Business Office: 1402 Emerald Lakes Drive, Clermont, FL 34711
Web: http://www.fwrj.com
General Manager: Michael Delaney
Editor: Rick Harmon
Graphic Design Manager: Patrick Delaney
Mailing Coordinator: Buena Vista Publishing
Published by BUENA VISTA PUBLISHING for Florida Water Resources Journal, Inc.
President: Richard Anderson (FSAWWA) Peace River/Manasota Regional Water Supply Authority
Vice President: Joe Paterniti (FWEA) Clay County Utility Authority
Treasurer: Rim Bishop (FWPCOA) Seacoast Utility Authority
Secretary: Mish Clark Mish Agency
Moving?
The Post Office will not forward your magazine. Do not count on getting the Journal unless you notify us directly of address changes by the 15th of the month preceding the month of issue. Please do not telephone address changes. Email changes to changes@fwrj.com or mail to Florida Water Resources Journal, 1402 Emerald Lakes Drive, Clermont, FL 34711
Membership Questions
FSAWWA: Casey Cumiskey – 407-979-4806 or fsawwa.casey@gmail.com
12 The 75-Year History of the Florida Water Resources Journal
14 History of the Florida Water Resources Conference: Serving the Water and Wastewater Industry
16 History of the Florida Water Environment Association
20 Florida Water and Pollution Control Operators Association History
26 History of the Florida Section American Water Works Association
News and Features
6 America’s Communities at a Crossroads: New Report Reveals Mix of Thinking About America’s Infrastructure Future
44 Technology Spotlight: YSI IQ SensorNet ISE Sensors for Wastewater Monitoring
52 Water Talk: A Two-Way Conversation on Emerging Per- and Polyfluoroalkyl Substances, Lead and Copper Rule Revisions, and Advanced Metering Infrastructure Challenges—Beth Frady and Olivia Smith
58 Creation of the Seminole County Holistic Water Policy—Kim Ornberg, Dan Rutland, Steve Riley, and Joseph Danyluk
65 New Beat
Technical Articles
10 Water Resources System Modeling to Prioritize Capital Improvements and Inform Operations—James Guida, Terri Holcomb, Richard Anderson, Mike Knowles, Mike Coates, Abby Bollinger, Stephanie Ishii, Trina Halfhide, and Josh Weiss
Education and Training
42 Florida Water Resources Conference Call for Papers 43 Florida Water Resources Conference Exhibitors and Sponsorships
48 FSAWWA Fall Conference Overview 49 FSAWWA Fall Conference Registration
50 FSAWWA Fall Conference Poker Night, Happy Hour, and Golf Registration and Sponsorships
51 FSAWWA Fall Conference Incoming Chair’s Reception and BBQ Challenge
67 FWPCOA Training Calendar
Columns
4 C Factor—Athena Tipaldos
34 Let’s Talk Safety: Be Hip to the Hazards: Avoiding Arc Flash
38 Speaking Out—Marjorie Guillory Craig
46 FWEA Focus—Joe Paterniti
64 Reader Profile—Kara Mills
66 Test Yourself—Charles Lee Martin Jr.
Departments
68 Classifieds
70 Display Advertiser Index ON THE COVER: The 75th anniversary logo of the Florida Water Resources Journal. In this issue read about the history of FWRJ, the Florida Water Resources Conference, and the three organizations that publish the magazine: FSAWWA, FWEA, and FWPCOA.
TWhy You Need to Be a FWPCOA Member
Athena Tipaldos President, FWPCOA
he Florida Water and Pollution Control Operators Association (FWPCOA) is an essential organization for professionals involved in various sectors of the water industry, including the production, treatment, and distribution of drinking water, wastewater management, and stormwater collection and treatment.
Membership Benefits
Here's why becoming a member can be highly beneficial—to you, your employer, and the industry.
Networking
S Connect with Professionals. Build relationships with peers and experts across Florida.
S Collaborative Opportunities. Engage in discussions, share experiences, and collaborate on projects that enhance your professional growth.
Exclusive Access
S Members-Only Website. Access exclusive content, resources, and updates.
S Discounted Training and Conferences. Benefit from special member prices on certification training and upcoming events.
Continuing Education
S Earn Education Credits. Obtain continuing education units (CEUs) necessary for maintaining and upgrading your certifications.
S Diverse Training Options. Participate in both in-person and online training sessions tailored to various aspects of the water industry.
Job Opportunities
S Job Board. Discover career opportunities within the water industry.
S Career Advancement. Find positions that align with your skills and career aspirations, helping you to advance professionally.
Community Engagement
S Voice Concerns. Express your opinions and concerns about industry-related issues.
S Peer Discussions. Engage in meaningful conversations with peers to address common challenges and solutions.
Getting Involved in Your Local Region
The FWPCOA is organized into 13 regions to ensure localized support and engagement. Here’s how you can get more involved.
S Find Your Region. Visit the FWPCOA website to locate the region that covers your area.
S Attend Regional Meetings. Stay informed and participate in discussions by attending meetings. Notices are posted on the website.
S Contact Region Directors. Reach out to region directors whose contact information is available on the website.
Leadership Opportunities
There are many ways to take a leadership role in the organization.
S Serve on a Committee. Contribute to the organization’s initiatives by joining a committee.
S Volunteer. Assist at conferences and training schools to enhance your skills and network.
S Join the Board. Take on leadership roles to influence the direction of the association and grow your career.
By becoming a member of FWPCOA, you gain access to valuable resources, professional development opportunities, and a supportive community dedicated to excellence in the water industry.
For more information on becoming a member please visit www.fwpcoa.org.
If you would like to contact the association by email about your new or existing membership, please visit membership@ fwpcoa.org. You can also contact Darin Bishop at (561) 840-0340. S
Communities at a Crossroads: New Report Reveals Mix of Thinking About America’s Infrastructure Future
A global professional services company operating in the markets of water, energy and resources, environment, property and buildings, and transportation, GHD has released CROSSROADS, a comprehensive report that explores perspectives on intergenerational equity and its pivotal role in shaping future communities. In the report, GHD explores the important role that infrastructure plays in meeting the diverse needs of current and future generations, both internationally and in the United States.
Globally, 13,000 people were surveyed, including 4,000 in the U.S., with a focus on responses from California, Florida, New York, and Texas. The report presents a comprehensive and nuanced understanding of infrastructure issues and is focused on creating fair and just places and spaces that prioritize people of all generations, both now and in the future—all through a built environment lens.
The report found that a majority of Americans are pessimistic about the country’s future. Generational differences are also evident. Across all markets, the younger generations are generally more optimistic than older generations, with Gen X the most pessimistic overall.
When asked about their opinion of the future, only 36 percent of U.S. respondents had a positive view and 46 percent had a negative view. Residents in California and Texas were the most optimistic (both at 45 percent), while just 35 percent of Floridians surveyed were optimistic.
“The report brings diverse and multigenerational voices into the conversation to help lead us to better decision making when it comes to infrastructure decisions,” said Maria Lehman, GHD U.S. infrastructure lead. “We must understand infrastructure needs for the next 50 years. With the $1.2 trillion Bipartisan Infrastructure Law supporting more durable and sustainable infrastructure, we’re at the beginning of a level of reinvestment that hasn’t been enacted since before World War II. We want to make sure this work is engineered in a way that meets current and future needs for both the useful and financial life of the improved asset.”
As societal needs evolve, the resilience and adaptability of infrastructure becomes vital in mitigating the impact of climate change, population growth, and economic fluctuations. The report can serve as a benchmark, incorporating perspectives from multiple generations to ensure infrastructure is adaptable to evolving societal demands and environmental challenges.
“The investments we make today in robust infrastructure will shape our quality of life, safety, and prosperity in the future. Making this investment will never be more cost-effective than it is right now,” said Lehman. “According to industry standards, for every dollar deployed from the infrastructure law and other sources on infrastructure improvements today, the return is between $6 and $11 trillion, versus the exorbitant cost of new construction and repairs down the road.”
The report reveals that climate change is
a pressing concern, with half the U.S. market having experienced its impact. In response, Americans are adopting various ecofriendly practices, such as recycling, composting, and water conservation, and opting for infrastructure repairs over replacement. Californians and Texans are most receptive to drinking treated water, and Californians are most willing to pay more for household water. Smart systems and technologies elicit both hope and concern among Americans. Although there are apprehensions about internetconnected devices, residents recognize the potential of small solutions to enhance traffic flow, improve resource management, and boost quality of life through public Wi-Fi.
Findings by State
State-specific findings reveal disparities concerning infrastructure issues, as well as generational differences.
California
California stands out as a state with a progressive mindset regarding sustainability and a willingness to embrace new technologies and lifestyles. The high cost of living, however, is a significant concern.
S Residents are more optimistic about the future than the national average.
S Fifty-seven percent are open to drinking treated or recycled water in the wake of freshwater scarcity and population growth.
Continued on page 8
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S Seventy-two percent believe the switch to clean energy will create jobs for their community.
S Californians are strong advocates for sustainability and are willing to pay more for sustainable products and services.
S While more likely to live further away from their workplace than those in other states, Californians are less likely to buy gaspowered cars and prefer hybrid or electric vehicles.
Florida
Florida reveals a complex picture, with concerns about the future and the high cost of living. A focus on environmental issues, particularly among younger generations, suggests a growing awareness and commitment to sustainability.
S Unlike the other three states, Florida mirrors the national trend of pessimism toward the future, with Baby Boomers being more pessimistic than their counterparts in other states.
S Floridians prioritize environmental concerns, with a focus on building a sustainable economy and protecting natural waterways.
S Sixty-seven percent of Floridians are committed to making sustainable choices and practicing more ecofriendly habits to reduce the impact of climate change.
S Those in the state also face a comparatively high cost of living, with a significant portion of their income allocated to housing costs.
New York
New York demonstrates a forwardlooking attitude, particularly toward clean energy and sustainable living. The preference for traditional work models and a higher rate of home ownership suggests a focus on stability and established norms.
S New Yorkers are more optimistic about the future compared to the national average.
S Seventy-two percent say the government should do more to teach communities about the importance of clean energy.
S Sixty-four percent believe the switch to clean energy will create new industries and jobs for their community.
S While they claim to experience lower impact from climate change compared to other states, New Yorkers are still willing to pay more for sustainable products and services and are most optimistic about the shift toward clean energy.
S New Yorkers have a higher likelihood of owning a home without a mortgage compared to other states and, hence, are less likely to feel that housing-cost increases have impacted their ability to afford other necessities.
Texas
Texas residents exhibit a strong sense of community and a proactive approach to issues like climate change and clean energy. They embrace remote work, which signifies adaptability and a focus on work-life balance. Texans are more optimistic about the future than the national average.
S Fifty-six percent of Texans are open to drinking treated or recycled water.
S Texans experience the highest impact of climate change compared to other states and are more open to government spending on community protection.
S They are also strong proponents of clean energy and believe it will lead to job creation.
S Texans commute longer distances (11 to 20 miles) to their work or study locations and are more likely to spend a significant portion of their time working from home, but are also more likely to accept jobs that don’t offer that option.
Commitment to Action
Overall, there are high levels of agreement in the U.S. that there should be a strong commitment to action across a range of issues, including the following:
S Government should focus on making roads safer – 66 percent
S Being aware of water usage and actively trying to use less – 66 percent
S Government should do more to teach about clean energy – 73 percent
S Need varied and cheaper housing in one’s area – 64 percent
S Worries about privacy and safety of internet-connected devices gathering data –71 percent
S Government needs to do more to curb transport emissions – 65 percent
As societal needs evolve, the resilience and adaptability of infrastructure becomes vital in mitigating the impacts of climate change, population growth, and economic fluctuations. This report can serve as a benchmark, incorporating perspectives from multiple generations to ensure infrastructure is adaptable to evolving societal demands and environmental challenges.
The full report can be downloaded at www. gdh.com.
About GHD
A leading professional services company, GHD is committed to a vision to make water, energy, and communities sustainable for generations to come. It delivers advisory, digital, engineering, architecture, environmental, and construction solutions to public and private sector clients. Established in 1928 and privately owned by its employees, GHD’s network of more than 11,000 professionals are connected across 160 offices located on five continents. S
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Water Resources System Modeling to Prioritize Capital Improvements and Inform Operations
James Guida, Terri Holcomb, Richard Anderson, Mike Knowles, Mike Coates, Abby Bollinger, Stephanie Ishii, Trina Halfhide, and Josh Weiss
Awater resources system model was developed for the Peace River Manasota Regional Water Supply Authority (authority) to inform the sizing and prioritization of capital improvement projects with respect to system reliability. The reliability of the existing system was evaluated as a function of increasing regional demands, as were various additions to the existing system, such as an expanded river intake, new reservoir, expanded water treatment plant, and a new brackish groundwater supply.
The authority was established to meet the regional water supply needs of its four member governments: Charlotte, DeSoto, Manatee, and Sarasota counties. The authority also serves the City of North Port as a customer and maintains an interconnection with the City of Punta Gorda. The authority partners with its member governments and customers to provide a current annual average of 30 mil gal per day (mgd) of drinking water to the region. The authority’s existing water supply system at the Peace River Facility includes two reservoirs, raw water pipelines, a river water intake pump station on the Peace River, a 51-mgd water
treatment plant (WTP) and an aquifer storage and recovery (ASR) system. Raw water is withdrawn from the Peace River and stored in two reservoirs, with a combined storage capacity of 6.5 bil gal (BG).
Water from the reservoir system is treated at the WTP, where the finished drinking water is delivered to customers through approximately 80 mi of largediameter transmission mains. Excess finished water may also be directed to and stored in the ASR system during wet periods to be subsequently withdrawn during dry periods for reservoir augmentation.
The authority embarked on the development of a water resources system model using Hazen and Sawyer’s OASIS modeling platform to inform long-term planning and operations.1 Water resources modeling, in which hydrologic variability, infrastructure constraints, changing climate, and other areas of uncertainty are taken into consideration, is critical for characterizing the long-term, systemwide advantages and disadvantages of capital and operational decisions. These characterizations allow for projects to be prioritized based on a hierarchy of objectives, such as those pertaining to the maximization of public
James Guida, P.G., is water resources and planning director; Terri Holcomb, P.E., is engineering director; Richard Anderson, is assistant executive director; Mike Knowles, P.E., is engineering manager; and Mike Coates, P.G., is executive director with Peace River Manasota Regional Water Supply Authority in Lakewood Ranch. Abby Bollinger, E.I., is assistant engineer II and Josh Weiss, Ph.D., P.E., is director of innovations–water resources with Hazen and Sawyer in Baltimore, Md. Stephanie Ishii, Ph.D., P.E., is director of integrated resource technologies and Trina Halfhide, Ph.D., is principal scientist with Hazen and Sawyer in Tampa.
water supply, production of drinking water that meets water quality targets, protection of ecological systems, and minimization of an energy footprint. Infrastructure investments can be made in a transparent fashion with an acknowledgment of the primary objectives that a given project is anticipated to achieve and the potential tradeoffs that must be accepted. Water resources models also highlight the interconnections between system components, thereby helping to identify unanticipated effects of operational protocols or infrastructure alternatives.
Methods
The OASIS is a powerful and flexible software platform for modeling the operations of water resources systems. The software allows one to explore the water quality and quantity outcomes resulting from capital improvements, operating rules, and hydrologic conditions. The authority uses the OASIS model to estimate the extent to which regional demands can be met under existing and potential future conditions.
A linear program solver is the engine that drives OASIS simulations. Because OASIS uses linear programming to simulate routing decisions, all system operating rules are represented as either constraints or goals.
S A constraint is a rule that OASIS must obey. For example, the physical capacity of an
aqueduct or pump station is typically modeled as a constraint. Under no condition is OASIS allowed to exceed the hydraulic capacity, reflecting the real-world hydraulic constraints on water routing.
S A goal is an objective that OASIS tries to meet. Goals may be in competition with each other, and a system might not be able to satisfy some or all of the goals. In OASIS, each goal is assigned a weight that reflects its priority relative to other goals. Goal-seeking behavior is an efficient modeling approach that also corresponds to the way real-world operators and planners work. For example, the authority has goals of meeting regional water demands and maximizing storage in the ASR system; the goal of meeting regional water demands is prioritized over ASR storage if treated water from the Peace River Facility cannot fully meet both goals.
The authority’s OASIS model (Figure 1) allows one to quantify the extent to which increasing regional water demands can be met with any combination of the following system components:
S Existing infrastructure
S Expanded river intake capacity
S Reservoir No. 3
S Expanded water treatment plant capacity
S Brackish groundwater supply
S Existing operational rules
S Modified operational rules
Each of these system components is controlled in OASIS by a switch that allows the user to toggle it on or off for any given simulation. Each component, therefore, can be evaluated independently and in combination with the others in terms of impact to system quantity and quality reliability. Quantity reliability is the percentage of modeled days in which regional demands are anticipated to be met; the authority’s quantity reliability goal is 99.5 percent or higher. Quality reliability is the percentage of modeled days in which distributed drinking water is anticipated to be at a total dissolved solids (TDS) concentration of 500 mg/L or less; the authority’s quality TDS reliability goal is 95.5 percent or higher. The maximum annual average demand at which both the quantity and quality reliability thresholds can be met is referred to as the “safe” or “reliable” yield.
Results
The authority’s OASIS model was used to determine the reliable yield of the existing system and the system with various combinations of capital improvements (Table 1). Results showed that the existing system can meet quantity and quality reliability thresholds for a maximum annual
average regional demand of 38 mgd. For individual system improvements, the safe yield of the system is most benefitted by expanding the reservoir storage capacity from 6.5 to 15.5 BG, which increased the safe yield from 38 to 42.4 mgd. The river intake and WTP expansions as standalone projects have minimal impact on the reliable yield as defined by 99.5 percent quantity reliability and 95.5 percent quality reliability (< 1 mgd increase in safe yield) due to the reservoir storage limitations. For example, expanding the river intake from 120 to 258 mgd only increases the safe yield by 0.7 mgd because, although the system has the capacity to withdraw more river water, there is nowhere to store it absent additional reservoir capacity. The WTP expansion does make the rate at which reliability decreases beyond the 99.5 percent threshold as a function of regional demand less extreme, but it does not have a substantial impact on the reliable yield. The combination of a river intake expansion to 258 mgd, a new 9-BG reservoir, and WTP expansion to 79 mgd increases the safe yield from 38 to 55.3 mgd.
The impact of sea level rise (SLR) on river water quality and overall system reliability was explored using the system model and a previously developed, statistical river water quality model. The SLR is expected to strengthen the coastal influence on river water quality, thus increasing river water TDS concentrations, which will increase delivered drinking water TDS concentrations because the WTP does not have any removal barriers for TDS. With 5 ft of SLR, the baseline scenario safe yield decreases from 38 to 34.1 mgd due to the need
to maintain a quality reliability threshold of 95.5 percent (Table 2). Stated differently, SLR increases the TDS of the Peace River, thus making it morefrequently unusable considering the finished water TDS goal of 500 mg/L. Additionally, model results show that a new groundwater supply of 5 mgd would be expected to increase the safe yield by 7.9 mgd (i.e., >5 mgd) relative to the baseline under the SLR scenario because the treated groundwater can be used to dilute treated surface water from the WTP, thus increasing the usability of river water with elevated TDS.
The authority’s OASIS model revealed the constraining factors on the reliability of the existing system, and how sequencing and capacity decisions for capital improvements can maximize system reliability. Furthermore, model results highlighted the importance of several operational protocols due to their impacts on system reliability. Identified operational protocols of importance included triggers for ASR storage and recovery, relaxation of allowable TDS concentrations for river withdrawals, and TDS increases because of treatment at the WTP.
The authority’s mission is to provide the region with a high-quality, safe drinking water supply that is reliable, sustainable, and protective of natural resources. This system model allows the authority to evaluate the extent to which this mission can be achieved in the near- and long-term planning horizons with existing and improved infrastructure under current and potential future climatic conditions.
Table 1. Safe Yield Summary for Existing Sea Level Conditions
Table 2. Safe Yield Summary for a 5-Foot Sea Level Rise Scenario
1949–2024
A Legacy of Covering Water Issues
The Florida Water Resources Journal is excited to bring you this special September issue, which celebrates the 75th year of the magazine.
Since 1949, this official publication of the Florida Water and Pollution Control Operators Association (FWPCOA), Florida Section American Water Works Association (FSAWWA), and Florida Water Environment Association (FWEA), is proud to report every month on Florida’s growing and ever-changing water industry.
This issue includes the history of the magazine, the Florida Water Resources Conference, and the three sponsoring organizations. As you read the articles about FSAWWA, FWEA, and FWPCOA, you will see that they each have unique beginnings, but share some of the same history, which shows how intertwined they were and continue to be. While each association serves a distinct group of people, they all have the same goal: to serve Florida’s water professionals.
As the water industry has changed and grown, so has the magazine. In print and online we strive to keep you up to date and give you the information you need to do your job well and serve your clients, constituents, coworkers, and customers.
We appreciate the support you’ve given to the Journal over the decades and I’ve enjoyed my 13 years here. We look forward to helping you face the challenges ahead and keeping you—and Florida—at the forefront of the water industry.
Rick Harmon, editor
The 75-Year History of the Florida Water Resources Journal
The Beginning
In 1949 the then-named Florida Water and Sewerage Works Operators Association conducted a study of its membership, spearheaded by Emory Dawkins, the secretary-treasurer of the organization. One of the results of the study indicated that the members were in favor of a formal and monthly publication to address issues of importance to water professionals. By action of the board of directors, a newsletter was created and the title of editor was added to Dawkins’ position of secretary-treasurer.
Dawkins, having access to the necessary printing and production equipment, and with the aid of the University of Florida sewage treatment plant operating staff, began publishing the newsletter, to which he gave the name The Overflow.
Initially, the new publication was a small, black-and-white, mimeographed, and stapled newsletter, but it was providing important information to the industry. The editor post was a volunteer position, and in 1952, Dawkins was followed by George Lohmeyer, who was then succeeded by Bob Simon in 1955. In that year, the newsletter began accepting advertisements.
In 1957, the operators association welcomed its sister organizations, the Florida Section American Water Works Association (FSAWWA), and the wastewater group then known as the Florida Sewerage and Industrial Waste Association, to help produce the newsletter.
In its 10th year, in 1959, the newsletter progressed to a magazine, with its first fullcolor cover in 1961. Dawkins returned as editor in 1965. The following year a contract was signed with Cody Publications in Kissimmee to provide editorial preparation, advertising sales, printing, and distribution
of the magazine. The editor would now be mainly responsible for gatherings articles and other editorial information.
The first editor under this new arrangement was Bill Simpson. In 1967, Dawkins, proposed a name change for the magazine to something that would be more descriptive, but no action was taken.
The editor position remained voluntary. In 1971 Ellis K. Phelps took over as editor until 1979, when he was replaced by Everett Kinloch.
In 1985, the three organizations ended the contract with Cody Publications and Emory Dawkins returned for his third tenure as editor. The name of the publication was officially changed to Florida Water Resources Journal.
John Crane took over as editor in 1987; he also sold the advertising and produced and published the magazine. In 1988, the Journal became a monthly periodical, and in the following year, it was printed in a full four-color format.
During Crane’s tenure, Florida Water Resources Journal Inc. was created as a nonprofit corporation to oversee the magazine’s production. A board was elected, consisting of a president, vice president, treasurer, and secretary, which included representatives from FSAWWA, the sewerage and industrial waste group now known at Florida Water Environment Association (FWEA), and the operators group renamed as Florida Water and Pollution Control Operators Association (FWPCOA).
Magazine Specifics
The Journal contains information and topics concerning Florida’s more than 3,000 domestic and 1,500 industrial wastewater facilities, its 7,000 drinking water systems, and
75th FWRJ Anniversary
a myriad of wetlands and other surface water agencies. With the third largest population in the United States (almost 23 million people), Florida is continually adding, repairing, and improving water and wastewater services.
Published monthly, FWRJ is a technical publication oriented toward water treatment and distribution, wastewater collection and treatment, and stormwater control, with the following monthly themes:
January - Wastewater Treatment
February - Water Supply and Alternative Sources
March - Energy Efficiency and Environmental Stewardship
April - Conservation and Reuse
May - Operations and Utilities Management
June - Biosolids Management and Bioenergy Production
July - Stormwater Management and Emerging Technologies
August - Disinfection and Water Quality
September - Emerging Issues and Water Resources Management
October - New Facilities, Expansions, and Upgrades
November - Water Treatment
December - Distribution and Collection
A review of the Florida Water Resources Conference is included in one of the summer issues.
The magazine is mailed on the first day of the month to all members of the sponsoring organizations, as well as to direct subscribers (direct subscriptions are available for $24 a year for 12 issues).
In addition to technical and feature articles, FWRJ prints columns from the heads of the three sponsoring organizations; water-related notices and announcements; committee reports and other association business; certification tests; safety column; reader profile; conference, workshop, and educational event information; technology column; press releases relating to new products and services, new literature, and general news; classifieds, including water positions available throughout the region; and display advertising.
A New Publisher
In 2002, Buena Vista Publishing, a Florida company, became publisher of the magazine, handling advertising sales and all production. The company also hired James Allen as the new editor, which was now a paid position.
Allen retired in July 2011. Rick Harmon, who worked for AWWA in Denver for 25 years, took over and is the current editor. With technology not imagined in 1949 at the magazine’s inception, Harmon is able to
remain in Denver and conduct all business for Buena Vista and the Journal online.
Effects From COVID
The magazine was affected, like everyone, by the worldwide COVID-19 pandemic. The water industry experienced a slowdown and many companies that advertised with FWRJ in the past experienced cuts in their marketing budgets, and it was harder to find new advertisers.
The magazine gets many of its technical articles from papers presented at FWRC, and because the conference was not held in 2020 or 2021, it was a challenge to offer adequate technical content. By using papers from conferences presented before 2020, and seeking out other water-related sources, FWRJ continued to offer its usual content did not miss publishing a single issue!
Moving Forward
Today, FWRJ prints nearly 10,000 copies for distribution throughout the state and the Southeast. It can be accessed from its website at www.fwrj.com, where additional water industry information is available that’s not in the printed version. There also is an extensive archive of previous issues.
The magazine looks forward to continuing its mission to serve the Florida water community. S
History of the Florida Water Resources Conference: Serving the Water and Wastewater Industry
The Articles of Incorporation to form Florida Water Resources Conference (FWRC) Inc. were signed on April 29, 1989, by E.H. Pearch, Robert L. Claudy, and Kenneth M. Drury. The purpose of the organization is solely for general charitable and educational purposes in accordance with Florida statutes.
Initial trustees at the organization’s inception were:
E.H. Pearch
Patricia Lodge
Patrick Karney
Timothy Brodeur
Robert Claudy
Allen Roberts
Robert Parmelee
Kenneth Drury
Mary K. Kinloch
The FWRC is a nonprofit 501(c)3 organization, which provides an annual technical and educational multiday conference servicing individuals in the water and wastewater industry. It offers presentations and discussions of cutting-edge technology, as well as practical case studies of applications of the technology in water and wastewater utilities.
The conference is unique in that it brings together a broad range of professionals, including engineers, scientists, operators, technicians, manufacturers, and managers, of all water utilities, as well as consultants and students. The FWRC also features one of the largest regional
Mission
The mission of FWRC is to work for the advancement of science and education by distribution of its funds, particularly for the development of professional continuing education in environmental materials, journals, services, and scholarly activities associated with the water and wastewater industry.
Board of Directors and Trustees
The board of directors for the organization consists of seven members from each of the three member organizations:
S Florida Section American Water Works Association
S Florida Water Environment Association
S Florida Water and Pollution Control Operators Association
The board of trustees consists of three members from each of these groups.
Inaugural Conference
In 1990, the first FWRC was held at the Twin Towers in Orlando, with 55 exhibitors and 1,063 attendees. A committee of local volunteers organized the conference for the first 10 years. It rotated around the state, with the premise of traveling to north, south, and central Florida, and to include the cities of Tampa, Jacksonville, Ft. Lauderdale, Ft. Meyers, and Miami. Due to attendee preference, the conference is now mostly held in central Florida, usually in the Orlando area.
In 2000, the board named an executive director, Holly Hanson, and decided to outsource complete conference services. The conference was able to grow each year, in both attendance and exhibits, with the following events offered:
S Technical sessions and showcases
S Workshops
S Exhibits
S Sponsorships
S Operator and student competitions
S Business luncheons and networking receptions
S Water industry award presentations
S Facility tour
S Board, division, and committee meetings
Because of the COVID-19 pandemic that took hold in spring 2020, FWRC wasn’t held that year or in 2021.
Hanson decided to retire in 2021 and the Mish Agency was hired to run the conference beginning in 2022, with Mish Clark serving as the executive director.
The FWRC continues to grow in attendance, exhibits, advertising, and sponsorships and remains dedicated to its mission of advancing the water profession.
The past and current conference logos are included here, as are photos from the most recent conference held April 2-6, 2024, in Kissimmee.
Future Conferences
The 2025 FWRC will be held May 4-7 at the convention center in West Palm Beach. S
History of the Florida Water Environment Association
The Florida Water Environment Association (FWEA) began in 1941 as the Florida Sewerage and Industrial Waste Association. The name was changed in 1960 to Florida Pollution Control Association and to its present name in 1992. The name changes are reflective of the evolution over the years of public attitudes about the wastewater environment.
The purpose of FWEA is to share information about water reclamation among Florida utilities and with the public. The organization aims to unite water quality professionals who protect Florida’s clean water environment through education programs and professional development, and by the promotion of sound public policy through its committees, local chapters, and student chapters, and by the Utility Council.
The first officers of the association were
David B. Lee, president; Leland F. Drew, vice president; and S.W. Wells, secretary-treasurer.
Vision, Mission, and Goals
The vision, mission, and goals of FWEA are as follows:
Vision
A clean and sustainable water environment for Florida’s future generations.
Mission
The FWEA is dedicated to promoting a clean and sustainable water environment by supporting and uniting our members with the public through public awareness and outreach; providing professional development and networking opportunities for our members;
and creating alliances to promote sound science-based public policy.
Strategic Goals
Member Engagement. Strive to provide value and demonstrate the value of joining this organization in order accomplish its mission. Providing member services, such as high-quality training/education and networking opportunities, draws water professionals in Florida to our association.
Public Awareness/Outreach. Choose to be a resource for the general public in promotion of water quality issues and solutions by promoting and providing educational resources to its members for educating the public at all levels.
Partnerships and Sound Science-Based Public Policy. Acknowledge the benefit of creating alliances to inform water professionals and advise policymakers on scientific, environmental, operational, and financial aspects of water-related issues.
Workforce and Professional Development. Seek an active and healthy opportunity to expand value to our members, continue to provide professional development at the highest level for relevant and innovative education and training, and help the industry in identifying and developing a skilled workforce.
Members of FWEA
Members of the association work in the public and private sectors all across Florida and include:
S Facility operators
S Superintendents
S Engineers
S Consultants
S Laboratory technicians
S Utility managers
S Researchers
S Government policy and regulatory staff
S Manufacturer and supplier representatives
S Students
Beginning of the Conference and Magazine
The association began holding annual conferences in 1942 and in conjunction with the Florida Section of the American Water Works Association (FSAWWA) in 1949. At the conference, now known as the Florida Water Resources Conference (FWRC) and also sponsored by the Florida Water Pollution and Control Operators Association (FWPCOA), FWEA offers workshops, seminars, and technical sessions. It also sponsors an annual banquet where a number of prestigious awards are presented that recognize outstanding accomplishments of its members.
The awards are:
S Arthur S. Bedell Award, which was established in 1951 and recognizes extraordinary personal service to the association.
S Leroy H. Scott Award, established in 1952 and given for demonstrated willingness to help others solve utility-related issues.
S William D. Hatfield Award, given for outstanding performance, management, and advancement of knowledge in the field of water pollution control and recognizes outstanding treatment plant operation. It was established in 1956.
S L.L. Hedgepath Award was established in 1960 and is given for outstanding work in industrial treatment or industrial waste programs.
S Earl B. Phelps Award recognizes outstanding treatment plants and was established in 1964.
S Ralph H. Baker Award was established in 1974 and is presented to an FWEA member who has done outstanding work in membership recruitment.
S Al Herndon Award recognizes outstanding industrial pretreatment programs.
S David York Reuse Award recognizes the contribution to the advancement of reclaimed water use in Florida by an individual or utility.
The FWEA also presents a unique award each year at FWRC to recognize individuals who have made significant contributions to the association, FWRC, and/or the Florida Water Resources Journal (FWRJ), which is published by FWEA, FSAWWA, and FWPCOA.
The highly coveted sludge shovel pin is also presented annually to a consultant, vendor, and utility owner or operator to
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recognized induction into the Florida Select Society of Sanitary Sludge Shovelers.
The FWRC and FWRJ function as not-for-profit entities under the federal tax code. The conference draws over 3,500 attendees for its four days of workshops, technical sessions, exhibits, and meetings. The magazine is published monthly and includes technical and feature articles; industry, product, and host organization news; columns on certification, safety, and other topics; and columns from the heads of the three organizations.
Association Entities
Water Utility Council
The Utility Council was formed in 1998 to promote sound public policy in the water quality and wastewater industry. The council consists of representatives of wastewater utilities throughout the state who work together to address legislative and regulatory issues and keep FWEA members informed of the latest developments. The council works to educate policymakers about the intricacies of water quality and wastewater management.
Chapters
Nine local chapters provide opportunities for professional development and networking for members at regular chapter meetings. Each meeting focuses on a topic of local interest related to water quality and wastewater, and chapters develop and host technical and fundraising activities. Local chapters include:
S Big Bend
S Central
S First Coast
S Manasota
S South
S Southeast
S Southwest
S Treasure Coast
S West Coast
Student Chapters
Student chapters are active at 10 universities:
S Florida Atlantic University (FAU)
S Florida International University (FIU)
S Florida State University (FSU)
S Florida Gulf Coast University
S University of Central Florida (UCF)
S University of Florida (UF)
S University of Miami (UM)
S University of North Florida (UNF)
S University of South Florida (USF)
S Florida Institute of Technology (FIT)
Student activities include meetings featuring speakers from the wastewater industry, career fairs, and a student design competition that showcases senior capstone projects, which enables student teams to receive school credit and compete for scholarships, cash and travel awards, and membership in the Water Environment Federation (WEF).
The competition has been praised by professors and students as an opportunity to work on real-world projects and has resulted in job offers to several design team members. The association pays for the winning team to travel to and compete in the national student design competition at the Water Environment Federation Technical Exhibition and Conference (WEFTEC), which was started in 2002 and modeled on FWEA’s design contest.
Committees
Many committees provide technical education and professional programs for members through seminars, workshops, and conferences, offering access to technical experts in the wastewater field.
Active committees include the following:
S Air Quality
S Awards
S Biosolids
S Collection Systems
S Contractors
S Manufacturers and Representatives
S Events, Media, and Member Relations
S Membership Action
S Operations Challenge
S Public Educations and Outreach
S Safety and Security
S Students and Young Professionals
S Training and Continuing Education
S Utility Council
S Utility Management
S Wastewater Process
S Water Resources, Reuse, and Resiliency
Over the years, FWEA committees have presented programs, workshops, seminars, and webinars on biosolids; stormwater management; emerging issues in reclaimed water; implementation of capacity, management, operation, and maintenance (CMOM); and workplace efficiency. Committees also offer outstanding opportunities for networking and leadership and management development.
Programs
Mentorship Program
The association strives to provide
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its members with services, such as highquality training, education, and networking opportunities, with the goal of maintaining a high level of member engagement. To that extent, the primary purpose of the FWEA mentoring program is to:
S Grow the next generation of water professionals.
S Develop an understanding of the vision, mission, structure and strategic goals of FWEA and WEF.
S Highlight the importance of being active in a professional organization to achieve shortand long-term career goals.
S Identify personal strengths and identify how they align with FWEA leadership opportunities.
Through close collaboration with experienced water/wastewater professionals, mentees can gain insight on the current issues and challenges facing the industry. Volunteers from the mentoring program subcommittee review all mentor and mentee application forms and manually pair individuals based on work experience and career aspirations.
Internship Program
The association’s Students and Young Professionals Committee (SYPC) organizes the annual FWEA internship program. The main purpose of the program is to help inform and guide talented individuals to internships during the summer with reputable companies, utilities, and organizations within the Florida water industry.
Stockholm Junior Water Prize
The Stockholm Junior Water Prize (SJWP) is considered the most prestigious international award presented to a high school student who has conducted research in the water sciences. The purpose of the SJWP is to increase student interest in water-related issues and research, and to sensitize them—as future water industry leaders—to global water challenges.
Founded by the Stockholm Water Foundation, Her Royal Highness, Crown Princess Victoria is the patron of the prize. Each year, in a ceremony that takes place during World Water Week in Stockholm, Sweden, the international winner is awarded $15,000 (USD) and a blue crystal sculpture in the shape of a water droplet, crafted by Hanne Dreutler.
In the United States, WEF and its member associations host the SJWP competition with support from Xylem Inc. One winner is chosen among the state winners to travel to Stockholm to compete against winners from almost 40 other countries around the world.
Each year, thousands of students compete for the grand prize, but only one wins. To be eligible to compete in the national competition, all students must enter and win in their state. The FWEA judges all entries and awards one first-place winner for the opportunity to represent Florida in the national competition.
Operations Challenge
The Operations Challenge includes teams of four people that compete in five separate operator-related events at FWRC. Teams compete at a regional level to earn the right to represent Florida at the national competition at WEFTEC.
The competition, held in the exhibit hall, is a skills-based contest consisting of four timed events and one questionnaire event that showcase the knowledge and expertise of wastewater treatment plant operators. The teams display their proficiency in:
S Process control
S Maintenance
S Safety
S Collections
S Laboratory
Organization Growth
Membership in the organization was 200 in 1955, 500 in 1963, more than 1,000 in 1974, and today it exceeds 1,300. The association continues to make historic strides in the advancement of the science and technology of the water environment, making it a leading professional water organization in Florida. S
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Florida Water and Pollution Control Operators Association History
The Florida Water and Pollution Control Operators Association (FWPCOA) is comprised of members who are actively engaged in or deal with the production, treatment, or distribution of water and/or the collection, treatment, or disposal of wastewater, both industrial and domestic. The association was created to advance the professional status of water and wastewater operators, provide a system for licensing operators, and arrange educational and training programs.
The organization works closely with the Florida Section American Water Works Association (FSAWWA), Florida Water Environment Association (FWEA), Florida Department of Health, Florida Department of Environmental Protection (FDEP), and the state education system—in particular, the University of Florida—to accomplish these goals.
The Beginning
The history of FWPCOA begins in 1929, when the organization first came into being as the Water and Sewage Plant Operators Association. For those who are old enough to remember, the mere mention of 1929 brings to mind the dark
picture of the lean years that the stock market crash in October of that year initiated.
The Crash, which came so close on the heels of the “burst” of the Florida real estate boom of 1925-26, left many of Florida’s communities with unfinished water systems and no, or inadequate, treatment works. The Great Depression that followed further hampered the development of these water facilities.
When the state’s general extension division, which had the responsibility for correspondence courses and short schools, was approached in the year 1929 with a suggestion of a short course for water plant operators, it at first refused to be involved because of a lack of sufficiency in its own budget and it couldn’t risk any of it on a school that was seen as a questionable investment. It was, however, believed by a few that the members of the state’s water utilities were interested enough to finance the course through their own fees, and because a portion of the course expense was guaranteed if it was not met by these fees, the first short course convened in Gainesville on April 8-11, 1930, with 58 operators attending. As a result of careful planning, many of the great names in the water utility industry of that day were attracted to this short course.
Due to the success, which in a large measure reflected the need, a short school was again held in 1931 and then biennially until 1935, when one was convened in West Palm Beach, followed in 1936 by one in Tampa, one at Camp Roosevelt near Ocala in 1937 (with 92 attendees), and one in Daytona in 1938.
The FSAWWA had encouraged, and in many ways contributed to, the success of the school. The Florida State Board of Health (BOH), seeing the school as an efficient way of fulfilling a portion of its responsibility, also lent invaluable aid. These two organizations have continued to be sponsors of this program.
In spite of the Great Depression, communities gradually began to improve their water utilities, and the need for operators educated in the field brought about a change in thinking, both on the part of the communities and of the operators themselves. Thus, the short school was seen as having an increasingly important role in the Florida water community.
The Growth of an Industry
Community sewage treatment plants were all but unknown in the septic-tank-riddled Florida in
that came into being in Florida by 1940, as shown by BOH records. Other communities were not fortunate enough to have the large dilution factor available to these three cities, and as the influx of people into Florida continued and increased, some communities faced severe problems.
A greater threat, however, was beginning to challenge the world. Storm clouds gathered over Europe as conflict erupted, which caused a flurry of preparedness in the United States. There was a greater availability of money, and towns and cities began to prepare plans for utility improvement, but the outlook for sewage treatment for the communities of Florida continued to look slim. In May 1940, a few interested water professionals banded together to change the organization created in 1929 into the Florida Sewage Works Association.
David B. Lee, the director and chief engineer for BOH, was a strong proponent of the new organization. He had strong, forward-looking ideas about Florida’s needs in the field of water supply, waste collection, and treatment, as well as in other fields over which his department had supervision.
As the Florida Sewage Works Association was completing its formation, a small group of people at the FSAWWA meeting in Orlando in 1941 began to discuss the growing health problems of the state they called home. They recognized that, in that era, membership of both FSAWWA and the Florida Sewage Works Association was largely plant superintendents, consulting engineers, manufacturer representatives, community utility
Black.
With this strong backing and the unanimous vote of several operators present, Dick Gibson, then superintendent of the Fort Pierce Water Plant, was persuaded to be the chair of a committee to do a feasibility study for the organization. Gibson deserves the credit for putting wheels under the plan. He visited South Carolina, where an operators association was already in place.
The personnel of BOH, prior to 1941, had strong reservations about adding their vote of approval for any such plan, feeling that it would tend to operate as an organization with an interest in the financial betterment of the operators themselves, rather than in the interest of the public. The personnel of BOH, beginning in mid-1941, were highly in favor of the operators association. Those influential in the organization’s development that they labored diligently to produce developed a plan they thought would be acceptable to BOH.
As the operators organization appeared on the verge of being realized, Keith Chinn, superintendent of the West Palm Beach Water Plant, persuaded his company’s attorney to draw up a constitution and bylaws. In a meeting of five people, including Chinn, Gibson, and Hoy, in West Palm Beach in the summer of 1941, the Florida Water Works Operators Association had become a reality.
Keith Chinn was elected the first president; R. M. Johnson, vice president, and Bob Carnahan of Bradenton, secretary-treasurer. The members of the first board of governors were Harry Gahn,
invasion. The U.S. government was taking what it believed to be the necessary steps to meet this threat, and as a result, military training camps and establishments had sprung up all over the country. Florida, with its coastal location, had its lion’s share.
Such establishments were, in a large sense, specialized municipalities. The Army, Navy, Marines, and similar military bodies had no doubts about the importance of water supplies, sewage treatment, and refuse disposal. The military establishments were therefore equipped with water utilities, which in many cases were superior to those of the towns around them.
The water plant operators with reserve status were rapidly being called up, and one of these was Bob Carnahan. The operators association thereby lost a man, who had been very active in its formation, even before he had much, if any, chance to attend to the duties of his office.
On Dec. 7, 1941, the decision for the U.S. to enter the war was decided by the Japanese bombing of Pearl Harbor. Shortly afterward, the country declared war on Hitler and his cohorts. Military preparedness now became military mobilization, and military establishments in Florida doubled, and then tripled; who now was worried about an operators association? It’s understandable that the short course for water plant operators held in Gainesville in 1942 had, at 48, a near-record-low attendance. Some operators were leaving their old positions in order to help out the military and
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usually, at the same time, line their pockets a little better with military pay.
Plants were being operated by novices. Lee of BOH was called from reserve to active status and John Miller became acting chief sanitary engineer. Due to the call of the reserves and resulting depletion of state health organizations, the U.S. Public Health Service tried to help out by assigning personnel to the state health departments.
The personnel remaining, all of whom were now thoroughly sold on the value of short schools, realized that there was a definite need for education of the many inexperienced personnel in the water utility field. With the number of sewage plant operators having now increased from practically zero to a considerable number, BOH decided that, in spite of travel restrictions and other problems, a short course to include both water and sewage operators was needed and long overdue.
With the cooperation of the Army (Sanitary Engineering Corp.), the short school for water and sewage works operators was held in West Palm Beach in April 1943. The Army cut orders for many of its operators and also helped supply instructors for the school, including Capts. Leroy Scott and D. R. (Doc) Taylor. Most of the contact for arrangements had been made by Fred Eidsness, who was with the Public Health Service, but assigned to BOH. Dr. Black’s advice contributed much to planning and to the recruitment of instructors. Miller presided over this short course on behalf of BOH. Most of its instruction was outstanding, with operators and Public Health Service personnel, as well as people from BOH and the Army serving as instructors.
A meeting of the operators association was called, and nonmembers, who were water plant and sewage plant operators, were invited to sit in as observers. R. M. Johnson of Tampa, the president-elect in 1941, yielded the chair to Dick Gibson because of a hearing handicap. Since the first officers of the association had not been able to serve long enough to establish policies for the association, there was discussion at the meeting from the floor concerning what these policies should be. The discussion sometimes became heated, often with sewage plant operators entering the discussion without recognition by the chair. Several times Gibson had to call the meeting to order and at times was on the verge of becoming his own sergeant at arms. It soon became evident, however, that those interested in staying in this field of work were also interested in a strong educational program.
Officers elected at this meeting were R. M. Johnson, president; Charles (Charley) Fiveashe of Fort Lauderdale, president-elect; and Wilson T. Calaway of West Palm Beach, secretarytreasurer. Several people were elected to the board
75th FWRJ Anniversary
of governors. It was decided that the operators association might become a water and sewage plant operators association if a sufficient number of sewage plant operators were interested, but they were subject to the approval of the association, and at the time, if the sufficiency requirement was met.
Because of the restriction in travel and because most of the operators had their hands full with war work, promoting the organization depended on the help of personnel from BOH and industry salespeople, who at the time were called “peddlers.” While this word had a bad connotation in many fields, most of the sales representatives in the industry were helpful during this time, and as they travelled for work, they were able to spread the word about the work of the association.
The BOH personnel and members of the staff of the University of Florida started to collect and contribute news items and ideas about the water industry that made possible a quarterly newsletter. Capts. Scott and Taylor frequently added their contributions. These two men, who were not just book engineers, but men who had been plant superintendents prior to being called from reserve status, knew how to pack a pump, find the trouble with a check valve, and suggest simple remedies for operating troubles—and moreover, their remedies worked. Florida’s military establishments were indeed fortunate to have such men as these at the state supervisory level.
The planning of the first officers of the association had progressed far enough that an examination and voluntary certification scheme had become a concrete part of the plan for upgrading the operation. Two persons passed the first examination that was given at the West Palm Beach short course: Cliff Courson and Calaway, and each received a Class C certificate.
The work of the 1943 short course was so helpful that there was no question about repeating it the next year, and that school was held in Daytona. Fiveashe became the new president and presided over the operators meeting, with Johnson retiring from the executive office. Again the discussion dealt with the opening of the association to waste treatment operators and with the role of the association in helping the operator.
There was considerable grumbling among operators about “why do I have to know the chemical reaction involved in water treatment when all I do is throw switches, read gauges, and operate valves?” There were also a number of people present who thought that the association should act as a labor union and force the increase of operator pay. While there was no argument about the desirability and reasonability of pay increases, the upgrading of the operator professionally remained the prime objective of the association. It was also evident that the admission of the sewage plant operators to the association would eventually
take place. In the meantime, the meetings were open to them and they took part in the discussions. The 1944 meeting at the time of the short course in Daytona elected Fiveash as president; Tommy Paul of Bradenton, president-elect; and re-elected Calaway secretary-treasurer. Albert McGregor of Boca Raton was elected to the board of governors.
The news on the war in Europe and in the Pacific was beginning to be encouraging and the communities in Florida began to think about the day when they would be able to expand their water and sanitary services to meet the needs of a population growth that was predicted when the war finally ended.
The short course was held in Gainesville in 1945 and the operators at that association meeting elected Ralph Brennan of Daytona, president; Paul, president-elect; and returned Calaway as secretary-treasurer.
The year 1945 also brought the war to a close and the deactivation of military bases began to leave Florida with a surplus of both water and wastewater treatment operators. In some cases, however, the adjacent municipality took over the military facilities and some towns acquired their first waste treatment plants and had their first treated water.
The war had influenced the water and sewage operation in Florida in the following ways:
S The growing recognition on the part of the operators that their work was important and that increased understanding of the job was desirable.
S A banding together of the operators for mutual help, particularly by encouraging them to be informed about their own work.
S A large increase in the number of operators who were educated through their own efforts and with the help of the operators association, BOH, and others.
S Due to high respect of the military for the value of water and sewage facilities, together with the evident health of the troops and the lack of widespread epidemics, such as the influenza epidemic of World War I, the people of Florida, and those of the entire U.S., came to recognize the great importance of these services.
S Because of the desire of the operators to do their jobs well, and the relatively high monetary value the Army, Navy, and other branches of the service placed on their work, the operator had now become a semiprofessional, rather than a laborer, both in regard to recompense and in the esteem of fellow citizens.
S The willingness of the citizens of Florida to invest their tax dollars in water and sewage facilities in order that the state might achieve and maintain a high position with regard to these valuable public utilities.
In the last item, more than any other, the role of BOH must be recognized. It stressed to the municipalities of Florida the continuing importance of proper sanitary facilities. In the cases where persuasion did not pry loose the dollars from tight-fisted city councils, it was sometimes guilty of a little backdoor coercion, and if all this failed, it hauled up the big guns provided by the needed adherence to the excellent state sanitary code. It was fortunate in having the cooperation of individual state legislators, a condition envied by many states.
The 1946 short course was held in the spring in Gainesville and the operators meeting was held on June 6. Calaway had moved to Gainesville in April of 1946, and since he was no longer an operator, the association was informed that he had resigned from the secretary-treasurer position. Brennan assumed the president’s chair; W. L. Burnett of Tampa became president-elect; and Patricia Sherwood of Ft. Lauderdale, who had been appointed interim secretary, became secretarytreasurer. Clarence Henry of Miami was elected to fill the vacancy on the board of governors. At this time, many operators still expressed dissatisfaction with the high level of knowledge expected of them.
The attendance at short courses had been steadily decreasing over several years and it looked like their usefulness was coming to an end. It had been decided, however, that equipment and facilities at the University of Florida facilitated short-course instruction and made the continuing use of this location for water and sewage short courses desirable. Previous short schools had been two to three days in length, which was not a sufficient time to do a good job; therefore, beginning with the 1947 short course, all such schools were five days in length and attracted more than 125 attendees.
At a meeting on June 10, 1947, during the annual short course, Burnett assumed the office of president. Charles Carouthers became
the president-elect and the first officer from the sewage works field. The meeting also passed several constitution revisions, among which were those necessary to create a joint association, and Sherwood was re-elected secretary-treasurer. Cliff Earles of St. Augustine was also elected to fill a vacancy on the board of governors
The governing board was authorized by the members at this meeting to appoint new members to the examining board. At a governing board meeting, the following where appointed: Lee from BOH; Black and David Emerson from the University of Florida; Fiveash, Albert McGregor, and Kenneth Morkett, sewage plant operators; and Brennan, Chinn, and Paul, water plant operators.
Action taken during the operators meeting required the appointment of two committees. A publicity committee was created, comprised of Hardy Croom of New Symrna Beach, and W. F. Ebsary and Elroy Wine, both of Tampa. A membership committee, with Lemar Bomar of Fort Meyers; Burney Cowden, Polk County sanitary engineer of Bartow; and Earles was also started.
The next annual meeting was on June 8, 1948, during the 16th annual short course. Carothers assumed the president’s office and Charles Fisk of Clewiston was voted in as president-elect. Sherwood had already resigned as secretarytreasurer and Paul was elected to the office. There was dissatisfaction with the activity of the members of the board of governors, and on the passage of a motion from the floor, all members of the board were relieved of their responsibility. A new board was elected, consisting of Brennan, William Ebsary, Earles, Jack Whitney, and J. Dominquez, with retirement to be inverse to the order of election.
It was reported that the records of the association from 1943 to 1948 were damaged by a hurricane and were almost a complete loss.
The new board of governors called a meeting of the association on June 10, 1948, in order to hear the will of the organization concerning membership
eligibility and to encourage recruitment of all operators to the organization.
During the 1949 short course, Carothers handed the gavel to Fisk. W. C. (Bill) Tims, then located in Tampa, was elected as secretarytreasurer, and Emory Dawkins of the University Sewage Treatment Plant in Gainesville became president-elect. D.J. (Joe) Ray was selected to succeed Dominguez on the board of governors.
The membership present went on record as supporting mandatory licensing and requesting BOH to take part in such a move. A committee comprised of Dawkins, Courson, Croom, H.F. Kline Jr., and C.C. Shreve drew up the resolution expressing the attitude of the operators in order that it might be presented to BOH.
The results of a study made by Dawkins indicated that the membership was in favor of formal and monthly publication of a newsletter, and by action of the board, the title of editor was added to that of secretary-treasurer, to which office Tims had just been elected. At this meeting, Dawkins assumed the executive post and Frank Little of Orlando became president-elect.
To get the publication of the newsletter underway, Dawkins, having access to the necessary equipment, and with the aid of the University of Florida Sewage Treatment Plant operating staff, published the long-proposed newsletter, to which he gave the name The Overflow.
Little became president at the next annual meeting held in June 1951, during the 19th annual short course, and Ray was elected to succeed him. Tims was returned to the office of secretarytreasurer/editor.
The next, and what became the annual, meeting of the operators association was held in June 1952, where Ray was elected to the president’s office, Paul was installed as president-elect, and George Lohmeyer, of the University of Florida Plant, became secretary-treasurer/editor.
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The year was marked by the report that Fisk, a former president, was electrocuted while probing for a water main. The association truly mourned the untimely death of this brilliant, cheerful, and energetic young man.
To Ray and Lohmeyer belongs a very large measure of the credit for laying the firm foundation on which the organization still stands. Fortunately, Ray’s preparation for the office he assumed had been most thorough. He requested county sanitary engineers and other officials to send him the names of the operators within their jurisdiction who would serve conscientiously on committees he envisioned. Upon assuming office, he established a number of committees, each of which was charged with certain responsibilities. He was aided by Lohmeyer, who was an able and hardworking secretary. In addition to his voluminous duties, he published The Overflow on a regular basis.
About 1953, honorary life memberships were awarded to persons who had done outstanding service for the organization. These awards were named for David B. Lee, John E. Lee, John E. Kiker, Dr. A. P. Black, Manuel Turner, and Wilson T. Calaway. Since that time, Dick Gibson and Tommy Paul have been similarly honored.
Another phase of operator education has been the administration of correspondence courses in chemistry and mathematics for both water and sewage treatment operators. Between 200 and 400 people each year have taken the mathematics course and 40 to 50 have taken the chemistry courses since they were established.
Regions and a Magazine are Established
To better serve its members, it was decided that the association should be divided into regions. West Florida became Region 1 in 1947 and the number of regions grew to eight. Besides the West Florida district, they were: the Northeast district, centered in Jacksonville (No. 2); the Central Florida district, including Gainesville, Daytona, Orlando and points between (No. 3); the West Peninsular region centered around Tampa and extending to Fort Meyers (No. 4); and the Southeast district, including an area north of West Palm Beach and extending south of Miami and westward to Lake Okeechobee (No. 5). Region 5 had recently been divided and the other three districts were created. The first regional short course was held in Tallahassee in 1948, followed by one in 1954, 1955, and 1956.
The challenges brought by the formation of regions indicated the desirability of radical constitution changes. The study necessary to determine the needed provisions, as well as the
rewriting of the association’s constitution, was undertaken by Dr. David B. Smith, and a new constitution was approved by the membership in 1954.
Lohmeyer continued in the office of secretary-treasurer/editor for three years, serving while Ray, Paul, and Seager were presidents. With the assumption of the presiding officer’s chair by Henry, Bob Simon began a two-year term as secretary-treasurer/editor. During his term in office, The Overflow, which had been produced quarterly as several mimeographed sheets for many years, became a printed magazine.
Over the years, the magazine received assistance from and served FSAWWA and the Florida Sewage and Industrial Wastes Association (formerly the Florida Sewage Works Association), and beginning in 1956, it became a joint publication. The first editor came from the operators association.
Besides serving with Henry during 1956, Simon served with Courson in 1957, while Don Jones of North Miami served as president-elect. Due to a heavy expansion program carried out by the City of North Miami in 1956-1957, Jones requested that his name not be considered for election to the presidency in 1957. The association, for this reason, elected Lohmeyer directly to the presidency, with Jones again serving as president-elect. In 1957, when Lohmeyer became the presiding officer, Simon was still serving as secretary-treasurer/editor, but at the close of the year, the editor’s position was made separate from the office of secretary-treasurer to reduce the work expected of any single individual. Simon was requested to remain as editor. At the 1958 meeting, Jones was elevated to the presidency, Simon became the new president-elect, and Shreve was elected as secretary-treasurer for a second year.
The Organization Modernizes
The 1960s saw a continued growth in the association, with membership climbing over 1,000. This continued growth, along with increased activity from within the regions, helped to strengthen the organization. Articles of incorporation were drawn up, and in 1964, the organization officially became known as FWPCOA.
At this time, there was also a renewed effort on the part of the association to bring about mandatory certification. Several bills were introduced in the Florida Legislature, but none were accepted or voted into law. It wasn’t until 1971 that mandatory certification became a reality. Another push in the 1970s was for increased operator training. A training program, known as the Training, Research, and Education for Environmental Occupations (TREEO) Center,
was established by the University of Florida to provide noncredit continuing education courses and certification programs. State training manuals were created and a unified training program is used by all regions.
The state training programs continued to expand with the addition of specialty classes at the state short schools and “on the road” training classes.
In another nod to modernity, the association, in the late 1980s, elected Katherine Kinloch as its first woman president. She served for two terms, after one term as vice president. Kinloch began her career as a wastewater plant operator trainee for City of Lake Wals in 1969. In 1971, she became involved with Region X, working as short school chair, secretary-treasurer, chair, and state director. Kinloch attended all of FWPCOA’s board meetings, advocating for operator training and certification, and for greater involvement by the organization with FSAWWA, FWEA, Florida Water Resources Conference (sponsored annually by FWPCOA, FSAWWA, and FWEA), and Florida Water Resources Journal, the new name of The Overflow.
After many years of being run by volunteers, it was felt that the organization needed a full-time staff member. The association hired Shondra Neumeister as its first executive director in 2005, then contracted with Shirley Reaves to be its training coordinator in 2009. In January 2012, Timothy McVeigh replaced Neumeister and served until March 2014. Having served 25 years as the FWPCOA part-time membership coordinator, Darin Bishop became the organization’s full-time administrator in July 2020.
In 2007, FWPCOA launched an improved association website, developed its Online Institute offering internet-based training, reformatted and updated its policies and procedures manual, and expanded its continuing education credit programs to help Florida’s licensed operators meet FDEP requirements. Membership recruitment initiatives, including the introduction of group membership billing, led to a record of 6,400 members.
In 2008, the association opened its first headquarters office in Port Saint Lucie. The organization started electronic filing and archiving of its numerous paper records. It developed a master guidance manual for its certification programs, an ethics policy, and disciplinary protocols to address professional misconduct. The FWPCOA training office was relocated to Titusville in 2009.
Seeking to improve Florida’s operator licensing prerequisite training programs, FWPCOA developed and received FDEP approval for several updated courses between 2009 and 2015. The new programs, written by operators and
tailored to the needs of Florida’s operators, were made available in both live and online formats. Reduced pricing and improved content and presentation gained these courses broad industry acceptance. Expanding this effort, FWPCOA contracted with a publishing company in 2019 to develop an entire multidisciplinary utility operations training library.
Responding to travel and meeting restrictions associated with the COVID-19 pandemic, the FWPCOA board of directors met only once in 2020, rather than its traditional five annual meetings. That was the organization’s first “virtual” meeting, and that adaptation introduced an era of increasing remote electronic communications and operations. Officers and committees instituted more-frequent virtual meetings, even as the board returned to its schedule of five annual live meetings
in 2021. Travel restrictions in 2020 accelerated the transition from live resident training to distance learning, increasing the popularity of the FWPCOA Online Institute.
Over the FWPCOA’s well-reasoned, respectfully presented, and long-standing objection, the Florida Legislature mandated interstate operator licensing reciprocity in 2023. The rationale was that doing so would mitigate challenges experienced by certain Florida utilities in hiring licensed water and wastewater operators—challenges quite similar to those experienced in virtually every employment sector when COVID-19 restrictions accelerated the long-anticipated mass Baby Boomer workforce exodus.
In the coming years, generational change associated with that exodus will drive FWPCOA
to also change. Its programs will be routinely updated, expanded, and adapted to accommodate a workforce for which time is an increasingly precious commodity. Its newly minted potable reuse operator training and certification course, one of very few available in the U.S., will sharpen the skills of operators working in regions of diminishing resource availability and expanding population.
Yesterday’s skills will not be sufficient to meet tomorrow’s demands, and just as it has for over 80 years, FWPCOA will be there to identify and meet the challenges ahead.
The information in this article came from Wilson T. Calaway, the FWPCOA History Committee chair in 1970; Al Monteleone, the current committee chair; and William Allman. S
75th FWRJ Anniversary
History of the Florida Section American Water Works Association
The Florida Section American Water Works Association (FSAWWA) was established in 1926 at an organizational meeting in Tampa. For two years before this, a group of dedicated waterworks individuals, who persevered with unwavering determination, brought about this auspicious event. This history does not mention all the people who worked so hard toward this success, but some prime movers are noted.
Fred Lane, superintendent of the St. Petersburg Water Department, was instrumental in the state’s break from the Southeastern Section of AWWA. In July 1925, H. T. Oberly, assistant superintendent at St. Petersburg, and a team of waterworks professionals combined their efforts in a remarkable display of unity to form a Florida Section, ably abetted and encouraged by E. L. Filby, chief engineer of the Florida State Board of Health (BOH). Their collective effort, along with the enthusiasm of many others, including Anson W. Squires, A. F. Michaels, and C. C. Brown, was the driving force behind this significant change.
The formation of the Florida Section was not just the work of a few individuals, but a collective effort of a sponsoring group. Their initiative was crucial in presenting a petition to AWWA at one of its meetings to form a new section. The group’s petition was prepared and signed by 25 sponsors.
The legwork required to visit the many waterworks personnel around the state to get their input was handled by Filby and several waterworks equipment salespeople, whose work required them to travel to the state’s various water plants. Their reports on the interest in forming the Florida Section were collected and consolidated by the St. Petersburg Water Department. Most of the clerical work was handled and paid for by Lane and Oberly (who also paid for some traveling expenses out of their own pockets), and by Filby.
In June 1926, a delegation from Florida, representing the collective efforts of many, presented the petition to AWWA at its annual meeting in Buffalo, N.Y., asking for a charter to form a Florida Section. This pivotal moment, when the petition was acted upon favorably, marked the beginning of a new chapter for the section. At this time, 19 active AWWA members were listed in Florida, ready to embark on this new journey.
Filby wrote a series of inspiring messages that he termed “Florida Section Notes” and mailed
them to members of AWWA living in Florida and to prospective members. He also addressed a letter to the “Honorable City Clerk” to all cities known to have waterworks, giving the reason for the formation of this group and its importance to the future of Florida, and asked that each city clerk take up this matter with their city council, encouraging the attendance of their waterworks superintendent at a first organizational meeting. There is no doubt that Filby’s work was responsible for the unexpectedly large turnout at the first meeting.
In 1926, the fantastic “land boom” in Miami had spread over most of the state, and there was an enormous population increase. The so-called “Florida Story,” where millions could be made overnight, had spread across the United States. In 1925, Miami issued over 7,500 real estate licenses. Since the start of the boom in 1921, nearly 1,000 subdivisions had been planned in the Miami area alone.
This development was not confined to the Dade County area; St. Petersburg, Tampa, Sarasota, Daytona, and St. Augustine were also expanding rapidly.
With all this sudden growth in mind, it’s no wonder that the people responsible for waterworks had become concerned. Probably of most concern to BOH was the potential for a massive epidemic in the overcrowded conditions, particularly in Dade County. Lack of safe water supplies was only one of the problems—but a vital one. Where was the water to come from to supply the needs of these people? Where was the money for the physical plants to produce and deliver the water? No wonder those in the waterworks industry wanted to band together to help solve these problems.
Florida’s future at the time looked very bright—but then came the hurricane of Sept. 17, 1926. Suddenly, the Florida boom ended, not to be regenerated until the end of World War II. The greatest damage was in Dade County, but the financial panic was felt over most of the state.
Despite this disaster and the revision of waterworks priorities, plans for the Florida Section continued.
Plans for the new section’s first organizational meeting were made at utilities in St. Petersburg, Tampa, and Orlando. Squires, Oberly, Michaels, Filby, and Brown were the principal organizers, and the meeting was held at Squires’ office in
Tampa’s City Hall. It was estimated that between 15 and 20 interested people would attend.
Organizational Meeting
On Nov. 18, 1926, acting chair Squires called the meeting to order. He recounted the events leading up to the formation of the section, the preparation and presentation of the petition to AWWA, and its concurrence granting a charter for the new section.
Florida had plenty of water, but the best of it was in the state’s slowest-growing areas. The central highlands were predominantly agricultural, while the most populated areas along the coasts had the most problems securing water of adequate portability due to high salinity, hardness, and iron content. It was hoped that forming the Florida Section would result in exchanges of experiences and information among the members, leading to better solutions for all concerned.
Filby, the acting secretary-treasurer, reported on the section’s present status and the need for additional members if the group was to prosper and accomplish its intended purpose. He pointed out that membership would include the association’s magazine, Journal AWWA, a monthly publication containing many articles concerning waterworks practices, covering both operational and management topics.
During the meeting, the new Florida Section officers were selected: Squires was elected the first chair; Eugene Masters, St. Augustine, vice chair; and Filby, the first secretary-treasurer. The directors, as they were called at the time (at the Tampa meeting in April 1936, a motion was proposed and adopted to change the word “directors” in the constitution to “trustees”), who were elected were Brown, Michaels, and Y. A. Richards, Daytona Beach; Lane; L. B. Duane, Sanford; and F. J. Stewart, Hollywood. A constitution had been prepared, read, and adopted at the meeting, and the Florida Section came into being.
The first annual meeting was held in Hollywood on April 12, 1927, with inspection trips to the new Fort Lauderdale water filtration plant and the West Palm Beach plant the following day. Squires presided over the business meeting with Filby, and approximately 60 people registered.
The members petitioned the state legislature
for laws regulating cross connections between potable supplies and unacceptable supplies, and to appropriate additional funds for the use of the state geologist, Dr. Herman Gunter, and the U. S. Geological Survey to continue the necessary investigations and studies and make determinations as to the character, sources, and quantity of underground waters of the state being used for public purposes. They petitioned BOH to provide for extending its valuable services to chemical analysis so that advice, information, and recommendations on the chemical properties of the water supplies used for public purposes could be secured.
Annual Meetings Continue
The second annual meeting was held in Orlando on April 3-4, 1928, and Jacksonville hosted the third annual meeting on April 10-11, 1929. These and subsequent meetings followed the same format as the first.
At the third meeting, the resolutions that were adopted included the following:
“Resolved given the increasing interest in the possibility of licensing and certification of waterworks operators, this section will lend much support to this movement as subsequently appears desirable to its members, and in the meantime, the chair of this section be empowered to appoint a committee of one to investigate what action is being taken on this subject throughout the country and to report with a definite recommendation to this section at its next annual meeting.”
No further comments were recorded until the ninth meeting, which was held in 1935. At that meeting, a report was given on the licensing of water plant operators and a review of practices in other states. It took until 1970 before the state adopted mandatory water and wastewater plant operator certification.
Of great concern to local engineers was the fact that no state topographic survey had ever been conducted. Land elevations were known only at railroad stations, where railroad engineers had established them in their surveys.
Two resolutions were passed at the 1929 meeting in Jacksonville. The first resolution called for preparing a bill to be presented to the 1929 legislature that requested an annual appropriation of not less than $25,000 for this survey work and to stipulate the state agency be authorized to direct the expenditure of this money in cooperation with the federal government. The second resolution urged Florida’s national senators and members of Congress to exert every effort to secure the necessary appropriations.
Through its geological, coastal, and geodetic surveys, the federal government offered to prepare topographic maps of the state and bear the
significant cost of this work. The estimated price tag was $108,000, and Congress appropriated the money needed to complete the work.
The fourth annual meeting was held in Gainesville on April 11, 1930, in conjunction with the first short school for waterworks operators.
Short School Beginnings
In 1929, Dr. A.P. Black, with the backing of the executive board of FSAWWA, approached the general extension division of the University of Florida, which had responsibility for correspondence courses and the short schools offered by the university. The request to sponsor a short school for waterworks operators was at first turned down due to a lack of budgeted funds at the time and the feeling that the cost of such a school could not be justified.
The idea’s proponents, led by Black and supported by FSAWWA, did convince the general extension division of the proposal’s merit, and a program was prepared for a short school to be held in conjunction with the 1930 annual meeting.
The school was held April 8-11, and the section meeting was held April 10-11. Dr. Black and his committee carefully planned the school, which attracted several nationally prominent waterworks authorities and local water professionals, who provided most of the instructional staff.
This first school was a great success, with 58 registrants. This performance demonstrated to the general extension division of the university the interest in the waterworks industry and the value to the state to be derived from its continuation.
Another short school was offered in conjunction with the fifth annual meeting of FSAWWA, held April 2-3, 1931, in West Palm Beach. Registration for the short course was 76, and registration for the meeting reached 98, the largest attendance ever at a section meeting.
St. Petersburg hosted the sixth annual meeting on March 16-18, 1932. This was the first time a financial statement was included in the secretary’s report. The only expenses were $77.95 for postage, stationery, and the printing of 200 programs. The report showed a balance on hand of $137.38. The only revenue was $126.25 from AWWA headquarters.
In 1932, at the sixth meeting, the U.S. president was Herbert Hoover. The stock market crash had occurred in October 1929, his first year in office. His efforts to curb the resulting depression, such as the Emergency Relief and Reconstruction Act, did not help the country much. Efforts to liberalize the bill to make money available to state, municipal, and other public bodies for works “needful and in the public interest,” rather than being restricted to “self-liquidating” projects, were hindered by the
fact that, in the 1932 national election, Hoover was defeated by Franklin D. Roosevelt.
As was happening across the U.S., Florida’s state and municipal services suffered, and waterworks maintenance and expansion had a low priority.
The seventh annual meeting was held in Gainesville on April 12, 1933, in conjunction with the third annual short course. No reason is given for restricting this meeting to one day, but it’s possible that the Great Depression had much to do with it; no fee was charged for the short course.
On July 5, 1933, a meeting was held in Gainesville to discuss the provisions of the National Recovery Act (NRA) as they applied to waterworks projects and to formulate plans to take advantage of this federal program. An executive committee to act as a steering committee or clearinghouse was appointed, consisting of J. R. Hoy, W. Austin Smith, and L. G. Lenart. Plans were made to survey the state to locate projects that qualified for federal financial assistance. A project committee was also created, with each member responsible for selecting the water works improvements deemed eligible under the provisions of the NRA. Due to the country’s economic hardships, section membership dropped. In 1931, the total membership was only 24, down from 50 in 1928. This was temporary, however, and by 1936, 49 active members were listed.
Daytona Beach was the site of the eighth annual meeting, held April 16-17, 1934. During a morning session, one paper presented was particularly interesting to the waterworks industry. The Federal Public Works Administration (PWA) was getting underway, and money was available for all public facilities, including waterworks. The state administrator for PWA was James E. Cotton, who spoke about the program and explained how municipalities could qualify for federal financing. During the next few years, many millions of dollars were spent in Florida on waterworks projects, sewage treatment, and highway improvements.
The ninth annual meeting, again in connection with the short course, was held in West Palm Beach on March 27-30, 1935. Unlike past meetings, there were no separate sessions for operators and AWWA members, but the program for FSAWWA and the short course were identical. Starting at this meeting, some of the papers presented were mimeographed and bound for distribution to the members. The proceedings of this meeting included a report from a survey of state sanitary engineers conducted by AWWA. Twenty-nine respondents reported having no laws or regulations concerning the qualifications of waterworks operator personnel. Two states, New Jersey and Michigan, had laws requiring certification of superintendents and operators
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by written examination in several grades of competence.
The report showed that most state sanitary engineers and health departments supported operator certification. Another concern was operator turnover due to changes in local politics; superintendents and operators were often hired based on political favor rather than qualifications for the job.
Texas had a voluntary certification plan carried out by the Texas Section AWWA, which conducted short school classes for training. The objective was: “To set up some defense for the operators against local job seekers and political favorites who seek office with the change in administration.”
The current section membership totaled 46 active members and four corporate members.
The 10th annual meeting, including the short course, was held in Tampa March 31 to April 2, 1936. A resolution was adopted requesting that the University of Florida include an amount sufficient to finance an annual short course in waterworks and water treatment in its extension division budget. Such a course would be a direct benefit to the inhabitants of Florida and a justifiable expenditure for protecting their health.
Short School Comes Into Its Own
In 1937, it was decided to cooperate with the University of Florida and BOH to put on a short water and sewage school immediately preceding the convention, but not as a part of the convention, as in past schools. This practice was followed at the 1938 meeting in Daytona Beach.
The title of the short course was changed from “Short Course in Water Treatment” to “Short Course in Water and Sewage Treatment,” recognizing the importance of carefully disposing of the increasing amounts of municipal waste to the future of Florida.
At the executive committee meeting on Nov. 28, 1938, the question of separating the short course and the annual convention was discussed at length. It was becoming apparent that the short course should be held in Gainesville each year because of the availability of the necessary facilities. Separation from the convention would provide more time and a better environment for the school.
The FSAWWA meeting and the short course were separated and continued until 1941 when the section changed to a fall meeting. It was decided that the short course would be held in April to coincide with the spring school holidays in Gainesville.
This schedule remained unchanged for the
next 40 years, except in 1943 and 1944, when wartime events disrupted it.
Certification of Operators
The first indication of interest in the certification of plant operators was brought up at the third annual meeting in Jacksonville in April 1929. A resolution was adopted authorizing the chair to appoint a committee to investigate what action was being taken throughout the U.S. There is no record of who was appointed to this task or any further comment on this matter until the ninth annual meeting in March 1935, when a report summarizing the practices in other states was given.
No record of any comments about the subject was found until the trustees meeting in April 1943. At that meeting, the records show that a decision was reached to offer examinations concerning the next short course for Class B, C, and D operator certification. This established the voluntary certification plan, which remained in effect until mandatory certification was adopted in 1971.
After the Half-Century Mark
In 1971, the arrival of Walt Disney World forever changed central Florida and its water systems. The construction of MGM Studios in the late 1980s and the subsequent growth in construction and facilities due to tourism continued to impact the area.
In 1983, the discovery of ethylene dibromide in some water wells provided the media with abundant news coverage; even radiation was found in wells at phosphate mine sites. These situations were of great concern to all water utilities, and consequently, they led the industry to a moresophisticated monitoring process.
The FSAWWA diligently opposed central Florida’s Conserve I wastewater injection plan. With several energetic and knowledgeable members, the section could inform the authorities of the plan’s long-range adverse effects.
A constructive spinoff from the Conserv I exercise resulted in a motion to the AWWA board of directors, which was unanimously adopted, to “develop and adopt a standard for safe drinking water.”
The passage of a comprehensive plan by the 1985 Florida Legislature gave the state a strategy to guide growth into the next century. The vital portion of this legislation addresses water resources, which states:
“Florida shall assure the availability of an adequate water supply for all competing uses deemed reasonable and beneficial and shall maintain the functions of natural systems and the
overall present level of surface and groundwater quality.”
In other areas of change affecting the water resources of Florida, the Environmental Efficiency Study Commission recommended that the entire potable water program be put into the Department of Environmental Regulation (DER). The DER reorganized into four divisions: air resources management, waste management, water facilities, and water management. Further efforts to consolidate the management of water resources in Florida were discussed at a seminar sponsored by the Joint Water Resources Board on April 18, 1988.
The pressure on the industry to use water wisely resulted in the promotion of water reuse and conservation concepts. Many utilities explored using wetlands for water reuse and Xeriscape landscaping for water conservation programs. The state’s five water management districts continued considering water reuse and conservation when applying for consumptive use permits.
A major event for FSAWWA was hosting the 1988 AWWA Annual Conference and Exposition (ACE) in Orlando from June 19 to 23. The conference had 11,517 attendees, setting a registration record. The section’s membership that year reached 2,115.
In 1991, FSAWWA began operating under a completely new organizational structure consisting of councils that paralleled those of AWWA: administrative, education, technical, and utility. In February, the section’s leadership held a strategic planning meeting to develop the mission, goals, and charges for the four councils. The mission statement outlined the section’s position as:
“The Florida Section of AWWA provides its members with an opportunity to address drinking water issues to assure present and future generations of Florida with sufficient supply of high-quality drinking water.”
Five primary strategic goals were developed:
S Promote public understanding of the drinking water industry and related issues.
S Support the professional development of its members.
S Participate in Florida’s legislative and regulatory processes as a regular and respected voice for the drinking water industry.
S Promote effective management and protection of Florida’s drinking water.
S Enhance FSAWWA’s organizational structure.
Full-Time Staff
The section raised its membership dues and hired a part-time executive director to establish a more-permanent address (previously, the section used the chair’s address, which rotated every year), provide better membership recruiting, and focus
on training programs. The section chose Allen B. Roberts as the first section director after he retired from the City of Ft. Lauderdale as utilities director. Roberts had previously served as chair of the section in 1987.
After several years, Roberts retired from the section, and his replacement was the section’s first full-time executive director, Charlotte St. John. She had previous experience with utilities and was director of public affairs at AWWA, which proved very helpful in the section’s counsel and support from the association. She served for about five years and was succeeded by Michelle Miller, who continues to work with the section in coordinating educational training programs and the recordkeeping for continuing education units (CEUs) and professional development hours (PDHs).
The next executive director, Bobbi Hinde, was hired in 2004. She continued the section’s mission, especially in membership recruiting, finances, and training programs. While the section reached 2,000 members in 1987, it took about 20 years to break the 3,000-member mark in 2006.
Conferences
After a long and continued history of joint annual conferences with Florida Water Environment Association (FWEA) and Florida Water and Pollution Control Operators Association (FWPCOA), the section decided to also start an FSAWWA conference in 1997. One main reason was to keep to a fall meeting schedule for the rotation of the section’s officers. The first conference was in Orlando, with a customer service theme, and it had about 100 registrants.
Legislation Involvement and Utility Council
In the 1970s and ‘80s, the section had a legislative committee, and the most active member was Tom Smith of the City of Tallahassee. Since he lived in the state capital, Smith would attend various committee hearings and legislative sessions on bills of interest that the section tracked. As something of interest came up, he would put out a call, and section members would go to the capital to testify and have conversations with local delegates. During this period, Glenn Dykes, a section chair who was formerly with the Florida Department of Health (DOH), and later with DER, would let the section know of pending rules and regulatory changes so that members could participate in public hearings. In the late 1980s, the section passed a bill regarding unscrupulous advertisements by pointof-use water equipment vendors. The board of governors soon realized that to be recognized as an authority on drinking water, the section would
75th FWRJ Anniversary
have to hire a lobbyist to increase its presence in the House and Senate for the all-important committee meetings and hearings.
The section’s Utility Council was created and aligned with the AWWA council structure. With Ray Boyd of Orlando Utilities Commission as chair, the council started to solicit membership by subscription to raise money for a paid lobbyist.
The section is now considered a strong and recognized voice for water matters.
Strong Regions
In the early 1990s, the section was reorganized into local regions so more members could participate at the local level, both in educational opportunities and leadership positions. The regions helped to promote the responsibilities of the section trustees who served on the board of directors, but did not have any other significant roles. While the board, in practice, readily adopted the idea, there was a long implementation period. Since 1999, the regions have grown in number and membership, and many have their own officers and committees.
To further enhance the regions, young professionals were encouraged to take leadership roles on committees and participate in training and education programs.
Emergency Preparedness
The section quickly developed a model training course for utilities as part of the overall national defense program following the September 11 attacks in the U.S. This security program was developed under a federal grant, specifically with input from state utilities, and has become a model for other sections in AWWA to follow.
After Hurricane Charley hit Florida in 2004, it became evident to water utilities that a cooperative working agreement was needed to share help and equipment ahead of natural disasters and, when qualified, become eligible for reimbursement by the Federal Emergency Management Agency. The Florida Water Agency Resource Network (FlaWARN) was created in response.
The new organization was tested soon after Charley when Hurricanes Rita and Katrina hit the Gulf States, and Wilma hit south Florida in 2005. It proved helpful in quickly restoring services to citizens. Many other sections of AWWA have developed their own versions of FlaWARN.
FSAWWA Chair Activities
Recent section chair recap activities and accomplishments during their tenure are included here.
2006: Jacqueline (Jackie) Torbert
Affiliation while chair: Orange County Utilities
The section had an incredible year in 2006, and what a fantastic culmination to this extraordinary year with the celebration of FSAWWA’s 80th anniversary as the premier water association in Florida! As we celebrate this anniversary, it’s essential to reflect on our past accomplishments and our present successes.
Highlights:
S The 2006 Water Matters Fly-In, held in Washington, D.C., proved highly beneficial. Water utilities won a significant legislative victory when Congress agreed to exempt drinking water and wastewater utilities from chemical security legislation being folded into a homeland security appropriations bill. This was a significant milestone for AWWA on behalf of utilities across the U.S.
S The Utility Council continued to play a pivotal role in the development of the regulatory requirements related to distribution operator licensing criteria and the boil water advisory language by the Florida Department of Environmental Protection (FDEP) and DOH.
S The section held the first joint meeting with AWWA section leaders from Alabama, Mississippi, and Louisiana in Sandestin. The primary topic of discussion was FlaWARN and how this system can be enhanced to ensure that an action plan for a mutual aid and assistance network between states happens as effortlessly as possible. The FlaWARN operation was the prototype being showcased as the way this process could work effectively.
S The 2006 AWWA ACE in San Antonio represented a big year for FSAWWA. Jeff Nash received the George Warren Fuller Award for his tremendous service to the section over the past decade. The city of Palm Coast Water Buoys took first place over 22 teams from across the U.S. in the Top Ops Contest. The section received two membership awards from AWWA: the Section Recruiting Award and the Share the Source Club Seven Award for recruiting the most members of any of AWWA’s 43 sections and the highest membership growth rate among the largest AWWA sections. For the first time, the section crossed the 3,000-membership level.
S Our growth in membership and services prompted a serious review of staffing needs for the section. A formal staffing and operational space planning study was
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undertaken, and with approval by the board of governors, the section moved to the next level, including posting a new administrative position and purchasing communications software.
What a year it was, and what a way to culminate it with the section’s 80th anniversary gala! This was a tremendous event that included members and attendees, many sponsors, and the Fabulous Thunderbirds as entertainment. This event is characteristic of how the FSAWWA family operates—we have fun, but it’s always with a purpose. In this case, the proceeds from this event went to support Water For People and the Roy Likins Scholarship Fund.
Section Shout-Out
“Collectively, we, the members of FSAWWA, have achieved great success in meeting our mission to deliver water for the health and viability of our communities. Our organization is resource-strong, both financially and intellectually, and each year, under the leadership of the next generation, we will continue to move to even greater heights. It’s my honor to have served as the chair of the section.”
2006-2007: Robert (Rob) Teegarden. P.E.
Affiliation while chair:
Vice President - Water Business Unit, Orlando Utilities Commission
Highlights:
S Formed and recruited leaders in the water sector to author nine white papers for Florida’s Water Future Leadership Conference at the University of Central Florida. The white papers within the nine topic areas formed the basis for hosting our first FSAWWA Water Congress and Summit in 2008.
S The section strove to help utilities deal with trends impacting their ability to provide water and water reclamation to their customers. Studies were conducted on workforce, finance, total water management, and regulatory trends.
S Established the headquarters and business office for FSAWWA in central Florida. I revamped the FSAWWA job titles and added the first full-time staff members, including the new office manager, Peggy Guingona.
S Established the section executive committee actions to design and outsource the FSAWWA website.
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Section Shout-Out
:
“Ninety years ago, at the section’s founding, we were provided with strong experience and a technical base to influence major water initiatives and policy for the state. Today the section is still well-positioned to exert political courage and leadership in the water arena. How and which ones of our future selected actions can be unlocked for innovation?”
2007-2008:
Matt Alvarez, P.E.
Affiliation while chair: Vice President - Water Business, CH2M HILL
Highlights:
S Implemented the creation of the Florida 2030 Task Force as a four-year effort to develop a sustainable water supply vision and policy framework for the state. Action steps were presented at the Century Commission Water Congress held in September.
S Established the first permanent section headquarters in St. Cloud.
S At the strategic business planning retreat, goals were developed that combined our fouryear business plan with our strategic planning goals. Training was the number one goal of the section.
S Developed a three-year vision with the chairelect and vice chair to ensure that the strategic plan’s goals would move forward during that time.
S Started the section’s Contractors Council.
S Conducted the first annual Past Chairs Summit held in April to collect ideas, vision, and feedback from section past chairs.
S Started the annual Manufacturers/ Associates Council (MAC) MAC Daddy Award to recognize the outstanding service of MAC members.
Section Shout-Out:
“Our section is exceptional, for as much as you put into this great organization, the Florida Section will always give you back more. It’s the “power of people.”
2008-2009:
Ana Maria Gonzalez, P.E.
Affiliation while chair: Senior Associate, Hazen and Sawyer
Highlights:
S Formed the new Operators Council.
S Moved the section headquarters from downtown Orlando to the City of St. Cloud.
S Developed the first annual Business Practices Workshop
S Launched the new section website.
S Hired two new employees: Jenny Arguello and Casey Cumiskey.
S Established the first employee manual under the direction of Jason Parrillo, section secretary, and Peggy Guingona.
S Signed the affiliation agreement with AWWA in May 2009.
Section Shout-Out:
“Our section’s success and continued progress are due primarily to our volunteers’ phenomenal passion, hard work, and commitment to the water community, and, in particular, to FSAWWA. It’s a pleasure and very rewarding to me personally to work with all of you.”
2009-2010:
Charles H. Carden
Affiliation while chair: Director of Operations and Maintenance, Tampa Bay Water
Highlights:
S Worked as part of a three-chair team with the previous two chairs (Tres Amigos) to facilitate a three-year vision/plan for the section.
S Selected to speak for water sector interests at the Florida Water Forum.
S Served as first chair of the Florida 2030 Vision and helped publish the Florida Water Survival Guide.
S Consolidated/simplified reporting to help members understand the section’s financial health every month.
Section Shout-Out:
“Getting involved in the section involves a lot of hard work and time commitment. Nothing, however, has been as rewarding to me professionally and personally as my experience at the section. Just do it!”
S Implemented changes to our operations (such as the treasurers final event report) to allow us to operate as a business more efficiently.
S Held the inaugural Florida 2030 Water Summit.
2010-2011:
Richard Anderson
Affiliation while chair: System Operations Manager, Peace River Manasota Regional Water Supply Authority
Highlights:
S Facilitated the restructuring of the backflow training and certification program.
S Coordinated with AWWA to participate in an operator membership pilot program with reduced rates for operators.
S The section was awarded the five-year contract as CEU provider to FDEP.
S Educational videos were distributed to utilities.
Section Shout-Out:
“Volunteerism is one of the few corporate benefits you control. Giving your time and involvement to something you are passionate about always pays dividends, usually when you least expect it.”
2011-2012:
Richard (Rick) Ratcliffe
Affiliation while chair: Territory Manager, American Flow Control
Highlights:
S Increased the Roy Likins Scholarship for students to a maximum of $25,000 annually. Students could be awarded up to $5,000 for undergraduate and graduate categories.
S After a long hiatus, the Landmarks Award was given at the Fall Conference.
S The Fall Conference continued to generate income for the section.
S Fall Conference attendance increased to more than 1,200, with 190 exhibits.
Section Shout-Out:
“This is the profession that we have chosen. Please consider donating your time, treasure, and talent to make improvements to the waterworks industry. Get involved and stay involved; it’s not hard to do, but it takes commitment. To the future incoming chairs: Keep the train on the tracks.”
2012-2013:
Jason Parrillo, P.E.
Affiliation while chair: North Florida District Sales Manager, Hydra Service Inc.
Highlights:
S Finalized the backflow accreditation program and its governance documents and successfully teamed with the Training, Research, and Education for Environmental Occupations (TREEO) Center to be our first backflow accreditation partner.
S Established the Strategic Membership Task Force (SMTF) that developed the utility ambassador program. The SMTF also included a pilot program with St. Johns County Utilities to provide candid feedback on the current utility membership and its value to AWWA.
75th FWRJ Anniversary
S Reestablished the Marketing Committee separate from the Public Affairs Council, with clearly defined goals and objectives.
S Created an approachable leadership with the Executive Committee,
Section Shout-Out:
“To those who are just starting with our great organization, you will not find a better group of people who are passionate about their work. The FSAWWA is the water industry; its members are Florida’s water professionals. Don’t be afraid to ask questions, get involved, and get to know the leadership of FSAWWA. They will be more than happy to share with you.”
2013-2014:
Carl R. Larrabee Jr., P.E.
Affiliation while chair: Environmental Resource Coordinator, St. Johns River Water Management District
Highlights:
S Promoted the continued growth of participants in the mentoring program.
S Coordinated with AWWA and Caribbean Water and Wastewater Association (CWWA) to hold its annual conference for the first time in the U.S. (in Miami).
S Increased the amount awarded to scholarship recipients from $10,000 to $25,000 per year.
Section Shout-Out:
“Share your FSAWWA experience by becoming a mentor. Encourage new members to get paired with a mentor to enhance their FSAWWA membership experience!”
2014-2015: Mark Lehigh
Affiliation while chair: Water Section Manager - Public Utilities Department, Hillsborough County
Highlights:
S Created the Marvin Kaden Outstanding Operator Award to honor the work, dedication, and volunteer effort Marvin gave to the organization, specifically to operators.
S Held the first incoming chair’s reception and BBQ competition at the Fall Conference.
S Held the AWWA Regional Meeting of Section Officers (RMSO) in Key Largo.
S The first “Best of the Best” drinking water tasting contest was held at the Fall Conference.
S The Operators Council was expanded to include maintenance personnel and became the Operators and Maintenance Council.
Section Shout-Out:
“The Florida Section AWWA is my trade organization of choice, and it’s a perfect fit for me. To be selected by my fellow water professionals to serve our organization at the highest level is truly an honor. Thank you for the opportunity to represent and serve FSAWWA.”
2015-2016:
Kimberly Kunihiro
Affiliation while chair: Water Quality Manager, Orange County Utilities
Highlights:
S Supported and facilitated educational initiatives, with an emphasis on small systems.
S Strategic business planning was conducted in support of the section’s goals to align with AWWA’s strategic plan.
S Encouraged young professionals to be active in the section by giving them volunteer involvement with meaning and purpose.
S Assisted the Utility Council in changes to the standard practices manual and encouraged the participation of all utility members.
Section Shout-Out:
“Serving the section and working with outstanding volunteers and staff is an honor. Our priority is to make decisions that are in the best interest of public health.”
2016-2017:
Grace Johns, Ph.D.
Affiliation while chair: Senior Associate, Hazen and Sawyer
Highlights:
S Instituted procedures and accounts to better track and report the financial status and success of the section’s many initiatives and events.
S Worked with the executive director and section director to update the FSAWWA standard practices manual to better reflect the evolution of the section.
S Formed a new Customer Service Committee.
S Changed the name of the Administrative Council to Member Engagement and Development Council and reorganized the committees under it.
Continued on page 32
S Changed the name of the Utility Council to Water Utility Council to align with AWWA.
S Created FSAWWA’s first written evaluation of its employee compensation and benefits package, setting standards and goals to better serve the section and its employees, to be effective in 2018.
Section Shout-Out:
“Each person I have met and every presentation I have heard through FSAWWA has taught me that many people with diverse talents and life backgrounds work very hard to serve water customers and the community. I am always very impressed and inspired.”
2017-2018:
William “Bill” Young Affiliation while chair: Utilities Director, St. Johns County Utilities
Highlights:
S Promoted section staff Jenny Arguello from part-time to full-time status.
S Facilitated the section headquarters move to another St. Cloud location.
S Upheld the tradition of the past chairs dinner/ summit, a legacy started by Matt Alvarez, ensuring our association’s rich history continues.
S Assisted Ana Maria Gonzalez, past chair, and the executive director, in revamping the FSAWWA website.
S Attended several regional meetings, drinking water contests, and local government meetings where city or county commissioners recognized the professionalism of their distribution and operational staff.
S The section sent monetary help to Mexico Beach post-Hurricane Michael.
S Continued to assist with awarding the Roy Likins Scholarship to deserving students. I was a recipient myself in 1993.
S Finalized the AWWA utility membership recruitment appointments and onsite visits for 2019 by Andy Chase, AWWA, and Mike Bailey, incoming chair.
S Kept the FSAWWA train on track!
Section Shout-Out:
“In 1993, I applied for an FSAWWA Likins Scholarship, and it changed my professional track forever. In addition to assisting me with graduate school, it introduced me to an organization of professional, communityminded people who also knew how to have fun. The FSAWWA has been such a positive influence on me and my family for over 25
75th FWRJ Anniversary
years, and I have made several lifelong friends that I will cherish forever.”
2018-2019:
Mike Bailey, P.E.
Affiliation while chair: Utilities Director/City Engineer, Cooper City
Highlights:
S Increased section utility membership with several large utilities by personally visiting them and discussing the value of utility membership (with the help of Andy Chase, former AWWA utility relationship manager, and Bill Young, past chair).
S The FSAWWA Utility Council, FWEA, and FWPCOA formed the Florida Potable Reuse Commission, which focused on developing technical guidance and a regulatory framework to implement potable reuse as a water supply alternative.
S The section won the Nicholas S. Hill Jr. Award by achieving the highest percentage of net membership growth among all sections (big round of applause to Peggy Guingona, executive director, and Casey Cumiskey, training coordinator/membership specialist).
Section Shout-Out:
“After 36 years of membership, I have found FSAWWA to be extremely beneficial to our industry and me. The excellence of this organization is due to its professional membership, outstanding volunteers, and exceptional staff.”
2019-2020: Kim Kowalski
Affiliation while chair: Operations Manager and Partner, Wager Company of Florida Inc.
Highlights:
S Effectively steered FSAWWA through the challenges of the COVID-19 pandemic.
S The section held weekly Water Utility Council virtual meetings during COVID to discuss its impacts on utility operations.
S The section maintained the delivery of exceptional training events through web-based platforms like Zoom and GoToWebinar.
S Since all in-person meetings were canceled, we transitioned all council and regional committee meetings to web-based platforms to continue working toward our goals.
S The section successfully hosted its first Virtual Annual Fall Conference, allowing the section to achieve its goals and ensure that
FSAWWA did not miss hosting an annual fall conference. We were the only water organization in Florida to hold a virtual conference; all others held no conferences.
S Successfully worked to lead the Florida Water Resources Conference (FWRC) out of bankruptcy and continue holding future conferences.
Section Shout Out:
“The FSAWWA is an outstanding organization offering numerous opportunities to get involved! You will benefit professionally and personally by actively participating or volunteering, forging lasting and treasured friendships.”
2020-2021: Frederick Bloetscher, Ph.D., P.E.
Affiliation while chair:
Professor and Associate Dean for Undergraduate Studies and Community Outreach, College of Engineering and Computer Science, Florida Atlantic University
Highlights:
S The 2021 Fall Conference for the section was held in person! That does not seem like much, but we were still dealing with the COVID-19 fallout, and as late as September, we were still unsure if an inperson conference would be possible or if attendance would be good. The answer was an emphatic yes on all counts. The first clue is that we received many abstracts for the technical program. Everyone came and we had fun! We got to crown Emilie Moore as chair for 2021-2022 at the business luncheon! We were the state’s first in-person conference for water professionals since our 2019 conference. We took it for granted, but in 2020 and 2021, that was a big deal. The AWWA did not hold a conference in 2020 (which was scheduled for Orlando).
S We continued our 2020 pivot to provide training and meetings online throughout the year. The online pivot continues to be successful.
S With Kim Kowalski’s tremendous help, we saved FWRC, which was not held in 2020 or 2021.
Section Shout-Out:
“The importance of all of us working together to protect public health, safety, and welfare is a hallmark of the section and its members. Everyone has something to contribute and the answers to most of our questions lie
within our membership. Keep that bond and keep moving forward! It’s what makes the section special!”
2021-2022:
Emilie Moore, P.E.
Affiliation while chair: Senior Project Manager, Black & Veatch
Highlights:
S Worked with FSAWWA staff and volunteers in facilitating the FDEP-funded Florida Water Loss Program.
S Represented AWWA with opening remarks at the Design-Build Institute of America Water/Wastewater Conference opening general session in Orlando in April 2022.
S Presented the Water Distribution System Award to Bonita Springs Utilities at its May 2022 board meeting.
S Worked with the FSAWWA Utility Council in the development of the AWWA/FSAWWA first annual Utility Community Innovation, Technology, and Financial Workshop in August 2022
S Contributed monthly FSAWWA Speaking Out columns to the Florida Water Resources Journal (FWRJ).
S Worked with FSAWWA staff and volunteers to re-engage the Backflow Accreditation Program Committee.
S Worked with FSAWWA staff and volunteers in supporting the addition of Seminole High School in Pinellas County to FSAWWA’s High School Operator Academies Program.
Section Shout-Out:
“The Florida Section is truly the best section in AWWA. We have outstanding staff and volunteers, always giving more than 100 percent to build trusted relationships and exchange knowledge in our industry. Offering the tools to our more than 2,800 members to deliver the highest quality water to customers drives us to do our very best work.”
2022-2023:
Greg Taylor, P.E.
Affiliation while chair: Florida Water Group Leader, Wright-Pierce Inc.
Highlights:
75th FWRJ Anniversary
S Retained a media consultant to promote FSAWWA and the value of water.
S Worked with section leaders and staff to develop FSAWWA succession planning by hiring a deputy executive director.
S The Fall Conference expanded to the most booths sold and attendees registered, while retaining our conference’s attendee experience and boutique feel (kudos to section staff!).
S Expanded partnerships with other professional organizations to promote water.
Section Shout-Out:
“Having been a member and active volunteer with the section for over 20 years, and the most recent as past chair, I am impressed and proud about how far we have progressed in that time. We continue to serve charitable causes and make a true difference in people’s everyday lives. Our staff and volunteers make our organization strong and vibrant, making it a legacy operation for years to come.”
2023-2024: Marjorie
Guillory Craig, P.E.
Affiliation while chair: Director, Utilities Department, Village of Tequesta
Highlights:
The section has a rich history of achievements, dating back to its 1926 establishment in Tampa. It has grown significantly over almost 100 years from its initial petition of 25 people, adapting to changes in water management and addressing challenges as they arise, including hurricanes, economic variations, and a worldwide pandemic.
We have been instrumental in forging the Safe Drinking Water Act and its amendments, requiring operator certification, providing legislative advocacy, and offering training and many added-value experiences for members. This year has been no exception! Together, we have:
S Held the second Water Utility Community Innovation, Technology, and Financial Workshop. It was a success in promoting utilities and was an interactive knowledgesharing workshop.
S Implemented critical succession planning and welcomed our new deputy executive director, ensuring a cohesive and seamless leadership transition.
S Hosted the AWWA RMSO in St. Augustine for AWWA section officers across 16 states to share knowledge and strategies.
S Attended the annual AWWA Water Matters! Fly-in, held in Washington, D.C., to advocate for the water industry; helped celebrate 50 years of the Safe Drinking Water Act; and were present as the per- and polyfluoroalkyl substances (PFAS) rule was published by the U.S. Environmental Protection Agency (EPA).
S Launched the first media training workshops as a part of our focus on enhancing communication through our newly hired consulting firm to provide public relations, branding, and communications services to the section. These are just the first of many to come! Other actions to begin as a part of this initiative are improvements to our website and to develop common messaging that can be used by all our members.
S Continued the traditional past chairs summit, held annually to ensure section continuity, gather ideas, and share lessons learned while strategizing for a successful future.
S Held countless training sessions over the year, including web-based, regional, and statewide events, to serve our members.
S Helped to celebrate at ACE24: recognition of Kim Kowalski as recipient of the AWWA George Warren Fuller Award for her years of dedicated service; several We Walk! awards for funds raised for Water Equation; and Florida teams represented at competitions.
S Held the third annual Florida 2051 (FL2051) Water Utility Community Innovation, Technology, and Financial Workshop, featuring key representatives from EPA and the FDEP State Revolving Fund loan program, among others. It offered information on what is required for successful projects from “Vision to Victory!”
S Contributed monthly columns to FWRJ.
S Continued facilitating the FDEP-funded Florida Water Loss Program, finishing the first program and applying for the second. This was heavily supported and facilitated by section staff and members.
S Worked closely with MAC to help support its new focus on a training initiative.
S Nearly sold out the booths for the FSAWWA Fall Conference on the first day this year. It’s going to be another great conference!
Section Shout-Out:
“Our volunteers are essential to our success as an organization. We consistently aim to deliver an exceptional member experience and foster a supportive water industry family on which members can rely throughout their careers. Our headquarters staff is the cornerstone that binds us and propels our initiatives forward. The long tenure of our team reflects our stability and its unwavering commitment and dedication to our organization. Driven by a passion for the water industry and a mission to serve others, FSAWWA strives to make a meaningful impact every day. It continues to be an honor to serve you as chair of the section.” S
column addresses
Be Hip to the Hazards: Avoiding Arc Flash
An arc flash is the light and heat produced from an electrical arc supplied with sufficient electrical energy to cause substantial damage, harm, fire, or injury. Electrical arcs experience negative incremental resistance, which causes the electrical resistance to decrease as the arc temperature increases.
One of the major causes of arc flash in the workplace is a metallic object making phaseto-phase or phase-to-ground contact with energized conductors or circuit parts. That object could be a tool, a part of the equipment, or dangling wires that are not properly secured. Another possible cause of arc flash due to an overvoltage condition is voltage transients (spikes) from inductive load switching or lightning strikes. The transient may last only microseconds, but it can also carry thousands of amps of energy. Other causes include things as simple as:
S Touching a test probe to the wrong surface
S Worn connections
S Gaps in the insulation
S Improperly installed parts
S Dust and corrosion that cause resistance heating
Arc Flash Danger
Arc hazards in a water or wastewater utility are most likely to come from switchboards, panel boards, and motor and industrial control centers. Workers at risk are those examining, servicing, or providing maintenance on these components.
Temperatures during an arc flash can reach as high as 35,000 degrees—nearly four times the temperature of the surface of the sun! Two thousand people each year are admitted to burn centers with severe arc flash injuries.
Arc flashes can injure or kill workers at distances of 15 to 20 feet. The threat goes beyond just the person working on the electrical piece of equipment; because arc flashes are so large and powerful, anyone in the immediate area is at risk.
An arc flash can burn the skin directly and ignite a worker’s clothing. Shrapnel, molten metal droplets, and particles are all dangerous elements of an arc flash or blast. These incidents can also result in hearing and respiratory damage, as well as eye and face injuries.
Regulations
Specific Occupational Safety and Health Administration (OSHA) and National Fire Protection Association (NFPA) regulations and recommendations address arc flash safety at the work site. Some examples are visible labeling of electrical equipment and advising workers when a dangerous condition associated with the possible release of energy caused by an electric arc exists. Mandates from OSHA stipulate that only qualified persons are permitted to work on electrical conductors and circuits.
Arc Flash Safety
There are several safety measures workers can take to reduce the risk of arc flash.
Get Trained on Safe Work Practices
The OSHA regulations 29CFR1910.332 and .333 and NFPA 70E require that all employees who may potentially be exposed to electrical hazards must undergo training to:
Continued on page
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Pre-selected/Submittals
S Identify and avoid electrical hazards.
S Follow safe work practices, such as lockout/tagout procedures, maintaining hazard boundaries, and abiding by personal protective equipment (PPE) requirements.
Qualified persons must also receive additional training that covers such topics as:
S Understanding how electrical equipment and power systems operate and the manufacturer’s requirements for their operation.
S Skills and techniques to test for the presence and absence of voltage.
S Understanding how to assess risk for a specific task and how to apply the hierarchy of risk control methods.
Have a Written Plan
Have a written plan and permit system for conducting any work on or near energized equipment of more than 50 volts. The permit should list required conditions and work practices specific to the location of the work, the circuit and equipment involved, the hazard analysis, required personal protective equipment (PPE) and tools, safe work practices, access control, and boundaries for approach by other workers.
Conduct a Flash Hazard Analysis
Flash arc hazard boundaries and limits of approach are based on the voltage and calculated using various formulas. It’s important to establish and ensure an electrically safe work area that’s maintained throughout the work period. It’s a good idea to periodically properly test for voltage and grounding power conductors.
De-Energize Equipment Before Accessing
Until electrical circuits are tested and found absent of voltage, they must be considered energized. Before working, take these simple steps:
S Inspect your test instruments and verify them with a known voltage source.
S Do not use test instruments or tools that have defects that could cause safety issues.
S When working in isolated environments, such as wind towers, verifying the absence of voltage can be difficult. Meter proving is an acceptable method to verify test instrument operation when other sources are not available.
S De-energize and lockout/tagout the equipment.
S Verify that your meter is functioning properly.
Conduct Regular Inspections
Knowing the maintenance history of the equipment in your facility is one of the first steps to preventing an arc flash event. The key to identifying an abnormal reading is to gather baseline readings for important components and equipment. Critical components to inspect include electrical connections, insulation, and circuit breakers.
Both American National Standard Institute/National Electrical Testing Association (ANSI/NETA) maintenance testing specifications and NFPA’s practice for electrical equipment maintenance recommend the use of a test and calibration decal system that alerts maintenance personnel to likely issues with installed equipment. Refer to these documents for further information.
Select Tools Rated for the Environment
Use the proper tools, which are doubleinsulated. A high-visibility yellow layer provides insulation for the tool, and an outer high-visibility orange layer protects the lower layer. If the yellow underneath layer can be seen, the tool should be removed from service. These tools generally have a maximum safety rating of up to 1,000 volts to protect from accidental contact, but are not designed to be used on energized circuits. Examine your tools before each use, keep them clean and dry, and have a qualified person recertify them periodically.
Test instruments, test probes, flexible clamps, and other accessories must meet safety requirements established by such organizations as ANSI, the Canadian Standards Association (CSA), and the International Electrotechnical Commission (IEC).
Make sure your meter and accessories have the appropriate electrical measurement category (CAT) and voltage rating for the electrical environment in which you will use them.
Extend your safety zone with noncontact or wireless test tools; this allows you to take readings on an energized part without making contact. These tools enable you to attach the probes or clamps to the measurement target and remove yourself from the arc blast zone to read the results.
Some of the most common noncontact and wireless tools for electrical inspections include:
S Noncontact voltage detectors
S Infrared thermometers
S Visual infrared thermometers
S Infrared cameras
Install Infrared Windows for Switchgear Inspection
Installing properly certified infrared windows allows technicians to inspect electrical equipment without removing the panel cover. This makes it easier for companies to comply with NFPA 70E when inspecting switchgear and motors. In selecting infrared windows look for:
S High visibility for thermal and visual inspections.
S Grounding to the metal enclosure to avoid the release of static electricity.
S Easy-to-open covers that are easy to keep track of and reduce the technician’s time within the hazard area.
Follow Proper Lockout/Tagout Procedures
Visually verify that the disconnect has opened the circuit, apply lockout/tagout devices, test for the absence of voltage, and use ground-phase conductors to counteract stored energy and induced voltage. Wear appropriate PPE. Depending on the voltage present, arc flash safety guidelines may require safety glasses, hearing protection, flame-resistant clothing, a full flash suit, face shield, a switching coat and hood, shoes, and gloves. Protective clothing is “arc rated,” depending on the anticipated hazard.
Other Tips
Additionally, when working with potentially energized equipment:
S Position your body to the side and away as much as possible during switching.
S Avoid touching switchgear and metallic surfaces.
S Use metal-clad and arc-resistant switchgear and current-limiting power circuit breakers and reactors.
Arc flash and arc blast are both very real dangers in today’s industrial electrical environment. By following best practices, using the proper equipment, and staying as far away from energized components as possible, you can reduce your risk of those events and keep you and your fellow employees safe.
For more information, see the Workplace Safety Awareness Council pamphlet on arc flash at https://www.osha. gov/dte/grant_materials/fy07/sh-16615-07/ arc_flash_handout.pdf. S
September Topics: FSAWWA Represented at AWWA Summer Workshop, Upcoming Events, and Water Resources Management
The AWWA annual summer workshop highlighted its strategic planning efforts, recent member value study, and new branding identity
IMarjorie Guillory Craig, P.E. Chair, FSAWWA
attended the annual AWWA Summer Workshop, along with FSAWWA staff members Peggy Guingona and Kim Kowalski, which was held in Denver in July. Section leadership and staff from across the 43 sections within AWWA gathered to learn about the association’s strategic planning efforts, its recent member value study, and upcoming branding changes.
Some of the highlights from the study include:
S Member Services has been retitled “Member Experience” because surveys show members strongly value a welcoming organization, a sense of belonging, and a total experience at both the section and association level.
S The AWWA standards are the single most mentioned aspect of the association and are what makes it unique.
S Section conferences and training offering continuing education units (CEUs) are the most important benefits of section membership.
S Operators place much more emphasis on training events and CEUs than do other members.
S Young professionals (YPs) place more emphasis on conferences, networking, and volunteering than do other members.
S The top three topics of member interest remain water treatment, water quality, and water distribution, the same as in the 2021 survey.
Other information and activities that were noted included:
S Workshops on organizational excellence led by McKinley Advisors. Some key concepts covered included:
• Three modes of governance: fiduciary, strategic, and generative.
• Expectations for leaders on a board, such as ensuring effective planning and assessing performance and impact of the organization.
• The leadership dynamic for a healthy association: a balance of insights, strategy, and governance.
• An understanding of the eight characteristics needed to build a board with strategic agility and sustain a high-performing board (not necessarily in this order!): strength in strategic leadership; an innovative mindset; a breadth of knowledge, skills, and experiences; diversity in its composition; appreciation for balancing enterprise risk; strong communication and people skills; prestige and reputation in your field; and access to resources.
• How to generate a creative problem-solving environment by first considering as many terrible ideas as possible to solve a problem. This was a great exercise that allowed people to throw out ideas without fear of criticism and then work as a team to convert them to sound solutions. This exercise was one of my favorites!
S The AWWA strategic plan was drafted by a 25-member strategic planning committee and reviewed and approved by the AWWA board of directors
S The one-page summary of the strategic plan is available on the AWWA website at www.awwa. org.
The association has been developing a rebranding effort at the national and section levels, which is expected to be fully rolled out by the end of the year. The effort will meet new Americans with Disabilities Act requirements and standardized section logos for better brand recognition and consistency.
I’ve included some photos from the summer workshop and from this year’s AWWA
Dinners with Florida and Kentucky-Tennessee section members at the AWWA summer workshop.
Annual Conference and Exposition (ACE) in Anaheim.
Upcoming FSAWWA Events: Check the FSAWWA Calendar
Here is a list of some section activities:
S September 18 – Manufacturers/Associates Council Utility Training Symposium, Bonita Springs, 8 a.m. - 4:30 p.m.
S September 26
• Region III University of Central Florida Chapter Networking Event, Orlando, 5 - 7 p.m.
• Region VII 21 Annual Drinking Water Taste Test, Coral Gables, 5:30 - 9 p.m.
S September 27 – Regions IX and XII 2023 Golf Tournament, Defuniak Springs, 8 a.m.
More information about these and other section events can be found at www.fsawwa.org, under the Calendar of Events tab at the top right of the site.
Journal Focus on Water Resources Management: One Perspective
Water resources management is a critical concern in Florida, a state characterized by its unique hydrological conditions, rapid population growth, and vulnerability to climate change. Our members work to address these challenges, no matter what role they hold in the industry.
By the time you read this, the third annual Florida 2051 (FL2051) Water Utility Community Innovation, Technology, and Financial Workshop will be behind us, and if you missed it, you should consider attending next year. This workshop and the premise of FL2051 are to develop plans and implement them so we can meet our water resources challenges—now and in the future.
The workshop’s tagline is “Vision to Victory!”
It presented targeted speakers from the U.S. Environmental Protection Agency and Florida Department of Environmental Protection state revolving fund loan program who discussed developing an overall master plan, or vision, and the technology and financing needed to help deliver a successful project. The section has had a similar initiative since 2008, starting with the Florida 2030 initiative and the first annual Water Summit in Orlando, gathering elected officials, regulators, and utility personnel together to work toward common solutions for the water industry.
I’ve always considered myself an environmentalist and public servant, whether I worked in utilities, as a consultant, or for a regulatory agency. Providing sound, holistic water resources management that protects public health and the environment has its challenges, not the least of which is funding for all the initiatives needed across the state. Working together with our communities, providing technical expertise, guidance, and advocacy, can help ensure sustainable water management practices.
Here are some of the challenges we face in regard to water resources management.
Climate Change and Sea Level Rise
I am sure you have heard the saying that Florida does not have a water supply problem; it has a distribution and timing problem. We have a typical dry and wet season, enough variability to create droughts, and, as time moves on, the impacts of climate change.
I’ve noticed a change over time since I’ve lived in Florida, including the first time, as a child, when my dad taught a class in Tallahassee at Florida State University. There have been more hurricanes and near misses in Florida over the last 30 plus years, and more-extreme weather patterns. Climate change, coupled with rising sea levels, poses significant challenges to water resources
management in Florida. Increased temperatures and altered precipitation patterns affect water availability and quality, while sea level rise threatens coastal water supplies through saltwater intrusion.
The section emphasizes the importance of adaptive infrastructure and resilient water management practices, advocating for strategies that include the development and funding of alternative water supplies, such as desalination and aquifer storage and recovery, and the protection of existing water sources from contamination.
Population Growth and Urbanization
Florida remains the third most populous state in the nation, with continued rapid population growth and urbanization putting immense pressure on water resources. Currently over 23 million, the state’s population is projected to reach 26 million by 2030, leading to increased water demand and a more-urgent need for sustainable water management solutions. The more we can develop integrated water resources management approaches that balance urban development with protecting natural water systems, the more sustainable and protective of our water supplies and the environment we’ll be.
We’ve long promoted water conservation, efficient water use, and the implementation of water reuse technologies, but it will take advanced technology, and commitment to and development of, a water-conserving ethic throughout our communities to be successful.
Water Quality and Nutrient Pollution
Nutrient pollution from stormwater runoff, wastewater discharges, and other sources is a major concern in Florida, contributing to harmful algal blooms and the degradation of water bodies. Best management practices have been in place for
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AWWA summer workshop attendees.
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urban areas and agriculture for decades. Recent stormwater legislation will provide an enhanced regulatory framework to help ensure stronger water quality standards that are also protective of public health and the environment.
Innovation and Technological Advancements
Technological innovations are crucial for improving water resources management. The AWWA encourages the adoption of smart water technologies, such as real-time monitoring systems, advanced metering infrastructure, and data analytics. These technologies enable utilities to optimize water use, detect leaks, and enhance decision-making processes. Embracing digital transformation is essential for managing Florida’s complex water challenges effectively.
Water Supply Diversification
Diversifying water supply sources is a key strategy to ensure water security in Florida. The section advocates for the development and funding of alternative water supplies, including reclaimed/reuse water, desalinated seawater, and brackish groundwater. The section also supports the expansion of water reuse programs that can provide a reliable water source for nonpotable and potable uses. Collaborative efforts among utilities, policymakers, and stakeholders—and adequate funding—are necessary to implement these solutions successfully.
Regulatory, Policy Changes, Aging/New Infrastructure, and Continued Funding Needs
The regulatory landscape for water resources management is continually evolving. The section actively engages with federal, state, and local policymakers to shape regulations that ensure water safety and sustainability. This includes advocating for the protection of critical water
resources, supporting funding for infrastructure improvements, and promoting policies that encourage water conservation and reuse.
Aging infrastructure and significant funding needs have been a top topic and challenge for our sector for over 30 years and remain so. Infrastructure you can see and that may affect your daily commute, such as roads and bridges, continue to be better funded than underground and plant infrastructure, which tends to be “out of sight, out of mind.” This has got to change to help meet our industry challenges.
Community Engagement and Public Education
Community engagement and public education are vital components of effective water resources management. The section emphasizes the importance of involving local communities in water management decisions and raising awareness about water conservation practices. Educational programs and outreach initiatives can help foster a culture of water stewardship and ensure that residents understand the value of sustainable water management and the value of water.
The section recognizes the importance of consistent and clear messaging to our members and the public and has hired a consultant to help with media training and messaging that will provide added value to all members and can be used to engage our communities.
Workforce Development
The water sector faces a critical challenge as a significant portion of its workforce approaches retirement age, and addressing the workforce gap is essential to maintaining the efficiency and reliability of water utilities. The section understands the importance of workforce development initiatives to attract, train, and retain skilled professionals. This includes promoting careers in the water industry, providing education
and training programs, and fostering a professional network family within the sector. Mentorships and encouraging people to enter the industry have never been more important.
We Can Meet These Challenges Together
Emerging issues in water resources management are complex and interconnected, exemplifying the challenges faced by Florida’s water sector. By advocating for resilience, innovation, sustainability, and community communication, FSAWWA plays a crucial role in guiding water utilities, our communities, and stakeholders toward a secure and sustainable water future. Addressing these emerging issues requires continued collaboration, investment, and a commitment to continuous improvement in water resources management practices.
Igniting a passion for our industry in the next wave of water industry workers to match our own is instrumental in meeting all of our future challenges. Our section has many initiatives to help light that fire, whether prospective workers are in high school, college, YPs, military veterans, or even your next-door neighbor!
To find out how you can engage, please contact me, at mcraig@tequesta.org, or one of the following:
S Casey Cumiskey, FSAWWA membership experience lead, at casey@fsawwa.org
S Pranjali Kumar, Membership Engagement Committee chair, at pkumar@carollo.com
S Larry Miller, Membership Engagement and Development Council chair, at lmiller@sjcfl.us
S Your regional chair, which depends on where in the state you live, and can be found at www. fsawwa.org under the tab at the top, “Regions.”
I look forward to our future together! S
Kim Kowalski, George Warren Fuller Award recipient, at 2024 ACE with Big Eddy.
From left to right: Marjie Craig, Chris Owen, and Suzy Folsom enjoy the Florida Section luncheon at ACE.
YSI IQ SensorNet
ISE Sensors for Wastewater Monitoring
Revolutionizing Wastewater Monitoring With Industry-Leading ISE Technology
Accurate and continuous monitoring is critical for maintaining process efficiency and meeting regulatory standards in the dynamic and demanding environment of wastewater treatment. YSI’s IQ SensorNet Ion-Selective Electrode (ISE) sensors, including the VARiON, AmmoLyt, and NitraLyt, offer unparalleled performance in monitoring ammonium and nitrate levels, essential for controlling the activated sludge process. These sensors not only deliver precise measurements but also enhance operational control and efficiency, making them indispensable tools for modern wastewater facilities.
Advanced Technology for Accurate Measurements
The VARiON sensor provides continuous, real-time data on ammonium and nitrate concentrations, allowing operators to monitor and optimize the activated sludge process. By capturing 24/7 data, operators can observe diurnal trends, troubleshoot process issues, and fine-tune aeration output, leading to significant
energy savings and improved process control. The VARiON sensor is engineered to measure specific ions, with electrodes dedicated to ammonium or nitrate, ensuring high accuracy and reliability.
Designed for Durability and Safety in Hazardous Areas
Wastewater treatment facilities often operate in harsh and potentially hazardous conditions. The VARiON sensor is built to withstand these challenges with a robust stainless steel body and a Class I, Division 2 (CID2) hazardous area rating. This certification ensures that the sensor can be safely used in environments where flammable gases or vapors are present, conforming to NFPA standard 820. The VARiON is the first sensor of its kind to achieve this rating, making it a safer and more versatile choice for wastewater operators.
Ease of Maintenance and Longevity
Maintenance is a critical consideration in the selection of process monitoring equipment.
The VARiON sensor is designed for ease of maintenance, featuring user-replaceable electrodes with a typical lifespan of 18 to 24 months. This reduces the frequency of replacements and lowers the total cost of ownership. Cleaning the sensor is straightforward, requiring only periodic brushing or optional air cleaning, and calibration is simple, needing only occasional matching to lab samples.
Integration With IQ SensorNet for Comprehensive Monitoring
The VARiON sensor integrates seamlessly with YSI’s IQ SensorNet, a networked water quality monitoring system designed for comprehensive process control. IQ SensorNet supports a wide range of measurements, including pH, oxidationreduction potential (ORP), dissolved oxygen, total suspended solids (TSS), and temperature, in addition to ammonium and nitrate. This integration allows for continuous monitoring throughout the wastewater treatment process, enhancing operational efficiency, reducing operating costs, and improving overall plant performance.
Conclusion
YSI’s IQ SensorNet ISE sensors, particularly the VARiON, AmmoLyt, and NitraLyt, represent the pinnacle of technology in wastewater monitoring. Their precision, durability, ease of maintenance, and integration with the IQ SensorNet system make them the ideal choice for wastewater facilities aiming to optimize their processes and ensure compliance with environmental regulations. Whether you are looking to enhance process control, improve safety, or reduce costs, IQ SensorNet ISE sensors provide the reliability and performance you need to achieve your operational goals.
YSI, a Xylem brand www.ysi.com/iqsn info@ysi.com Tel: 937.688.4255
Technology Spotlight is a paid feature sponsored by the advertisement on the facing page. The Journal and its publisher do not endorse any product that appears in this column. If you would like to have your technology featured, contact Mike Delaney at 352-241-6006 or at mike@fwrj.com.
Technology Spotlight is a paid feature sponsored by the advertisement on the facing page. The Journal and its publisher do not endorse any product that appears in this column. If you would like to have your technology featured, contact Mike Delaney at 352-241-6006 or at mike@fwrj.com.
IQ SensorNet The Clear Choice.
Designed for Flexibility
Measure up to 20 parameters per controller and easily expand your network with a modular, plug-and-play system.
Designed for Process Optimization
Improve process control and increase operational efficiency with accurate, continuous water quality monitoring.
Designed for Cost Savings
Reduce operating costs and save on chemical,
TJoe Paterniti, P.E. President, FWEA
he FWEA is having a great year, full of activity and transitions. To say we have been busy is an understatement. Our FWEA year is one-third complete, so I thought I would briefly update you on our activities thus far.
Branding
We have updated and formalized our FWEA brand to have a consistent look and feel in all our announcements. We now have a branding guideline document for our chapters and committees. These groups are utilizing Canva, a free-to-use online graphic design tool, to create flyers and social media postings.
Water Professional Mentoring Program
We have initiated our Water Professional Mentoring Program. The primary purpose of the FWEA mentoring program is to:
S Grow the next generation of water professionals.
S Share the vision, mission, structure, and strategic goals of FWEA and the Water Environment Federation (WEF).
FWEA FOCUS
FWEA Update
S Highlight the importance of being active in a professional organization.
S Provide guidance for achieving short- and long-term career goals.
S Identify personal strengths and identify how they align with FWEA leadership opportunities.
Through close collaboration with experienced water and wastewater professionals, mentees will gain insight into the water industry and much more!
We are actively seeking mentor applications before opening the portal for mentees to apply. Applications can be found on the FEWA website at www.fwea.org/ mentorship_program.php. Volunteers from the mentoring program subcommittee will review all mentor and mentee application forms and manually pair individuals based on work experience and career aspirations.
Association Management
We have contracted with the Mish Agency to provide full-time association management services to support our officers, nine chapters, 16 committees, and all our members. I sincerely thank Karen Wallace, who served as our executive manager for over a decade. I acknowledge her unwavering dedication, exceptional support, and tireless commitment to our board and members. Karen’s invaluable contributions over the years have been the cornerstone of our success. Thank you, Karen, for your remarkable service and the countless ways you have made a difference.
Mike Sweeney, our new executive director of operations, is quickly coming up to speed and is already positively impacting our organization. He will review and update our bylaws and offer guidance to the association.
Workforce and Professional Development
Pursuing the fourth goal of the FWEA strategic plan, we continue creating workforce development videos. The association is actively seeking opportunities to expand value to its members and continue to provide professional development at the highest level with relevant and innovative education and training.
Action items developed to achieve this goal include:
1. Develop a strategy for recruiting a skilled workforce.
2. Target messages for recruitment at vocational schools, community colleges, and trade groups highlighting career opportunities in water.
3. Establish the methods for developing the required skilled workforce with the FWEA Utility Council, U.S. Environmental Protection Agency, and WEF.
4. Target content for utilities to inform decision makers with case studies that are successfully implemented.
Over the past four months, more than 750 people attended our 22 events, including workshops, networking socials, and seminars. We issued over 370 certificates for
professional development hours (PDHs) and continuing education units (CEUS). We are developing standard operating practices to conduct hybrid (in-person and virtual) workshops and seminars. We want to provide on-demand technical content where members can watch sessions and earn PDHs and CEUs.
Scholarship Fundraisers
We have several scholarship fundraisers planned for September this year:
S FWEA First Coast Chapter Golf Outing, St. Johns Golf and Country Club, St. Augustine – September 16
S FWEA Central Florida Chapter 24th Annual Scholarship Golf Tournament, Falcon’s Fire Golf Club, Kissimmee –September 20
S FWEA Southwest Chapter 23rd Annual Charity Golf Tournament, River Hall Country Club, Alva – September 27
Committee Activities
Our Young Professionals Committee, with
Jissell Muir as chair and Olga Mikhalchishina as vice chair, continues to grow and has over 25 members. The members are very active in schools and are doing great work, including student design competitions, WEF’s Springboard Program, and several young professionals workshops. The committee has an internship program and conducts workshops and socials throughout the year. The members are also developing podcasts that will be offered soon. I’d encourage all young professionals to check out this dynamic committee at www. fwea.org/students_young_professionals.php.
We are looking for volunteers for our Safety and Emerging Water Technology committees. Getting involved is an excellent opportunity to expand your professional network and knowledge base.
The first four months of our year have been exciting and full of activity. We aim to accomplish our initiatives and enhance our value and services to all our members and the water industry.
I encourage you to stay engaged. Together, we are making a difference! S
Water Talk: A Two-Way Conversation on Emerging Per- and Polyfluoroalkyl Substances, Lead and Copper Rule Revisions, and Advanced Metering Infrastructure Challenges
Beth Frady and Olivia Smith
Across the United States, water providers are faced with the challenge of ever-evolving regulations, rules, and standards and the need to communicate changes clearly and consistently with customers. Not only is the conversation about water quality, but topics like evolving metering technology and behavior change against cultural norms require a more-strategic approach to communicating with customers.
Emerging water industry trends, such as perand polyfluoroalkyl substances (PFAS), Lead and Copper Rule Revisions (LCRR), and advanced metering infrastructure (AMI) enhancements are leaving utility customers confused—if not anxious and worried—about what these unfamiliar issues mean for them and their families.
Good communication builds trust. When customers trust and believe in the services they receive, it leads to smoother operations—from billing and customer service to field maintenance and changes in funding. With multiple sources of information vying for the attention of your customers, determining public outreach can be a challenge.
Fortunately, strategic communications planning and implementation can help water
utilities balance their priorities and earn the goodwill of the communities they serve. With the significant recent changes in water quality regulations, it’s more important than ever for utilities to have effective outreach strategies and a clear plan to communicate emerging water quality issues. Through consistent, succinct, and easy-to-understand communication, the industry enhances its relationship with customers, reduces apathy, and eliminates misinformation that is circulating daily on these complicated topics.
This article will outline common industry challenges that utilities face and describe the communication strategies that can be deployed to address them. Each example will highlight successes, nuances, and lessons learned in the hopes of allowing others to apply the strategies in a way that fits their needs.
Per- and Polyfluoroalkyl Substances: Say What?
In the summer of 2022, the U.S. Environmental Protection Agency (EPA) published a revised lifetime health advisory for perfluorooctane sulfonic acid and perfluorooctanoic acid. Shortly after, new information—this time on track to be enforceable—was released in the form of a draft
National Primary Drinking Water Regulation for the same two compounds and four more chemicals in their class. Since then, many utilities have found themselves facing a communications conundrum. Whether or not a utility expects to treat for PFAS, the substance has been in local and national news and popular discourse—not to mention in the products their customers use every day.
For the casual observer unfamiliar with the alphabet soup of acronyms, such as POE/ POU, MCLs, and RO (point of entry/point of use, maximum contaminant levels, and reverse osmosis), it’s easy to feel confused and customers have questions: Are levels that were unsafe in the summer suddenly okay in the spring? Are these chemicals in my water? Are they safe?
Although water utilities do not produce PFAS, the regulatory change placed them in the spotlight. Confused customers expect answers, and water utilities seem like a logical source for them.
The Sewerage and Water Board of New Orleans (SWBNO), which provides drinking water, wastewater, and drainage services to New Orleans, foresaw the potential for public confusion. Moreover, it recognized an opportunity to be the timely source of information its customers would look to.
Months before the release of the draft rule on PFAS, SWBNO began its messaging strategy with the creation of a communications plan for the day of the announcement. The plan established foundational messaging related to PFAS, its water supply, and the draft rule’s implications. By leaving placeholders for the precise concentrations in the draft rule, SWBNO put itself in a position to launch its information on the same day that EPA did.
Once SWBNO decided what and when to communicate, it had to define its audience. Prior to the deployment of any external communications solutions, it’s imperative for any agency to provide internal communications tools and updates so employees understand the impacts and can share consistent and accurate information with members of the public. Open information sharing helps foster a positive workforce culture. On top of that, utility employees can be important messengers in the community. In this case, SWBNO employs over 2,000 individuals, and as part of its outreach
Figure 1. “The Pipeliner” newsletter of the Sewerage and Water Board of New Orleans. Continued on page 54
strategy, an internal communications campaign gave employees basic facts about the draft PFAS rule and explained, in simple terms, what it meant for the services to their customers.
The utility used an existing internal communication channel, “The Pipeliner” (Figure 1), an employee newsletter, to spread the message. The communications strategy also identified employees with a greater need for information. As a result, the customer service team, staff in the water quality laboratory, and water treatment operators were given detailed fact sheets. The newsletter featured pertinent content, like industry news updates, interviews with the water quality department, and a visual breakdown of the water purification process.
Included in the communications plan was a portfolio of tools and templates to use for proactive public outreach and education. These tools included the following:
S Internal newsletter article explaining the draft rule and its implications for employees and customers
S Fact sheets for employees
S Informational email to board of directors members
S PFAS page on the utility’s website
S Press release
S Social media content
A factual and clearly written webpage with PFAS information was also created, which included water sample results to increase transparency. The webpage also points to credible outside sources for information about things like health effects and PFAS prevalence in consumer products. Establishing this resource early reinforced the messaging foundation created in the strategic plan, as well as internal messaging, and reduced
any misconceptions or rumors about the quality of drinking water.
By preparing before the draft rule announcement, launching information on the day customers were likely to start looking for it, and focusing on employees and board members first, SWBNO reinforced its transparency and trustworthiness on the topic. As a result, media coverage in the service area was factual, balanced, and calm.
Lead and Copper Rule Revisions: I Have What in My Pipes?!
The EPA finalized its LCRR on Dec. 16, 2021, establishing a host of new communications requirements for water utilities of all sizes. Across the industry, the obligation to comply with the new communications requirements is becoming a challenge for utility providers. In addition, word was spreading quickly across national media platforms and the industry needed to stay ahead of the story to ensure the public understood what LCRR is and the impacts (or not) to them.
To help the industry approach to these new requirements, the American Water Works Association (AWWA) created a Lead Communications Guide and Toolkit (Figure 2) for its members. The resource includes lead communication best practices, LCRR communication requirements, adaptable communication tools, and case studies and examples from utilities across the U.S. and Canada. Using resources like the toolkit helps reinforce a consistent message and reduce utility customers’ anxiety when implementing communications requirements.
By offering the toolkit to utility providers
anywhere at any time. The goal is to reassure the community that its drinking water is safe, and industry terminology or jargon can sometimes get in the way. If the foundational messaging is inconsistent or unclear, customer confidence and trust is automatically depleted, and the industry faces an uphill battle to restore that trust and confidence.
Advance Metering Infrastructure: Why Are You Fixing What Isn’t Broken?
In 2023, Pinellas County Utilities (PCU) needed to update its metering infrastructure for several reasons, including better monitoring of customer use of reclaimed water and preserving this limited resource. As part of this significant undertaking, strategic communications support for PCU’s AMI project was crucial as there were direct impacts to customers and their property with the installation of new residential and commercial water meters. This project required phased strategic communications plans and overlapping implementation for varied audiences, including internal and external stakeholders and customers. Many challenges faced PCU, including public misconception of the need for meter upgrades, misunderstandings about billing rate changes, and lack of public education about water conservation.
Pinellas County is home to 24 incorporated municipalities that provide citizens with their own utility services. Depending on their location, it’s common for customers to receive utility services from different providers. Due to the nature of PCU customers overlapping
Figure 2. AWWA Lead Communications Guide and Toolkit
Figure 3. Pinellas County Utilities meter reader visioning session.
rather than the whole county, was critical to streamlining communication. To reach customers that may benefit from an alternative or more-personalized form of communication, a target audience analysis, including overall demographics showcasing the diversity of Pinellas County customers, was created.
To help solve the challenge of upgrading and installing water meters, and to help combat potential misinformation, an internal meter reader focus group (Figure 3) was conducted with those staff members who interact most closely with customers every day to craft messaging that best resonated with anticipated customer questions. This communications tactic served as a valuable internal exercise as it engaged staff directly, gained valuable feedback, and allowed employees to share their firsthand knowledge of the customer experience, since they have a unique understanding of customer needs, concerns, and what customers value most about their water service. Some of the feedback included customer sentiments about watering schedules, the cost of reclaimed meter installations, and misconceptions about billing rates. As a result, messaging and outreach materials included rate charts and directly addressed the cost of meter installations and water conservation.
As a secondary goal of the project, PCU sought to educate the community on the benefits of water reuse. The demand for reclaimed water in Pinellas County has increased substantially over time, while the volume of water entering the reclaimed water system has decreased because of higher-efficiency toilets and showers. The county wanted to ensure this resource remains available to all customers; therefore, upon dissemination of messaging for AMI, PCU included smart watering practices that customers can and should implement.
In addition to the focus groups and audience analysis, PCU published fact sheets (Figure 4) to customers about meter upgrades, information about what to expect on their property during a meter replacement, and why the upgrades were necessary. Fact sheets for reclaimed water also included rate and availability charts and resources to assist customers with water conservation practices. Finally, to complement the launch of PCU’s new payment portal as part of the metering upgrades, a video was produced (Figure 5) announcing the launch of the new portal and highlighting its many features, like hourly usage readings, early leak detection, and the ability to compare water usage by month, year, and season.
The Pinellas AMI project is ongoing and estimated to last approximately four years. Due
Continued on page 56
Figure 4. Pinellas County Utilities reclaimed water meter fact sheet.
Figure 5. Pinellas County Utilities new digital meter video.
Figure 6. Florida Water Environment Association Utility Council asset management and potable reuse fact sheets.
to the campaign’s timing and targeted rollout, the project is clearly understood by the customers. Establishing and implementing communications strategies early and consistently helps to encourage public buy-in for new systems and processes and, over time, behavior change.
Consistency is Key
Emerging issues and technology facing the water industry are typically complicated and often quickly misunderstood by the public and media. No matter the issue facing the industry, consistent, relatable, and reliable messaging is key to maintain trust, transparency, and confidence.
One final example of this was implemented recently by the Florida Water Environment Association Utility Council (council). The council is an organization where members are utility providers across the state—all with competing priorities, diverse customers, and unique challenges. Its purpose is to advocate for and support the adoption and implementation of effective wastewater legislation and, like many others, the council had several needs and challenges related to communications and outreach. Understanding that its purpose is to
be a resource to member utilities, the council identified the need to establish a consistent brand, develop messaging to advocate for effective wastewater legislation and regulations, and make technical information publicly relatable.
To build the consistent brand, an internal planning workshop was held identifying opportunities surrounding four areas:
S Foundation
S Brand awareness
S Public education
S Issue response
The planning workshop included a series of interactive activities and meaningful discussion that resulted in a strategic communications plan.
As part of outreach to determine foundational messaging, the council surveyed its members to better understand their needs and found that, no matter how different they were, they all needed foundational messaging to articulate the importance of topics, including asset management and potable reuse, to legislators and the public. Using the collective input and technical expertise, easy-to-understand foundational messaging was crafted (Figure 6) and then tested with the public across all media markets in Florida prior to its dissemination. Results of this testing were extremely positive
and successfully showed that survey respondents better understood the importance and relevance of both issues.
Conclusion
Water is our greatest and most precious resource. Its management, preservation, and use can also be perceived as having some of the most technical and confusing processes by the public and the media. To reduce confusion and increase understanding, consistent and strategic communications tactics are imperative for any water provider.
The result of all examples used here is confident customers who not only feel safe, but understand that they are safe because they now understand more about these complicated issues. In addition, this education and communication allows industry members to feel more understood and validated, which is a win-win for everyone involved.
Beth Frady is area strategic communications lead with HDR Inc. in Tallahassee. Olivia Smith is senior communications coordinator with HDR Inc. in Tampa. They can be reached at Beth.Frady@hdrinc.com and Olivia.Smith@ hdrinc.com. S
Corrosion-resistant
Cost-effective
Long lifespan
Creation of the Seminole County Holistic Water Policy
Kim Ornberg, Dan Rutland, Steve Riley, and Joseph Danyluk
Seminole County (county), as “Florida’s Natural Choice,” places the protection of its water resources as a top priority. In 2021, the board of county commissioners set as a key strategic priority the development of a holistic water policy to protect and preserve the county’s water resources, including its rivers, lakes, and groundwaters. Jacobs was retained to take on the challenge of preparing the holistic water policy addressing the broad range of water resource issues facing the county. In researching other One Water initiatives elsewhere in the United States the project team, which included the county’s environmental services department (ESD), found that most, if not all, past efforts tended to focus on a single water resource challenge and were not holistic in scope. The team realized that it needed to create a unique approach to develop the programs and policies aligned with the broad scope of the county’s vision for comprehensive water resources management.
Holistic Water Policy Projects and Programs
At the start, the project team decided that the holistic water policy needed to be based on the concept of integrated water management. The new policy would need to encompass the multiple sources of water within the county, including groundwater, potable water, wastewater, reclaimed water, surface water, and stormwater. These sources could be optimized by creating sustainable management practices, protecting and enhancing the environment, protecting property, and advancing community knowledge of the connectivity between the multiple water sources within the county.
Policy and Program Categories
Developing a holistic water policy based on One Water principles was a major step toward developing long-term planning solutions to the county’s unique water management challenges— not only those that the county faces today, but also those that it will face in the future. On this foundation, new or enhanced efforts to meet the water-related challenges facing the county were developed into prospective policies and programs. These policies and programs fell within five policy and program categories created for the holistic water policy specific to the water challenges facing the county:
S Enhance Water Conservation
S Develop Alternative Water Supplies
S Mitigate Septic Tank Impacts
S Enhance Watershed Management
S Implement Water Utility Projects and Programs
For each of the five categories, over 40 programs and policies aligned with the One Water framework were identified through a review of master plans, reports, and policy documents, and input from county staff and the board of county commissioners.
Enhance Water Conservation
The county currently relies on groundwater as its sole source for drinking water. To meet current and projected future demands, the county needed to enact more-aggressive water conservation policies and innovative water conservation programs and projects, increase reclaimed water use, reduce or eliminate the use of potable water for irrigation, and develop alternative water supplies. The benefits of water conservation for the county include deferring costly infrastructure needed to treat alternative water sources for drinking water production and meeting the regional regulations to reduce use of groundwater from the Upper Floridan aquifer.
The following programs are aligned to the water conservation program and included in the county’s holistic water policy:
S Smart and Efficient Irrigation Technologies Rebate Program
S Conduct Water Audits for Commercial, Industrial, and Institutional Facilities
S Rebates for More-Efficient Cooling Tower Installation
S Require Florida Water StarTM Certification for New Construction (single-family)
S Require Florida Water Star Certification for New Construction (multifamily)
S Disincentivize Excess Water Use by Further Increasing High Water Use Billing Rates
S Educational and Informational Resources for Residents, Businesses, and Stakeholders (conservation kits)
S Incentivize Use of Florida-Friendly Landscaping™ Materials
S Strengthen Irrigation Restrictions: Enforcement of Existing Programs
S Strengthen Irrigation Restrictions: New Policies and Programs
S Reduce Water Usage by High Water Users: Control Customer Delivery Using Advanced Metering Infrastructure
S Improve Irrigation and Landscape Evaluation
S High-Efficiency Fixture Replacement Program
Develop Alternative Water Supplies
Even with aggressive water conservation methods, alternative water supplies to groundwater may be needed to reduce groundwater withdrawals and meet projected increases in future demand for potable water. Examples of potential alternative water supplies include expanded water reclamation, stormwater, and surface water. These sources can directly replace drinking water for irrigation and mitigate the adverse impacts of groundwater withdrawals. Securing permitted access to multiple water sources is a recommendation in the holistic water policy toward achieving a sustainable and resilient water supply.
Alternative water supplies to the Floridan aquifer will play a role in meeting future water demands within the county beyond 2025. While conservation helps extend the available capacity of the Floridan aquifer to provide water for potable purposes, alternative supplies to the Floridan aquifer water will be needed to meet growing demands for drinking water supply and to replace, where possible, potable water use with a lowerquality alternative water source.
The following alternative water supply programs are included in the holistic water policy:
S Expand Reclaimed Water Systems to Offset Drinking Water Use for Outdoor Nonpotable Uses (for public access irrigation)
S Expand Reclaimed Water Systems to Offset Drinking Water Use for Indoor Nonpotable Uses (for example, toilet flushing)
S Maximize Use of Surface Water for Reclaimed Water Supply Augmentation
S Augment Groundwater Supplies Using Aquifer Recharge and Storage
S Augment Water Supplies Using Stormwater Harvesting
Mitigate Septic Tank Impacts
Discharges from septic tanks are known sources of nutrients entering groundwater, springs, rivers, and lakes in the county. Restricting the expansion of septic systems and modifying or removing existing septic systems was recommended to reduce adverse impacts on water quality. The county must address septic tanks and their discharges within the Wekiwa Spring and Rock Springs Primary Focus Area and within Basin Management Action Plan areas that contain an Outstanding Continued on page 60
• Would take one to two years to complete or implement
Medium – The policy or program:
Table 1. Evaluation Criteria for Holistic Policies and Programs
• Requires coordination and approval with other county departments and/or few external agencies to implement
XY.Z
Policy or Program Name
Description Brief description of the policy or program
How does the policy or program align with the goals and objectives of the holistic water policy ?
Holistic Water
Policy Goal
Policy or Program
+ Category
Water Resource Category
• Water conservation
• Healthy waterways
• Reliable and resilient water utility
Is this action a policy or program?
• A policy is created by a regulatory action of the board of county commissioners; for example, a new or revised ordinance.
• A program is made up of projects that can create new or modified infrastructure or a new or enhanced process to advance One Water principles.
What category does the policy or program fall under?
• Enhance Water Conservation
• Develop Alternative Water Supplies
• Enhance Watershed Management
• Mitigate Septic Tank Impacts
• Implement Water Utility Projects and Programs
Which water resource category benefits from the policy or program?
• Drinking water
• Wastewater
• Stormwater
• Surface water
• Could result in short-term disturbance to residents/businesses (e.g., temporary disturbances from construction activities)
• Would take between two and five years to complete or implement
Di(icult – The policy or program:
• Requires coordination and approval with other county departments and multiple external agencies to implement
• Requires widespread community education and acceptance to implement
• Includes property interests (e.g., easements and/or acquisitions) to implement
• Requires support and acceptance from external stakeholders to implement
• Could result in short- and long-term disturbance to residents/businesses (e.g., temporary disturbances from construction activities, new and ongoing ratepayer obligations)
• Requires understanding and overcoming regulatory challenges, for example through coordination with regional, state, or national policymakers
• Would take more than five years to evaluate, complete, or implement
Cost Level Define the policy’s or program’s projected costs in the following terms:
Low ($) – The policy or program:
• Has a capital expense and operating expense cost of less than $1 million
• Does not create significant additional operation and maintenance (O&M) requirements/obligations for the county
• Does not require new county staF to maintain
Anticipated Benefits List the benefits to water quantity, water quality, and water conservation.
Anticipated Benefits List the benefits to water quantity, water quality, and water conservation.
Medium ($$) – The policy or program:
• Has a capital expense and operating expense cost between $1 million and $10 million
Impact Level
Define the scope of the policy’s or program’s impact in the following terms:
Define the scope of the policy’s or program’s impact in the following terms:
• Creates new O&M requirements/obligations for the county
– The policy or program:
Low – The policy or program:
• Benefits the local environment (subwatershed/springshed)
• Benefits the local environment (subwatershed/springshed)
• Requires hiring five or fewer additional county staF to implement, operate, or maintain
Implementation
Implementation Level
• Increases general awareness of water management challenges and opportunities
• Increases general awareness of water management challenges and opportunities
High ($$$) – The policy or program:
• Has a capital expense and operating expense cost greater than $10 million
Medium – The policy or program:
Medium – The policy or program:
• Benefits the environment in the county
• Benefits the environment in the
• Creates significant new O&M requirements for the county (e.g., new facilities)
• Benefits quality of life or local economy in the county
• Benefits quality of life or local economy in the county
• Complements an existing project or program by other stakeholders
• Complements an existing project or program by other stakeholders
• Requires hiring more than five additional county staF to implement, operate, or maintain
• Enables elimination or deferral of capital expense or operating expense investments between $1 million and $10 million
• Enables elimination or deferral of capital expense or operating expense investments between $1 million and $10 million
High – The policy or program:
High – The policy or program:
Contains a map showing the geographic areas impacted by the policy or program. Also indicates whether the county alone can implement the policy or program or the participation of other stakeholders is needed. Map will generally depict one of the following:
• Benefits the regional environment (St. Johns River Watershed)
• Benefits the regional environment (St. Johns River Watershed)
1. County water utility service areas only
• Benefits quality of life and local economy in the county
• Benefits quality of life and local economy in the county
• Enables a project or program by other stakeholders
• Enables a project or program by other stakeholders
2. County in its entirety including municipalities and watershed basins
• Is required by existing (or potential future) regulations
• Is required by existing (or potential future) regulations
3. Larger watershed area extending outside of the county
• Enables elimination or deferral of capital expense or operating expense investments greater than $10 million
• Enables elimination or deferral of capital expense or operating expense investments greater than $10 million
Define the ease or diSiculty of implementing the project in the following terms:
Define the ease or diSiculty of implementing the project in the following terms:
Opportunities for Integration and Synergy
Describes if there is a relationship between this policy or program and other recommended programs. Lists the programs that are synergistic with this program.
Easy – The policy or program:
Easy – The policy or program:
• Already exists and can be completed by the county using existing resources;
• Already exists and can be completed by the county using its existing resources; or
• Does not currently exist, but can be initiated and implemented using existing county resources; or
• Can be achieved by the county through local legislative actions
• Would take one to two years to complete or implement
Medium – The policy or program:
• Requires coordination and approval with other county departments and/or few external agencies to implement
• Could result in short-term disturbance to residents/businesses (e.g., temporary disturbances from construction activities)
• Would take between two and five years to complete or implement
Di(icult The policy or program:
Consequences of Inaction
Describes the potential consequences of not implementing the policy or program
Resources to Implement
Describes in general the resources needed to implement the policy or program including ESD, other county departments, regulatory agencies, and external stakeholders
Area of Focus
Consequences of Inaction
runoff. This means selecting plants that grow efficiently in Florida’s climate.
Incentive programs can promote installation of FFL for residential and commercial green space in accordance with the program recommended by the University of Florida Institute of Food and Agricultural Sciences (UF IFAS). The county can partner with local landscape architects, designers, and installers to certify and incentivize the FFL program.
Florida Spring (Wekiwa Springs and Gemini Springs).
The following septic tank programs are included in the holistic water policy:
S Septic Tank Conversion Pilot Project/ Implement Selected Technologies
S Investigate Septic Tank Inspection and Repair Program
S Replace Septic Systems with New Sewer Collection System
S Retrofit Septic Tanks with Onsite Nutrient Treatment
S Eliminate/Reduce Construction of New Septic Systems
Enhance Watershed Management
The benefits of FFL for the county include:
• Reduced use of water, fertilizer, and pesticides
• Habitat for birds, butterflies, and other wildlife
• Reduction in nutrient loading
• Low maintenance
Providing incentives, such as rebates and utility bill reductions, for existing residential and commercial properties could decrease per capita water use, passively provide more soil water storage, and decrease nutrient runoff from fertilizer application. Extending these incentives for new construction could potentially reduce new water demand and lower requirements for capital infrastructure, providing passive conservation for new installation.
Holistic water policy programs that have synergy with this program include:
• PW.2 – Conduct Water Audits for Commercial, Industrial, and Institutional Facilities
• PW.4a – Require Florida Water Star Certification for New Construction (single-family)
• PW.4b – Require Florida Water Star Certification for New Construction (multifamily)
• PW.6 – Educational and Information Resources for Residents, Businesses, and Stakeholders
• PW.9 – Strengthen Irrigation Restrictions - New Policies and Programs
• PW.11 – Improve Irrigation and Landscape Evaluation
• WU.3 – Secure Drinking Water Supply
The ESD would be at risk of not achieving the necessary reduction in per capita usage required by the new Central Florida Water Initiative (CFWI) rules, 115 gallons per day gross water use per capita in 2043, with substantive progress by 2033.
Resources to Implement
and marketing.
Enhanced watershed management is needed to reduce the amount of nutrients entering the county’s water resources and to mitigate risks to public safety and property from flooding. Nutrient reduction likewise reduces undesirable aquatic vegetation and will sustain dissolved oxygen in the water at levels needed to support healthy aquatic ecosystems. The preservation of natural lands is beneficial in managing excess water quantity during floods and nutrient removal from stormwater runoff. Because of this, watershed enhancement and management is necessary to continue progress toward nutrient load reductions, while measuring progress for regulatory reporting.
The following stormwater management programs are included in the holistic water policy:
S Development of Watershed Enhancement Projects
S Preserve Natural Lands to Buffer Surface Waters
S Development of Water Quality Enhancement Projects to Buffer Surface Waters
S Lake Management Enhancement Program
S Reduce Nutrients in Stormwater RunoffShoreline Restoration Projects and Policies
S Promote Blue/Green Stormwater Infrastructure
S Reduce Nutrients in Stormwater RunoffReduce Landscape Fertilizer Use
S Flood Mitigation - Improve Stormwater Resilience
S Flood Mitigation and Surface Water Quality Enhancement - Implement Capital Improvement Program (CIP) Projects in Drainage Basin Studies
Implement Water Utility Projects and Programs
Of all its water management responsibilities, the county’s potable water utility system carries the highest level of
service standards. The Seminole County Utilities Department (SCUD) has a longterm plan to maintain its infrastructure and operations to meet service standards. The county currently relies entirely on groundwater from the Upper Floridan aquifer for drinking water production. Through conservation and increased use of alternative sources, including reclaimed water, the county plans to efficiently use its permitted allocation of groundwater for drinking water production. The SCUD is also responsible for operation of the wastewater collection system (sewers) within service areas. This includes maintenance of collection system infrastructure to prevent sanitary sewer overflows, operation of water reclamation facilities to produce effluent and biosolids that meet or exceed regulatory requirements, and effluent reclamation that is treated and used for the irrigation of publicly accessible property.
The following water utility programs are recommended for inclusion in the county’s holistic water policy:
S Implement Water Utility Projects to Maintain Level of Service
S Regulatory Compliance/Drinking Water Quality
S Secure Drinking Water Supply
S Enhanced Inspection, Construction, Operation, and Maintenance Program to Reduce Leakage, Releases, and Overflows (Florida Clean Waterways Act, 2021)
S Renewal and Replacement of Sanitary Sewer System
S Dig Once
S Water Meter Replacement Program
S Temporary Bill Pay Assistance for LowIncome Customers
S Water Billing Structure Reassessment
Evaluation Criteria for Policies and Programs
Each policy and program was evaluated using standardized criteria. This standardized evaluation allowed a comparative evaluation of all 41 based on impact, implementation, cost, and opportunities for synergy. This important process established a comparative evaluation of the programs based on their value and impact, ease of implementation, financial cost, and synergistic benefits. Table 1 provides these descriptions and the detailed evaluation criteria.
Table 2 shows an example of application of the evaluation criteria to a specific program for the Incentivize Use of Florida-Friendly Landscaping Materials Program.
Evaluation Findings and Results
Each policy and program’s individual evaluation informed a comparison of programs within the same holistic water policy program category. Figure 1 shows a sample of the results of this comparative evaluation, which shows the relative impact, implementation ease, and cost of individual projects within the Enhance Water Conservation category group.
Synergistic benefits noted previously in the evaluation tables were not factored in at this stage in the comparative evaluation because in most cases programs within a category would have thorough synergistic relationships and they would not influence a comparative review within that group category.
By implementing bundles of synergistic projects and programs with features that achieve multiple goals, the combined effects can enhance outcomes by reducing costs, increasing value, and improving intended results. A synergistic relationship produces an effect that is greater than simply adding up the effects of each individual component. For example, the implementation of a septic-to-sewer program, coupled with water reclamation reuse distribution under a “dig once” policy, potentially offers the ability to reduce construction costs, enhance local infrastructure, eliminate nutrient discharge, and provide reclaimed water for irrigation that offsets potable water demand. Generally, the programs evaluated under the holistic water policy development had 1 to 16 synergistic relationships with other programs.
The following criteria were applied to characterize a program’s synergistic benefits:
Low – The program has a synergistic relationship with zero to four other projects. Medium – The program has a synergistic relationship with five to 10 other projects. High – The program has a synergistic relationship with more than 10 other projects.
Forty-one policies and programs were subjected to the scoring system described. This enabled a ranking list to be developed, as shown in Table 3. While Table 3 only shows the top 10 highest-scoring policies and programs, all 41 were ranked in the final report.
Holistic Water Policy Implementation Roadmap
Define Relevant Requirements and Drivers
For the county, these are nutrient loads to the environment, groundwater limitations, flood mitigation, and water utility resiliency.
Nutrients from domestic activities are finding their way into springs, lakes, and rivers through stormwater runoff and septic tank effluent migration. These nutrients lead to algal growth in these waterbodies, which in turn impairs their ecosystem and recreational value.
water conservation policies and programs and increase use of water supplies other than groundwater.
The county currently faces flood control challenges as evidenced by the impacts of Tropical Storm Fay in 2008 and Hurricane Ian in 2022. It’s anticipated that risks from flooding will continue to increase, along with the frequency and intensity of severe weather events.
The success of the county’s holistic water policy depends on a sound management and implementation plan. An implementation framework developed in 2021 by the U.S. Environmental Protection Agency (EPA) to achieve water resource management goals served as a guide for implementing the county’s holistic water policy.
The framework consists of six elements:
Groundwater is the county’s sole source of water for producing drinking water. It’s anticipated that St. Johns River Water Management District (SJRWMD) will set a limit on the county’s groundwater withdrawal quantity to prevent adverse impacts to natural wetlands from overpumping of the source aquifers. To meet current and projected future drinking water demands, the county will need to enact more aggressive and innovative
The SCUD has a history of providing reliable service by producing and delivering potable water to residential, commercial, and industrial users; providing water for fire protection; collecting, conveying, and treating wastewater; and producing and delivering reclaimed water for landscape irrigation. To meet future water management challenges, SCUD will need to secure alternative water supplies to produce drinking water and meet an
Continued on page 62
Figure 1. Enhanced water conservation program qualitative evaluation.
increasing demand for renewal and replacement of aging equipment—all while maintaining affordable cost of service to customers.
Characterize Existing Systems
This holistic water policy characterizes the county’s existing water management infrastructure according to five key policy or program categories: enhance water conservation, develop alternative water supplies, enhance watershed management, mitigate septic tank impacts, and implement water utility projects and programs.
Make Connections With Stakeholders
One way to support regional collaboration, and to communicate the complexity of water management challenges, is through stakeholder engagement. Engaging stakeholders provides valuable input that will guide the overall vision of the holistic water policy and help to prioritize programs, projects, and policies that are aligned to community and regional priorities.
The holistic water policy is designed to be inclusive of all municipalities and utilities within the county, not just the unincorporated areas. Watershed-based planning and coordination can better leverage individual municipal resources
and create solutions that benefit the entire region. Overcoming the fragmentation of authority and fostering collaboration between the municipalities is necessary to sustain water supply, protect waterways, and advance equity.
Develop, Evaluate, and Select Preferred Alternatives
Developing a sustainable, integrated holistic water management plan will require execution of existing, enhanced, and/or new policies, programs, ordinances, and projects. Over 40 current and prospective policies and programs were developed and are aligned to the county’s holistic water policy. A scoring and ranking process was applied to compare and prioritize recommendations with transparent and defensible criteria and to help the county direct its resources toward implementation priorities. All the policies and programs on the candidate list are worthy of implementation, but some have greater urgency than others. In general, policies and programs with a high value/impact score are recommended for early implementation.
Measure Performance
A means of measuring the performance of the projects, programs, and policies implemented under the holistic water policy will be helpful in
demonstrating its value to the public. Potential areas that could be measured include:
S Reductions in potable water use
S Increases in reclaimed water use
S Number of lawns and areas receiving Florida Water Star Certification
S Number of septic tanks either inspected, repaired, modified, or removed
S Estimated reduction in fertilizer use
S Water quality improvements in surface waters
S Number of water conservation actions completed: water audits, controller rebates, etc.
There are numerous other parameters that could be monitored, and the results reported. Performance measurement would be a component of the annual reporting to the board of county commissioners.
Adapt for Success
As the holistic water policy is implemented over the coming decades, conditions will change. The policy will need to accommodate uncertainty, such as changes in growth, community priorities, regulations, financial factors, and characteristics of climate and weather events. Decision making will need to be flexible and may be based on establishing trigger points to select which future paths to take based on current and projected conditions.
Financial and Regulatory Strategies
Financial Strategy
Revenue from utility customers, property taxes, sales taxes, and grants will be used to fund the projects and programs under the holistic water policy. To help offset some of the cost burden, the county will need to develop a financial strategy based on available revenues to support policy implementation. Supplemental funding sources could include grants, partnerships, and private investment approaches. Maintaining affordability of water and wastewater service to the county’s customers is of paramount importance.
Regulatory Strategy
The county can achieve major water management benefits through the regulatory process. Opportunities exist to enact new or enhanced codes and regulations encouraging development of stormwater harvesting to supplement irrigation supplies where feasible; use of low-impact development practices, including requiring blue-green infrastructure and Florida Water Star Certification for new construction; land preservation; stricter water conservation rules; stricter landscape fertilizer use regulations; and modified stormwater management practices.
Table 3. Summary of Program Scoring: Top 10 Programs
Establish Entity Responsible for Managing Holistic Water Policy Programs
The holistic water policy implementation plan includes a recommendation to form a group, such as a panel or committee composed of county department representatives and/or an individuals responsible for program management. This entity would perform the following duties:
S Serve as an advocate for One Water approaches to water resources management
S Identify and track current and new projects with One Water attributes
S Oversee interdepartmental collaboration
S Track planning efforts and department CIP preparation for inclusion of One Water elements
S Identify and manage funding pursuits
S Conduct performance measurements
S Liaise and collaborate with the seven municipalities within the county and regional partners
S Assist with creation of new codes and regulations borne of the policy
S Review development plans to identify opportunities for One Water elements
S Liaise with regulatory agencies
S Liaise with civic organizations
Some organizations have established the staff position of a program manager. That individual may be responsible for:
S Leadership of the policy implementation
S Committing to the policy’s success
S Communicating the policy’s vision
S Collaborating with internal and external stakeholders
S Working across organizational boundaries
S Serving as the public spokesperson for the policy
S Identifying and tracking opportunities
S Participating in annual budgeting processes
S Coordinating with developers to identify opportunities for incorporating One Water elements
S Identifying synergistic opportunities
S Identifying, pursuing, and tracking funding opportunities
S Liaising with stakeholders
S Reporting annually to board of county commissioners on status of program implementation
S Implementing pilot and demonstration projects first
Many water conservation specialists recommend conducting pilot and demonstration projects before attempting full-scale implementation of large projects or
programs. Examples include demonstration plots for water conserving plantings in public areas, demonstration bioswale planting sites, or streetshed-level projects that are small yet demonstrate the attributes of implementing these projects on a larger scale.
Conclusions
The project team developed over 40 prospective policies and programs that were evaluated. Implementing a holistic water policy based on One Water principles is a major step toward developing solutions to the county’s unique water management challenges. One Water is an integrated and collaborative approach to understanding complex water challenges. Readers interested in learning more about One Water approaches can reference the US Water Alliance report, One Water Roadmap: The Sustainable Management of Life’s Essential Resource (US Water Alliance, 2016).
Kim Ornberg, P.E., is director of Seminole County Environmental Services Department in Sanford. Dan Rutland, P.E., is project manager for water resources, and Steve Riley, P.E., is project manager for water utilities, at Jacobs in Orlando. Joseph Danyluk, AICP, is director of One Water at Jacobs in Cincinnati. S
FWRJ READER PROFILE
Work title and years of service.
I have worked as the program policy coordinator for the City of Boca Raton Utility Service Department for almost six years.
What does your job entail?
I coordinate and facilitate the program and planning initiatives of the utility services department, specifically focusing on water resources, land use legislation, and rulemaking. My responsibilities include managing the department’s applications for the National Pollution Discharge Elimination Systems (NPDES) and Consumptive Use Permits, along with associated compliance activities. Additionally, I manage various programs, including backflow prevention;
fats, oils, and grease management; cross connection control; smoke testing; and pretreatment. I also ensure compliance with relevant regulatory and legislative requirements. Furthermore, I administer water use and conservation educational programs for both students and the general public, which encompasses facility tours of our water, wastewater, and reclaimed water facilities, as well as numerous public outreach events.
What education and training have you had?
I hold a bachelor of science degree in microbiology and a master of science degree in marine biology. My professional background includes conducting fish genetics research for the U.S. Geological Survey and leading sampling initiatives for Broward County’s NPDES program. Additionally, I served as a quality assurance/ quality control officer, project manager for the Everglades restoration projects, and water supply specialist at the South Florida Water Management District (SFWMD). I have also participated in the Leader Within Program at SFWMD and completed the Leadership Boca program through the Boca Chamber of Commerce.
What do you like best about your job?
One of the aspects I enjoy most about my job is the diverse range of challenges that arise, making each day unique. Given that we operate 24/7, there is always something happening, leaving no room for a “slow” moment. Throughout this experience, I have developed strong communication and problem-solving skills, as well as an abundance of patience. I am truly grateful to be part of an exceptional team, where we accomplish our tasks with a smile.
What professional organizations do you belong to?
I volunteer as the past chair for FSAWWA Region VI, and the vice chair for the FSAWWA Drop Savers Committee. I am also a FWEA and WEF member. For the past five years I have been treasurer for the Southeast Florida Utility Council.
How have the organizations helped your career?
Volunteering with these organizations has afforded me a wealth of networking opportunities and significantly enhanced my professional development. Taking on the leadership position as chair of Region VI
FSAWWA Region VI Best Tasting Drinking Water Contest.
Members of the FSAWWA Water Utility Council and FWEA Utility Council at the 2023 Tallahassee Fly-in.
enabled me to refine my leadership abilities and gain insights into more-effective task delegation.
What do you like best about the industry?
The individuals! This industry includes a diverse range of professions, allowing you to interact and collaborate with a variety of people. I have established numerous valuable connections and find that I gain new insights each day
What do you do when you’re not working?
Travel! My husband and I love to travel and see the world. Our adventures often revolve around photography, hiking, and indulging in culinary experiences. When we’re not on the road, I engage in CrossFit, enjoy quality time with my dog, and immerse myself in reading.
NEWS BEAT
The South Florida Water Management District (SFWMD) joined the U.S. Army Corps of Engineers (USACE) Jacksonville District, Florida Department of Environmental Protection, Miccosukee Tribe of Indians of Florida, Seminole Tribe of Florida, and many other federal, state, and local partners to celebrate the groundbreaking for the L-28 South Culverts,the first major feature of the Western Everglades Restoration Project (WERP), which will support Everglades restoration.
The culverts are part of the Comprehensive Everglades Restoration Plan (CERP) and will restore and reconnect Water Conservation Area 3A with Big Cypress National Preserve and Lostmans Slough. This project is located in an area of south Florida where Water Conservation Area 3, Big Cypress National Preserve, Everglades National Park, and the Miccosukee Alligator Alley Reservation all come together.
The goal of installing these culverts is to improve the timing and distribution of water to re-establish ecological connectivity and restore hydrologic conditions in Big Cypress National Preserve and Everglades National Park.
The goal of WERP is to improve the quantity, quality, timing, and distribution of water in the western Everglades in an effort to re-establish ecological connectivity and restore low nutrient conditions. The WERP includes a mosaic of habitats and will restore the flow of water, retain spaces for panthers, take away the impact of overdrainage in the natural areas, and maintain flood protection for the developed areas.
Since 2019, SFWMD and USACE have celebrated over 70 ribbon cuttings, groundbreakings, and major milestones on
Continued on page 66
Workshop: It’s Not One Size Fits All at the 2023 FSAWWA Fall
What Do You Know About Homeland Defense? Test Yourself
Charlie Lee Martin Jr., Ph.D.
1. Actions that are recommended to be taken to reduce the risk of a terrorist attack are
a. restricting the number of visitors to all facilities.
b. restricting parking in areas near critical buildings.
c. being aware of the use hazardous chemicals.
d. all of the above.
2. Guarding against unplanned physical intrusion of facilities includes
a. limiting access to facilities.
b. having close scrutiny of visitors.
c. having close scrutiny of contractors.
d. all of the above.
3. Guarding against unplanned physical intrusion of facilities includes
a. increasing lighting in parking lots and treatment bays.
b. reducing lighting in parking lots and treatment bays.
c. placing welcome signs in restricted areas.
d. none of the above.
4. Guarding against unplanned physical intrusion of facilities includes
a. not changing passwords frequently.
b. not using video surveillance camera.
c. not leaving keys in equipment or vehicles at any time.
d. none of the above.
5. Making security a priority for employees includes
a. conducting background security checks on hiring.
b. if possible, consider varying the timing of operational procedures.
c. upon dismissal of an employee, change pass codes, retrieve all access cards, and/or keys.
d. all of the above.
6. Coordinating actions for effective emergency response includes
a. developing a close relationship with local law enforcement.
b. not reporting any illness that may be related to water contamination.
c. not immediately reporting criminal threats or suspicious behavior.
d. none of the above.
7. Coordinating actions for effective emergency response includes
a. ensuring that key personnel have access to important phone numbers.
b. developing clear procedures for reporting threats.
c. making sure employees have the required training in emergency response.
d. all of the above.
8. Investing in security and infrastructure improvements includes
a. using local citizen watches.
b. seeking financing for security and infrastructure improvements.
c. assessing the vulnerability of the water and wastewater facilities.
d. all of the above.
9. Reducing the risk of intentional terrorist attacks includes
a. wall, gates, and manhole locks.
b. electronic or cybersecurity.
c. monitoring tools that can detect anomalies in process streams, etc.
d. all of the above.
10. The Homeland Security Advisory System was replaced with the National Terrorism Advisory System in
a. 2020.
b. 2011.
c. 2015.
d. none of the above.
Answers on page 70 References used for this quiz: • CSUS Small Water System Operation and Maintenance, 6th edition
News Beat
Continued from page 65
Everglades restoration and resiliency projects across central and southern Florida.
R
The Florida Department of Environmental Protection has agreed to a draft Clean Water Act permit that will require more-robust oversight of pollution from the Piney Point phosphate facility. The agreement, which was spurred by a lawsuit from conservation groups, includes establishing enforceable limits on harmful effluent discharged into Tampa Bay. After allowing the facility to operate without a permit for 20 years, Florida has also agreed to fund independent monitoring of its impacts on Tampa Bay’s water quality.
The Piney Point phosphate stack is a mountainous heap of toxic waste topped by an impoundment of hundreds of millions of gallons of process wastewater, stormwater, and tons of dredged spoil from Port Manatee. Three years ago, after discovering a leak in the facility’s reservoir liner, regulators ordered the discharge of 215 million gallons of wastewater from the stack into Tampa Bay to avert a catastrophic collapse and flooding. Following the spill, the owners of the site, HRK Holdings LLC, entered bankruptcy. The conservation groups have requested that U.S. District Judge William Jung hold HRK responsible for violating the Clean Water Act by discharging pollutants into Tampa Bay without a lawfully issued permit.
During the 2021 wastewater release, Tampa Bay received more nitrogen—nearly 200 tons—than it usually receives from all other sources in an entire year. The red tides that have plagued Florida are fueled by nitrogen. Following the release Tampa Bay experienced a deadly red tide that killed more than 600 tons of marine life in Pinellas and Hillsborough counties.
The millions of gallons of wastewater discharged into Tampa Bay continue to spread throughout the estuary and into Sarasota Bay, transporting tons of nitrogen and other pollutants into waterways and communities already struggling to manage excessive pollution that has impaired waterways and killed thousands of acres of seagrasses.
The groups involved in the lawsuit are the Center for Biological Diversity, Tampa Bay Waterkeeper, Suncoast Waterkeeper, ManaSota-88, and Our Children’s Earth Foundation. They are represented by Public Justice’s Environmental Enforcement Project, the Center for Biological Diversity, and the law offices of Charles M. Tebbutt. S
C L A S S I F I E D S
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Utilities Electrician
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Utilities System Trainee or Operators II & III
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Citrus County BOCC – Engineer I
Performs routine professional and technical engineering work reviewing and evaluating plans for the design of new water/ wastewater infrastructure and provides general professional engineering services for departmental capital improvement projects.
Bachelor’s Degree in Engineering or recent college graduate with internship experience in general civil engineering design, site development, residential development, transportation projects, and water and wastewater related projects. Must be a Registered Professional Engineer (P.E.) in the State of Florida.
To learn more about the position and to apply please visit: https://www.governmentjobs.com/careers/citrusfl
Chief Operator - Water Division
This is an exempt position, which is responsible for twenty-four hour technical and supervisory work in the operation and maintenance of a water treatment plant(s). Oversees the administrative, technical and supervisory work in the management and daily operation of the Water Treatment Plants and laboratory. Work is performed under the limited supervision of the Utilities Director, Operations Manager or designee. This is an essential position; the employee is required to work extended hours during and after any declared emergencies. See details at https://www.governmentjobs.com/careers/davie/jobs/4574187/ chief-operator-water-division?pagetype=jobOpportunitiesJobs
Utilities Field Tech Trainee or Utilities Field Tech I
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Apply Online At: https://www.governmentjobs.com/careers/davie Open until filled.
JEA is hiring dedicated professionals to operate a state-of-the art membrane purification facility as part of JEA’s H2.O Purification Program.
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Please visit www.jea.com/careers and look for Advanced Treatment Water Facility (ATWF) positions for more details.
WHY Choose US
• Top-tier Operator Pay Scale
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• Award-winning Facilities and Operations Team
THE Center
JEA is constructing a 1.0 MGD membrane-based Advanced Treatment Water facility as part of the H2.O Purification Program. “The Center” is designed to exceed water quality goals needed for aquifer replenishment. Operational processes include membrane filtration, reverse osmosis and UV advanced oxidation.
Januar y 2016 Januar 2016
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Test Yourself Answer Key
Continued from page 66
1. D) all of the above.
Actions that are recommended to be taken to reduce the risk of a terrorist attack are restricting the number of visitors to all facilities, restricting parking in areas near critical buildings, and being aware of the use hazardous chemicals.
2. D) all of the above.
Guarding against unplanned physical intrusion of facilities includes limiting access to facilities, having close scrutiny of visitors, and having close scrutiny of contractors.
3. A) increasing lighting in parking lots and treatment bays.
Guarding against unplanned physical intrusion of facilities includes increasing lighting in parking lots and treatment bays.
4. C) not leaving keys in equipment or vehicles at any time.
Guarding against unplanned physical intrusion of facilities includes not leaving keys in equipment or vehicles at any time.
5. D) all of the above.
Making security a priority for employees includes conducting background security checks on hiring; if possible, consider varying the timing of operational procedures; and upon dismissal of an employee, changing pass codes, retrieving all access cards, and/or keys.
6. A) developing a close relationship with local law enforcement. The coordinating actions for effective emergency response include developing a close relationship with local law enforcement.
7. D) all of the above.
Coordinating actions for effective emergency response includes ensuring that key personnel have access to important phone numbers, developing clear procedures for reporting threats, and making sure employees have the required training in emergency response.
8. D) all of the above.
Investing in security and infrastructure improvements includes using local citizen watches, seeking financing for security and infrastructure improvements, and assessing the vulnerability of the water and wastewater facilities.
9. D) all of the above.
Reducing the risk of intentional terrorist attacks includes wall, gates, and manhole locks; electronic or cybersecurity; and monitoring tools that can detect anomalies in process streams, etc.
10. B) 2011.
The Homeland Security Advisory System was replaced with the National Terrorism Advisory System in 2011.
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