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Websites Florida Water Resources Journal: www.fwrj.com FWPCOA: www.fwpcoa.org FSAWWA: www.fsawwa.org FWEA: www.fwea.org and www.fweauc.org Florida Water Resources Conference: www.fwrc.org Throughout this issue trademark names are used. Rather than place a trademark symbol in every occurrence of a trademarked name, we state we are using the names only in an editorial fashion, and to the benefit of the trademark owner, with no intention of infringement of the trademark. None of the material in this publication necessarily reflects the opinions of the sponsoring organizations. All correspondence received is the property of the Florida Water Resources Journal and is subject to editing. Names are withheld in published letters only for extraordinary reasons. Authors agree to indemnify, defend and hold harmless the Florida Water Resources Journal Inc. (FWRJ), its officers, affiliates, directors, advisors, members, representatives, and agents from any and all losses, expenses, third-party claims, liability, damages and costs (including, but not limited to, attorneys’ fees) arising from authors’ infringement of any intellectual property, copyright or trademark, or other right of any person, as applicable under the laws of the State of Florida.
News and Features
Columns
4 It’s Coming: Water Conservation Month and Water Conservation Awards for Excellence 22 To Be Held to a Higher Standard—Thomas King 24 2019 Utilities Industry Outlook in the U.S. 30 Let’s Talk Safety: Carbon Monoxide is a Silent Killer 42 Celebrate 2019 Drinking Water Week! 44 Naples Bay Restoration and Water Quality Improvements Project Earns Award for Sustainable Infrastructure 46 WEF HQ Newsletter: WEF InFLOW Program Introduces Underrepresented Minority Students to Working in Water—Morgan Brown and Bri Nakamura 50 From AWWA: Top Five Myths About Benchmarking Your Utility’s Performance— Frank Roth 52 Intelligent Water Systems Challenge Returns 58 Marjory Stoneman Douglas: Defender of the Everglades and an Advocate for Environmental Stewardship 65 News Beat
Test Yourself—Donna Kaluzniak C Factor—Mike Darrow FWRJ Reader Profile—Becky Cook FWEA Focus—Kristiana S. Dragash FWRJ Committee Profile: FWPCOA Education Committee 54 FWEA Chapter Corner—Chuck Olson 56 FSAWWA Speaking Out—Michael F. Bailey 26 28 48 52 53
Departments 60 Service Directories 63 Classifieds 66 Display Advertiser Index
Technical Articles 6 A Synergistic Approach to Net-Zero Resource Recovery Facilities: A Success Story and Innovations at Hermitage Municipal Authority—Thomas Darby, Jason Wert, Richard DiMassimo, Meg Hollowed, and Sudhakar Viswanathan 32 Utility of the Future: Environmental Stewardship —Virgilia Baird and Poonam K. Kalkat
Education and Training 9 11 21 23 29 37 39 41 43 47
FWPCOA Spring Short School Florida Water Resources Conference FSAWWA Fall Conference Call for Papers FSAWWA Roy Likins Scholarship FSAWWA Awards FSAWWA Drop Savers Contest FWPCOA Training Calendar FSAWWA ACE19 Lunch CEU Challenge AWWA International Symposium on Waterborne Pathogens 51 TREEO Center Training 55 FWPCOA Online Training 57 FSAWWA Grant/Scholarship
Volume 70
ON THE COVER: Lakeside Equipment Corporation screw pumps efficiently lift large quantities of liquid and replace less-efficient pumps. (photo: Lakeside Equipment Corporation)
March 2019
Number 3
Florida Water Resources Journal, USPS 069-770, ISSN 0896-1794, is published monthly by Florida Water Resources Journal, Inc., 1402 Emerald Lakes Drive, Clermont, FL 34711, on behalf of the Florida Water & Pollution Control Operator’s Association, Inc.; Florida Section, American Water Works Association; and the Florida Water Environment Association. Members of all three associations receive the publication as a service of their association; $6 of membership dues support the Journal. Subscriptions are otherwise available within the U.S. for $24 per year. Periodicals postage paid at Clermont, FL and additional offices.
POSTMASTER: send address changes to Florida Water Resources Journal, 1402 Emerald Lakes Drive, Clermont, FL 34711
Florida Water Resources Journal • March 2019
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It’s Coming: Water Conservation Month and Water Conservation Awards for Excellence Water Conservation Month 2019 marks the 21-year anniversary since April was first established as Water Conservation Month in Florida. During that time, great strides have been made toward understanding the impacts of water efficiency and water conservation programs. To recognize these efforts, the Florida Section AWWA (FSAWWA) and Florida's water management districts are once again asking local governments, water utilities, and other organizations to adopt a resolution or proclamation declaring “April as Water Conservation Month,” and then report this back to FSAWWA. It’s important that your organization add a Water Conservation Month proclamation to the statewide list. Each year, FSAWWA works with the state governor and cabinet to proclaim "April as Water Conservation Month.” By adopting Water Conservation Month and adding your proclamation to the statewide list, you’re letting Florida's elected officials know just how important water efficiency and water conservation practices are to local governments, water utilities, and other organizations in Florida. The FSAWWA wants to have utilities and other groups throughout the state adopt this proclamation to get your efforts in water conservation recognized! To add your proclamation to the statewide list of entities proclaiming Water Conservation Month this year, please email your proclamation and its adoption date to Jenny Arguello at jenny@fsawwa.org. The due date for the proclamations is April 15, 2019.
Water Conservation Awards for Excellence This annual awards program of the FSAWWA Water Use Efficiency Division (WUED) recognizes innovative and outstanding achievements in water efficiency throughout Florida. Entry forms will be posted at www.fsawwa.org in July 2019. The 2018 winners are: Best in Class – Orange County Utilities “Tinker Water Conservation Education Program”
Proclamation (Name of County/City entity) (Location) WHEREAS, water is a basic and essential need of every living creature; and WHEREAS, The State of Florida, Water Management Districts and (your group name) are working together to increase awareness about the importance of water conservation; and WHEREAS, (your group name) and the State of Florida have designated April, typically a dry month when water demands are most acute, Florida’s Water Conservation Month, to educate citizens about how they can help save Florida’s precious water resources; and WHEREAS, (your group name) has always encouraged and supported water conservation, through various educational programs and special events; and WHEREAS, every business, industry, school, and citizen can make a difference when it comes to conserving water; and WHEREAS, every business, industry, school, and citizen can help by saving water and thus promote a healthy economy and community; and NOW, THEREFORE, be it resolved that by virtue of the authority vested in me as (chair, mayor, etc.) of (your group name, commissioners or council members, etc.) do hereby proclaim the month of April as Water Conservation Month (Your group name) is calling upon each Florida citizen and business to help protect our precious resource by practicing water-saving measures and becoming more aware of the need to save water.
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Accepting the Best in Class Award are (back row) Norman Blowers and Jessica Green, and (front row) Bridgett Tolley and Terri Thill.
Meritorious – North Port Utilities “Hydrant Hunt” (no award or trophy) Honorable Mention – St. Johns River Water Management District “Blue Schools Grant Program” (no award or trophy)
F W R J
A Synergistic Approach to Net-Zero Resource Recovery Facilities: A Success Story and Innovations at Hermitage Municipal Authority Thomas Darby, Jason Wert, Richard DiMassimo, Meg Hollowed, and Sudhakar Viswanathan. A synergistic market approach to waste treatment and energy production is key to fully realizing the benefits of the circular economy, which is a regenerative system in which resource input and waste, emission, and energy leakage are minimized by slowing, narrowing, and closing energy and material loops. This can be achieved through long-lasting design, maintenance, repair, reuse, remanufacturing, refurbishing, recycling, and upcycling. Energy utilities are facing increasing regulation by the federal government to produce clean, renewable power. Current energy management mandates state that energy utilities must produce up to 20 percent of all electric energy from a renewable portfolio by 2020, and 20 percent of all electric and thermal energy from a renewable portfolio by 2022. At the same time, numerous states in the Northeast and Midwest, and on the West Coast, have either banned or have some regulations that limit organic food waste from ending up in municipal landfills. This has burdened the traditional solid waste utilities (haulers and handlers) with the need to develop source separation programs, find alternative use for these organics (such a composting), and/or invest in regional diges-
tion facilities to convert the organics into biogas. Programs like the U.S. Environmental Protection Agency (EPA) food recovery challenge are further encouraging states to voluntarily ban organics from landfills, which if successful, may result in a federal ban impacting all states. A 2012 EPA study found that organics from food waste made up 14.5 percent of annual municipal solid waste production, which amounts to around 37 mil tons/year. Utilization of even half of the food waste available annually in the United States could result in the generation of approximately 50 one thousand thousand British thermal units (MMBtu) of renewable natural gas, as well as the recycling of important nutrients, such as carbon, nitrogen, and phosphorus. There is also a trend of wastewater utilities undergoing a transformation from conventional wastewater treatment to renewable resource recovery facilities. Wastewater utilities realize the benefits of improving bioenergy, biosolids, water, and nutrient recovery and the value it brings to the overall bottom line for the end user. Wastewater utilities are uniquely positioned to benefit from the regulations imposed on both the energy and solid waste generators.
Figure 1. Waste to Bioenergy Opportunities Among Three Utilities
Figure 2. Key Market Drivers and Workflow
Thomas Darby is manager and water pollution control superintendent at Hermitage Municipal Authority in Hermitage, Penn. Jason Wert is national market leader–energy and environmental engineering at RETTEW Associates Inc. in State College, Penn. Richard DiMassimo is vice president of engineering, Meg Hollowed is process engineer for biosolids and bioenergy, and Sudhakar Viswanathan is national sales manager for biosolids and bioenergy for Veolia Water Technologies in Cary, N.C.
The EPA has identified more than 1,300 facilities in the U.S. that rely on anaerobic digestion to reduce organics from wastewater; however, per the American Biogas Council, it’s estimated that over 40 percent of all anaerobic digesters in the U.S. are being operated below their design capacity. Digesters with excess capacity are energy sinks, requiring just as much heat and electricity as when operated at capacity, but with very little return in the form of biogas. The unused digester capacity can be utilized to anaerobically codigest landfill-diverted organics to produce biogas, which in turn can be converted to biomethane for heat and electricity. Increased biogas production is just one of the many benefits of introducing highstrength biodegradable wastes from commercial and industrial establishments into municipal anaerobic digestion systems. Digestion systems can be designed to accept organic wastes that would traditionally end up in landfills and produce Class A biosolids that can be returned to the market as biofertilizer or soil amendment. In anticipation of a liquid stream upgrade from 5 to 7.7 mil gal per day (mgd), Hermitage Municipal Authority (authority) in Pennsylvania undertook a major upgrade Continued on page 8
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Figure 3. Phased Digestion and Gas Cleaning at Hermitage Municipal Authority
Table 1. Veolia’s Depackaging Process Contaminant Testing Results
Continued from page 6 of its solids handling facility. The facility has only secondary treatment, meaning there was no easy-to-digest, high-calorific-value primary sludge as a feed to the new anaerobic digesters. Goals of the solids handling facility upgrade were to increase treatment capacity and to boost biogas generation for use as the primary fuel in a combined heat and power (CHP) cogeneration system to offset process heat and generate renewable electricity. This led to a solids management plan specifically designed to address high-strength codigestion of organic wastes imported to the facility and subsequent production of EPA-approved Class A biosolids for biofertilizer and generation of renewable energy. The design at the facility included a new staging area to receive imported, packaged organic waste from grocers, large food manufacturers, the dairy industry, and other waste generators. A depackaging system for liquid waste, and subsequently, one for solid waste, were included to extract organics from packaged imported waste. A new phased digestion system was built using existing anaerobic concrete tanks and new steel tanks. A new biogas collection and treatment system and a combined heat and power unit were installed. The phased digestion system was designed to achieve greater than 55 percent volatile solids destruction and to accept highorganic substrates such as fats, oil, and grease (FOG) and dairy wastes. The system was estimated to produce nearly 210,000 cu ft (ft3)/day of biogas and expected to yield 4 MBtu/hour of energy using CHP, which would be sufficient to power and heat the entire digestion system. Benefits of implementing this system at the authority include: S Income from tipping fees for accepting organic wastes from as far away as Idaho and Florida S Reduced fossil fuel usage due to increased biogas production S Energy generation in CHP S Less downstream biosolids resulting in reduced solids handling needs S Pathogen-free Class A nutrient-rich biosolids that can be land-applied as low ammonia substitute for agricultural uses S Carbon credit based on energy generation from anaerobic digestion of numerous high-strength wastes The estimated energy savings by electricity generation is up to $25,000 per month
Figure 4. Veolia’s Net-Positive Project in Graincourt, France, Treats 13 Different Substrates
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Continued on page 10
Florida Water & Pollution Control Operators Association
FWPCOA STATE SHORT SCHOOL March 18 - 22, 2019 Indian River State College - Main Campus – FORT PIERCE –
COURSES Backflow Prevention Assembly Tester..............................$375/$405
Utility Customer Relations I, II & III ..................................$325/$325
Backflow Prevention Assembly Repairer..........................$275/$305
Utilities Maintenance III & II ..............................................$325/$325
Backflow Tester Recertification ..........................................$85/$115
Wastewater Collection System Operator C, B & A .. .......$325/$325
Facility Management Module I ........................................$275/$305
Water Distribution System Operator Level 3, 2 & 1.... ......$325/$325
Reclaimed Water Distribution C, B & A ............................$325/$325 (Abbreviated Course) ....................................................$125/$155
Wastewater Process Control ............................................$225/$255 Wastewater Troubleshooting ............................................$225/$255
Stormwater Management C, B & A .................................$260/$290
For further information on the school, including course registration forms and hotels, visit: http://www.fwpcoa.org/SpringStateShortSchool
SCHEDULE CHECK-IN: March 17, 2018 1:00 p.m. to 3:00 p.m. CLASSES: Monday – Thursday........8:00 a.m. to 4:30 p.m. Friday........8:00 a.m. to noon
FREE AWARDS LUNCHEON P Monday, March 18, 4:30 p.m. P
For more information call the
FWPCOA Training Office 321-383-9690 Florida Water Resources Journal • March 2019
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Continued from page 8 at full capacity, with engines operating 24 hours for seven days. Overall, estimated saving through the digester upgrade is close to $0.5 million per year. The implemented process strategy addresses needs within the three utilities
(shown in Figure 1) by providing a singlepoint solution. Unlike other renewable resource recovery facilities, the authority’s facility is unique in its capacity to receive, depackage, pretreat, and codigest organics and municipal wastewater solids. The depackaging process, in conjunction
Figure 5. Veolia’s Net-Positive Project in Lodi, Italy, Supplies Biomethane to Pipeline
Figure 6. Veolia Assisted Net-Positive Project in Nagykoros, Hungary, Processes 60,000 Metric Tons of Food Waste Annually
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with a high-strength waste feed staging strategy and an advanced anaerobic digestion system, allows for organics loading rates in excess of 12 kilograms per cu meter (kg/m3) or 0.75 lb/ft3 in the first-stage thermophilic acid digester that acidifies the high-strength waste. The second-stage mesophilic gas digester is fed at a rate of 3 kg/m3 (0.19 lb/ft3), which is typical of conventional digesters. The phased digesters are fed a combination of secondary municipal sludge and depackaged, in some instances, with preheated, high-strength waste. The organics loading ratio on a mass basis for municipal sludge to imported waste ranges between 1:0.6 and 1:1, with 20 tons of municipal waste for every 12 to 20 tons of imported waste. The current bioenergy process is capable of treating over 125,000 ft3 of biogas and generates up to 13,400 kilowatt hours of power (4.5 MBtu/hour). While the goal is ultimately to convert the biogas into compressed natural gas (CNG) to fully realize renewable energy credits (which can subsequently transfer to electric utilities in need of improving their renewable portfolio), the biogas is currently utilized by a CHP system for onsite heating. In addition to increasing the biodegradable fraction going to anaerobic digesters, in turn increasing bioenergy production, the authority collects tipping fees from food waste generators. The facility currently processes 15 tons of imported organics per day and collects $0.25 million in tipping fees. This revenue is folded into the operational costs of the processing facility. Similar facilities have been successfully installed outside the U.S., and these facilities are all operating near maximum capacity due to the availability of organics from landfills and other commercial organic wastes being sent to them. This allows the facilities to maximize bioenergy production and attain near net-zero energy use. The project has been successfully implemented and provides the authority with a source of revenue and a location for the community to divert organics for beneficial reuse, successfully diverting these materials from local municipal landfills and increasing the production of biogas. Eventually this biogas will be treated to CNG and will be returned to the local energy utility. Conversion of organics from landfill to renewable bioenergy within a wastewater facility is a cost-effective means of supporting solid waste utilities, while supplementing the portfolio requirements of the energy utilities. S
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To Be Held to a Higher Standard Thomas King We are the caretakers of the most important natural resource on the planet—water. No matter what your politics or religion, the need for water makes us equal. No matter what role you play in the family of utility caretakers, we are held to a higher standard. For those of you in water treatment, the responsibilities are endless. Depending on your role, you face the challenges of customer expectations, budgets, water source quality, and a multitude of daily problems. It’s easy to be lulled into a belief that you are just an operator on a shift with the responsibility to take orders and adjust system parameters per standard operating procedures. I’m heartbroken when the news is filled with politicians who take the low road for their own political gain when a water problem arises. I wonder, as I am sure some of you do, “Where are the experts?” or “Where were the water system champions who should have advised these politicians?” The water crisis in Flint, Mich., is an example of not looking at the details of the water supply, treatment,
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and distribution system. Regardless of the cause, the people living in Flint have lost confidence in the potable water being supplied and those responsible for it. The citizens of Flint are convinced that these decisions were made, not out of mere incompetence, but deliberately, with the sole intention of reducing costs.
It Starts With You The hope for idealism doesn’t stop with utility management or politicians. You cannot hold others to a higher standard than the one you live yourself. Saying things like “How could they?” is more credible when you are doing your best. Do not be caught up in the wave of apathy that overtakes workers who are consumed by the thoughts that the utility they work for does not deserve their best effort. It’s not just the city or utility where you work that’s affected, but the future of water supply itself. There is no new water; the water we drink today was around when dinosaurs ruled the world. Yeah, get over it—all of our drinking water has been through both ends of animals many times. In
March 2019 • Florida Water Resources Journal
many places, where the water supply may be finite, the population continues to grow, and that increases the importance of our work and the need for vigilance in our duties Wastewater operations can be demanding, and those responsible for the collection, treatment, and reuse of sewage are crucial in protecting the environment. You each have a responsibility in the maintenance of equipment used in each of these processes, remembering that no job in any field can be overlooked or diminished in importance. People in your community will remember sewer spills and outages due to poor maintenance much longer than the long periods of time between them. It’s the big negatives that mark our profession; it’s always easier for people to remember the bad things. Our brains are wired to protect us so negative things stick and positive ones get pushed aside. The waterusing public will remember what happened in Flint for many years.
The Face of the Industry We were all proud and honored when a water distribution license becomes a state certification. The need for highly trained and qualified water distribution technicians has always been vital to the delivery of quality potable water. In many ways, wastewater collection and water distribution technicians are the only image of the utility seen by the public on a daily basis. You are in the public eye every day, making repairs, flushing water lines, and checking lift stations. Your dedication to a positive image—of you, your company, and the industry— should be shared with your fellow workers as important, and the overall appearance and demeanor of those in the field should be a priority. Always be kind and courteous when driving, when parking to perform work near offices and homes, and in your interactions with customers and the public. I am still an idealist when it comes to our profession and the commitment I believe we should have to fulfill our roles with integrity. I am not naive
enough to say that all the water and wastewater system operations personnel that I know are willing to risk losing their jobs over demanding that the city officials take the high road; I do, however, believe we each made a commitment when we trained and accepted the licenses we hold. We accepted the responsibly to be held to a higher standard, a standard set by the knowledge of our prospective fields. This training taught us of the consequences of failing to treat our jobs with the dedication they deserve. Knowing the consequences of our actions is a key to the standards we should hold ourselves and our utility to. We must stay alert to those who perform their tasks as if it were just a job and jeopardize the systems we protect. Our jobs are crucial to the health of the public and the future viability of lakes and other water systems. There is no higher calling for a person’s efforts than the protection of the quality of water supplied to the public and the protection of the environment.
Future Challenges The future of water treatment may include direct potable reuse (DPR) or a mixture of surface water and reuse. We as purveyors will have challenges in dealing with higher organic content, infrastructure issues, and a reluctance to staff our
plants by need and not by compliance. To this challenge I call on all operators to rise to the occasion. Our responsibility is much greater than the day-today operations of the facilities we maintain. Wastewater operators must fine-tune their processes to produce the best product possible. We will no longer work to the requirements of our permits alone; we will be working to ensure a water supply that will sustain expected growth in our cities. The attempt to use DPR depends on a “zero-mistake” operation philosophy. The installations of safeguards are only as effective as the men and women who operate the systems. The first failure of a system using DPR will be met with negative press aimed toward the industry we all believe in. It’s truly a challenge we should accept, and with that acceptance, realize that we are to be held to that higher standard. I believe in you as people who chose a profession to make a difference while making a living. At some point during our careers, we (hopefully) began to understand the importance of our roles in the protection of the environment. We are all part of an industry where how we do what we do, and the way we do it, can have lasting effects on the future of humanity. When I say we are held to a higher standard I say it from the heart. Let’s mark 2019 as the year to make the changes needed in our industry as we
continue the discussion of being included in the “first responder” definition. Let’s have a discussion in our utilities about doing the right thing every day. Let’s say “not on my watch” when people mention issues like Flint, or spills that occur due to workers not paying attention to the system’s needs. To quote the song performed by Michael Jackson, it starts with “The Man in the Mirror.” The change we want to see starts with each of us. Let’s all be the change we want to see. Thomas King is utility manager for Kennedy Space Center Utilities in Orlando. S
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2019 Utilities Industry Outlook in the U.S. Flattening demand, a volatile regulatory environment, digital transformation, and a spate of recent safety lapses are just a few of the challenges confronting electric, gas, and water utilities in the nation’s as they turn the corner to 2019. How will they address these issues and, in turn, how will those initiatives impact utility customers? J.D. Power has combed through its utilities industry data set to identify the biggest issues confronting the nation’s utilities, operators, and customers and spotlight areas that are poised to receive the most attention in the year ahead.
Time-of-Use Pricing Becomes a Focal Point California has led the way in implementing new time-of-use (ToU) rate schedules, which adjust per-kilowatt-hour (kWh) rates for electricity based on periods of peak demand. By 2020, California’s largest utilities will roll out the first systemwide default ToU rates to their millions of residential customers. While other utilities around the country watch this implementation unfold, the question on everyone’s mind will be: How will customers react?
Based on the data, it appears the devil will be in the details. When pricing options are forced on electric utility customers, they respond with significantly lower customer satisfaction scores. However, when these programs are implemented as part of a broader environmental initiative, complete with proactive communications and price guarantees for one year, satisfaction can actually improve. For example, after customers were forced to migrate to a ToU rate in Ontario, Canada, in 2014 they were less satisfied than the average customer elsewhere in North America (505 versus 560 price satisfaction on a 1,000point scale) and much less satisfied than other North American customers who selected ToU (505 versus 632 price satisfaction).
Citizen Initiatives Grow
Figure 1. Awareness and Utilization of Ancillary Products and Services Improves Satisfaction
Having a visible presence in the community has become a key differentiator for utilities. In the recent J.D. Power publication, “2018 Utility Business Customer Satisfaction Study,” it was found that one of the consistently strong drivers of customer satisfaction was a commitment to the community among utilities. Specifically, among the highest-ranking utilities, 75 percent of customers say their utility supports the economic development of the local community, which is 7 percentage points higher than for nonrecipient utilities. A similar gap exists in customer awareness of utility employees volunteering in the community. Among the most impactful community initiatives are those focused on the environment, assistance programs for community members who are unable to pay for services, and energy efficiency programs.
The Hunt for New Revenue Streams
Figure 2. Solar Adoption Trends
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Seasoned professionals in the utilities industry will remember the days of door-todoor salespeople working on behalf of the
local electric or gas company to hawk toasters and other appliances in the quest to spur demand for more energy. It’s an old idea that has a new vitality in the age of stagnating demand. Appliance showrooms are reappearing in the lobbies of some utilities, along with special offers for installation, maintenance, and conservation programs. Other products and services rising to prominence in the utility sales toolbox include special rebate offers and energy management services. Not only do these programs create new revenue streams for utilities, they also increase customer satisfaction. The recent study showed that awareness and utilization of utility products and services increases overall satisfaction by 70 index points (on a 1,000-point scale).
Utilities Awaken to Electrical Vehicles Surprisingly, despite the obvious push into products and services designed to spark new revenue streams, utilities have so far not been particularly aggressive in their embrace of electric vehicles (EVs) as a potential source of new demand and as a way for a company to reduce its carbon footprint. While overall EV adoption has been low nationwide, plug-in electric vehicles have become a visible presence on American streets and some utilities—particularly those in California—have begun to offer EV-related incentives. Some of the most progressive programs are even linked to ToU programs that effectively allow electric utility customers to recharge their automobiles during overnight hours for dramatically reduced rates. While these programs are still in their infancy, there is a growing consumer awareness for them, with the western region of the U.S. leading the charge. For example, roughly 6 percent of electric utility customers in the western region are currently aware of electric vehicle pricing plans. That compares with just 3 percent in the east, midwest, and south regions of the country.
get a better reading on where solar adoption is trending and what are some of the impediments to adoption. Currently, 43 percent of electric utility residential and commercial customers nationally are considering solar power, with the highest concentration of them located in Hawaii, Vermont, New Mexico, Oregon, and California. The biggest obstacle to adoption among the 57 percent who aren’t interested is cost.
Safety Outcry Drives Investment in Aging Infrastructure In September 2018, a residential gas leak and subsequent explosions in Lawrence, Andover, and North Andover, Mass., resulted in one death and 25 injuries. In California, a federal judge has ordered Pacific Gas & Electric Company to provide a written statement outlining any potential role its power lines may have played in the deadly Camp wildfire, with the company now facing bankruptcy. In New Jersey, a new report found that water utilities in the state have amassed 226 contamination violations of the Safe Drinking Water Act. The common bond in all of these examples: aging infrastructure that desperately needs to be upgraded to meet today’s energy and safety standards. While this will be a mammoth and costly undertaking for utilities across the country, it also represents an opportunity to strengthen relationships with customers. Across all of the utilities industry studies, customer awareness of safety initiatives has a high correlation with customer satisfaction. Among electric utility customers, awareness of utility efforts to increase safety is associated with a 112-point increase (on a 1,000-point scale) in total satisfaction. For residential gas customers, perception of the utility’s level of helpfulness in preparing for a safety issue is associated with a 121-point increase in customer satisfaction. Among water utility customers, the belief that the utility maintains its current infrastructure is associated with a 225-point increase in total satisfaction.
Solar Reaches a Tipping Point
Customer Satisfaction: Digital Disruption Rears its Head
Solar energy is becoming more prevalent in the U.S. Solar panels are seen on many private homes and commercial buildings and solar power installation vans are spotted roaming the streets. Solar megawatt capacity soared 24 percent in 2017 and grew another 8 percent in the first nine months of 2018. A range of solar-related questions have been added to the utilities industry studies to
One of the biggest challenges confronting utilities when it comes to customer satisfaction is meeting current customer demand for user-friendly technology that’s in line with what they’ve come to expect from their banking and credit card digital apps and other mainstream consumer technologies. Utilities are investing heavily in technology system upgrades that will allow them to
Figure 3. Digital Customer Service Experiences Rate Highest
instantly text customer alerts, and allow customers to manage their usage and billing and interact with customer support digitally. Getting this formula right is critical for utilities as digital communication channels rapidly become the preferred means of customer communication. According to the 2018 J.D. Power publication, “Utility Residential Customer Satisfaction Study,” customers who interacted with customer service via online, text, email, and social media channels all had higher levels of satisfaction than those who interacted via a live customer service representative. As the utilities industry fully embraces new ways of connecting with customers, it’s able to share increasing amounts of information. Proactively keeping customers in the loop is directly tied to their satisfaction with their company and the industry.
Acknowledgments The J.D. Power 2019 Utilities Industry Outlook was authored by the following J.D. Power industry experts: S Jeff Conklin - vice president, utility, technology, media, and telecommunications S Andrew Heath - senior director, utilities practice S John Hazen - senior director, utilities and infrastructure practice S Adrian Chung - director, utilities and infrastructure S Carl Lepper - utilities industry analyst S Mark Spalinger - senior manager, consumer insights S
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Test Yourself
What Do You Know About Annual Water Quality Reports? a. b. c. d.
Donna Kaluzniak
1. To protect the public health and the public’s right to know about their drinking water and local environmental information, the Florida Department of Environmental Protection (FDEP) and U.S. Environmental Protection Agency (EPA) require water suppliers to provide their customers with annual water quality reports, also called a. b. c. d.
a. b. c. d.
6. The water quality report must contain information about the water system, including the name and number of a contact person who can answer questions about the report and a. address of all the water treatment facilities. b. how many people are served by the system. c. information on public participation opportunities. d. the number of gallons of water produced each day.
Consumer Confidence Reports (CCRs) Customer Information Packets (CIPs) Public Information Reports (PIRs) Water Data Reports (WDRs)
2. Which water systems must prepare and deliver annual water quality reports? All water systems Community water systems Noncommunity water systems Wholesale water systems only
7. Per Florida Administrative Code (FAC) 62550, Drinking Water Standards, Monitoring, and Reporting, water systems shall demonstrate compliance with the CCR rule by sending a copy of their water quality report to FDEP and by submitting a certification form stating the report has been distributed and with correct information by what date each year?
3. The deadline for delivering annual water quality reports to customers and FDEP for the report period covering January 1 through December 31 is a. b. c. d.
April 1. May 15. July 1. October 1.
4. Which contaminants should be reported on the water quality report? a. b. c. d.
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a. b. c. d.
August 10 July 15 October 1 September 1
8. When the proportion of non-English speaking residents served by the system exceeds ____ percent, the water quality report must include information in the appropriate language about the report’s importance and contact information for translation.
All contaminants that were tested for. All detected contaminants. Only regulated contaminants. Only contaminants that exceeded the maximum contaminant levels.
5. In addition to reporting detected contaminants, what type of violations must be reported in a table?
Operator attendance violations Reporting violations Sampling violations Treatment technique violations
a. b. c. d.
5 percent 10 percent 20 percent 25 percent
9. In the water quality report, a table summarizing data on detected contaminants must also contain the known or likely source of each contaminant and a. b. c. d.
health effects language. references for more information. similar or related contaminants. the treatment plant where the contaminant was found.
10. Water suppliers must mail or otherwise directly deliver the annual water quality reports to each customer. Electronic delivery is acceptable. For instance, a water supplier can include a notice on the utility bill that the report is available online and provide the website URL; however, the website URL must a. be easily searchable. b. be part of the water supplier’s main website. c. contain the water supplier’s name. d. go directly to the water quality report. Answers on page 66 Reference used for this quiz: • FDEP’s Consumer Confidence Report web page: https://floridadep.gov/water/source-drinkingwater/content/consumer-confidence-reports-ccrs • FAC 62-550 Drinking Water Standards, Monitoring, and Reporting • EPA’s Preparing Your Drinking Water Consumer Confidence Report – Guidance for Water Suppliers (2nd Revision), available from EPA’s Consumer Confidence Report website: https://www.epa.gov/ccr • EPA’s Consumer Confidence Report Rule: A Quick Reference Guide, available from EPA’s Consumer Confidence Report website: https://www.epa.gov/ccr • EPA Memorandum Safe Drinking Water Act – Consumer Confidence Report Rule Delivery Options, Jan. 3, 2013, available at: • https://www.epa.gov/sites/production/files/ 201512/documents/ccrdeliveryoptionsmemo.pdf
Send Us Your Questions Readers are welcome to submit questions or exercises on water or wastewater treatment plant operations for publication in Test Yourself. Send your question (with the answer) or your exercise (with the solution) by email to donna@h2owriting.com.
March 2019 • Florida Water Resources Journal
C FACTOR
2019 is Operator License Renewal Time Fees
Mike Darrow President, FWPCOA
hat time is it? License renewal time! Every two years the Florida Department of Environmental Protection (FDEP) water and wastewater treatment plant operator’s license and water distribution system operator’s license expire on April 30. You are going to want to renew your license by that date, because after that it will cost you one hundred dollars more for your renewal! And after that date, operators will be working on an expired license and may be subject to disciplinary and enforcement actions.
W
Before You Can Renew Continuing education units (CEUs) must be obtained before renewing your operator’s license, so you are going to want to finish them as soon as possible to count for your license. Go to the FWPCOA Online Institute at our website (www.fwpcoa.org) for training classwork. Another option is to attend our Spring State Short School at the Indian River State College in Fort Pierce, which will be held March 18 to 22. You can register through the training office or on our website. Some regional meetings offer CEUs; check the calendar on our website. The CEU requirements are as follows: S Water/wastewater class A, B – 2 CEUs S Water/wastewater class C – 1 CEU S Water/wastewater class D – 0.5 CEUs S System operators class 1,2,3,4 – 0.5 CEUs S Dual water/wastewater class A, B – 1.5 CEUs each = 3 CEUs Check your own CEUs at this FDEP site: https://prodlamp.dep.state.fl.us/ocp/reports/accesspublic/Search_form. There’s also a CEU history link on your own search page that shows you all you’ve earned before, so you don’t repeat any in the next renewal cycle. Hopefully, you have already accomplished this goal of obtaining your CEUs. If not, we’re here to help you, so contact our training office or go to the website for more information on training.
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The cost for renewal of your license is the same as the last renewal in 2017. Remember to do this before the end of April! You’re responsible for your own license; many employers, however, do help in the cost of a license, but it’s up to you to make sure it’s completed. Like I said before, if you renew after the April 30 deadline, the cost is an additional one hundred bucks! If you don’t renew in that time frame before the next renewal (24 months) after the deadline date, your license will become null and void. Renewal fees are as follows: S Water/wastewater class A, B, C - $75; after expiration date - $175 S Water/wastewater class D - $50; after expiration date - $150 S System operators class 1, 2, 3, 4 - $50; after expiration date - $150 If your license goes to the null and void status, you must apply as a first-time applicant and take the required coursework, pass another exam, and document your actual experience time all over again. So what are you waiting for?
Renewal Process Over the last few renewal cycles, around 60 to 65 percent of operators have used the FDEP online business portal to renew their drinking water, wastewater, or water distribution license, which means that many of you have already taken advantage of this time-saving feature. Beginning this year, however, FDEP’s operator certification program (OCP) has added options to its online capabilities. Because of this, a new login/registration process has been added. For many of you, this may be the first time you will experience this new login feature. I had a chance to talk with Ron McCulley with the OCP and he filled me in on some of the changes. The renewal process starts by going to the OCP website at www.floridadep.gov/ocp. On the top left-hand side, there is a link titled, “Renew My License Online.” Once in the business portal, the process starts by your registration; if you don’t have a portal login, you must create one. If you already have a registration, you will have to choose “Operator Certification Program” from the program list tabs once you sign in. Once you’re registered, you can now sign into the portal system, where you’re directed to create an application file name (in case you have to reference back to it later). Next, you will be di-
March 2019 • Florida Water Resources Journal
rected to the request page where the renewal can be selected and requested. Ron informed me that the new login/registration portion was added in response to the new online features the program has recently implemented. This added a layer of security that was needed to prevent others from viewing and/or changing certain information in your records. Ultimately, this change helps to protect information for us all. An overview of the steps is as follows: S Visit OCP website (www.floridadep.gov/ocp) S Click on “Renew My License” S Register for a login S Login S Create a file application name S Update your address (if needed) S Request renewal of your license
New Functionality These new features offer improvements and enhancements to more easily get information to operators across the state. Your pin number is now accessible through the request page, so if you lose the OCP card with your pin (which is mailed to you for renewal), there is no need to call OCP; it can be accessed through the online process quickly and easily. The request page is broken down into four sections: Profile A new profile section has been created, which now allows you to access and review your profile listed on file at OCP. You can get your pin number in this request section and you can now change your address or contact information through this portal. Before you renew your license, you’re going to want to be sure you do this if you have changed your address in the renewal period. You certainly do not want your new operator license to be mailed to someone else—do you? Be sure to review your profile before you renew your license to ensure that your information is correct. In addition to your name and address, your profile information contains your current type and level of licensure, along with your license expiration date. Another new feature is that you may now view a listing of your exam and license history. This is pretty cool! Exam In the exam section, you can now submit your exam application online. This new feature
allows you to submit information and course work through this portal, but keep in mind that OCP staff must still manually review and approve what you submit—this still isn’t an automatic or instant approval process. Once the approval process is complete, the OCP will send you an approval letter, which speeds up the process by reducing mailing time. You can also apply for an exam retake in this section. The good thing about this is that the retake process is automatic: you simply pay your exam fee with your credit card and an approval letter is immediately emailed to you. After receiving your approval letter, you are then able to schedule your exam with the testing vendor in about two days. The FDEP needs a couple of days to transfer your exam approval data to the testing vendor’s database. License In the license section, you can also now submit your license application online and can pay your fees and add your experience. And similar to the online exam application submittal, OCP is still required to conduct a manual review of the documents that were submitted. If you meet all the requirements, your new license will be issued and mailed to you. Another new feature is that you can
now request a reprint of your license should you lose it. Of course, there is a twenty-five dollar fee associated with a duplicate license, but if you need one, just click and pay. How cool is that! Renewal In the renewal section, you can renew your license for this cycle, or download and print a copy of your renewal notice. As I mentioned previously, make sure all your information is correct in the profile before you renew, then pay your fees and your renewal will be processed. Your new license will be sent to the address on file and a receipt of the transaction will now be automatically emailed to you. Pretty simple! And for those of you who don’t check your emails, you can use this site to view your payment history, or you can print your receipt and
use it for reimbursement or print one off come tax season. This function is located at the bottom of the request page. This is a very handy feature you can do quickly online, at work or at home—you no longer need to call the OCP. Ron and his staff at the OCP are to be commended on these efforts to improve and modernize the flow of information to all operators. I think these improvements will reduce the time spent on many of their processes, which is always a good thing. This means that operators will have less time stressing through the process and waiting on paperwork. Combined with the recently rebooted (in July 2018) computer-based testing by OCP, operators look to be in a good position for success in the future. Thank you OCP for helping us in our mission! S
Florida Water Resources Journal • March 2019
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LET’S TALK SAFETY This column addresses safety issues of interest to water and wastewater personnel, and will appear monthly in the magazine. The Journal is also interested in receiving any articles on the subject of safety that it can share with readers in the “Spotlight on Safety” column.
Carbon Monoxide: A Silent Killer S Water gushing from a 30-inch pipe near the University of California poured into Pauley Pavilion, and six people helping to clean up the flooded arena were treated for carbon monoxide exposure from generator exhaust. S Carbon monoxide leaking from a faulty flue pipe attached to a water heater killed the manager and sickened 27 others at a restaurant in New York. S Downed power lines from ice storms in the Northeast and Midwest forced hundreds of thousands to spend the holidays without electricity, and carbon monoxide from gasolinepowered generators is blamed for eight deaths. S A 77-year-old man was found dead his home after leaving his car running in the garage. These true stories are just a fraction of the deaths and illnesses reported every year from carbon monoxide (CO) poisoning. According to the Centers for Disease Control and Prevention (CDC), each year several thousand American workers are killed outright from CO exposure, making the poisonous gas one of the most dangerous and widespread industrial hazards. More deaths are caused by CO than any other toxic agent except alcohol. At least another 10,000 workers suffer from the debilitating effects of highlevel exposure. Millions more are subject to low-level, long-term CO exposure, the effects of which are not well-defined.
The primary danger with CO is that it cannot be easily detected. It’s an odorless, tasteless, colorless gas produced by the incomplete combustion of carbon-based fuels, such as gasoline, natural gas, fuel oil, charcoal, or wood. Poisoning occurs entirely from inhalation of the toxic compound from the air. The poisonous gas consists of just two elements, carbon and oxygen, and mixes readily with air. When mixed with air, large quantities of CO can be highly flammable and explosive, but situations resulting in such high concentrations are rare. Exposure to CO can occur on the job, as well as in homes and buildings that are inadequately ventilated and lack the proper detection devices. Poisoning from CO has affected people using gasoline-powered tools, such as concrete cutting saws, high-pressure washers, floor buffers, welders, pumps, compressors, and generators. Because of the potential for CO poisoning, small gasoline-powered engines and tools present a serious health hazard when operated indoors or in an enclosed space. The CO can rapidly accumulate, even in areas that appear to be well-ventilated. Buildup can lead to dangerous or fatal concentrations within minutes. Opening doors and windows or operating fans does not guarantee safety.
Health Effects of Carbon Monoxide The CO enters the bloodstream through the lungs and combines with hemoglobin. Hemoglobin is the red pigment in the blood that carries oxygen. Although CO follows the same path as oxygen, the poisonous gas combines with hemoglobin 210 times faster than does oxygen. This means that even though there may be ample oxygen in the surrounding atmosphere, CO will get into the bloodstream first. When you inhale high concentrations of CO, it can displace the oxygen in your bloodstream and cause one or more of the following symptoms: S Poor coordination S Confusion and disorientation S Fatigue S Nausea S Headache
S S S S S
Dizziness Weakness Visual disturbances Changes in personality Loss of consciousness
High blood-level concentrations of the compound will prevent sufficient amounts of oxygen from reaching the heart and brain. This can lead to suffocation, capillary hemorrhaging, permanent damage of nerve tissues and brain cells, and, possibly, death. Workers with health problems, such as heart trouble, anemia, or respiratory ailments, which affect the flow of oxygen in the bloodstream, may be more readily endangered by CO exposure than workers without such conditions. Because CO is a byproduct of cigarette smoking, the gas may adversely affect smokers more quickly than nonsmokers. Exposure to CO can also contribute to pneumonia by allowing the entry of saliva or foreign matter into the respiratory tract.
Prevention Techniques In the workplace, the CDC has the following recommendations to prevent CO poisoning: S Do not use or operate gasoline-powered engines or tools inside buildings or in partially enclosed areas. S Learn to recognize the symptoms and signs of CO overexposure. S Always place pumps, power units, and gasolinepowered compressors outdoors and away from air intakes so that the engine exhaust is not drawn indoors where work is being done. S Consider using tools powered by electricity or compressed air if they are available and can be used safely. S Use personal CO monitors where potential
The 2018 Let's Talk Safety is available from AWWA; visit www.awwa.org or call 800.926.7337. Get 40 percent off the list price or 10 percent off the member price by using promo code SAFETY17. The code is good for the 2018 Let's Talk Safety book, dual disc set, and book + CD set.
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March 2019 • Florida Water Resources Journal
S S
S S S
sources of CO exist. These monitors should be equipped with audible alarms to warn workers when CO concentrations are too high or when exceeding the National Institute of Occupational Safety and Health (NIOSH) ceiling limit for CO of 200 parts per million. Conduct a workplace assessment to identify all potential sources of CO exposure. Educate workers about the sources and conditions that may result in CO poisoning, as well as the symptoms and control of CO exposure. Monitor employee CO exposure to determine the extent of the hazard. Always use the proper fuel in a combustion device. Don’t leave a motor vehicle or gasolinepowered lawn mower running in enclosed spaces, such as a garage or shed.
First Aid for Carbon Monoxide Exposure Regardless of the level of exposure, practically all CO is eliminated from the bloodstream within eight to 10 hours after exposure ends. Once CO is detected, workers
in the contaminated area should be removed immediately. Restoring breathing with artificial respiration or resuscitation equipment can treat acute poisoning. The removal of CO from the hemoglobin is accelerated by the inhalation of oxygen. The victim should be kept lying down and warm in an area away from drafts. The aftereffects of CO poisoning should be treated by a physician and may necessitate hospitalization. If you have any symptoms, or notice that a coworker is impaired, do the following: S Immediately turn off any equipment that was being used and go outdoors or to a place with uncontaminated air. S Call 911 or another local emergency number for medical attention or assistance. Be sure and tell the first responder that you suspect CO poisoning. S Stay away from the work area until tools are deactivated and measured CO concentrations are below accepted guidelines and standards. S Watch for the signs of CO toxicity. S If you are affected by CO, do not drive a motor vehicle—get someone else to drive you to a healthcare facility.
Controlling Exposure The best way to control CO exposure is to remove it entirely from the environment. One method of doing this is to use no-gas equipment, such as battery-powered engines, for vehicles or machinery that emit CO. Ventilation systems are another effective means of eliminating CO from the environment. Portable exhaust devices can be employed to remove gas from enclosed or underground work areas. Also, keeping equipment in proper working order will minimize potential hazards. Workers can be provided with personal protective respiratory equipment. In addition, employers should provide affected workers with information and training regarding the potential hazards associated with CO exposure, as well as the appropriate treatment of poisoning. For more information go to the CDC fact sheet at http://www.cdc.gov/co/pdfs/ flyer_danger.pdf. S
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F W R J
Utility of the Future: Environmental Stewardship Virgilia Baird and Poonam K. Kalkat Mission and Vision of the Utility The mission at City of West Palm Beach Public Utilities (utility) is “to provide efficient, reliable, and economical water, wastewater, and stormwater service for its customers while providing a work environment where employees feel valued, respected, and appreciated.” The utility has adopted a “one water” model (Figure 1) as it’s responsible for managing all assets and operations, from source water to drinking water to sewage collection, and all the auxiliary services that support its operation. In addition, the utility also manages stormwater, drainage, industrial pretreatment, and sustainability programs throughout the city for over 110,000 customers. Both of the utility’s treatment plants are supported by National Environmental Laboratory Accreditation Conference (NELAC)-certified laboratories that provide onsite sampling, analysis, and quality control programs, as well as data analysis and trending, which allow for a more proactive, instead of a reactive, approach to changing conditions. The utility also provides water treatment
and distribution services to the towns of Palm Beach and South Palm Beach. The East Central Regional Water Reclamation Facility (ECRWRF) is managed and operated by utility employees and provides services for sewer treatment to five regional entities, while providing reclaimed water for cooling towers for Florida Power and Light’s biggest power production plant. The utility has a vision of advancing its customer service to do the following: S Be efficient and effective. S Supply exceptional potable water and wastewater service that surpasses all federal and state standards. S Pump and distribute water, wastewater, stormwater, and source water to secure customer health and safety. S Promote environmental stewardship by restoration and preservation of resources, promotion of water conservation, provision of alternative water resources. and education of natural areas. It’s critical to develop a long-range strategic plan to address these and all other utility issues. The utility has developed an environmental man-
Figure 1. “One Water” Approach for Utility Demand-Side Management
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March 2019 • Florida Water Resources Journal
Virgilia Baird is environmental management system coordinator and Poonam K. Kalkat, Ph.D., is director of public utilities at City of West Palm Beach Public Utilities.
agement system (EMS) and is working on an asset management system and business plan. As is evident from the mission, vision, and values adopted by the utility, a commitment has been made to not only reduce negative impacts to the environment, but to work hard to positively impact it. Being responsible for Grassy Waters Preserve, a 20-sq-mi remnant of a pristine everglades area that is also a watershed, makes it essential that the utility be a steward of the environment in order to maintain, manage, and preserve this precious resource.
Environmental Management Systems To meet the needs of the current global population without compromising the ability of future generations to thrive, there must be a balance among the environment, the economy, and social equity, which are also referred to as the three pillars of sustainable development. With increasing awareness of the need for sustainable development to ensure the future health of the environment and the resulting pressure from regulatory agencies, as well as internal and external stakeholders, it has become imperative that organizations and businesses consider and plan for environmental management as a core facet of business management. The International Organization for Standardization (ISO) 14001 EMS standard was created in 1996 as a framework for businesses and organizations to manage the environmental impacts of their activities, increase regulatory compliance, and assure internal and external stakeholders that environmental impacts are being addressed as a part of their triple bottom line. The ISO 14001 framework in all of its subsequent versions allows implementation of an EMS that’s completely customizable to each organization’s unique operations, processes, and compliance requirements. The ISO 14001 standard has become the norm for environmental management by provid-
Figure 2. Environmental Policy
ing requirements necessary for a successful EMS, though it doesn’t dictate the means and methods to meet these requirements. The standard was created and continues to be managed by a technical committee of representative countries from around the globe, each bringing a diverse viewpoint on what environmental management should entail. Each organization can customize its EMS to reflect its unique mission, operations, customer base, and resulting environmental impacts, based on the resources available. By following the plan-do-check-act (PDCA) model detailed in the ISO standard, and by implementing and documenting any specific requirements of the standard and considering suggested or recommended items, increased environmental performance and continual improvement can be achieved. The PDCA model provides a systems approach for environmental management and describes each phase that should be repeated throughout management system maintenance to achieve continual improvement. The planning phase is used to establish the aims of the management system, make clear any processes or procedures needed to meet ISO/EMS requirements, and establish objectives for environmental performance. A key component during the planning phase is the identification of potential environmental impacts resulting from the organization’s activities within the scope of the management system. The organization identifies compliance obligations and determines the internal and external issues impacting the organization’s ability to achieve environmental performance and meet the needs and expectations of interested parties. The next phase focuses on implementation of said plans, including achievement of goals, reduction of impacts, and execution of operational controls. The check phase is used to monitor, measure, and evaluate key processes indicating environmental performance, achievement of EMS goals, and conformance to ISO 14001 and management system requirements against the intended outcomes of the EMS. Any findings of the check phase
Figure 3. Significant Environmental Aspects Listed on Wallet Card
will be planned for and acted upon to complete the cycle and achieve continual improvement. The cycle continues on throughout the maturation of the management system, considering changing conditions and alterations to operating processes as they relate to environmental performance. Adoption of an EMS, especially one meeting all ISO requirements, is voluntary, but it also provides benefits, including a competitive advantage, reduced waste and operating costs, increased environmental compliance, and improved public perception, making it advantageous for organizations to implement and maintain an EMS. For those familiar with the ISO 14001 standard, certification provides an immediate recognition that the organization is committed to environmental management and continual improvement. In some industries, like manufacturing, upstream customers give preference to those businesses with ISO 14001 management systems, and some even require them for continued partnership. For nonprofits and local governments, ISO 14001 certification provides stakeholders, like boards of directors, interested federal and state entities, and customer bases, with an understanding that the organization is concerned with its environmental performance and has made a commitment to improvement.
Environmental Management System Implementation The utility began implementation of an EMS based on the ISO 14001:2004 standard in 2013. Using the PDCA model, the initial planning was carried out by two representative groups—the core team and the implementation team—working closely with the EMS coordinator. The EMS coordinator was tasked with the design, implementation, and ongoing improvement activities of the management system. The coordinator position provides oversight for internal and external audits, facilitates training related to the EMS, and reports back to management on environmental performance and completion of EMS goals. The coordina-
tor is also responsible for the EMS document control system, maintains records required for ISO 14001 compliance, and acts as EMS teams chair at all related meetings. The core team is comprised of managers from each division, along with utility management. They helped to design the EMS, considering actual and potential environmental impacts for each division and the goals to be achieved through the EMS, and also the planned-for implementation based on human and financial resources available. The implementation team provided support for much of the larger ongoing activities identified as imperative to a successful EMS and ISO 14001 conformance. The implementation team is made up of representative employees from each division. These two groups, along with direction and support from the EMS coordinator, established a WATER environmental policy and wallet card (Figures 2 and 3) that provide the key commitments to the EMS, including core commitments to protection of the environment, fulfillment of compliance obligations, and achievement of continual improvement. The environmental policy provides a framework through which the objectives of the EMS can be achieved, which is a core ISO 14001 requirement. The implementation and core teams also completed aspect identification for each process, activity, and service throughout each division. Aspect identification and ranking is the backbone of an effective EMS. For an organization to realize reduction of environmental impacts and increased environmental performance, each cause of an environmental impact must be identified and evaluated. These causes of environmental impacts, defined by ISO 14001 as “environmental aspects,” were identified and evaluated by each division on aspect identification forms. The forms consider inputs and outputs of each process that can cause environmental impacts, as well as related regulatory obligations. Each of these causes or aspects was then documented on the significant aspect Continued on page 34
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Continued from page 33 ranking forms. The forms (Figure 4) detail the associated environmental impact resulting from each activity, product, or service, as well as the control measures in place to reduce the impacts. Employees from each utility division, along with the implementation and core teams, then assign a numeric value for severity of the impact, cost of the impact, frequency of the activity, and level of public concern using a predefined scoring chart. These assigned values are used to calculate each impact’s numeric “significance,” which allows for better understanding of the relationship between utility operations and the environment. Ranking each aspect and impact also helps determine which impacts can or should be addressed, based on the level of impact and existing control measures in place. The aspect ranking form also identifies opportunities for improvement, highlighting a clear path for improving environmental performance. In addition to the aspect ranking form, the aspects are also documented on the ISO wallet card with the environmental policy. The wallet card is a quick reference for employees, concisely listing their specific division activities impacting the environment. Each division in the utility is unique in its specific impact on the environment due to the varied activities and processes carried out at each facility. Documentation of aspects and impacts was coupled with a description of control measures for each specific impact to provide indication of how each impact is being addressed. Many of the control measures for the environmental aspects are operational controls. Oper-
ational controls and procedures ensure that everyday activities are carried out in a manner that reduces harm to the environment, considering normal conditions, abnormal conditions, and emergencies. These controls include standard operating procedures (SOPs), process maps, emergency response plans, and procedures for employee training. During the initial planning and implementation phases, employees from all levels of the organization worked to fine-tune these control measures, ensuring that each environmental impact was considered and controlled, where possible. After aspect identification and ranking activities were completed, the focus then shifted to employee training and goal-setting programs.
Implementation and Training for an Environmental Management System Program As key stakeholders, employees play an integral part in environmental management and maintaining environmental compliance; thus, the ISO 14001 EMS implementation involved staff participation at every level. Per the ISO 14001 standard, employees need to understand how they interact with the environment in their daily job tasks, and they also need to be aware of their responsibilities to environmental management. To fulfill these needs and begin communicating with employees about the EMS, an awareness training program was created. Training was identified at the departmental level to communicate key themes of the EMS and ensure that employees understood their roles
Figure 4. Aspect Ranking Form
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within the EMS. The core team also identified what training is required for each specific position within its division, including SOPs, licenses, hands-on training, and continuing education. New employees are required to attend an introduction to EMS and safety training within 90 days of hire, ensuring that all employees coming into the utility have a general understanding of their environmental impacts and are aware of their role in maintaining a safe work environment and achieving the goals of the EMS. Annual training is provided to all employees and includes excursions to the city’s watershed areas as canoe and boardwalk trips (Figures 5 and 6), as well as a menu of topics for employees to choose from as a part of their environmental education. Place-based environmental education allows employees to be immersed in the natural system and understand how stewardship relates back to the goals of the EMS, while reinforcing the importance of pollution prevention. The training program has provided commitment to the EMS from all levels of employees and encourages them to buy into the culture of stewardship and environmental responsibility. Goal setting based on the identified potential for environmental impacts, risks, and opportunities is a key driver in achieving continual improvement. The ISO 14001 standard requires that these goals or objectives be consistent with the organization’s environmental policy, as well as measurable, monitored, communicated, and updated as appropriate. Environmental objectives and targets have been set by each utility division to help improve environmental performance, increase positive environmental impacts and reduce negative ones, and increase operational controls. The “objective” is the goal to be achieved, and the “target” details how the goal will be achieved. Each goal can then be broken down into subprograms, each with its own time frame and assigned responsibility. Many divisions set goals to reduce their carbon emissions from vehicle idling, including smaller programs related to employee awareness and engagement, policy making, and generation and evaluation of data. Other goals include reduced natural resource consumption (fuel, energy, paper, consumables), which were planned for and implemented by each group and are specific to the activities and resources available, including human and financial. The objectives set throughout the department varied in estimated time frame (long-term versus short-term), intensity (small behavioral changes versus large-scale construction projects or operational changes), and measures of success (qualitative versus quantitative), but each goal was undertaken with the same focus and Continued on page 36
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The ISO 14001:2015 standard for EMS was revised in 2015 to reflect the changing needs of businesses and organizations throughout the last decade related to environmental performance. The new version of the standard provides clarity for core ISO 14001 requirements, with increased focus on key measures, like life cycle analysis, to identify risks and opportunities, leadership commitment, and alignment of the EMS with strategic direction.
All organizations certified to the standard are required to successfully transition to the new standard, including a transition audit by their registrar no later than Sept. 18, 2018. To ensure transition to the new version of the standard by the required deadline, in early 2017 the utility started planning for and implementing changes required by the 2015 standard, following the PDCA model for continual improvement. The initial planning stages included communication of the new standard to key groups, like the core team, implementation team, and internal review team, to notify them of the change and input required for a successful transition. Highlights of the new standard were discussed, focusing on areas that would require changes to established procedures and management system documentation. Using transition materials and resources provided by ISO and the city’s third-party registrar, the EMS coordinator identified changes with the new standard and performed a gap analysis to determine what management system enhancements were needed for conformance to the new standard. Necessary changes were initially planned for and reflected in the EMS manual, with input from the core team on how to best meet each new or enhanced requirement within the context of the organization. The EMS manual serves as a framework for how the entire management system will be implemented, maintained, checked, and improved upon, establishes roles and responsibilities in maintaining ISO/EMS requirements, and defines procedures for conforming to each ISO element. Supporting EMS documentation, including the aspect identification and ranking forms, were then edited to further meet the new requirements of the 2015 standard. One of the most prominent changes to the standard is the required consideration of a life cycle perspective during aspect identification. To meet this requirement, a section was added to the aspect identification form, requiring each phase of a product’s life cycle to be considered. For equipment, chemicals, supplies, and other items regularly used and purchased, each product was evaluated for impacts on the environment, from
Figure 5. Canoe Trip
Figure 6. Boardwalk Trip
Continued from page 34 intended outcome: protection of the environment, fulfillment of compliance obligations, and continual improvement. After planning and implementation, the focus of the EMS turned to internal audits and management review. Audits were conducted by trained employees and the internal audit team to check conformance to the ISO standard and commitments of the EMS, as detailed in the EMS manual. Employee interviews, documentation review, and compliance evaluations highlighted areas needing corrective action and improvement for ISO 14001:2004 conformance. These findings were then acted upon, and the internal audit cycle was completed again at varying levels of scope and breadth to guarantee that the organization was ready for certification by a third-party auditor. Audit findings were also presented to top management in review meetings, along with progress toward objectives and metrics on environmental performance to help determine the need for changes to EMS manual plans and procedures. The utility continued with implementation of the ISO 14001:2004 EMS and was certified to the standard by a third-party auditor in January 2016, with no major or minor findings. Certification of the management system to the ISO 14001 standard asserts that each requirement of the standard has been met and continual improvement can be achieved if the management system continues to be maintained according to the procedures set during implementation.
Transitions and Management System Changes
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beginning to end. Given the level of control the utility has over the types of products consumed for operations, the focus of life cycle analysis has been on use, end-of-life treatment, and disposal. The new standard also placed emphasis on the identification of risks and opportunities relative to each activity, product, or service and the related causes of environmental impacts. The revision of the aspect identification form included a space to identify risks related to each activity evaluated and also to identify potential benefits or opportunities from the activity. During this transition period, the utility also increased the scope of the management system to include five additional divisions not previously included in the original scope of certification, increasing the scope to include all department activities and processes. The EMS was implemented in these divisions using the requirements of the new ISO 14001:2015 standard. Necessary activities were carried out by all levels of the organization to achieve conformance to the new standard and scope increase, and an internal audit conducted in the middle of 2017 provided indications of improvements to be made. A delta planner was also used to document conformance to ISO 14001:2015, identifying the level of completion for each element, expected completion date, and the reference document related to each element. Any areas marked as incomplete were reevaluated and necessary changes implemented to ensure readiness for the upcoming registrar audit. In February 2018, the utility’s EMS was audited by a third-party registrar during a five-day audit. The scope of the audit included verification of continuing maintenance of the management system, appropriate transition to the ISO 14001:2015 standard, successful implementation of the EMS, and conformance to the standard in the five additional divisions added to the scope of certification. During the course of the audit, the auditors found only one opportunity for improvement or recommendation to enhance the EMS related to emergency response planning for one of the groups new to the EMS. The successful ISO 14001:2015 transition, scope increase, and continued maintenance of the EMS were confirmed by the auditors. The auditors highlighted the success of the transition, thanks in large part to the EMS manual directly reflecting each and every standard requirement, including an action plan for achieving conformance to each element. They also commented on the department’s emergency response plans, which can readily be tailored to each unique division and facility and made available to employees in handy binders throughout each office. The success of the ISO bulletin boards/ ISO library (Figure 7) was also emphasized, as the auditors Continued on page 38
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Continued from page 36 noted that anyone can immediately come into each division’s workspace, and upon reading information in the ISO library, understand what the division does and what it’s trying to accomplish. These boards are a major facet of employee communications about the EMS, and the auditors noted that each and every employee interviewed was well-informed of where EMS documents can be found and how to access them. Some of the most impactful statements from the auditor’s assessment and final meeting included employee sentiments collected during field visits and interviews. The auditors felt that all employees had great attitudes about their jobs and the EMS. In two groups specifically it was noted that employees were extremely proud of the work they do: S In sanitary collections, the employees were committed to serving the public and protecting the environment. S In wastewater management, the employees had an impressive understanding of the criticality of their jobs and the balance between stewardship of the natural system and the needs of the community and water demand.
Results of Environmental Management and Planning for Continual Improvement Continual improvement, defined by the ISO 14001 standard as recurring activities to enhance environmental performance, is an indicator of successful environmental management. Some improvement activities have been achieved at the operational level, like a new glove recycling program, while others have been at the strategic level in concert with large-scale capital improvement program (CIP) projects, as with the re-
duced risk of sanitary sewer overflows by lining a major force main conveying sanitary wastes to the wastewater plant. Many changes were a direct result of planning and implementation of the EMS, like the awareness training program, while others have happened outside of the EMS, and yet all provide indication of the organization’s commitment to the environment. Some of the noticeable improvements are related to how planning is carried out. With the implementation of the EMS, consideration of compliance obligations and environmental impacts are now a major consideration during project planning. During CIP planning, weighted scores are assigned related to a project’s potential in reducing energy consumption, expenditure, and effort, as well as current regulatory requirements and future legislated mandates. This weighted scoring provides capital funding for projects that will, in turn, make operations more resilient and reduce environmental impacts. One of the most tangible improvements since the implementation of the EMS has been in training. In fulfilling the ISO 14001 requirements, training needs were identified for new and seasoned personnel alike, throughout each division, providing better quality and control over training programs, documentation, and employee coaching. Older employees have become involved in reviewing and editing SOPs, capturing their insight and know-how. This improved documentation improves the experience for new employees, with expectations for competency and skill mastery communicated more effectively. Since the implementation of the EMS in 2013, the EMS awareness and environmental education training program has grown exponentially. The program started out with basic training on EMS concepts, specific to employees who would be helping with implementation of an introduc-
Figure 7. Environmental Management System Bulletin Board/Library
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tion to environmental science course, to get employees to understand the “why” component of environmental management. The canoe and boardwalk trips were then introduced and required for all employees. In 2017, an improved program was introduced, offering employees a variety of classroom and field-trip-based learning opportunities, allowing them to choose the topics that most pertain to their job and their interests. Courses such as “Living with Alligators” and “Working in the Wild” offered safety tips for working outdoors, including how to spot signs of wildlife commonly encountered in the field. The “one water” training provided employees an overview of each utility division and highlighted the relationship between the environment and public health. In 2017 alone, employees attended 431 hours of environmental awareness training, including 89 hours of canoe and boardwalk trips at the Grassy Waters Preserve. In addition to satisfying management system requirements, this training program provides connectivity for employees who work at each of the six utility facilities and gives them a better understanding of where their division fits within the department’s many functions. Similar to the EMS awareness training, the annual ISO Fair has resulted in improved morale and communication among each of the 15 utility divisions. Each year, the utility hosts an educational fair where each division sets up a display to represent what it does and how it protects public health—and the environment in the process. Employees visit each booth and get a raffle card stamped after answering questions about each division (What are their environmental aspects? What is the department’s environmental policy?), which are geared toward the EMS program and are designed by staff to engage coworkers from other areas. This provides further opportunity for staff from each of the six facilities to come together and learn about other divisions, in addition to providing management an opportunity to shed light on the importance of the EMS and thank employees for their hard work and dedication. The most recent theme of “We’re ready!” focused on emergency response preparedness and allowed divisions to highlight their efforts to prepare for emergencies, like hurricanes and flood events, and also long-term planning for climate change and rising seas. With each passing year, the employee exhibits become more detailed and the competition to win awards for “Best Representation of the EMS,” “Most Creative Display,” and “Best Use of Theme” gets more intense, as employee knowledge and understanding of environmental management system objectives grows. The sanitary collections division (Figure 8) created a working diorama Continued on page 40
FWPCOA TRAINING CALENDAR SCHEDULE YOUR CLASS TODAY! March 4-6 ......Backflow Repair* ..............................St. Petersburg ....$275/305 18-22 ......Spring State School ............................Ft. Pierce
April 1-5 ......Wastewater Collection C ..................Osteen..............$225/255 8-10 ......Backflow Repair ................................Osteen..............$275/305 22-25 ......Backflow Tester* ................................St. Petersburg ....$375/405 26 ......Test Retakes ........................................Osteen..............$80 26 ......Backflow Tester Recerts*** ..............Osteen..............$85/115
May 6-10 ......Water Distribution Level 2 ................Osteen..............$225/255 6-10 ......Reclaimed Water Distribution B ......Osteen..............$225/255 31 ......Backflow Tester Recerts*** ..............Osteen..............$85/115
June 3-6 ......Water Distribution Level 3 ................Osteen..............$225/255 17-20 ......Backflow Tester ..................................Osteen..............$375/405 24-27 ......Backflow Tester* ................................St. Petersburg ....$375/405 28 ......Backflow Tester Recerts*** ..............Osteen..............$85/115 Course registration forms are available at http://www.fwpcoa.org/forms.asp. For additional information on these courses or other training programs offered by the FWPCOA, please contact the FW&PCOA Training Office at (321) 383-9690 or training@fwpcoa.org. * Backflow recertification is also available the last day of Backflow Tester or Backflow Repair Classes with the exception of Deltona ** Evening classes
You are required to have your own calculator at state short schools and most other courses.
*** any retest given also Florida Water Resources Journal • March 2019
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Continued from page 38 of a neighborhood to demonstrate smoke-testing techniques, and the laboratory services division (Figure 9) built a diorama to represent its process for main clearances. Another achievement of the EMS is employee-driven goal setting. The EMS has truly engaged employees, allowing them to understand how they impact the environment and inspiring them to find innovations in their everyday tasks to reduce pollution and protect the environment. Employees at each level of the organization have the opportunity to suggest improvements. Last year, an employee in the laboratory services division researched different methods for disposing of nitrile gloves to reduce the
Figure 8. Sanitary Collection Diorama on Smoke Testing
amount of waste sent to the landfill. The employee had just joined the division after coming on board as an intern at the water treatment plant and was newly appointed to the implementation team. She discovered the RightCycle glove recycling program offered through Kimberly-Clark Corporation, which allows facilities to collect used gloves and send them back to the company to be made into other plastic items, such as benches, chairs, and planters. After finding the program, the employee brought it to leadership personnel in the laboratory to determine if the cost to the utility would be feasible. The cost of gloves and shipping was evaluated and it was found to be worthwhile, in light of the benefit to the local
Figure 9. Laboratory Services Diorama on Main Clearances
Figure 10. Force Main Condition Assessment
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landfill, and a test pilot program was initiated at the water treatment plant laboratory. In 2018, 184 lbs. of gloves were diverted from the local landfill. The program could potentially be expanded departmentwide, providing major reductions in waste to landfills from glove disposal. This newly implemented test pilot program is a success in terms of reduced environmental impact, but it’s also a testament to the power of employee engagement and changing cultural values of the organization. From the director to frontline supervisors to field employees—all levels of the organization exhibit a shared commitment to achieving the goals of the EMS. In the past few years, much evaluation and planning has been conducted related to the city’s aging sanitary sewer and lift station assets. A dualphase project was undertaken to line sections of the force main, not only reducing the risk of sanitary overflows, but also improving the life of the asset and reducing operations and maintenance costs. The project was named “Rehabilitation Project of the Year 2017” by Trenchless Technologies. Fiberreinforced cured-in-place pipe (CIPP) liner was used to rehabilitate 5,700 ft of a 48-in. force main that serves as the main artery to the ECRWRF. In preparation for the project, a force main assessment program was planned out and tracked using EMS objectives and target goal setting. During phase one in early 2016, 15 force mains were assessed (Figure 10) and their condition reported, allowing project engineers to prioritize repairs and also enabling prioritization for internal maintenance projects. Phase two of the force main assessment program began in late 2016 and continues today, with 28 total assessments completed since the start of the program. These assessments conducted by city staff have helped project engineers determine planning needs, impacting the final project carried out by contractors. Documenting this project through the EMS goal-setting program helps communicate progress to employees and makes obvious the connection between the assessments being done, reduced spills to the environment, and benefits of improved environmental performance. The utility also performed a condition assessment of lift stations throughout the sanitary collection system to reduce risk of wastewater spills. In 2017 and 2018, nine lift stations were rehabilitated to achieve environmental and safety improvements, along with operational efficiencies, and three more are slated for substantial completion this year. In 2018, new remote terminal units were installed at three lift stations. At lift station 13 (Figure 11) new drives for pumps were installed for efficiency, and aesthetic improvements around the area reduced negative perceptions from neighboring com-
munities. Odor scrubbers are also being installed at three lift stations to mitigate the smell from hydrogen sulfide, reducing potential for complaints from residents.
Future of the Public Utilities Department Over the next few years, as the utility plans for continued environmental management, new opportunities for improvement will be explored. At the water and wastewater plants, goals have been set to phase out use of fluorescent light bulbs and replace them with light-emitting diode (LED) bulbs. Each maintenance group will report back on the percentage of lights replaced with LED bulbs and energy usage will be monitored and evaluated to determine the reduced environmental impact resulting from this program. This gradual phase out of conventional lighting will result in reduced waste to landfills from the increased life cycle of each LED bulb, reduced amount of hazardous waste handling and disposal as less fluorescent bulbs are used, and less staff time spent on light bulb replacements. The LED lights will also help enhance safety of the employees, as the areas will be better lit.
The water distribution staff has implemented a leak detection program to reduce the amount of nonrevenue water lost. Implementation of this program was started in late 2018 and data is being analyzed to determine the success of the program over time. The EMS coordinator is also looking at ways to optimize EMS-related documentation to make it easier for yearly revisions and also to ensure that the documentation information is relevant to employees across all levels of the utility. Since implementation of the EMS in 2013, management of the utility has become more focused on stewardship and pollution prevention, further enabling fulfillment of the department’s mission and vision. Implementation and ongoing maintenance of the ISO 14001 EMS continues to be effective, evidenced not only by continuing third-party management system certification in 2019, but it’s also seen in the 89 goals completed to date through the objectives and target program, with over 600 hours of EMS awareness training in 2018 and the invaluable engagement of employees. In the January 2019 registrar audit, auditors noted in the preliminary results that utility staff members are well aware of their role in environmental management and understand the need for
Figure 11. Lift Station 13 Rehabilitation
sustainable development, and they also saw evidence of continual improvement in each division. Looking to the future, staff at all levels are committed to the success of the EMS, and by following the PDCA model, the utility will be able to work toward continual improvement and find new ways to plan for enhanced environmental stewardship across all divisions. S
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Celebrate 2019 Drinking Water Week! For nearly 40 years, the American Water Works Association has celebrated Drinking Water Week with its members. This year, it will be held May 5-11. In 1988, AWWA brought the event to the attention of the United States government and formed a coalition with the League of Women Voters, Association of State Drinking Water Administrators, and U.S. Environmental Protection Agency. That year, Rep. Robert Roe of New Jersey and Sen. Dennis DeConcini of Arizona sponsored a resolution to name the first week of May as Drinking Water Week, and an information kit was distributed to the media and to more than 10,000 utilities. Willard Scott, the NBC “Today” show weatherman at the time, was featured in public service announcements that aired between May 2 and 8. The week-long observance was declared in a joint congressional resolution and signed by then-President Ronald Reagan. The following year AWWA approached several other organizations to participate. Through that effort, the National Drinking Water Alliance was formed, consisting of 15 nonprofit educational, professional, and public interest organizations. The alliance dedicated itself to public awareness and involvement in public and private drinking water issues and continued its work to organize a major annual educational campaign built around Drinking Water Week. The power of the multiorganization alliance enabled Drinking Water Week to grow into widespread and committed participation throughout the U.S. and Canada. In 1991, the alliance launched a national campaign to inform the public about America's drinking water. The group distributed a kit containing ideas for celebrating the event, conservation facts and tip sheets, news releases, and posters. The theme was "There's a lot more to drinking water than meets the eye." That same year, actor Robert Redford recorded a public service announcement on behalf of Drinking Water Week. Celebrating Drinking Water Week is an easy way to educate the public, connect with the community, and promote employee morale. Too often, water utilities receive publicity only when something bad happens; Drinking Water Week celebrations give utilities an opportunity for positive communication.
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Youth Focus Drinking Water Week is a perfect time to educate children and youth about their water supply in an atmosphere of fun. S Feature a children's coloring contest or essay contest S Hold a poster contest S Have utility employees make presentations at local schools S Partner with a local school district and hold an artwork contest that encourages students to draw or color pictures showing how water is essential to their daily lives
Public Communication Communicating to the public during Drinking Water Week is integral to any successful celebration. Here are some options and ideas: S Advertise in local newspapers S Send bill stuffers S Work with local librarians to set up displays S Use mall kiosks to reach a broad audience S Coordinate distribution of AWWA news releases S Publicize the release of water utility consumer confidence reports S Send public service announcements to local radio and television stations S Set up a Facebook page and use other social media outlets
Community Events It’s important to be a part of the local community. Community events are fun and festive ways to make sure that customers know about their drinking water—where it comes from, how they get it, and what they can do to help ensure their drinking water quality. S Invite your community to an open house S Inaugurate an adopt-a-hydrant program S Plant a tree S Conduct plant tours S Hold a landmark dedication/anniversary celebration S Bury a time capsule S Partner with local botanic gardens or other groups S Plan a community cleanup
March 2019 • Florida Water Resources Journal
Submit the winning artwork from your contest to Amber Wilson at AWWA by June 30, 2019. The winning artwork will be featured in AWWA’s 2020 Drinking Water Week print advertisements! All artwork submitted to AWWA for consideration must also include a signed image release form (which can be obtained from www.awwa.org in a pdf) at the time of submission. A new activity is also available through AWWA and WEF—Pipe Up! This is a series of puzzles to help children learn various aspects of water services and the value they bring to our everyday lives.
Internal Communications and Events Don't forget employees! Drinking Water Week can help reaffirm to employees the importance of what it is they do: provide clean, safe drinking water for the public. S Hold an annual employee picnic during Drinking Water Week S Create a utility or company newsletter feature on Drinking Water Week
Plan Ahead Drinking Water Week is celebrated during the first full week of May each year. Future dates are: S 2020 – May 3-9 S 2021 – May 2-8 S 2022 – May 1-7 For questions about Drinking Water Week, Pipe Up!, and the student artwork contest contact Amber Wilson in the AWWA Communications Department at awilson@awwa.org. S
Operators: Take the CEU Challenge! Members of the Florida Water and Pollution Control Operators Association (FWPCOA) may earn continuing education units through the CEU Challenge! Answer the questions published on this page, based on the technical articles in this month’s issue. Circle the letter of each correct answer. There is only one correct answer to each question! Answer 80 percent of the questions on any article correctly to earn 0.1 CEU for your license. Retests are available. This month’s editorial theme is Energy Efficiency and Environmental Stewardship. Look above each set of questions to see if it is for water operators (DW), distribution system operators (DS), or wastewater operators (WW). Mail the completed page (or a photocopy) to: Florida Environmental Professionals Training, P.O. Box 33119, Palm Beach Gardens, Fla. 33420-3119. Enclose $15 for each set of questions you choose to answer (make checks payable to FWPCOA). You MUST be an FWPCOA member before you can submit your answers!
___________________________________ SUBSCRIBER NAME (please print)
Article 1 _________________________________ LICENSE NUMBER for Which CEUs Should Be Awarded
If paying by credit card, fax to (561) 625-4858 providing the following information:
___________________________________ (Credit Card Number)
____________________________________ (Expiration Date)
A Synergistic Approach to Net-Zero Resource Recovery Facilities: A Success Story and Innovations at Hermitage Municipal Authority Thomas Darby, Jason Wert, Richard DiMassimo, Meg Hollowed, and Sudhakar Viswanathan (Article 1: CEU = 0.1 WW)
1. The American Biogas Council estimates that over 40 percent of all anaerobic digesters in the United States are a. operated incorrectly. b. undersized. c. oversized. d. operated below design capacity. 2. In terms of its biogas production capability, which of the following is cited as a treatment facility disadvantage? a. Lacked primary sludge for its anaerobic digesters b. Understaffed and lacking the human resources to manage the new system c. Plant was organically overloaded d. Located too close to the surrounding residential area 3. For which of the following treatment units is this facility’s loading rate identified as “typical”? a. Grit removal b. Primary clarifier c. Thermophilic digester d. Mesophilic digester 4. The authors attribute the success of similar facilities outside the U.S. to a. operational expertise. b. engineering expertise. c. regional climate. d. processing of commercial and landfill organics. 5. Based on a 2012 U.S. Environmental Protection Agency study, organics from food waste represents 14.5 percent of a. municipal wastewater flow. b. organic loading at U.S. wastewater treatment facilities. c. annual municipal solid waste production. d. U.S. biogas production.
Earn CEUs by answering questions from previous Journal issues! Contact FWPCOA at membership@fwpcoa.org or at 561-840-0340. Articles from past issues can be viewed on the Journal website, www.fwrj.com.
Florida Water Resources Journal • March 2019
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Naples Bay Restoration and Water Quality Improvements Project Earns Award for Sustainable Infrastructure The Naples Bay Restoration and Water Quality Improvements at the Cove Project in Florida has received the Envision® Silver Award for sustainable infrastructure from the Institute for Sustainable Infrastructure (ISI). To reach silver status, a project must demonstrate that it delivers a heightened range of environmental, social, and economic benefits to the host and nearby, affected communities. “Our team is proud to support the City of Naples in its mission of environmental stewardship and resiliency,” said Kelly Smith, P.E., senior principal and project manager with Stantec, the prime consultant for project design and engineering. “What began as a predominantly engineering issue dealing with sediment and its environmental impact grew into an opportunity to provide a more comprehensive water quality enhancement for Naples Bay that also provides an interactive and aesthetically improved experience for Naples residents and guests.” Said Andrew Holland, project manager with City of Naples, “This is a project that the stormwater division staff believes the city and general public can really be proud of. The project goals of restoring and enhancing the ecosystem and habi-
tat, protecting the environment, and connecting the public with Naples Bay serve to deliver lasting, meaningful benefits to our community.”
Project Context and Scope Naples Bay and its contributing watershed have been dramatically altered by development over time. Associated with various water management projects, the watershed of Naples Bay has expanded from approximately 10 square miles in size to its current 160 square miles. Enhancing water quality for its residents, visitors, and neighbors is an important part of the city’s environmental stewardship. To this end, the city identified the need to investigate the ecological and environmental conditions at the Cove Pump Station outfall. Analysis of the existing conditions at the outfall identified significant sediment transport, a low functioning ecosystem, and impaired hydraulic conditions arising from the operation of the Cove Pump Station that serves Basin III for stormwater (otherwise known as Naples Bay). The project team performed an in-depth analysis of Basin III and undertook citywide
planning initiatives and historical stormwater improvements to guide the design through conceptual and preliminary design stages for final city council approval. Stakeholder involvement in the project was identified at the outset as a chief priority, with the project team holding a public information meeting to solicit feedback from potentially affected residents and environmental organizations, such as The Conservancy of Southwest Florida. The project supports the 20-year Naples Bay restoration plan by incorporating water quality improvements with natural wetland restoration in the form of a “living shoreline” concept. The City of Naples worked in close collaboration with Stantec to deliver this awardwinning sustainable project. The Envision award system examines the impact of sustainable infrastructure projects as a whole, through five distinct categories: quality of life, leadership, resource allocation, natural world, and climate and resilience. These key areas must contribute to the positive social, economic, and environmental impacts on a community. “During a time when Florida waterways are clearly showing signs of stress, the City of Naples has demonstrated its commitment to managing its stormwater in the most responsible way, while boosting environmental restoration,” said Gregg Strakaluse, director for the City of Naples streets and stormwater department. “The expertise of Stantec, the ongoing participation of the local community, and the dedication of the Naples City Council has made this project one which the entire state can be proud of.” Key factors contributing to the success of the Naples Bay restoration and water quality improvements include: Restoring Habitat and Preserving Species Biodiversity There are three key components associated with this project, each of which will dramatically improve existing conditions at the site that are currently not conducive to supporting a range of endemic species.
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Component one consists of dredging and fortifying. Specifically, the project will remove 3,000 tons of marine sediments, of which 500 are contaminated; more than 15 pounds of copper; and more than 3 pounds of polycyclic aromatic hydrocarbons (a class of chemicals that occur naturally in coal, crude oil, and gasoline). It also consists of a reinforced channel that reduces the velocity of water entering the cove, prevents erosion, and allows solids to settle. Component two consists of shoreline management practices that provide erosion control benefits, enhance shoreline habitat, and maintain natural coastal processes by placing materials, such as plants, stone, sand fill, and other organic materials (e.g., oyster reefs) in the water along the shoreline. Component three consists of an upstream pollution control structure that will remove more than 2,500 pounds of grit per year.
Innovative Design Traditional coastal shoreline treatments include components, such as steel or concrete bulkheads, which typically cost more to install and maintain than a design that incorporates a living shoreline. While steel or concrete bulkheads are able to reduce wave impacts (as living shorelines can), they do not offer the same range of benefits. Living shorelines are also able to improve water quality through increased nutrient uptake, restore and create new estuarine habitat, create new connections between existing and new habitats, and yield economic benefits to the community. In the case of the Naples Bay project, the economic benefits associated with the addition of oyster and mangrove habitats are estimated to be $41,700 per year. “The Naples Bay restoration project is an elegant design using natural solutions to achieve the community’s goals of improving water quality, estuarine habitat, and overall community quality of life,” said John Stanton, ISI president and chief executive officer. “Hopefully, the success of this project will spur other coastal communities to implement living shorelines.” S Florida Water Resources Journal • March 2019
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WEF InFLOW Program Introduces Underrepresented Minority Students to Working in Water The Exodus
Morgan Brown and Bri Nakamura s the “silver tsunami” of retirements that will result in a mass exodus of workers in the United States approaches, the water sector is taking steps to prepare for, as well as encourage, greater diversity in its workforce. At WEFTEC 2018, the Water Environment Federation (WEF) piloted a new program to help address this need for a younger and more diverse workforce. The program, WEF InFLOW, which stands for Introducing Future Leaders to Opportunities in Water, brought underrepresented minority students to WEFTEC and introduced them to working in the water sector. The program also sought to help these students foster a network within WEF’s membership to increase opportunities for mentorship and employment.
A
New research last summer helped prompt action on the coming wave of retirements. In June 2018 the Brookings Institution in Washington, D.C., published the report, “Renewing the Water Workforce: Improving Water Infrastructure and Creating a Pipeline to Opportunity.” The report found that the silver tsunami will cut drastically into the pool of skilled, qualified water sector workers. For some utilities this could result in staffing vacancies of up to 50 percent. The report also points out a lack of diversity in the water industry. The percentage of African-
WEF InFLOW participants with Tom Kunetz, WEF president (back row, middle) and panelists from a networking event scheduled just for them. (photo: Oscar & Associates)
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American and Asian water workers lags behind the national average for all occupations combined. Additionally, for higher-paying water occupations, such as engineering and management, AfricanAmerican and Hispanic workers are particularly underrepresented.
WEF InFLOW This pilot year of the WEF InFLOW program primarily focused on African-American students. African-Americans are one of the most underrepresented groups with respect to the percentage of the population versus the percentage The WEFTEC opening general session was among the activities slated for students participating in the WEF InFLOW program. The students received front-row seats. (photo: Oscar & Associates)
Students from University of South Florida teach the next generation of water students the “Water Cycle Dance” during Water Palooza at St. Mary’s Academy in New Orleans. (photo: Rahkia Nance/Water Environment Federation)
pf those engaged in science, technology, engineering, and math (STEM) careers. InFLOW brought a total of 16 undergraduate and graduate students to WEFTEC from Howard University in Washington, D.C., Tuskegee University in Alabama, and the University of South Florida (USF) in Tampa. The group of eight men and eight women had a wide range of technical backgrounds and awareness of water sector opportunities. One student is pursuing a doctorate in the water sector and the students from Tuskegee University had summer internships related to water. Many other students, however, had no background knowledge of water sector possibilities. The 2018 InFLOW program relied on generous support from program sponsors Arcadis, GlobalWET, Centrysis/CNP, Environmental Technical Sales Inc. (ETEC), and the Milwaukee Water Council. From these sponsors the students received travel assistance, hotel accommodations, registration, and special networking opportunities at WEFTEC.
The InFLOW program will continue to grow in the coming years. It will expand the number of participating schools and students and include a second track with activities focused on operations and maintenance. This article solely reflects the personal opinions of the authors, not necessarily WEF and its members. It is provided for educational purposes only, and is not intended to substitute for the retainer and advice of an appropriate professional. No warranties or endorsement of any kind are granted or implied.
Morgan Brown is a technical programs manager in the Water Science & Engineering Center at WEF (Alexandria, Va.). She can be reached at mbrown@wef.org. Brianne Nakamura, P.E., ENVSP, is a senior manager in the Water Science & Engineering Center at WEF. She can be contacted at bnakamura@wef.org. S
Water Sector Introductions The students’ schedules included both technical and networking events. They participated in many events coordinated by the WEF Students and Young Professionals Committee. These included Water Palooza (where the USF students are now famous for introducing the “Water Cycle Dance”), the Community Service Project, committee meetings, the WEF Career Fair, and the Student Design Competition. The students attended the conference’s opening general session and were encouraged to explore the exhibition and attend technical sessions. Aside from these traditional WEFTEC activities, the students attended two special events. The first was a networking panel that introduced the students to some African-American water sector leaders who represented utilities, academia, consulting, and manufacturing. Panelists, such as David Gadis, chief executive officer and president of DC Water in Washington, D.C., and Kishia Powell, commissioner of the Department of Watershed Management for the City of Atlanta, talked about their journeys and career paths, as well as answered the students’ questions. Gadis and Powell shared their insights about how to use diversity, not as a barrier, but as a quality to be remembered by. A networking lunch wrapped up the InFLOW students’ WEFTEC experience. The program already has yielded one result: Howard University is working to start a WEF student chapter, which will help to expand the program’s reach to more students at the university. The chapter is also hoping to participate in future Student Design Competitions. Florida Water Resources Journal • March 2019
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FWRJ READER PROFILE What education and training have you had? I received by bachelor’s degree in civil engineering from Clemson University. After working seven years in the private sector as a structural engineer, I decided to go back to school to study water and wastewater treatment. I earned my master’s degree in environmental engineering from Georgia Tech and embarked on my career in the water/wastewater industry.
Becky Cook Pinellas County, Clearwater Work title and years of service. I am a senior engineer with Pinellas County Utilities Department and have worked here five years. My previous experience includes twenty-five years in private industry followed by seven years in the public sector (includes my five years with Pinellas County). What does your job entail? My job as a senior engineer in the utilities department includes supporting operations and maintenance of wastewater and water treatment plants and the distribution systems. I manage a variety of engineering projects, from planning, design, and construction to coordinating with consultants, contractors, and other governmental agencies. I work with a very talented group of coworkers, including fellow engineers and plant staff members who run and maintain the water, wastewater, and industrial wastewater treatment plants here in Pinellas County.
What do you like best about your job? I love the variety of projects that I have had the opportunity to work on, and seeing projects from inception to completion is a nice change from previous work experiences. I especially like working and interacting with operations and maintenance staff, seeing how our engineering group can support them as they maintain our water and wastewater systems. I have learned so much from them. Each day is dynamic and never the same, and the work is challenging, yet rewarding, seeing tasks completed. Something I have found interesting these past few years is helping out in the emergency operations center during hurricanes or other events that could potentially disrupt the water and wastewater systems that serve our customers. Providing the best service to our customers is my ultimate goal and I believe my job provides part of that goal. What professional organizations do you belong to? I belong to AWWA and WEF. I have been a member of AWWA for more than 15 years. How have these organizations helped your career? I see myself as a bit of a late bloomer in
Becky (far left) with FSAWWA staff and other members at the 2018 Membership Engagement Summit in Denver.
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realizing how much professional organizations have to offer. After my husband’s job required him to relocate to the Tampa area from Jacksonville, I realized that we would be moving and I would need to find work in that region. I attended the FSAWWA Fall Conference, as well as a “Lunch and Learn” in Region IV in 2013 to network with others in the engineering world. Attending these two events at that particular time in my life and career really made me realize how important these organizations can be for career development. The benefits of the technical expertise and information available through these organizations has always been a reason for joining, but I now realize that a benefit equally or more important is the relationships that you make. I am convinced that through these relationships I was able to find a job I love in the Tampa area. Since then, I have volunteered to chair and cochair various committees and currently serve as Membership Committee chair for our Florida Section of AWWA. Stepping up as an active member of FSAWWA has helped me grow personally and professionally. I thank all who have helped me along this journey! What do you do when you’re not working? I love the outdoors and love spending time with my husband and family. Activities include snow skiing, scuba diving, kayaking, hiking, camping, birding, traveling, gardening, bicycling, cooking, wine tasting, reading, and knitting/crocheting. Currently, I am still in recovery mode from anterior cruciate ligament (ACL) reconstruction, so I am finding myself in the gym more often to rehabilitate my knee and leg so that I can continue to do fun things outdoors! S
Becky, with husband Mark, at a fun birdathon at Brooker Creek Preserve in Pinellas County.
AWWA Section Services provides sections with content for their publications. These articles contain brand new information and will cover a variety of topics.
Top Five Myths About Benchmarking Your Utility’s Performance Frank Roth Water utilities that benchmark their performance gain valuable insight into where they stand in the marketplace and what strategies they can use to continue their success. Those who hesitate to participate in the AWWA Utility Benchmarking Program can lose this valuable advantage. Benchmarking utility performance indicators is an essential element of continuous improvement, allowing utilities to track their own performance and to compare their results to peers to identify areas that could be strengthened. The AWWA benchmarking program provides objective performance measures for utility leaders to track their organizational performance. Several benchmarking myths were compiled at the 2018 AWWA/WEF Utility Management Conference to help utilities better understand the process. Myth Number 1: Benchmarking doesn’t apply to us because we’re unique. Because every utility is unique, the AWWA Utility Benchmarking Program applies well-defined, time-tested performance indicators specific to the water sector. Your utility’s practices are compared with others of similar size, geographic location, or treatment
processes. The program uses metric data definitions and calculation methods refined over 15 years for more than 40 performance indicators covering water and wastewater utility business areas. Myth Number 2: The survey results are not specific enough for us to use. Your utility’s performance indicators are compared against aggregate data for participating utilities in the same service group. Your customized report highlights specific areas where performance can be improved, and practices or policies can be established or revised. In addition, benchmarking comparisons can be an effective way to demonstrate your performance to stakeholders such as customers, boards, city councils, and regulators. Myth Number 3: The survey takes too much time to complete. You have approximately 12 weeks between January and April 1 to compile your responses. Start by determining which measures are most relevant for your utility, then regularly track and evaluate the results and link them to improvement strategies. The process also can be used to report on customer and environmental targets, communicate with stakeholders, make comparisons with other
utilities, and link to industrywide frameworks such as Effective Utility Management (EUM), which uses a management framework based on the ten attributes of effectively managed water sector utilities and keys to management success. Myth Number 4: Our utility is slow to change. Benchmarking data supports change because it clearly shows where there are inefficiencies and what revised performance targets are possible. You can develop specific improvement plans and use benchmarking to measure outcomes. Utility decision makers can link AWWA performance metrics to internal strategic plans, asset management, levels of service, maintenance programs, regulatory achievement, and overall performance management. Many of these performance assessment programs can be found in the EUM and the AWWA’s partnership programs for safe water and clean water. Myth Number 5: The survey is more useful for larger, resource-rich utilities. All sizes of utilities in the United States, its territories, and Canada participate in the survey. Results are aggregated so they can be generalized for all utilities, regardless of size. The association also analyzes outliers to determine if unusually high or low values were intended as reported. All data and information exchanges are based on useful, predictable, and common definitions of data and practices. Now that these benchmarking myths have been busted, sign up today for AWWA’s Utility Benchmarking Program. For more information about the association’s benchmarking programs and publications, go to www.awwa.org. Frank Roth is senior policy manager at Albuquerque/Bernalillo County Water Utility Authority. S
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FWEA FOCUS
Current Leaders and Those in the Making Convene to Map Out Future of FWEA Kristiana S. Dragash, P.E. President, FWEA ’m writing this article while on my way to the ninth Leadership Development Workshop that I’ve been fortunate enough to attend over the past several years. The workshop is an invitation-only event for the leaders of FWEA to come together and plan for the upcoming year. I remember attending my first workshop in 2010 to present the report of the Manasota Chapter to the board of directors and how excited and nervous I was. That year, the St. John’s Water Management District was generous enough to allow us to use their conference room for a couple days, and I stayed in a “questionable” motel close to its office. I was completely overwhelmed by the amount of information presented at the workshop and in awe of the other volunteer
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leaders that I connected with. I continued to be overwhelmed each year at the information presented at the workshop until one year, it clicked, and suddenly I found myself giving some of the presentations. Over the years, as the economy has improved, we’ve been able to splurge on hotels and retreatlike venues to host this annual event and reward our leaders for all of their hard work. The most rewarding part of attending and planning this workshop over the years has been meeting the new young professionals coming to this workshop each year. Seeing and feeling their excitement as they embark on their leadership journey in the association is electric! Where will FWEA take them in their careers? So many places, I’m sure. I can tell you right now that my career would’ve been very different and less fulfilling if not for my involvement in FWEA. At this next workshop, I will look at the faces that represent the future of this association and know that we are in very good hands. S
FWEA staff and volunteer association leaders at the 2019 Leadership Development Workshop held in Daytona Beach Shores.
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Intelligent Water Systems Challenge Returns The Intelligent Water Systems Challenge is back for a second year to encourage participants to use innovation and data to help solve some of the most difficult issues facing water and wastewater utilities. The goal is to demonstrate the value of intelligent water systems to utilities and foster adoption of smart water technologies, as well as give students, professionals, and technology experts the opportunity to showcase their talents and innovation with a focus on leveraging data using the tools to help utilities make better decisions. The 2019 challenge, which will run from Feb. 11 to Sept. 23, 2019, will make general problem statements and example datasets available to participants and will use webinars to introduce participants to the datasets and underlying systems. Scenarios will focus on collection systems, wastewater treatment systems, drinking water treatment systems, source water/watersheds, and distribution networks. Teams with innovative solutions will be invited to present their results in person at WEFTEC 2019 in Chicago for final judging. The winning teams will receive cash awards and the top team will receive $10,000. The challenge is hosted by Leaders information Forum for Technology (LIFT), a joint effort by The Water Research Foundation (WRF) and the Water Environment Federation (WEF). The program is also supported by American Water Works Association, Cleveland Water Alliance, International Society on Automation, Smart Water Networks Forum, The Water Council, and WaterTAP. “We are excited to build on last year's successful LIFT challenge launch to highlight the tremendous opportunities offered by intelligent water systems and the great collaborative work taking place in the industry among utilities, universities, and technology innovators,” said Peter Grevatt, chief executive officer of WRF. “As we continue to support and promote innovation in the water sector, we are also looking for ways to integrate practical applications,” said Eileen O’Neill, WEF executive director. “Our hope is that the program will demonstrate the value of intelligent water systems to utilities and help foster the adoption of smart water technologies.” Last year a team from the Great Lakes Water Authority and the University of Michigan won the first Intelligent Water Systems Challenge for using data analytics to develop a tool to maximize the use of existing collection systems and minimize combined sewer overflows in Detroit. Teams have until March 25 to register. For more information or to register for the challenge go to www.werf.org. S
FWRJ COMMITTEE PROFILE This column highlights a committee, division, council, or other volunteer group of FSAWWA, FWEA, and FWPCOA.
Education Committee Affiliation: FWPCOA Current chair: Tom King, AECOM (NASA) Year group was formed: It’s unclear the exact date the Education Committee was formed, but a small group of dedicated professionals met to provide muchneeded training for the water and wastewater industry in Florida. Though the association had its beginnings in the 1920s, records indicate training began in 1930. Scope of work: The Education Committee's responsibility is to ensure the quality of the association's training, programs, and instructors. The committee supplies oversight and guidance to the training coordinator and it offers direction and recommendations to the board of directors. The FWPCOA is committed to providing quality training. The committee reviews the quality of our courses and training materials. We hold regular meetings to review issues and challenges associated with providing quality training. We choose quality over profit in an attempt to make it easier and affordable for cities and utilities to use our services. The first short school held by FWPCOA was in April 1930; 58 students attended, and from there, the association’s commitment to training began. There was a growing demand for the training of people committed to water treatment in the late 1930s and the Waterworks Operators Association was dedicated to providing that instruction. In 1964, the organization officially became the Florida Water and Pollution Control Operators Association. In 2008, the organization moved from Brevard Community College to an office in Titusville, which helped to provide the support needed to expand our training programs. Since then we have been supporting the industry’s
needs with our two annual short schools. These are accomplished by our dedicated group of volunteers. Recent accomplishments: The committee oversees upgrades in our “On the Road” training. We continue to finetune the logistics of the process and adjust schedules to best utilize our instructors in providing quality courses to FWPCOA’s 13 regions for the variety of customers with training needs. We recently upgraded the stormwater manuals and courses and we’re continuing to fine-tune other classes. We’ve added courses to the Online Institute through the commitment of Tim McVeigh, which gives utility professionals who cannot attend classroom training an alternative method to get continuing education units (CEUs). Last year the Florida Department of Environmental Protection (FDEP) approved a new manual for the water class B certification that we submitted. Current projects: We're reviewing the progress of the development of manuals to enhance our training programs. The goal is to ultimately bring autonomy to the association by having our own quality training manuals approved by FDEP for certification courses. We’re working with our instructors and individual committee chairs to provide a library of PowerPoints and training supplements to add consistency to our educational process. Future work: The committee is providing oversight in the development of new manuals. The goal will be to provide our own training manuals for all courses we offer. We will continue to add courses to the Online Institute to provide alternative avenues of training to support our
customers. We will also expand our “On the Road” trainer program. As Florida’s population increases, new technologies will be needed to meet the demands required to provide water and to treat wastewater. These advances will require additional course development and increase the demand for highly trained utility professionals. It’s the goal of FWPCOA to be ahead of that demand with this training. We’re committed to providing the highest quality training for our 4,600 members. Group members: First, let me give credit to those who got us here. Art Saey ran the committee during a time when we enhanced regional training and developed some of the methods we're using today. Tim McVeigh developed the Online Institute, which has been very successful in providing CEU access to many of our customers who can’t attend meetings due to shift work. Ken Enlow provided leadership and guidance before Art Saey’s tenure. Their dedication to FWPCOA has been unmeasurable. S Tom King, AECOM (Kennedy Space Center) Education - committee chair S Backflow Committee - Glenn Whitcomb S Basic Electrical and Instrumentation Committee - Ed Davis S Reclaimed Water Committee - Jody Godsey S System Operators Committee - Ray Bordner S Utility Customer Service Committee Norma Corso S Utility Maintenance Committee - Bob Case S Industrial Pretreatment Committee - Kevin Shropshire S Stormwater Management Committee - Brad Hayes S Online Institute - Tim McVeigh Shirley Reaves is the FWPCOA training office coordinator, who gives input and guidance to the committee. S
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FWEA CHAPTER CORNER Welcome to the FWEA Chapter Corner! The Member Relations Committee of the Florida Water Environment Association hosts this article to celebrate the success of recent association chapter activities and inform members of upcoming events. To have information included for your chapter, send details to Megan Nelson at megan.nelson@ocfl.net.
Florida Stockholm Junior Water Prize Announced Chuck Olson he Stockholm Junior Water Prize (SJWP) is the world's most prestigious youth award for water-related science projects. The prize taps into the unlimited potential of today's high school students as they seek to address current and future water challenges. The SJWP was founded in 1997 by the Stockholm International Water Institute to complement the Stockholm Water Prize. In the United States, the Water Environment Federation (WEF) and its
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member associations, such as the Florida Water Environment Association (FWEA), organize the regional, state, and national SJWP competitions, with support from Xylem Inc. The U.S. winner receives a $10,000 prize and an all-expenses-paid trip to Stockholm, Sweden, where he or she represents the U.S. at the international competition held during World Water Week. Each year a group of judges, as part of the FWEA Public Communications and Outreach Committee (PCOC), selects a Florida winner for the SJWP. The FWEA sponsors the student’s trip to the national contest.
Rohan Jakhete poses with a poster of his project and “Willing Water.”
Rohan Jakhete, a sophomore (now a junior) at South Fork High School in Stuart, was selected as the Florida winner of the 2018 SJWP competition. Rohan was selected for his project, “Electro-Oxidation of ethinylestradiol: A Novel Model for Removing EndocrineDisrupting Compounds from Wastewater Effluent.” He represented Florida at the national competition last summer at the University of North Carolina at Charlotte. Every year, there is a wide variety of highly sophisticated water-related science projects submitted by the competitors. Many of the projects involve years of research by the students, going back as far as middle school, and the research often continues following the competition. A special thanks goes out to the judges, who may review up to 30 papers before selecting a winner and two finalists. The dedicated judges for the last few years have included: S Ruth Burney, Brown & Caldwell S Elizabeth Geddes, South Florida Water Management District S Julie Karleskint, Hazen & Sawyer S Kerstin Kenty, Jacobs S Zachary Loeb, past Florida SJWP winner S Tim Madhanagopal, Orange County Utilities The SJWP competition is open to all high school students in grades 9-12 who have reached the age of 15 by August 1 of the competition year and have conducted a waterscience research project. More information about the SJWP can be found at www.wef.org/sjwp. To participate in the Florida SJWP and other activities of the PCOC, please contact me at colson@eacconsult.com. Chuck Olson, P.E., is a senior project manager with EAC Consulting Inc. in Fort Lauderdale. S
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FSAWWA SPEAKING OUT
The Case for AWWA Utility Membership Michael F. Bailey, P.E. Chair, FSAWWA
or the 32 years that I’ve been employed by water and sewer utilities, those utilities have always been members of FSAWWA. I’d never given it a second thought—it’s always been my opinion that utilities in Florida should be AWWA utility members to support the advancement of the water industry, improve operations, train staff, and boost water quality, to name a few of the member benefits. Over 85 percent of the water treated and delivered to consumers in the United States is handled by an AWWA member utility. I’ve recently had the opportunity to visit neighboring utilities that weren’t AWWA utility members to talk with them about what they’re missing, and even after all this time as a member, I was still surprised by the robust value of utility membership. Also recently, our section was recognized at AWWA’s Membership Matters Summit for exceeding its membership goals for 2018 (congratulations to our Member Engagement Com-
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mittee!). We achieved 68 percent renewal of first-year individual and operator members and 9.1 percent growth overall, beating each goal by 6 percent! Our overall growth was thanks in part to the six new utility members who joined us in 2018. With this in mind, I’d like to use this month’s article to discuss the value of utility membership. Full disclosure: much of the following was prepared by Andy Chase, AWWA’s utility relationship manager.
The Strength of Associations One of the most effective ways an organization’s members can make smart strategic and operational decisions is to take advantage of the knowledge and experiences of their professional colleagues. That’s why associations exist for most every profession—from engineers, journalists, and government officials, to educators and physicians. Each utility membership provides special benefits that are not included with individual membership. Every water utility benefits from its AWWA membership in a different way, but for most, at least three areas of value rise to the top. First, AWWA is the preeminent forum for knowledge and solutions to help water professionals—and water utilities—do their jobs bet-
ter and more efficiently. Through its international and local conferences, peer-reviewed Journal AWWA and many other publications, and online trainings and webinars, AWWA helps its members discover the right technologies, management strategies, and operational tactics to ensure that each customer dollar is being spent efficiently and in a way that best protects public health. Second, AWWA is the entity that produces water industry standards for materials, equipment, and practices used in water treatment and supply. Members of AWWA have a voice in the creation of these documents, and utility members (except for small systems) have access to the full AWWA Standards set. The price for a full set of standards is $6170 for nonmembers (this is for a hard copy or a singleuser licensed CD). The price for the top utility benefit is $16,177 (a 24-user license). Keep in mind that renewing the subscription is $1,470 and $3,857, respectively, for these two products. Third, AWWA provides the water sector with a critical voice in Washington, D.C., where legislative and regulatory decisions can dramatically impact each of America’s community water systems. Working closely with our utility members, AWWA’s Government Affairs group and Water Utility Council bring sound science and the real-life experience of water utilities to the public policy dialogue. The Association brings critical technical information to the regulatory process and members testify frequently before Congress on legislative and other pertinent matters. Utility members stay informed through regular public affairs, legislative, and regulatory advisories, and a biweekly Water Utility Insider™ newsletter.
Return on Investment For 137 years, AWWA has served as the forum for water professionals to share insights and experiences that protect public health and advance smart water policy. For utilities today, AWWA membership continues to provide an excellent return on investment, from both financial and public health perspectives. I stress again that utility membership in AWWA comes with many benefits that are not included with an individual membership. In addition to the benefits individuals receive, utilities are provided with additional resources for assessing infrastructure needs, rate setting, training and certification programs, communi-
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S Share solutions that are proven to work.
cating a utility’s value to the public, and opportunities to craft regulatory policy. Benefits of utility membership include: Training, Networking, and Conferences The association also produces a robust set of manuals of practice to complement the standards. Members further enjoy deep discounts on a vast collection of handbooks, reports, and other tools produced through the intellectual capital of the association’s members. You can turn to AWWA for outstanding educational and networking opportunities. Utilities and their employees can take advantage of discounted registration on all AWWA conferences and educational events, where attendees can: S Meet face-to-face with water industry leaders at multiple yearly conferences. S Network with peers who share the same challenges.
Utility Alerts and Advisories Regulatory and legislative alerts keep utilities current on proposed policies that will impact their operations so you can: S Educate yourself on the effect of regulatory changes. S Share your comments with appropriate agencies. S Help shape smart water policy based on sound science. S Stay informed on water-sector news that garners media attention. These advisories include language and strategies a utility can use when responding to media and public inquiries. The Water Utility Insider™ newsletter is AWWA’s exclusive biweekly e-newsletter just for utility members, which provides a behind-thescenes look at legislative and regulatory developments. Member Discounts for All Employees of Utility Members As a utility member, you will have access to
some powerful tools and resources for free or member pricing: S Opportunity to participate in the benchmarking survey and receive member pricing for survey results. S Safety Talks CD-ROM: 52 articles on common utility safety practices - free for utility members (a $109 value). S Member pricing for all employees. I’m more convinced than ever that full utility membership with AWWA is extremely valuable, and I definitely encourage every Florida utility to become an AWWA utility member. To learn more, please contact me (mbailey@coopercityfl.org) or FSAWWA headquarters (www.fsawwa.org) and we can arrange to get you more information (or even come for a S visit—Field Trip!).
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Marjory Stoneman Douglas: Defender of the Everglades and an Advocate for Environmental Stewardship gler, an industrialist and a founder of Standard Oil; and John Sewell, the third mayor of Miami, among others.
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“There are no other Everglades in the world. They are, they have always been, one of the unique regions of the earth; remote, never wholly known. Nothing anywhere else is like them. . .” These words from the immortal book by Marjory Stoneman Douglas, The Everglades: River of Grass, crystallize the uniqueness of the Everglades. These words could also be used to describe Marjory herself, who was as rare and unique as the Everglades she worked so hard to protect.
Background Marjory Stoneman Douglas was born on April 7, 1890, in Minneapolis, Minn. She graduated from Wellesley College in Massachusetts with straight A’s and with the elected honor of “Class Orator.” That title proved to be prophetic. In 1915, following a brief and calamitous marriage, she arrived in Miami to live with her father, the founder and editor of the Miami Herald. Before long, her father asked her to fill in temporarily for the society editor. Marjory soon took over the job full time, much to her delight. A year later she began to write editorials and articles. During this time she met many luminaries and famous people, such as Carl Fisher, an entrepreneur; George Merrick, a real estate developer; William Jennings Bryan, an orator, politician, and three-time nominee for the Democratic Party for President of the United States; Cyrus H.K. Curtis, a newspaper and magazine publisher; Henry Fla-
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It was 1917and the First World War was raging in Europe. The Navy had sent a ship from Key West to Miami to enlist men and women into the Naval Reserve. Marjory went to cover the story of a local woman she heard about who was to be the first woman to enlist. As it turned out, Marjory herself was the first woman to enlist in the Navy. She became a yeoman first class and was stationed in Miami. After a year, she was discharged, joined the American Red Cross, and went to Paris. The war ended, but Marjory stayed on there. She traveled around Europe and wrote stories about the Red Cross clinics being turned over to local authorities. As the Red Cross was closing down in Paris, her father cabled to offer her a job as an assistant editor of his newspaper.
Newspaper Work Marjory arrived back in Miami in January 1920. She worked on the editorial page of her father’s newspaper and had a column called “The Galley” for three years. She wrote poetry at the head of every column. It was in her column that she began to talk about Florida as landscape and as geography, and as a result, to investigate it and to explore it. Toward the end of 1923, Marjory was feeling the pressure of the friction that began between her and her father, and the demands of writing articles and her column. She began to experience blackouts and was diagnosed with nerve fatigue. She left the paper and lived at her father’s new home. She recovered by being quiet, sleeping late, and by beginning to write short stories. The Saturday Evening Post published some of her early stories, along with those of F. Scott Fitzgerald and Ernest Hemingway. This was the beginning of her independence from the newspaper. As she liked to say, writing fiction was the perfect job for her. When she was working for the newspaper she hadn’t been a good employee; she didn’t like regular hours, or being told what to do, or working for other people. She
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was a loner and wanted to be an individual rather than an employee, or merely considered a female.
House on Stewart Avenue In 1926, with some help from her friends, Marjory designed and built the cottage in which she lived for the rest of her life. It was a great influence on her and it was here that Marjory took on the fights for feminism, racial justice, and conservation long before these causes became popular. Her social life blossomed during these years. She loved to swim, and would frequent Tahiti Beach, and later Matheson Hammock, near Coral Gables. During this time, however, Marjory had another breakdown. She was treated with the wrong drugs, and almost died. A new physician, Dr. P.L. Dodge, was brought in; he took her off the medications she was taking and she began to recover her health.
Everglades National Park One project that Marjory supported in print and by serving on a committee was the creation of Everglades National Park. Ernest F. Coe, an American landscape designer, was the moving force behind this idea. David Fairchild, a botanist and plant explorer, John Oliver LaGorce of the National Geographic Society, and other notables served on this committee. She visited the Everglades often, and in the Ten Thousand Islands at the edge of it, she saw “great flocks of birds, amazing flights of 30,000 to 40,000 in one swoop. . .” In 1934 the area was designed a national park by the U.S. Congress. It took another 13 years to acquire land and secure funding and the park officially opened in 1947.
The Everglades: River of Grass Around the mid-1930s, one of Marjory’s longtime friends, Hervey Allen, dropped by her house to see her. He was the editor for Rinehart and Company, which published the “Rivers of America” series. When he asked Marjory to write a book about the Miami River, she asked him if she could write about the Everglades as being connected to the Miami River and he agreed. This began Marjory’s research into the Everglades ecosystem. The book took five years to
complete. It was published in 1947, the same year that the Everglades National Park was dedicated. The Everglades: River of Grass has become the definitive description of the natural treasure she fought so hard to protect. After several reprints, a revised edition was published in 1987, to draw attention to the continuing threats—then still unresolved—to “her river.” In 1948 Marjory began to get royalties from her book. During this time she traveled, spent a little of her money, and wrote. She corresponded with Marjorie Kinnan Rawlings, and they became friends. Rawlings was an American author who lived in rural Florida and wrote novels with rural themes and settings. Her best known work is The Yearling. Marjory was asked by Rinehart Publishers to write another book—this one, about hurricanes. It was published in 1958. Other books followed. At the age of 77 Marjory embarked on research to write a biography of W.H. Hudson, a British author, naturalist, and ornithologist, but her eyesight failed, and it was given to an editor to finish.
Friends of the Everglades In the 1950s, in a major construction program, a complex system of canals, levees, dams, and pump stations was built by the U.S. Army Corps of Engineers to provide protection from seasonal flooding to former marsh land, which was now being used for agriculture and real estate development. Long before scientists became alarmed about the effects on the natural ecosystems of south Florida, Marjory was railing at officials for destroying wetlands, eliminating sheet flows of water, and upsetting the natural cycles upon which the entire Everglades system depends. Early on, she recognized that the Everglades is a system that relies not only on the flow of water from Lake Okeechobee into the park, but also upon the Kissimmee River, which feeds the lake. In 1969, when she was 79, she formed Friends of the Everglades, with membership dues of one dollar. Her purpose was to create awareness of the
potential destruction of a large portion of the Everglades by a huge jetport being built in the fragile wetlands. Marjory, a born advocate, said “I’ll do whatever I can” to stop the jetport, and because of her intervention, the project was abandoned after one runway was built. The runway still exists in the Big Cypress. As Marjory explains in her autobiography Voice of the River, published in 1987, Art Marshall, an Everglades environmentalist, taught her that much of the rainfall on which south Florida counts comes from evaporation in the Everglades. The Everglades evaporates, the moisture goes up into the clouds, the clouds are blown to the north, and the rain comes down over the Kissimmee River and Lake Okeechobee, which is fed by these rains. The lake fills up, and the excess water drains down the Caloosahatchee River into the Gulf of Mexico to the west, or through the St. Lucie River and into the Atlantic Ocean to the east. The remainder spills over the southern rim of the lake into the great arc of the Everglades. Marjory spent the rest of her life defending the Everglades. She expanded Friends of the Everglades into Broward, Palm Beach, Lee, St. Lucie, Osceola, Hendry, Glades, and Monroe counties. She believed that the people who pollute the Everglades should clean it up. In his introduction to her autobiography, John Rothchild describes her appearance in 1973 at a public meeting in Everglades City: “Mrs. Douglas was half the size of her fellow speakers and she wore huge dark glasses, which along with her big floppy hat, made her look like Scarlett O’Hara as played by Igor Stravinsky. When she spoke, everybody stopped slapping [mosquitoes] and more or less came to order. She reminded us all of our responsibility to nature and I don’t remember what else. Her voice had the sobering effect of a oneroom schoolmarm’s. The tone itself seemed to tame the rowdiest of the local stone crabbers, plus the developers and the lawyers on both sides. I wonder if it didn’t
also intimidate the mosquitoes. . . . The request for a Corps of Engineers permit was eventually turned down. This was no surprise to those of us who’d heard her speak.”
Presidential Medal of Freedom and Other Honors Marjory received many awards and tributes for her work. In 1977 she received a Wellesley College Alumnae Achievement Award, and in 1993, at the age of 103, she was awarded the Presidential Medal of Freedom by President Bill Clinton. Its citation read: “An extraordinary woman who has devoted her long life to protecting the fragile ecosystem of the Everglades, and to the cause of equal rights for all Americans, Marjory Stoneman Douglas personifies passionate commitment. Her crusade to preserve and restore the Everglades has enhanced our nation’s respect for our precious environment, reminding all of us of nature’s delicate balance. Grateful Americans honor the ‘Grandmother of the Glades’ by following her splendid example in safeguarding America’s beauty and splendor for generations to come.” She donated her Medal of Freedom to Wellesley College. Upon her death on May 14, 1998, at the age of 108, President Clinton said: “Long before there was an Earth Day, Mrs. Douglas was a passionate steward of our nation’s natural resources, and particularly her Florida Everglades.” In recognition of her tireless and successful struggle, the state of Florida named the headquarters of its Department of Natural Resources after her. Her ashes were scattered in the Everglades she worked so tirelessly to preserve. On Oct. 7, 2000, she was posthumously inducted into the National Women’s Hall of Fame. This article was originally published in the Marjorie Kinnan Rawlings Journal of Florida Literature, Volume 8, 1997, 55-73 by Rosalie E. Leposky , Ampersand Communications, Miami, Fla. S
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ENGINEERING DIRECTORY
Tank Engineering And Management
Consultants, Inc.
Engineering • Inspection Aboveground Storage Tank Specialists Mulberry, Florida • Since 1983
863-354-9010
www.tankteam.com
ENGINEERING DIRECTORY
EQUIPMENT & SERVICES DIRECTORY
EQUIPMENT & SERVICES DIRECTORY
Motor & Utility Services, LLC
Showcase Your Company in the Engineering or Equipment & Services Directory Contact Mike Delaney at
352-241-6006 ads@fwrj.com
CEC Motor & Utility Services, LLC 1751 12th Street East Palmetto, FL. 34221 Phone - 941-845-1030 Fax – 941-845-1049 prademaker@cecmotoru.com • Motor & Pump Services Test Loaded up to 4000HP, 4160-Volts • Premier Distributor for Worldwide Hyundai Motors up to 35,000HP • Specialists in rebuilding motors, pumps, blowers, & drives • UL 508A Panel Shop, engineer/design/build/install/commission • Lift Station Rehabilitation Services, GC License # CGC1520078 • Predictive Maintenance Services, vibration, IR, oil sampling • Authorized Sales & Service for Aurora Vertical Hollow Shaft Motors
CLASSIFIEDS CLASSIFIED ADVERTISING RATES - Classified ads are $20 per line for a 60 character line (including spaces and punctuation), $60 minimum. The price includes publication in both the magazine and our Web site. Short positions wanted ads are run one time for no charge and are subject to editing. ads@fwrj.com
CITY OF WINTER GARDEN – POSITIONS AVAILABLE The City of Winter Garden is currently accepting applications for the following positions:
Reuse Outreach Water Conservation Coordinator $49,851 - $70,146/yr.
Utilities Storm Water Foreman $49,348 - $69,436/yr.
Utilities Treatment Plant Operator II $49,348 - $69,436/yr.
Utilities Treatment Plant Operator I/Trainee
EXPERIENCED & TRAINEES/LABORERS - Solid Waste Worker I, II & III - Collection Field Tech – I, II, & III - Distribution Field Tech – I, II, & III - Public Service Worker II - Stormwater Please visit our website at www.cwgdn.com for complete job descriptions and to apply. Applications may be submitted online, in person or faxed to 407-877-2795.
$42,628 - $66,130/yr.
Utilities System Operator II & III $40,598 - $57,127 / $42,628 - $66,130/yr. Apply Online At: http://pompanobeachfl.gov Open until filled.
Engineering Inspector II & Senior Engineering Inspector Involves highly technical work in the field of civil engineering construction inspection including responsibility for inspecting a variety of construction projects for conformance with engineering plans and specifications. Projects involve roadways, stormwater facilities, portable water distribution systems, sanitary pump stations, gravity sewer collection systems, reclaimed water distribution systems, portable water treatment and wastewater treatment facilities. Salary is DOQ. The City of Winter Garden is an EOE/DFWP that encourages and promotes a diverse workforce. Please apply at http://www.cwgdn.com. Position Requirements: Possession of the following or the ability to obtain within 6 months of hire: (1) Florida Department of Environmental Protection (FDEP) Stormwater Certification and an (2) Orange County Underground Utility Competency Card. A valid Florida Driver’s License is required. • Inspector II: High School Diploma or equivalent and 7 years of progressively responsible experience in construction inspection or testing of capital improvement and private development projects. • Senior Inspector: Associate’s Degree in Civil Engineering Technology or Construction Management and 10 years of progressively responsible experience, of which 5 years are in at a supervisory level.
WATER AND WASTEWATER TREATMENT PLANT OPERATORS U.S. Water Services Corporation is now accepting applications for state certified water and wastewater treatment plant operators. All applicants must hold at least minimum “C” operator’s certificate. Background check and drug screen required. –Apply at http://www.uswatercorp.com/careers or to obtain further information call (866) 753-8292. EOE/m/f/v/d
MAINTENANCE TECHNICIANS U.S. Water Services Corporation is now accepting applications for maintenance technicians in the water and wastewater industry. All applicants must have 1+ years experience in performing mechanical, electrical, and/or pluming abilities and a valid DL. Background check and drug screen required. -Apply at http://www.uswatercorp.com/careers or to obtain further information call (866) 753-8292. EOE/m/f/v/d
Water/Wastewater Operator Technical work in the operation and maintenance of Water and Wastewater Treatment Facilities and associated equipment. Pay range $13.81$21.98. Please apply online at www.ClermontFL.org
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City of Wildwood Water Treatment Plant Operator: Looking for a licensed operator to join our professional team at one of the fastest growing cities in Florida. Must hold at least a Class “C” license. Valid Driver’s license a must. Pay Range: $27,000 - $37,000/yr DOE Open Until Filled. Applications online www.wildwood-fl.gov or City Hall, 100 N. Main St, Wildwood, FL 34785 Attn: Melissa Tuck. EEO/AA/V/H/MF/DFWP. The City of Fort Lauderdale Public Works Department is hiring dynamic and goal-driven employees to join our team.
Orange County, Florida is an employer of choice and is perennially recognized on the Orlando Sentinel’s list of the Top 100 Companies for Working Families. Orange County shines as a place to both live and work, with an abundance of world class golf courses, lakes, miles of trails and year-round sunshine - all with the sparkling backdrop of nightly fireworks from world-famous tourist attractions. Make Orange County Your Home for Life. Orange County Utilities is one of the largest utility providers in Florida and has been recognized nationally and locally for outstanding operations, efficiencies, innovations, education programs and customer focus. As one of the largest departments in Orange County Government, we provide water and wastewater services to a population of over 500,000 citizens and 72 million annual guests; operate the largest publicly owned landfill in the state; and manage in excess of a billion dollars of infrastructure assets. Our focus is on excellent quality, customer service, sustainability, and a commitment to employee development. Join us to find more than a job – find a career.
· Utilities Serviceworker $38,971.67 - $60,410.33 Annually · Senior Utilities Serviceworker $43,259.40 - $67,054.20 Annually · Utilities Crew Leader $48,014.12- $74,440.98 Annually · Utilities Mechanic $43,259.40 - $67,054.20 Annually · Utilities Service Representative $38,971.20 - $60,410.33 Annually · Wastewater Plant Operator $43,259.70 - $56,054.20 · Lead Wastewater Operator $48,014.12 - $74,440.98 · Wastewater Operator Trainee $35,108.47 - $54,424.49 · Water Treatment Plant Operator $43,259.40- $67,054.20 · Lead Water Plant Operator $48,014.12 - $74,440.98 · Water Treatment Operator Trainee $35,108.47 - $54,424.49 · Electronics/Instrument Technician $43,259.40 - $67,054.20 · Industrial Electrician $48,014.12 - $74,440.98
We are currently looking for knowledgeable and motivated individuals to join our team, who take great pride in public service, aspire to create a lasting value within their community, and appreciate being immersed in meaningful work. We are currently recruiting actively for the following positions:
Visit the City website at www.fortlauderdale.gov/jobs to apply today. For more information, send an email to Cynthia Lamar at CLamar@fortlauderdale.gov.
Project Manager, Water Reclamation Annual Salary $73,344 Min, $94,263 Mid, $115,182 Max
WATER PLANT OPERATOR I
Starting salary of external candidates is customarily below the midpoint based on qualifications. Apply online at: http://www.ocfl.net/careers Positions are open until filled.
WWTP Operator – Public Utility – Key West, FL Salary Range $50K-$90K Live in the paradise of the Florida Keys. KW Resort Utilities is a Public Utility operating a multi-train AWT plant at a single location. Immediate opening WWTP Operator C/B/A must operate plant in a professional manner and maintain DEP compliance. Proficiency in process control decisions. Health/dental/vision/pension/vacation holiday/golf membership. Day shift position, M-F 7a-3:30p hiring@kwru.com www.kwru.com
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March 2019 • Florida Water Resources Journal
Operates and monitors the Water Treatment Plant, performs laboratory tests, and maintenance on plant equipment. Requires high school diploma and 2 years related experience. Requires FL Driver’s License, and FDEP Class C or higher Water Treatment Certification. APPLY: Online at www.covb.org and review complete job description. City of Vero Beach, FL 772 978-4900 EOE/DFWP
City of Cocoa Beach Wastewater Treatment Plant Operator C, B or A http://www.cityofcocoabeach.com/619/Employment-Opportunities
City of Tarpon Springs Water Treatment Operator B ($36,219 - $58,349/ yr.)”
Electro Technician - $45,375.00 - $68,970.00/annually Senior Utility Field Technician - $41,107.00 - $62,483.00/annually For More Info and to Apply go to: http://agency.governmentjobs.com/hollywoodfl/default.cfm EOE M/F/D/V
Water Wastewater Infrastructure Engineer Gainesville Regional Utilities is currently seeking to fill a Utility Engineer III. Involves independent professional caliber and technical engineering work requiring application of standard engineering principles and procedures. AA/DFWP/EOE/VP Visit our website to apply: https://www.governmentjobs.com/ careers/gainesville
Wastewater Treatment Plant Operator “C” Salary Range: $47,675. - $73,000. The Florida Keys Aqueduct Authority will be hiring a WWTP Operator. Minimum Requirements: Must have a Florida Class “C” WWTPO license or higher. Responsibilities include performing skilled/technical work involving the operation and maintenance of a wastewater treatment plant according to local, state and federal regulations and laws. An employee in this classification must have the technical knowledge and independent judgment to make treatment process adjustments and perform maintenance to plant equipment, machinery and related control apparatus in accordance with established standards and procedures. Benefit package is extremely competitive! Must complete on-line application at http://www.fkaa.com/employment.htm EEO, VPE, ADA
LOOKING FOR A JOB? The FWPCOA Job Placement Committee Can Help! Contact Joan E. Stokes at 407-293-9465 or fax 407-293-9943 for more information.
News Beat Gov. Ron DeSantis has appointed Sanibel City Councilman Chauncey Goss to the board of directors of the South Florida Water Management District. DeSantis also appointed former Florida Fish and Wildlife Conservation Commission member and Broward County developer Ron Bergeron to a seat on the board. These mark DeGoss Santis' first appointments to the water management board since asking the entire nine-member board to step down earlier this month. Goss is on the boards of two nonprofits that have had a leading role in water quality issues: Sanibel-Captiva Conservation Foundation and Captains for Clean Water.
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With a drier than average season so far, and what are historically the driest months of the year still to come, the South Florida Water Management District (SFWMD) is planning to ensure adequate water supply amid potential water shortage conditions. To date, rainfall totals districtwide are about 17 percent below average, and some areas, such as eastern Palm Beach County, are about 45 percent below average. Lake Okeechobee's water level currently stands at about 12.42 feet. Because of the dry conditions, SFWMD teams will continue to monitor conditions and will report to the SFWMD governing board at future meetings if any actions, such as water shortage warnings or restrictions on public uses, are warranted. The SFWMD and local municipalities already enforce year-round watering restrictions that limit landscape watering up to two or three days per week, depending on the location. S
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Test Yourself Answer Key From page 26 January 2016
Editorial Calendar January..........Wastewater Treatment February ........Water Supply; Alternative Sources March ............Energy Efficiency; Environmental Stewardship April ..............Conservation and Reuse; Florida Water Resources Conference May ................Operations and Utilities Management June ..............Biosolids Management and Bioenergy Production July ..................Stormwater Management; Emerging Technologies; FWRC Review August ..........Disinfection; Water Quality September......Emerging Issues; Water Resources Management October..........New Facilities, Expansions, and Upgrades November ......Water Treatment December ......Distribution and Collection
Technical articles are usually scheduled several months in advance and are due 60 days before the issue month (for example, January 1 for the March issue). The closing date for display ad and directory card reservations, notices, announcements, upcoming events, and everything else including classified ads, is 30 days before the issue month (for example, September 1 for the October issue). For further information on submittal requirements, guidelines for writers, advertising rates and conditions, and ad dimensions, as well as the most recent notices, announcements, and classified advertisements, go to www.fwrj.com or call 352-241-6006.
Display Advertiser Index
1. A) Consumer Confidence Reports (CCRs) Per FDEP’s Consumer Confidence Report webpage, “Demonstrating their commitment to public health protection and the public's right to know about local environmental information, EPA and FDEP are requiring water suppliers to put annual drinking water quality reports into the hands of their customers. These consumer confidence reports, which EPA developed in consultation with water suppliers, environmental groups, and the states, will enable Americans to make practical, knowledgeable decisions about their health and their environment.”
2. B) Community water systems Per EPA’s Preparing Your Drinking Water Consumer Confidence Report – Guidance for Water Suppliers (2nd Revision) Section II, Who must prepare a consumer confidence report: “Every community water system (serving at least 15 service connections and/or 25 people year round) must prepare and distribute a report.”
3. C) July 1. Per EPA’s Consumer Confidence Report Rule: A Quick Reference Guide, “Annual Requirements – July 1 is the deadline for annual CCR distribution to customers and state or local primary agency for reports covering January 1–December 31 of the previous calendar year.”
4. B) All detected contaminants Per EPA’s Preparing Your Drinking Water Consumer Confidence Report – Guidance for Water Suppliers (2nd Revision), Section IV. What content is required in the report, Table – Basic CCR Requirements Item 4, Reported Levels of Detected Contaminants, “Table summarizing data on detected, regulated, and unregulated contaminants.”
5. D) Treatment technique violations Per EPA’s Preparing Your Drinking Water Consumer Confidence Report – Guidance for Water Suppliers (2nd Revision), Section IV, Item 4, “In addition to detected contaminants, the CCR rule requires that all violations of treatment techniques be reported in a detected contaminant table(s).”
6. C) information on public participation opportunities. Per EPA’s Preparing Your Drinking Water Consumer Confidence Report – Guidance for Water Suppliers (2nd Revision), Section IV, Item 1, Required Information about the Water System, “You must provide the following information about your water system: • The name and telephone number of a person at the water system who can answer questions about the report. • A list of known opportunities for public participation in decisions that affect drinking water quality (e.g., time and place of regularly scheduled water board or city/county council meetings). If you do not have regularly scheduled meetings, you should tell customers how to get information when meetings are announced.”
7. A) August 10
2018 FSAWWA Awards ..........................................................................29 AWWA International Symposium on Waterborne Pathogens ..............47 Blue Planet Environmental Systems, Inc ..............................................67 CEU Challenge ........................................................................................43 Ferguson Waterworks ............................................................................31 Florida Aquastore ..................................................................................45 FSAWWA ACE19 Lunch ..........................................................................41 FSAWWA Call for Papers........................................................................21 FSAWWA Drop Savers Contest ..............................................................37 FWPCOA Online Training ........................................................................55 FSAWWA Operator/Maintenance Council Grant/Scholarship ..............57 FSAWWA Roy Likins Scholarship ..........................................................23 FWPCOA State Short School ....................................................................9 FWPCOA Training Calendar....................................................................39 Florida Water Resources Conference ..............................................11-20 Grundfos ................................................................................................27 Heyward ................................................................................................56 Hudson Pump and Equipment ..............................................................35 Hydro International ..................................................................................5 InfoSense, Inc ........................................................................................65 Lakeside Equipment Corporation ............................................................7 R&M Service Solutions ..........................................................................49 Stacon ......................................................................................................2 UF Treeo ..................................................................................................51 Xylem......................................................................................................68
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March 2019 • Florida Water Resources Journal
Per FAC 62-550.824(3)(e), Reporting, “1. Systems shall demonstrate compliance with the reporting requirements of 40 CFR 141.155(c) by: a. Sending a copy of their consumer confidence report to the appropriate office of the department no later than the date the system is required to distribute the report to its customers, and b. Sending to the appropriate office of the department a certification that the report has been distributed, that the information is correct, and that the information is consistent with compliance monitoring data. The certification must be sent by August 10 annually.”
8. C) 20 percent Per FAC 62-550.824(2), Use of Language Other Than English, “Under 40 CFR 141.153(h)(3), where the proportion of non-English speaking residents served by the system exceeds 20 percent of the total number of consumers served by the system, consumer confidence reports shall contain information in the appropriate language(s) regarding the nature and importance of the report and a telephone number or address where such residents may contact the system to obtain a translated copy of the report or assistance in understanding the report. A statement to this effect shall be included in the report immediately after the title of the report.”
9. A) health effects language. Per EPA’s Preparing Your Drinking Water Consumer Confidence Report – Guidance for Water Suppliers (2nd Revision), Section IV, Table-Basic CCR Requirements, Item 4, Reported Levels of Detected Contaminants: • Table summarizing data on detected regulated and unregulated contaminants, • Known or likely source of each detected contaminant, • Health effects language and explanation for any violations or exceedances.”
10. D) go directly to the water quality report. Per EPA Memorandum Safe Drinking Water Act – Consumer Confidence Report Rule Delivery Options, “Mail notification that the CCR is available when a community water system mails to each bill-paying customer a notification that on its website via a direct URL the CCR is available and provides a direct URL to the CCR on a publicly available site on the internet where it can be viewed. A URL that navigates to a webpage that requires a customer to search for the CCR or enter other information does not meet the “directly deliver” requirement. The mail method for the notification may be, but is not limited to, a water bill insert, statement on the water bill, or community newsletter.”