Minnesota AWWA - Breeze Fall 2020

Breeze American Water Works Association - MN Section PO Box 64975, St. Paul, Minnesota 55164-0975 Address service requested

Issue 183 • Fall 2020

2020 MN AWWA VIRTUAL CONFERENCE September 17 – October 15, 2020

Inside: Source Water Protection in the Farm Bill What Makes a Utility Resilient

The Official Publication of the Minnesota Section of the American Water Works Association

Rolling Valve Maintenance Systems We build complete, self-contained valve maintenance systems designed for cleaning out valve boxes and exercising valves. These systems include: • Dedicated Valve Maintenance Truck, built in partnership with Knapheide • Skid mounted systems that bolt down to your flatbed truck • Dedicated Valve Maintenance Trailers

STANDARD LX SKID

Our valve maintenance systems can be configured with your choice of power wash systems, high powered vacs, hydraulically operated spoils tank, remote controlled valve exercisers including the extended reach ERV-750 and powerful TM-7, and more.

Contact your Wachs Representative today to learn how we can keep your valve maintenance program rolling - or help you get rolling with one.

STANDARD LX TRAILER

600 Knightsbridge Parkway Lincolnshire, IL 60069

(847) 537-8800

www.turnvalves.com

Efficient, reliable designs Providing clean water project solutions for our communities.

Design with community in mind stantec.com/water-treatment

Click HERE to return to Table of Contents

Fall 2020 | Breeze

3

Minnesota Section American Water Works Association Executive Board of Directors Section Chair Bill Schluenz City of Waite Park Ph: 320-252-6822 bill.schluenz@ci.waitepark.mn.us Section Chair-Elect Chris Voeltz City of Saint Peter Ph: 507-934-0670 chrisv@saintpetermn.gov Section Past Chair and AWWA Director Eric Volk City of New Brighton Ph: 651-638-2119 eric.volk@newbrightonmn.gov

Breeze Issue 183 • Fall 2020

Table of Contents

Features Top Five Myths About Benchmarking Your Utility’s Performance What Makes a Utility Resilient?

Section Secretary-Treasurer Miles Jensen SEH, Inc. Ph: 651-490-2000 mjensen@sehinc.com

A Call to Arms (and Volunteers): Source Water Protection in the Farm Bill

Assistant Secretary-Treasurer Anna Schliep Minnesota Department of Health Ph: 507-934-0670 anna.schliep@state.mn.us

Water Heroes

SPECIAL PULL-OUT SECTION Disclaimer The ideas, opinions, concepts, procedures, etc. expressed in this publication are those of the individual authors and not necessarily those of the MNAWWA section, its officers, general membership, or the editor. The mention of trade names for commercial products does not represent or imply the approval or endorsement of AWWA. This magazine is presented solely for informational purposes.

Breeze Magazine is published by

Tel: 866-985-9780 Fax: 866-985-9799 www.kelmanonline.com Managing Editor - Tammy Marlowe Johnson Design/Layout - Kiersten Drysdale Marketing Manager - Darrell Harris darrell@kelman.ca Advertising Co-ordinator - Stefanie Hagidiakow ©2020 Craig Kelman & Associates. All rights reserved. The contents of this publication may not be reproduced in whole or in part without the express consent of the publisher.

Content Manager Tricia Christensen Black & Veatch Ph: 952-896-0844 christensenp@bv.com

15 19 23 27

2020 MN AWWA VIRTUAL CONFERENCE PROGRAM

Departments Message from the Chair

7

Message from the Director

9

Industry News

11

Ad Index

30

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

Visit us at www.mnawwa.org

M NAW WA Message from the Chair

A Challenging But Rewarding Year

W

hen I accepted the gavel from outgoing chair Eric Volk in Duluth last September, there wasn’t a thought in my head that I would not be passing the chairmanship along in person this fall. How things have changed in a matter of months!

So much of our lives has been affected by the COVID-19 pandemic. In a matter of weeks, it seems, our work and home lives, our economy, our confidence, and our social structure – all changed dramatically. The only thing that seems certain any more is, well, uncertainty.

It was with a heavy heart that the MN AWWA Board made the decision to hold a virtual conference this year, because the Annual Conference in Duluth is an integral part of what MN AWWA is all about: camaraderie, knowledge exchange, networking, learning, laughing – we are like a family, and it feels so strange that we will not be together this September for our annual event. But public health is one of AWWA’s core principals, and your health and well-being, as our members, was paramount in our decision not to hold the Conference in person.

I want to commend our Conference Committee, however. This dedicated

Click HERE to return to Table of Contents

group of volunteers has worked tirelessly for the last couple of months to organize and bring key elements of our event to you in a virtual format. They have organized a series of eight Conference Webinars so we can deliver the same high-quality technical sessions you would normally get at the Conference in Duluth. The Webinars will run from September 22 – October 15.

We are kicking off the Annual Conference with an Opening General Session, although we’ve created a bit of a ‘mash-up’ in that event, as well as bring you a Keynote Presentation, Annual Business Meeting functions, Awards Presentations, and of course, the gavel passing. We are fortunate to have AWWA’s Chief Executive Officer, David LaFrance, as our Keynote Speaker.

We invite EVERYONE to participate in the Opening General Session – whether you register for the rest of the Conference or not, everyone is welcome to participate in the Opening Session on September 17.

Please see our conference program for complete details about the Opening General Session and all our Conference Webinars and Activities.

We do hope you will register for the Virtual Conference and take advantage of all the great educational and technical information we’ll be presenting. For just

BusinessCardFrontSales.indd 1

Bill Schluenz

$119 this year, you can get access to all eight Conference Webinars and earn up to 16 continuing education credits.

We also want thank all our Annual Sponsors who have remained with us and will be with us into 2021, and we thank our Sponsors and Virtual Event Sponsors who have given additional funds to support the Section’s efforts and be part of the Virtual Conference.

As a Conference Registrant, you will have the opportunity to engage with Virtual Event Supporters through some new ‘Vendor Challenges’ – contests and quizzes to encourage you to engage with our members that provide vital products and services to the water industry.

And thanks to our Virtual Event Supporters, we have some GREAT prizes for you to win!!!

We know it’s not the same to be doing this virtually – and we hope that next year we’ll be able to once again celebrate the Annual Conference in person. But we invite you and encourage you to be part of this year’s virtual event – we look forward to ‘seeing’ you throughout September and October!

It’s been a challenging but rewarding year to be Chair of the Minnesota Section AWWA. Thank you for the opportunity to lead, and I look forward to seeing you all again in the (hopefully) not so distant future. •

Fall 2020 | Breeze 10/23/09

7

9:36 AM

FLOW CONTROL DIVISION Customer Focused - Timely Solu�ons CapabiliƟes Include: 

Large Volume of Valve and Actuator Inventory



Complete Electric & Pneumatic Automa�on Facility



Ability to Automate any Brand or Style of Valve or Gate



Full Field Retrofit Capability



Custom Valve Adap�on and Extension Fabrica�on



Pipeline Surge Analysis



Fully Staffed Field Service Department for Start‐up, Installation Assistance, Troubleshoo�ng & Repair We Look Forward to Serving You! Contact us Today at (952) 941‐2678 www.vessco.com

Valves Made in Minnesota

Rugged actuators, Leading technology

Customer driven, by design

M NAW WA Message from the Director

Maintaining Momentum on Supplying Safe Drinking Water

C

OVID-19 may be impacting things for us in our work and home life, but it is not able to stop the world’s foremost experts on water from pressing on and ensuring we maintain our momentum on supplying safe drinking water to our customers.

I am sure that, by now, most of us have made the adjustment to virtual meetings and happy hours. The American Water Works Association (AWWA) is no different. Over the past few months, AWWA has transitioned to handling all of its business virtually.

Coming up, you will see the Annual Conference and Exposition (ACE), Regional Meeting of Section Officers (RMSO), and other AWWA training events will be held virtually.

Over the past few months, AWWA has also been pressing forward with their new Strategic Plan. The new Strategic

Click HERE to return to Table of Contents

Eric Volk

“The new Strategic Plan will be the compass that will direct our organization into the future.”

Plan will be the compass that will direct our organization into the future. The Strategic Plan is centered on AWWA’s Vision, Mission, and Core Principles.

The updating of the Strategic Plan began in 2019, with the establishment of the Strategic Plan Committee to review the current plan and see how it could be updated to reflect how business should be handled in the future. The draft/updated Strategic Plan was then presented to the AWWA Board of Directors at the winter board meeting in January. At the winter board meeting, it went through another round of improvements, and was revised

further after suggested changes were made by the board of directors. The final, new Strategic Plan was approved at the end of the summer. Once the AWWA Strategic Plan is complete, the Minnesota Section is going to follow suit and update its Strategic Plan.

Along with the American Water Works Association moving to virtual meetings, the Minnesota Section will be doing the same. So, over the next few months, be on the lookout for a multitude of online training opportunities from AWWA and MN AWWA. Stay safe everyone and I hope to see your smiling faces soon. •

Fall 2020 | Breeze

9

From our very beginning we’ve focused on

WHAT’S IMPORTANT...

To us, your project isn’t a job - it’s an opportunity to make a positive impact, protect future generations, and ensure the vitality of where we live and work.

Advanced Engineering and Environmental Services, Inc.

www.ae2s.com

10

Breeze | Fall 2020

Click HERE to return to Table of Contents

M NAW WA Industry News

Workplace Social Distancing, Declining Revenue Among Water Sector Concerns During Pandemic

M

ost water utilities are returning to normal operations as they reopen their offices and relax some of the measures put in place during the first months of the COVID-19 pandemic, according to a recent survey conducted by the American Water Works Association (AWWA).

Conducted June 8 to 15, this is the fourth in a series of surveys about how AWWA member organizations are adapting to impacts of the COVID-19 pandemic. The survey closed shortly before many communities reported rising cases of COVID-19.

Utilities surveyed also reported the most common challenges were social distancing at the workplace, supply chain disruptions for personal protective equipment (PPE) and declining revenue generation. More than a third (36%) of utilities surveyed reported PPE supply chain disruptions and more than one quarter (28%) are out N95 masks. This represents a drop from AWWA’s last survey (April 17-22, 2020) when 56% of surveyed utilities reported disruptions in PPE supply chain.

The number of utilities that temporarily implemented policies to mitigate COVID-19 risks – shift changes, travel restrictions, remote work where possible – dropped by about 30% between AWWA surveys in late April and June. There was also an 11% drop in utilities reporting that they suspended water shut-offs between surveys, but still a large majority of utilities have this policy in place (96% in April, 85% in June).

Seventy-five% of surveyed utilities say their offices are open (including 21% that didn’t close their office at all during the pandemic). These utilities are taking actions to prevent the spread of COVID-19 in the workplace, including implementing enhanced sanitizing procedures (9%), reducing size of in-person meetings (76%), and requiring face coverings (6%).

While PPE supply issues appear to be easing somewhat, the portion of utilities reporting declining revenue generation increased from 23% in late April to 32% in June. Additionally, 24% said they are expecting to see revenue issues in the next month. As a result, 46% of utilities have already implemented spending adjustments and another 24% said they are considering it.

For the service providers who support the water sector, 46% of those surveyed said they are experiencing revenue generation issues and about two-thirds indicate they have implemented spending adjustments. Like utilities, most will have re-opened their offices by the end of June (70%);

Click HERE to return to Table of Contents

however, service providers are more likely than utilities to maintain policies like work from home and travel restrictions.

Service providers have also established policies to help protect their employees from COVID-19, with almost all surveyed reporting enhanced disinfection and sanitizing procedures (94%) and about 75% implementing flexible work from home policies.

The fourth survey of AWWA member organizations generated 464 responses, including from 421 different utilities and 39 non-utilities (consultants, manufacturers, service providers, and others). The responses provide a real-time assessment of how water sector organizations are currently managing impacts of the COVID-19 pandemic.

AWWA offers resources to assist utilities with dealing with the challenges that arise during the pandemic at www.awwa.org/coronavirus. •

Fall 2020 | Breeze

11

Ess Brothers & Sons, Inc. – Construction Specialists for 153 Years!

12

Breeze | Fall 2020

Click HERE to return to Table of Contents

SPONSORED CONTENT

AWIA COMPLIANCE

Risk and Resilience: What You Need to Know and Where to Find Resources Passed in 2018, America’s Water Infrastructure Act (AWIA) requires community water systems to fill a ‘risk and resilience’ assessment with the EPA. Within six months of the assessment, water systems must develop an emergency response plan. Links to the process, certification requirements, and resources can be found at www.epa.gov/waterresilience/americas-water-infrastructureact-risk-assessments-and-emergency-response-plans.

Who Must File a Risk and Resilience Assessment?

Any community water system that serves more than 3,300 persons is required to file an assessment and emergency response plan. While a community water system is defined as any drinking water utility that consistently serves at least 25 people or has 15 service connections yearround, only those serving 3,300 people are impacted by this requirement.

When Do I Need to File?

The due dates for both the assessments and the plan are dependent upon the size of your service population.

Service Population

Risk and Resilience Assessment

≥ 100,000 people

March 31, 2020

Emergency Response Plan September 30, 2020

Serving ≥ 50,000 and ≤ 99,999 December 31, 2020

June 30, 2021

Serving ≥ 3,301 and ≤ 49,999

December 30, 2021

June 30, 2021

Continuing Requirements Every five years, your utility must review your risk and resilience assessment and adjust if needed. You then must recertify your assessment with the EPA. Within six months of recertification of your risk and resilience assessment, you must review your emergency response plan and revise if necessary.

Is There a Form or a Standard I Must Follow?

The short answer is no. Your utility’s assessment and plan must meet all the criteria in AWIA Section 2013(a) and (b), but the AWIA does not require that you use any particular standard, tool or method for conducting your assessment or developing your plan. Please be aware that your risk assessment and emergency response plan need to include assessments accidental emergencies (chemical leaks, equipment malfunctions), natural disasters, and changing conditions (flooding or drought from climate change, for example), as well as malevolent acts of sabotage, both on your physical assets and your cyber-control systems.

The lack of a hard and fast standard recognizes the need for these assessments and plans to be flexible and tailored to each utility’s needs.

However, there are some guidance documents that can act as a road map to the development of these documents. The AWWA has developed J100-10 Risk and Resilience Management of Water and Wastewater Systems to guide utilities in their assessments, available for purchase here: www.awwa.org/store/product-details/productid/21625.

Establishing Priorities, Determining Strategies, and Finding Funding Sources The EPA’s Resilient Strategies Guide will help you identify possible priorities to evaluate and strategies to fortify your assets based on your utility type (it includes wastewater/stormwater as options, in addition to drinking water), your utility size, and state. The Launch Guide button is at www.epa.gov/crwu/ resilient-strategies-guide-water-utilities#, which will take you to the guide launch page at www.epa.gov/crwu/resilient-strategies-guide-water-utilities#/ utility-information?utilityname=&region=101&utilitytype=4&utilitysize=1315.

Malevolent Acts: A New Concern The risk for terrorism and potential sabotage must be taken seriously.

The EPA has designed a guide to assist in this aspect of risk assessment and plan development, entitled Baseline Information on Malevolent Acts for Community Water Systems. This guide provides step-by-step assessments for different utility types and threats. The link to the EPA’s site is www.epa.gov/waterriskassessment/baseline-informationmalevolent-acts-community-water-systems, which includes the link to the document PDF at www.epa.gov/sites/production/files/2019-07/documents/ baseline_information_malevolent_acts_508_072519.pdf.

Risk Assessment for Extreme Weather If extreme weather is a major risk for your utility, there is an assessment tool that will help you project current and long-term conditions. CREAT has interactive maps to help evaluate your area and integrates with the resilient strategies guide at www.epa.gov/crwu/creat-risk-assessment-application-water-utilities.

This resource also helps identify strategies and, in some cases, funding sources for implementation.

Don’t Forget Chemical Safety One of the asset categories identified is ‘the use, storage or handling of chemicals.’ The example cites chlorine as a chemical of concern for uncontrolled release. Maintaining a chlorine residual is key to the safety of your water, and maintaining safe chlorine handling practices is also critical to the safety of your employees and surrounding populations.

Your Communities Depend on You You know your water is literally the life-giver to your community. The economic and physical health of your communities are only as stable as the water source you provide. Thorough risk assessment and emergency planning is critical to maintaining your utility and the welfare of your community.

Chlortainer Can Give You One Less Thing to Worry About Chlortainer can vastly simplify the risk assessment and emergency response plan development surrounding chlorine by eliminating the potential for uncontrolled release. One less thing to worry about – wouldn’t that be wonderful?

Give us a call at 800-543-6603 and let us help.

For more information about ChlorTainer secondary containment, visit http://chlortainer.com/?utm=kelman

5 AWWA UTILITY BENCHMARKING PROGRAM

TOP

Myths

About Benchmarking Your Utility’s Performance

BY FRANK ROTH, SENIOR POLICY MANAGER, ALBUQUERQUE/BERNALILLO COUNT Y WATER UTILIT Y AUTHORIT Y

Water utilities that benchmark performance gain valuable insight into where they stand in the marketplace and what strategies can improve their success.

However, those who hesitate to participate in AWWA’s Utility Benchmarking Program lose this valuable advantage. These benchmarking myths were compiled at the 2018 Utility Management Conference to help utilities better understand the process.

Click HERE to return to Table of Contents

MYTH #1:

MYTH #2:

Because every utility is unique, AWWA’s Utility Benchmarking Program applies well-defined, time-tested performance indicators specific to the water sector.

Your utility’s practices are compared with others of similar size, geographic location, or treatment processes. The Benchmarking Program uses metric data definitions and calculation methods refined over 15 years for more than 40 performance indicators covering water and wastewater utility business areas.

Your utility’s performance indicators are compared against aggregate data for participating utilities in the same service group. Your customized report highlights specific areas where performance can be improved, and practices or policies can be established or revised. In addition, benchmarking comparisons can be an effective way to demonstrate your performance to stakeholders, such as customers, boards, city councils, and regulators.

BENCHMARKING DOESN’T APPLY TO US BECAUSE WE’RE UNIQUE.

THE SURVEY RESULTS ARE NOT SPECIFIC ENOUGH FOR US TO USE.

Fall 2020 | Breeze

15

MYTH #3:

MYTH #4:

MYTH #5:

You have approximately 12 weeks between January and April 1 to compile your responses. Start by determining which measures are most relevant for your utility, then regularly track and evaluate the results and link them to improvement strategies. The process also can be used to report on customer and environmental targets, communicate with stakeholders, compare with other utilities, and link to industry-wide frameworks such as Effective Utility Management (EUM).

Benchmarking data supports change because it clearly shows where there are inefficiencies and what revised performance targets are possible. You can develop specific improvement plans and use benchmarking to measure outcomes. Utility decisionmakers can link AWWA performance metrics to internal strategic plans, asset management, levels of service, maintenance programs, regulatory achievement, and overall performance management. Many of these performance assessment programs can be found in the EUM and the AWWA’s partnership programs for Safe Water and Clean Water.

All sizes of utilities from the US, its territories, and Canada participate in the survey. Results are aggregated so they can be generalized for all utilities, regardless of size. AWWA also analyzes outliers to determine if unusually high or low values were intended as reported.

All data and information exchanges are based on useful, predictable, and common definitions of data and practices.

Now that these benchmarking myths have been busted, sign up today for AWWA’s Utility Benchmarking Program. •

THE SURVEY TAKES TOO MUCH TIME TO COMPLETE.

OUR UTILITY IS SLOW TO CHANGE.

THE SURVEY IS MORE USEFUL FOR LARGER, RESOURCE-RICH UTILITIES.

“WATER UTILITIES THAT BENCHMARK PERFORMANCE GAIN VALUABLE INSIGHT INTO WHERE THEY STAND IN THE MARKETPLACE AND WHAT STRATEGIES CAN IMPROVE THEIR SUCCESS.”

Innovative Solutions.

Sustainable Results.

Reliable Expertise.

Through the continual education of operators and focus on improving aging infrastructure, ISG is committed to protecting, preserving, and improving water solutions across the Midwest now and in the future.

Learn more!

ISGInc.com/work/water/water-solutions ISGInc.com | Architecture + Engineering + Environmental + Planning

16

Breeze | Fall 2020

Click HERE to return to Table of Contents

WHATEVER YOUR SITUATION, DSG MAKES WATER WORK From water systems to industrial pumping applications, from storm water to metering, we’re experienced and ready to make your job easier. Our crew specializes in combining experience and innovation to offer you solutions for your challenging projects. Contact us today to learn more about how DSG can help you.

PLYMOUTH, MN MONTICELLO, MN FARGO, ND BISMARCK, ND SIOUX FALLS, SD RAPID CITY, SD

u [952] u [763] u [701] u [701] u [605] u [605]

935-0445 295-3588 237-0222 221-9070 336-8884 348-7100

info@dsgsupply.com | www.dsgsupply.com

water | transportation | municipal | facilities

If you set the bar at competence, how do you reach excellence?

ApexEngGroup.com

Click HERE to return to Table of Contents

Fall 2020 | Breeze

17

SPECIFY IRON, AND SEE WHAT YOU ARE SAVING.

RIGHT FOR THE ENVIRONMENT. RIGHT IN EVERY OTHER WAY. When it comes to pipe, materials come in and out of favor. Yet only one has always proven safe for health, the environment, and your longterm financial strength.

Our ductile iron and steel pipes last generations, are made from recycled material, and are also recyclable. That means ideal sustainability and life-cycle value. It’s more than long-lasting pipe.

It’s your ironclad promise to the future.

DUCTILE IRON PIPE FLOW CONTROL INTERNATIONAL SPIRALWELD PIPE STEEL PIPE AMERICAN-USA.COM 1-800-442-2347

18

Breeze | Fall 2020

Click HERE to return to Table of Contents

By incorporating resilience into a risk management framework, a utility can improve its response and recovery strategies, thereby mitigating the potential for loss of service.

By Kevin M. Morley

R

esilience is defined by an array of indicators that characterize a desired end state or goal.

According to Section 2013 of America’s Water Infrastructure Act (AWIA) of 2018, resilience is the “ability of a community water system or an asset… to adapt to or withstand the effects of a malevolent act or natural hazard without interruption to the asset’s or system’s function, or if the function is interrupted, to rapidly return to a normal operating condition.”

AWIA requires community water systems serving populations of 3,300 or more to perform two tasks: (1) conduct a risk and resilience assessment and (2) prepare or revise an emergency response plan on a prescribed schedule every five years, starting in 2020. For more information, see Priority Action on Risk and Resilience, Journal AWWA, February 2019 (https://doi.org/10.1002/awwa.1229).

Drinking water and wastewater systems have been designed to be resilient given the critical functions they provide to the communities they serve. However, various incidents have revealed the need for a more strategic perspective to resilience that goes beyond some of the tactical actions typically defined in an emergency response plan. This need led to the development of the Utility Resilience Index (URI) as a means to provide an all-hazards, system-level assessment of resilience.

PUTTING THE URI INTO PRACTICE The URI is based on 12 indicators of resilience that a utility can readily and quickly assess to determine where potential gaps or opportunities exist to improve its capacity to respond and

Click HERE to return to Table of Contents

recover from an incident. These resilience indicators were selected based on findings from historical records, after-action reports, best practices, and lessons learned from multiple incidents. When considered as a whole, the indicators provide a snapshot of a utility’s resilience capacity.

The URI includes two classes of indicators that either affect utility functions or the community served: • Operational (O) indicators reflect the utility’s tactical capacity to react quickly and/or cope with various incidents that have the potential to disrupt service.

• Financial (F) indicators reflect the utility’s fiscal capacity to react quickly and/or cope with various incidents that have the potential to disrupt revenue and costs.

Port Aransas, TX, suffered severe damage during Hurricane Harvey in 2017. A San Antonio Water System crew was thanked by a Port Aransas resident for restoring water to the community. TXWARN fielded, responded to, or coordinated Hurricane Harvey response and recovery requests from more than 50 utilities.

Let’s apply the URI to a medium-size mid-Atlantic utility that is considering AWIA and what actions may be beneficial after some close calls in recent years. The utility’s manager inputs the utility profile to the URI and finds the utility scored a 44 out of 100. What does that mean?

It means there is a lot of opportunity for improvement, including accepting certain limitations that should inform strategies for alternatives, as it may not be feasible to ‘fix’ all the limiting indicators. Consider the following URI inputs, as reflected in the accompanying table on page 20.

O1: Emergency Response Plan (ERP) shows that while the utility has a plan, it hasn’t been exercised with tabletop or functional exercises. In addition, the utility hasn’t prepared any resource typing for its system that could help the utility’s staff determine what they may need to request from others and what they may be able to provide others during an incident.

This is all about pre-incident planning and preparedness, which reduces the stress and chaos associated with an actual incident. Training, exercises, and resource typing are examples of strategies, plans, and procedures that support the intent of AWIA’s ERP provisions. For more information, download AWWA’s new Water Sector Resource Typing Guidance manual at https://bit.ly/2G7hczw.

O2: National Incident Management System (NIMS) Compliance is voluntary, but it’s an eligibility requirement for certain federal homeland security grant programs. The utility has participated in basic awareness training available from the Federal Emergency Management Agency and the US Environmental Protection Agency (USEPA). However, staff who are most likely to lead (i.e., the incident commander) would benefit from higherlevel training to facilitate engagement with other stakeholders during a significant incident. Understanding the process for incident management tracking and documentation pre-incident is much better than learning it while trying to manage an emergency.

Fall 2020 | Breeze

19

O5: Ability to Meet Minimum Daily Demand or Treatment is at the core of a utility’s function. In the case of a drinking water system, how long can typical daily demand be sustained?

The answer depends on a combination of finished water storage and, where applicable, the ability to service customers with gravity. Whatever the threshold, this represents a critical planning decision point at which alternative water supply options may become necessary. This is one of the new provisions in AWIA that a utility is expected to determine. Resources such as the USEPA’s report Planning for an Emergency Drinking Water Supply (https://bit.ly/32zADL0) can be used to assess options and consider how distribution would be achieved in coordination with state/local partners. In less than 24 hours, this utility would be in crisis, which could be caused by source water contamination, cyanotoxins, or the plant’s physical impairment from a natural or man-made incident. This low threshold

O3: Mutual Aid and Assistance has been critical to water-sector resilience for years. The value of these agreements has been demonstrated time after time, spanning myriad incidents from hurricanes to earthquakes to blizzards. This utility is part of its state’s Water/Wastewater Agency Response Network (WARN), which provides state-level support and means by which interstate mutual aid can be facilitated.

O4: Emergency Power for Critical Operations is often the rate-limiting factor in recovery following an incident that affects power supply. This utility reports the ability to sustain power for critical operations for up to 24 hours, which is likely limited by fuel capacity. Regulation can also hamper investment in backup power generators, as their use during nonemergency periods often triggers stringent Clean Air Act limits. The cost of generators has made them a key shared resource among WARN utilities, especially in regions depending on multiple booster pump or lift stations.

suggests that some critical planning is needed to ensure options to mitigate the impacts on the community are developed and ready to be implemented if necessary. AWIA requires systems to develop alternative source water options.

O6: Critical Parts and Equipment is an important factor in recovery, especially in this era of just-in-time delivery. A robust asset management program may aid a utility considering this indicator. This utility has a moderate maintenance yard with a limited stock of critical spares, meaning it could take several weeks to locate and deliver a replacement. Mutual aid has facilitated the location and delivery of unique parts. It’s important to consider these limitations within a risk and resilience assessment, and staff knowledge should support preparation of a ‘what if’ strategy if a spare part isn’t economically feasible.

Resource typing can also help a utility assess the limitations of its capacity to assist others and identify resources it may need to request.

UTILITY RESILIENCE INDEX (URI) WORKSHEET The URI is the product of the weighting developed for each indicator (Vij) and the maximum value indicated in the utility profile (wj).

Utility Resilience Indicators (j)

Utility Profile

wj

O1: Emergency Response Plan (ERP)

wj*Vij

0.1389

0.0347

Utility Resilience Indicators (j)

Utility Profile

wj

x

0.00

F1: Business Continuity Plan (BCP)

0.00

No BCP

0.25

BCP under development

0.25

Staff training on ERP (i.e., Tabletop)

0.50

BCP completed

0.50

Resource typed assets/teams defined and inventoried Functional exercises on the ERP conducted

0.75 1.00

BCP fully implemented Annual commutment of resources and BCP exercised

0.75 1.00

No ERP ERP developed and/or updated

x

O2: National Incident Management System (NIMS) Compliance

0.1561

0.0781

F2: Utility Bond Rating

0.00

Caa, less than or equal to

0.00

ICS 100/200 provided to key staff

x

0.25

B-Ba

0.25

ICS 700/800 provided to key staff

x

No ICS/NIMS training

0.50

Baa-A

ICS 300/400 provided to key staff

0.75

Utility certified as NIMS compliant

1.00

AA AAA

O3: Mutual Aid and Assistance

0.1868

0.1401

F3: GASB Assessment

0.00

Less than 20% assessed

0.25

20—40% assessed

0.50

41—60% assessed

0.50

0.75

61—80% assessed Greater than 81% assessed

0.75 1.00

x

1.00

Mutual aid/interstate and intrastate

O4: Emergency Power for Critical Operations

0.0595 0.00

None Up to 24 hrs

x

0.50

49—72 hrs Greater than or equal to 73 hrs

0.75 1.00

O5: Ability to Meet Minimum Daily Demand (Water) or Treatment (Wastewater)

0.0966

None

0.00

Up to 24 hrs

0.25 x

0.50

O6: Critical Parts and Equipment

0.0878 x

0.0044

0.0459

0.0115

0.50

<2—4% national average

0.75

<5% national average

1.00

F5: Median Household Income

0.04

0.0100

0.00 x

0.25

±5% state median

0.50

>5—10% state median

0.75

>10% state median

1.00 44.2%

Source: Morley, Kevin. Evaluating Resilience in the Water Sector: Application of the Utility Resilience Index (URI), PhD diss. George Mason University, 2012.

0.25

3 — <7 days

0.50

1 — <3 days Less than 24 hrs

0.75 1.00

O7: Critical Staff Resilience

0.0605

<10%

0.00

10—25%

0.25 x

0.0303

0.50

>50—75%

0.75

>75—100%

1.00

Breeze | Fall 2020

0.0176

0.00

3—4 weeks or greater

>25—50%

0.0220

0.0480

0.25

±2% national average

<5—10% state median

0.064

0.00 x

<10% state median

0.75 1.00

49—72 hrs Greater than or equal to 73 hrs

1 — <3 weeks

0.0483

0.0000

0.25

F4: Unemployment >2—4% national average

0.0463

Utility URI

0.00 x

>5% national average

0.25

25—48 hrs

25—48 hrs

0.0149

wj*Vij

0.75 1.00

Mutual aid/intramunicipal (within own city/town agencies) Mutual aid/intrastate (e.g., Water/Wastewater Agency Response Network [WARN])

MAX

Vij

0.50 x

None Mutual aid/local-local (with adjacent city/town)

20

MAX

Vij

Click HERE to return to Table of Contents

O7: Critical Staff Resilience is the percentage of response-capable staff available for critical operations and maintenance positions who have crosstrained backups. Given the size of this utility, there is a fair amount of crosstraining – likely out of necessity. Utilities that have prepared for staffing outages for pandemic planning or work stoppage may have a higher level of capability in this category.

F1: Business Continuity Plan (BCP) provides an indication of the integration of risk management into the utility’s culture. A BCP is often where/how a utility has addressed some level of cybersecurity risk management as part of a disaster recovery plan. In addition, a BCP is typically where continuity of enterprise functions like payroll and accounting are documented. This utility hasn’t developed a BCP, suggesting there is likely a need to address critical AWIA provisions related to securing cyber assets and financial infrastructure.

household income are more vulnerable.

Although a utility can’t directly alter such measures, it can provide key indicators of the potential impact a loss-of-service incident may have on the population served.

developed free training on AWIA and offers resources that facilitate compliance, all of which are part of the association’s Utility Risk and Resilience Certificate Program (www.awwa.org/risk).

LOOKING AHEAD Collectively, the URI provides a utility with a high-level assessment of its general resilience status. Preparing the URI is also a good opportunity to consider risk and resilience management options to ensure AWIA compliance. Also, AWWA has

Kevin M. Morley is AWWA’s federal relations manager at the association’s Government Affairs office (www.awwa.org) in Washington, DC. This article is reprinted with permission from AWWA. •

F2: Utility Bond Rating indicates a utility’s financial stability and capacity to repay debt. This utility has received a good rating from an independent bond agency, and the utility’s fiscal health is sound.

F3: GASB Assessment entails determining how the utility has evaluated its infrastructure risk. Specifically, it determines how much of the system has undergone a condition assessment to evaluate the remaining life of its assets so rehabilitation and replacement investments can be properly considered with financial risk management plans.

This utility has assessed a small proportion of its system, meaning it doesn’t have a complete estimate of prospective future financial obligations.

F4: Unemployment and F5: Median Household Income are included to reflect the capacity of the community to react quickly and/or cope with various incidents that have the potential to disrupt utility revenue and/or influence operational response. Research has demonstrated that communities with high levels of unemployment and low median

Click HERE to return to Table of Contents

Fall 2020 | Breeze

21

water Since 1913, HR Green has provided solutions that build communities and improve lives.

Phone 651.644.4389

pumping and treatment systems

•

well siting, design, and construction

•

groundwater monitoring and modeling

•

distribution-system modeling

•

wellhead protection plans

resourceful. naturally.

T R A N S P O R TAT I O N + WAT E R + G O V E R N M E N TA L S E R V I C E S L A N D D E V E L O P M E N T + E N V I R O N M E N TA L + C O N S T R U C T I O N

Commercial / Municipal Water Systems Wells • Pumps • Controls • Service

The "Full Service, One Stop Shop" for your Water Systems Equipment and Service.

Well Drilling Well rehabilitation Well sealing & casing perforation Water testing Well screen jetting & chemical treatment Discharge pipeline component repairs & replacement Water meter repair, replacement and upgrading VFD Maintenance, repairs and replacements Water level monitoring equipment Video well inspections Pumps and motors Pump & motor reconditioning Temporary or rental pumps Pump station repair Pump tests to 5,000 GPM

800.632.2277

We are currently surveying city water systems finding WATER LEAKS that haven’t surfaced. We’ve found over 100 leaks – just this summer! We help cities save water, money and time by scheduling repairs before the frost hits.

Conservation Services,Inc.

WATER LEAK DETECTION

Bergerson Caswell Inc.

www.watermainleaklocator.com

(763) 479-3121 · (800) 328-6188 · FAX: (763) 479-2183

www.bergersoncaswell.com

Breeze | Fall 2020

www.barr.com

Water System Leak Detection & Surveys

SERVING CUSTOMERS SINCE 1948 5115 Industrial Street · Maple Plain, MN 55359

22

•

 HRGREEN.COM

 St. Paul

• • • • • • • • • • • • • • •

supply | distribution | treatment

There is still time to schedule your water survey this Fall — Let’s find those leaks before the cold sets in!

Call Tony Schrantz ...612-600-8716 24 hr Emergency Water Leak Detection

Click HERE to return to Table of Contents

A Call to Arms (and Volunteers)

Source Water Protection in the Farm Bill

In the 1930s, the Soil Conservation Service, the predecessor to the modern Natural Resources Conservation Service (NRCS), was formed to combat the impacts of the dust bowl and help prevent similar future occurrences. In the decades that followed, NRCS has focused on addressing a wide variety of resource concerns â&#x20AC;&#x201C; not just soil erosion but also wildlife habitat, air quality, soil health, water quality, and others. Throughout this history, even though there has long been a goal of improving water quality (and quantity where applicable), until recently source water protection was never a specific focus.

Click HERE to return to Table of Contents

In the 2018 Farm Bill, this has changed.

Congress established source water protection as a goal for the NRCS conservation programs and has dedicated considerable resources towards it.

Ultimately, all source waters come from somewhere â&#x20AC;&#x201C; often from surface waters or groundwaters that receive inputs from agricultural and forested areas. Working with NRCS and agricultural producers to reduce nutrients, sediments, chemicals, and animal waste entering source waters represents a proactive, effective, and cooperative approach to source water protection.

Fall 2020 | Breeze

23

“ Working with NRCS and agricultural producers to reduce nutrients, sediments, chemicals, and animal waste entering source waters represents a proactive, effective, and cooperative approach to source water protection.”

When you partner with MSA, it’s more than a project.

It’s a commitment.

If it involves water, MSA Professional Services has the expertise to address it.

Big or small, we do whatever it takes to meet each need, working to make Minnesota municipalities stronger in the process.

DULUTH | ST.PAUL www.msa-ps.com

24

Breeze | Fall 2020

Over the past few years, the Water Utility Council has led an advocacy and education campaign to increase awareness of source water protection, build source water protection into the core of conservation programs, follow-up on NRCS rules and policies, and to work with utilities on engaging with these programs.

The efforts have met with some success as we’ve built the knowledge and gotten several AWWA members involved in projects across the country.

But, there’s much more to be done, and you have the power to help tackle it!

We are looking for interested volunteers who can build relationships with NRCS locally, help gain utility involvement, sit on the NRCS technical committees, and participate in (or create) activities that benefit source water protection.

For anyone interested, AWWA will provide information and support to those willing to work with their NRCS programs to enhance source water protection.

With the NRCS having an office in nearly every county, there is almost certainly one close to you where you can open the conversation about your source water needs, your goals, what resources you can bring, and so forth. Your state’s NRCS State Conservationist is a key point of contact for all state -level conservation programs, and there are many collaborative partnering opportunities available. Through the state technical committee, there’s also opportunity to help set the criteria which determine how, where, and on what conservation funds will be spent.

If you’re interested in learning more, reach out to Adam Carpenter, Manager of Energy and Environmental Policy, at 202-326-6126. •

Click HERE to return to Table of Contents

Imagine it.

Delivered.

AECOM is a trusted partner for your water and wastewater services.

We are delivering smarter, sustainable solutions for a better world. aecom.com

Code Updates In-Service Cleaning NEW TANKS — Rick DiZinno (270) 826-9000 ext. 2601

EXISTING TANKS — Jordan Pyles (270) 826-9000 ext. 4601

WATER TREATMENT Chemicals, Equipment and Service for

Safe, Clean Water

• Potable Water • Raw Water Clarification • Swimming Pools • Wastewater Treatment • Bioaugmentation Solutions • Sludge De-Watering • Waste Settling Aids • Collection Systems

EQUIPMENT

Celebrating over 80 years of serving our customers!

Minneapolis, MN St Paul, MN 651.730.1115

Click HERE to return to Table of Contents

Superior, WI 715.392.5121

Fargo, ND 701.293.9618

• Chemical Injection Pumps • Control and Monitoring Systems • Chlorination Control Systems • Chemical Feed Equipment

Sioux Falls, SD 605.368.5793

www.hawkinsinc.com 800.328.5460

Fall 2020 | Breeze

25

advancing*innovation

SOLAR ENERGY AND STORAGE SYSTEMS RENEWABLE ENERGY Ziegler Power Systems offers a variety of renewable energy and microgrid solutions: Solar panels ▪ Battery energy storage Engineers | Scientists | Consultants | Constructors

888.320.4292

St. Paul | Harold Voth | 651.468.2073

www.zieglercat.com/solar

©2020 Brown and Caldwell.

Water is the driving force in nature.

— Leonardo da Vinci

Breeze To reach water professionals through Breeze magazine and its targeted readership, contact Darrell at your earliest convenience to discuss your company’s promotional plans for 2020.

Darrell Harris, Marketing Manager 1-877-985-9793 darrell@kelman.ca ARCHITECTS

26

ENGINEERS

Breeze | Fall 2020

SCIENTISTS

SURVEYORS

Click HERE to return to Table of Contents

Water Heroes

SACRIFICE TIME AT HOME TO ENSURE SERVICE CONTINUES

Reprinted with Permission from AWWA Connections, May 2020

T

o protect critical water treatment plant employees from being exposed to COVID-19 while maintaining business continuity, some utility members of the American Water Works Association are housing operational teams on site.

“This is what it takes to ensure we can treat the water and distribute it to half a million people in central Iowa,” said Ted Corrigan, interim CEO and general manager with Des Moines Water Works (DMWW). The utility provides retail and wholesale service to about a sixth of the state’s population.

On March 23, DMWW sequestered 21 willing employees based on operational needs at its three water treatment plants, rotating them through 12-hour shifts and housing them for two weeks at a time in campers (pictured) with access to food, laundry facilities and internet access.

After four weeks, the practice was suspended at its two smaller treatment plants but still continues with 11 employees

at DMWW’s main plant, where the system’s centralized control center and plant operators are located. They include operations, maintenance and supervision staff from the water production department.

“We have a limited number of operators who are trained and certified to operate our system,” said Corrigan (pictured).

“With the challenges of our limited number of qualified staff

GENERAL REPAIR SERVICE PUMP SALES & 24 HOUR SERVICE Office-651-766-0874

www.GENERALREPAIR.com

Fax-651-766-0875

Or E-MAIL GENERAL@GENERALREPAIR.COM

Celebrating 65 Years Sales and Service of all pumps, Blowers, and Rotary Valves.

Your Lift Station Rehab Specialists!

Click HERE to return to Table of Contents

Fall 2020 | Breeze

27

“ With the challenges of our limited number of qualified staff and a single control center, we felt sequestering staff on-site was the best way to meet our obligation to continue service to our customers. Every employee in the department agreed, voluntarily, to participate in the sequestration process.”

and a single control center, we felt sequestering staff on-site was the best way to meet our obligation to continue service to our customers.

Every employee in the department agreed, voluntarily, to participate in the sequestration process.”

In taking this unprecedented step, DMWW drew from a Contagious Disease Response Plan it had developed in 2009. The plan included an isolation phase, which had not been implemented until the current COVID-19 pandemic.

“Everyone, including our Board of Trustees and union leadership, recognized their critical role in supporting the public health of our community and agreed with the decision to sequester,” Corrigan said. “Once the decision was made, it took about two weeks to prepare.”

SHARING KNOWLEDGE AND STRATEGIES In North Carolina, Cape Fear Public Utility Authority (CFPUA) officials concerned about employees’ exposure to COVID-19 also came to the decision to house essential operational crews at treatment facilities.

“We spoke with staff at Des Moines Water Works and Greater Cincinnati Water Works about how they were planning to reduce their operators’ contact with the general community, and by April 1 we had trailers rented, provisioned, and fully set up at our Sweeney Water Treatment Plant and the Richardson Nanofiltration Plant,” said Carel Vandermeyden, CFPUA’s deputy executive director. (Photos courtesy of CFPUA)

“We didn’t want our licensed operators to get sick or potentially expose others on their crews,” he added. “You can’t just pick somebody off the street to replace them; they have years of education and experience.”

On April 6, rented trailers (pictured) at the Sweeney Water Treatment Plant and the Richardson Nanofiltration Plant became home, sweet home, for seven operators working 12-hour shifts for seven-day periods. At the end of each week, the team disinfects their trailers and another crew of seven operators takes over. Before returning to the plant, staff take their temperatures and report any potential COVID-19 symptoms.

GLOBAL REACH AND EXPERTISE,

DELIVERED THE WAY THAT’S RIGHT FOR YOU.

Black & Veatch offers global reach and expertise in every way that water is managed, sourced, conveyed, stored, treated and conserved. We deliver value for today and tomorrow.

Visit bv.com to learn more.

Minneapolis/St. Paul 7760 France Avenue South, Suite 1200 Bloomington, MN 55435 (952) 896-0500

28

Breeze | Fall 2020

Click HERE to return to Table of Contents

“The US Environmental Protection Agency made it very clear that ensuring drinking water services remain fully operational is critical to containing COVID-19 and protecting Americans from other public health risks,” Vandermeyden said. “These multi-day shifts reduce opportunities for these operators to become exposed to COVID-19. CFPUA will continue this plan for as long as the situation warrants.”

COMMITTED TO SERVING COMMUNITY A similar approach is being taken in central Tennessee by Clarksville Gas & Water, a municipal utility that provides water and wastewater services to about 160,000 residents in Clarksville and Montgomery County. CGW also provides natural gas service to more than 28,000 customers. (Photos courtesy of CGW) “With the uncertainty of what was ahead of us, we felt that operating both our water and wastewater treatment plants with a limited staff for seven days on shift and seven days off was the best approach,” said Mark Riggins, CGW’s general manager.

“We work in a specialized field that never stops and only a few people can fill the roles of our state certified plant operators,” he added. “If these operators were affected by the coronavirus pandemic, our plant operations would suffer tremendously and put a strain on our ability to serve the community.”

Prior to implementing an on-site strategy, CWG’s plant managers discussed the approach with their staffs. All employees said they were ready and willing to step up to the challenge, which involves sequestering teams of operators to stay in make-shift living quarters (pictured) within the two treatment plants, segregated from other employees and vendors.

The water plant alternates two groups of four Grade 3 and 4 water treatment operators, which perform laboratory analyses and operate water distribution pumps to maintain tank levels. The wastewater plant rotates four groups of five employees, including a lab technician, mechanic, solids dewatering operator and two plant operators. Operators are

Click HERE to return to Table of Contents

segregated from other plant employees and vendors.

Each Monday, the groups on shift go home for a week and the next group takes over. Plant managers ensure food and daily supplies are stocked, operations run smoothly, and stringent cleaning and hygiene protocols are followed.

“We commend our entire team of 268 employees for stepping up in this time of crisis to maintain continuity in all areas, including water and wastewater treatment plants, gas and water distribution, wastewater collections operations, customer service, engineering, and administrative support staff,” Riggins said. “Our priority is to ensure customers continue to receive essential services efficiently and safely.” •

KLJENG.COM

We take pride in our work throughout the midwest.

Because we live here too.

Bolton-Menk.com

Fall 2020 | Breeze

29

M NAW WA Ad Index Breeze would not be possible without the adver tising suppor t of the following companies and organizations.

Please think of them when you require a product or ser vice.

Company

Page

Phone Number

Web Address

Company

Page

Phone Number

Web Address

American Ductile Iron Pipe

18

205-325-7701

www.american-usa.com

M.E. Simpson Co., Inc.

24

800-255-1521

www.mesimpson.com

AE2S

10

701-364-9111

www.ae2s.com

Master Electric

14

855-99TESTT

www.testtcompany.com

AECOM

25

612-376-2000

www.aecom.com

Metering and Technology Solutions

9

877-398-0450

www.metertechsolutions.com

Apex Engineering Group

17

701-373-7980

www.apexenggroup.com

Mid America Meter, Inc.

7

800-324-0365

www.midamericameter.com

Barr Engineering Company

22

952-832-2619

www.barr.com

MSA Professional Services, Inc.

24

800-362-4505

www.msa-ps.com

Bergerson Caswell

22

763-479-3121

www.bergersoncaswell.com

Northern Dewatering, Inc.

6

763-428-2616

www.northerndewatering.com

Black & Veatch Corporation

28

952-896-0500

www.bv.com

32

651-628-0683

www.nwpeco.com

Bolton & Menk, Inc.

29

507-625-4171

www.bolton-menk.com

Northwestern Power Equipment Company

Brown and Caldwell

26

800-727-2224

www.brownandcaldwell.com

Pittsburg Tank & Tower Maintenance Co., Inc.

25

270-826-9000

www.pttg.com

Core & Main

4

952-937-9666

www.coreandmain.com

Preload, LLC

18

631-231-8100

www.preload.com

Dakota Supply Group

17

800-328-3976

www.dakotasupplygroup.com

SEH

21

651-490-2000

www.sehinc.com

E.H. Renner & Sons, Inc.

7

763-427-6100

www.ehrenner.com

Stantec

3

651-604-4706

www.stantec.com

Electric Pump, Inc.

30

800-211-6432

www.electricpump.com

Thompson Innovation

11

866-258-8462

www.thompsoninnovation.com

ESS Brothers & Sons, Inc.

12

763-478-2027

www.essbrothers.com

Vessco

8, 31

952-941-2678

www.vessco.com

General Repair Service

27

800-767-5151

www.generalrepair.com

Wachs Utility Products

2

847-537-8800

www.turnvalves.com

Hawkins Water Treatment Group

25

800-328-5460

www.hawkinsinc.com

Water Conservation Services, Inc.

22

612-600-8716

www.watermainleaklocator.com

HR Green, Inc.

22

800-728-7805

www.hrgreen.com

Widseth

26

218-829-5117 www.widseth.com

HYMAX by Krausz

10

855-4KRAUSZ

www.krauszusa.com

WSB

12

763-541-4800

www.wsbeng.com

ISG

16

507-387-6651

www.isginc.com

W. W. Goetsch Associates, Inc.

12

952-831-4340

info@wwgoetsch.com

KLJ

29

800-213-3860

www.kljeng.com

Ziegler Cat

26

952-885-8218

www.zieglercat.com

KLM Engineering, Inc.

3

888-959-5111

www.klmengineering.com

VFDs in the water industry.

The impact is clear.

System reliability, pump efficiency and industry-specific controls are imperative to successfully maintaining a reliable water management system. But did you know that the right VFDs can also save energy with extended sleep cycles, adjust for system fluctuations, and minimize wear and tear on your pumps and piping systems?

Who you choose matters.

Electric Pump , Inc 201 4th Ave. SW New Prague, MN 56071 (800) 211-6432 www.electricpump.com

30

Breeze | Fall 2020

Electric Pump , Inc 1434 5th Ave. N Fargo, ND 58102 (701)235-7500 www.electricpump.com

Click HERE to return to Table of Contents

CHEMICAL FEED DIVISION Customer Focused - Expert SoluƟons CapabiliƟes Include: 

Bulk Storage and Feed of Granular or Powder Materials



Liquid or Dry Polymer Makedown Systems



Custom Skid Fabrication



Storage Tanks, Scales, Mixers, Analyzers & More



Gas Feed for Chlorine, Sulfur Dioxide and Carbon Dioxide



Peristaltic, Diaphragm and Progressive Cavity Feed Pumps



Huge Inventory of Spare Parts



Fully Staffed Field Service Department for Start‐up, Installation Assistance, Troubleshoo�ng & Repair We look forward to serving you!

Contact us today at (952) 941‐2678 www.vessco.com

Skids Designed The Way You Want It

Engineered for today.

Built for a life�me.

When Cla-Val built their first automa�c control valve nearly 84 years ago, they knew they had something special. Since then, Cla-Val’s product line has grown to include an extensive range of hydraulic and electronic valves and accessories to ensure excep�onal performance and reliability.

Electronic Control with standard and customized ValvApps™ Pilot Operated Hydraulic Valves

Electronically Actuated Valves

Electronic Inser�on Flow Meter

serving the Minnesota waterworks industry since 1972

Northwestern Power Equipment Co., Inc. PO Box 131180 • Roseville, MN 55113 Phone: 651.628.0683 • www.nwpeco.com

djkluck@nwpeco.com

www.cla-val.com