulations to focus on PFOA and PFOS, the UCMR5 results seem to indicate that many utilities in New England will still ultimately need to find solutions to PFAS.
Steve Rupar, PE, Senior Vice President, Drinking Water Practice Leader, WSP in the US
Estimates of how much utilities will have to spend to comply with the proposed PFAS MCLs vary widely. As of October 2023, EPA estimates total annual costs for capital and operating expenses between $772 million and $1.2 billion; the American Water Works Association (AWWA) estimates more than three times that amount, $3.8 billion annually. The Environmental Business Journal has estimated that water utilities will spend $31 billion in combined capital expenditures and operating expenses over the next 20 years.
The US government has provided some funding for PFAS testing and treatment work, primarily through the Drinking Water State Revolving Fund (DWSRF) program. The current administration has included steep reductions in DWSRF funding in its 2026
budget proposal, but the US House has proposed over $894 million, and the US Senate, $1.1 billion for DWSRF programs in 2026. The final status of DWSRF funding remains uncertain currently. However, barring substantial additional changes to the proposed EPA regulations, the need for treatment and funding options remains significant.
Utility Planning in an Uncertain Time
What should utilities be doing today based on the uncertainty in regulations and funding?
• To evaluate and prepare for treatment down the road, utilities can benefit from a footprint study to identify the physical space that would be required for a granular activated carbon (GAC) or ion exchange treatment system.
• Additionally, utilities should consider treatment alternatives. Utilities may be able to operate their sources differently, to reduce concentrations, drill a new well or connect to another water system.
• Interconnecting with adjacent water utilities whose testing shows low PFAS contamination is another option – although the utility must weigh the economic disadvantages of purchasing water on the wholesale market against other strategies.
• Whichever options utilities are considering, staying connected to the water community – through organizations like the New England Section of AWWA – will be critical to understanding likely changes in regulations and financing options that are still to come.
" THE UCMR5 RESULTS ALSO APPEAR TO CONFIRM THE PERCEPTION THAT PFAS IS MUCH MORE OF A PROBLEM FOR GROUNDWATER SYSTEMS THAN FOR SURFACE WATER SYSTEMS IN NEW ENGLAND. "
The Bipartisan Infrastructure Law is providing water utilities with more than $20 billion in funding options for PFAS treatment over three funding programs. ©ADOBE STOCK
CROSS NEW FRONTIERS
Here and Now: Thoughts on the State of Digital Twin Adoption in the Water Industry DIGITAL TWINS –
The Digital Twin: From Vision to Everyday Utility
The term digital twin has been around for years – long enough to stir excitement, intrigue, confusion, and even some doubt. For many, the utopian vision of a digital twin felt out of reach due to lagging technology, high cost of investment, or inadequate systems and data. That’s no longer the case.
Every component of technology involved, from scanning and modeling to the software used for exploring and integrating data, every part of the technology has advanced, making it more affordable and easier than ever to create a digital twin.
In fact, most water utilities already have the beginnings of a digital twin, specifically for their distribution networks through their GIS systems. Many of those water utilities have begun to take further steps beyond those traditional digital twin foundations to imagine and achieve an improved operation.
One area especially ripe with opportunity is facilities and vertical assets such as treatment plants, pump stations, lift stations, and so on. These critical sites are packed with equipment and processes, yet often rely on siloed systems, outdated documentation, and analog workflows.
By extending digital twin concepts into these environments, utilities can improve operations, streamline maintenance, and make optimization decisions with confidence.
The Journey to a Digital Twin
Digital twins can feel intimidating for those who are just getting started or who are unfamiliar with how they evolve. While it’s never a one-size-fits-all solution, it’s always a journey, moving through stages of maturity that each add new capabilities and value. Here is a brief overview of that evolution.
While each utility may have its own objectives and approach to developing a digital twin, they all need to start from the ground up. Each level forms the foundation for the next. A digital twin can be broad, covering many aspects of a business or operation, and its components may be at different levels of maturity. What they all share are key building blocks that provide the foundation and flexibility needed to generate insights and value.
1. Descriptive Twin
2. Informative Twin
3. Predictive Twin
4. Comprehensive Twin
Live, editable asset replica with integrated documentation.
Adds operational and sensor data for trending insights.
Anticipates equipment issues and performance trends.
Simulates “what-if” scenarios for planning and operations.
5. Autonomous Twin Learns and acts autonomously to optimize operations.
Key Building Blocks
Digital twin projects are unique and shaped by client-specific requirements. In the water utility space, however, most use common building blocks. They may configure and leverage these blocks in different ways, but the core list creates the backbone of a digital twin.
These are the key building blocks, below:
3D GIS: Realistic visualization of assets and infrastructure.
· Asset Management Systems: Tracking condition, maintenance, and replacement cycles.
Technical Selection
· Work Order Management: Scheduling and field task tracking. Document Storage: Centralizing manuals, as-builts, and SOPs.
· Sensor and Operations Data: Live feeds from SCADA and IoT devices.
Once these systems connect, you move beyond a static model to a real-time operational view that supports faster and smarter decisions.
Who’s Doing It
Utilities of all sizes are on this path. Some focus on improving asset management for facilities, while many are expanding or extending their GIS. Others are integrating real-time data, 3D models, and analytics into full digital ecosystems. You don’t have to look hard to find examples of water utilities on various stages of their digital twin journey. It’s no longer an idea, but a reality.
Real-world examples include:
3D Model-Based Workflows: Staff use a 3D model as the starting point. Visualizing assets in a real-world context and launching directly into other systems: CMMS, IWMS, EAM, etc.
· Digital Condition Assessments: Using 3D GIS to improve user experience in mobile workflows for work order and inspection processes.
Digital condition assessments where teams inventory assets, capture photos, and log condition data digitally for faster reporting and capital planning.
· Floor-Aware Navigation:Inside plants or pump stations, using 3D GIS and 360° imagery to help crews locate assets quickly and orient themselves on site, including turn-by-turn directions.
Adoption is accelerating, and connected digital operations are becoming standard. Those moving forward are already realizing gains in efficiency, safety, and decision-making – gains that will be harder to catch up to later.
What They’re Focusing On
Common themes emerge when discussing digital twins. Each comes with its own benefits and challenges, requiring careful planning for development and implementation. Success typically relies on a team-based approach that combines technological expertise, organizational knowledge, and industry best practices. These are the areas of focus most common among Digital Twin adopters:
Improved Visibility: Easier access to data with clear spatial context across the organization.
Predictive Maintenance: Identifying and fixing problems before failures occur using connected live data.
· Mobile Workflows: Delivering maps, manuals, and tasks to field crews for smoother daily work.
· Knowledge Retention: Capturing and sharing institutional knowledge to train and support new workers.
· Better Decision-Making: Simplifying planning and reporting by connecting and clearly presenting relevant data. These goals aren’t new – but now, the tools to achieve them are accessible, proven, and increasingly expected.
DIGITAL TWINS DIGITAL TWINS
Why It Matters
Water utilities are a critical infrastructure that have evolved over time, operated by skilled and dedicated people using a variety of tools. What kept them running for the last 100 years won’t be enough for the next 100. To maintain and grow strong, healthy utilities, organizations need to adopt digital twins that capture the complex realities of today’s operations and business needs.
A strong digital foundation positions utilities to take advantage of emerging technologies like artificial intelligence, automated reporting, and advanced analytics, all of which depend on integrated, accurate data.
Start Where You Are
Getting started doesn’t require building a full digital twin overnight. Remember the levels of evolution. Many utilities start small, focused on a few facilities and a simple workflow to prove value and build from.
The most effective efforts:
· Start with a clear operational goal
· Use fit-for-purpose technology
· Follow a scalable approach
The direction is clear: more connected, intelligent operations. The tools are here, utilities are proving the benefits, and the competitive gap is widening. Digital twins have never been more in reach than they are today. The best time to begin is now.
One area especially ripe with opportunity is facilities and vertical assets such as treatment plants, pump stations, lift stations, and so on.
About The Author
LandTech Consultants has been at the forefront of digital twin technology for water utilities for many years, guiding organizations from early assessments to full implementation. With a focus on connecting data, GIS, and operations, LandTech helps utilities achieve measurable results and improve infrastructure management. To learn more, visit landtechinc.com or call 978-692-6100.
BOLTON’S WOODCHIP BIOREACTOR:
A Green Solution for Nitrate Reduction
The project’s success is a testament to local ingenuity and collaboration between the town board, town supervisor, water plant operators, and Lake George waterkeeper.
When the town of Bolton, nestled in New York’s Adirondack Mountains, set out to reduce the nitrates in its wastewater, there were many expensive options to choose from. But they just weren’t viable for the town, a popular tourist destination with about 2,000 year-round residents.
“We were looking for a cost-effective way to reduce nitrates in our effluent,” said Kathleen Suozzo, an engineer working with the town. “The treatment plant, originally built in the 1960s, had been upgraded over the years, but nitrate removal remained a challenge.”
The town, on the western shore of Lake George, faced an added complexity: All wastewater must be discharged into the ground, not surface waters, per New York state regulations.
Bolton’s bioreactor was constructed by the town’s chief wastewater operator, highway department and a local contractor. It was funded by a $50,000 grant.
So they turned to an unconventional solution: a woodchip bioreactor.
Inspired by agricultural applications in the Midwest, where researchers at the universities of Iowa and Illinois developed the technology to treat nitrate-rich runoff from fertilized fields, Bolton adapted the concept for municipal wastewater. Bolton is believed to be the first municipality in the United States to do so.
The bioreactor — essentially a “big bathtub,” Suozzo said, with an impermeable pond liner filled with woodchips — allows treated wastewater, low in carbon but high in nitrates, to flow through an anoxic environment. Naturally occurring bacteria use carbon from the woodchips and oxygen from the nitrates, converting them into nitrogen gas, water, and carbon dioxide.
“It’s a passive, green, denitrification process,” said Suozzo, managing principal at Suozzo, Doty and Associates. “And it worked.”
The bioreactor — 20 feet wide, 100 feet long, and four feet deep — was constructed by the town’s chief wastewater operator, Matt Coon, with help from the town’s highway department and a local contractor. It was funded with a $50,000 grant from the Lake George Waterkeeper.
Coon described the project as “a big science experiment.”
Technical Selection
For example, when solids started to accumulate — because there is no underdrain — Coon thought to try flooding the bioreactor to flush it.
“We were learning as we went,” he said. “There’s no manual for this.”
The flushing worked, so he continued to do it proactively every four to six weeks to keep the bioreactor efficient.
Coon also pulled water samples and sent them to a lab every two weeks to test for effectiveness.
“We were constantly checking on the bioreactor, changing how many gallons per minute were going through it,” said Coon, one of two operators at the plant. “We were going up a couple times a day to check on it.”
For two and a half years, the bioreactor treated up to 100,000 gallons of wastewater daily during the tourist season and 80,000 gallons of wastewater in the low season, reducing nitrate concentrations from 10 mg/L to 3–4 mg/L. However, as the woodchips began to decompose and oxygen levels rose, performance declined.
The town is now preparing for a new phase, thanks in part to a $246,000 Water Quality Improvement Program grant from New York state. They have taken the bioreactor offline while they construct a new one — this time, with concrete walls, a sacrificial front end for easier maintenance (most of the woodchip breakdown occurs in the first 20 feet), and more closely screened woodchips.
“We’ve learned a lot, and we’re applying those lessons,” Suozzo said. She added: The project’s success is a testament to local ingenuity and collaboration between the town board, town supervisor, water plant operators, and Lake George waterkeeper.
“It was all hands on deck.”
Do you have an interesting project you’d like to share? NE-AWWA is looking for articles for future issues of Water Wayfinder. We want to highlight people, projects, and facilities in the New England area. Please get in touch with Mathias Leiendecker at mathias@kelman.ca or Sarah Trejo at strejo@aquarionwater.com for more information or to submit your article for consideration. Thanks so much for your contribution to Water Wayfinder!
New Section Members
Name Company Name
Marieh Arekhi Northeastern University
Pierre Balidas BWT Pharma & Biotech
Christopher Barrett City of Chelsea Water Department
Kendall Begin Wright-Pierce
Marc Brunell
Andrew Coco
Greg Comeau Amtech Coatings, LLC
Matthew Craig Aquarion Water Co. of Massachusetts
Matt Duff
Ralph Farrar Town of Smithville
Margaret Finn Mass. Dept. of Environmental Protection
Joseph Gifford Catalytic Consulting
Corey Godfrey
William Guite Clear Creek Systems
Jamal Jones
Robert Kehlhem Aquarion Water Co. of Massachusetts
Steven Kohm NWSI
Rachel Kovac
Name
Company Name
Marcella Larrabee Tighe & Bond
Dionathas Medeiros
Felix Da Costa
Christopher Newton City of Quincy
Lukas Norment University of Maine
Sarah Payne Portland Water District
Sanjay Pitchai
Michael Regan
Brian Scadova-Vose RCAP Solutions, Inc.
Cody Smith Guilford Sangerville Utilities Dis
Margaret Stansky
Glenn Sutson Woodard & Curran
Robert Swiniarski Rowley Water Dept.
Lenny Tran HydroCorp
Charles Tripp HDR Engineering, Inc.
Kate Uchal Aquaria LLC
Noah Waldron Pennichuck Water Works Inc.
Raemarie Walker Spfld Water and Sewer Commission
Donnie Zaluski Skowhegan Water Pollution Control
Our concern for the environment is more than just talk
As we continue to deliver valuable information through the pages of this magazine, in a printed format that is appealing, reader-friendly and not lost in the proliferation of electronic messages that are bombarding our senses, we are also well aware of the need to be respectful of our environment. That is why we are committed to publishing the magazine in the most environmentally-friendly process possible. So enjoy this magazine... and keep thinking green.
NEW ENGLAND
New England Water Wayfinder is made possible by the companies below who convey their important messages on our pages. We thank them for their support of NE AWWA and its publication and encourage you to contact them when making your purchasing decisions. To make it easier to contact these companies, we have included the page number of their advertisement, their phone number, and, where applicable, their website.
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 carbon absorbing forests. Using paper with appropriate amounts of recycled fiber helps preserve forests, conserve energy, and maximize fiber usage through paper lifecycles.
HigH Pressure easy installation
Horizontal Directional Drilling
HDSS® is the newest high pressure restrained joint from U.S. Pipe. Providing high pressure restraint of 350psi, and added deflection of up to 5°, HDSS pipe is the leader in restrained joint ductile iron pipe. Chosen specifically for the increased pressure rating, excellent deflection, and ease of installation.
Scan the QR to see all the benefits of HDSS. © 2025 U.S. Pipe, A QUIKRETE® Company. All rights reserved.