Georgia Public Works Issue 1, 2021 by Kelman & Associates

Georgia PUBLIC

THE OFFICIAL STATE PUBLICATION OF THE AMERICAN PUBLIC WORKS ASSOCIATION | ISSUE 1 – MARCH/APRIL 2021

WORKS M A G A Z I N E

Our Unsung Heroes The Men and Women on the Frontline

Inside

• President’s Message • Art is Bringing People Together • Why I Took the COVID-19 Vaccine

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Table of Contents

ISSUE 1 – MARCH/APRIL 2021 APWA GEORGIA CHAPTER 4915 Chase Lane Cumming, GA 30040 www.georgia.apwa.net PRESIDENT Ms. Shirley Stevenson PRESIDENT ELECT Mr. Chris Rotalsky PAST PRESIDENT Mr. Lawrence Jeter, Jr.

VICE PRESIDENT Mr. Christopher Cox

FEATURES

SECRETARY Mr. Patrick S. Collins, PE

Pete Buttigieg, U.S. Secretary of Transportation

13 15 17

Art is Bringing People Together

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

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

Why I Took the COVID-19 Vaccine Drinking Water Defense: Planning and Executing a Tabletop Exercise Let’s Talk About Confined Spaces

DEPARTMENTS 7 9 25 30

President’s Message Branch Reports Georgia APWA News Advertiser Product and Service Center ON THE COVER: Employees: City of Atlanta Department of Public Works Photo Credit: Briana Catley, City of Atlanta, DPW

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President ’s Message

WELCOME TO SPRING 2021

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

s I write this short message to all of you, our Georgia Chapter, I look out of my window and see a brilliant blue sky with the sun shining brightly. Numerous trees and shrubs are coming into full bloom and the grass is becoming a vibrant sea of fresh, green carpet. My mind looks back to almost exactly a year ago. I’m positive there were many beautiful days during last spring as well, but that is not what comes to my memory. I remember the uncertainty and unknowns we were all facing at that time. The hurried and sometimes frantic measures to procure cleaners, sanitizers, masks, and a host of other protective items to provide safety to our employees and the public from a virus we knew nothing about. I remember working on how to establish rotating schedules and work from home scenarios to keep everyone busy and maintain the essential and critical functions of our community. I remember constantly thinking and worrying about the unknowns of living during the time of a worldwide pandemic. What I didn’t have to worry about was the dedication and commitment of my Public Works staff. I know this same level of confidence was felt throughout the Georgia Chapter and the entire nation’s Public Works community. The concern and fear of the unknown was on everyone’s mind; however, the Public Works community removed any sense of fear by accomplishing the critical task of providing necessary services to the communities we serve. Removing garbage, cleaning buildings, keeping roadways safe, providing water and wastewater services – and all the other functions Public Works provides – are often overlooked and considered thankless tasks; however, the people that do these tasks are dedicated and dependable individuals. We all experienced feelings of fear and concern, yet the men and women of Public Works put that fear aside to accomplish the greater good of supporting our communities. We have all experienced a difficult year filled with unknowns and challenges; however throughout it all, you – the Public Works members – have been a stalwart for your communities. You have continued to stand on the frontlines of the COVID pandemic and serve your fellow citizens with humble strength and resilience. Springtime in Georgia is a beautiful, exciting time of year filled with renewed nature and wonder that often fills me with awe. The Public Works community also provides me awe and wonder with the ability to face unknowns and adversities yet serve in the unique manners in which only Public Works can accomplish You are amazing and phenomenal people. Take a moment to

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We have all experienced a difficult year filled with unknowns and challenges; however throughout it all, you – the Public Works members – have been a stalwart for your communities. You have continued to stand on the frontlines of the COVID pandemic and serve your fellow citizens with humble strength and resilience. enjoy the wonders of Spring and reflect on the satisfaction of a job well done over the last very trying year. I thank you all for your dedication and service and wish you the best for a bright, beautiful Spring.

I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

Georgia Georgia APWA APWA Branches Branches 2021 2021 Branch Branch Presidents Presidents North North Carolina Carolina

Tennessee Tennessee Dade Dade

Catoosa Catoosa Whitfield Murray Walker Whitfield Murray Walker

Floyd Floyd Polk Polk

Carroll Carroll

Gwinnett Gwinnett

Fulton Fulton Clayton Clayton

Pike Pike

Meriwether Meriwether

Troup Troup

Lamar Lamar

Upson Upson Harris Harris

Taylor Taylor

Muscogee Muscogee Chattahoochee Marion Chattahoochee Marion Stewart Stewart

Peach Peach Macon Macon

Schley Schley

Webster Webster

Sumter Sumter

Quitman Quitman Randolph Randolph Clay Clay

Terrell Terrell

Calhoun Calhoun

Dougherty Dougherty

Mitchell Mitchell

Miller Miller Seminole Seminole

Decatur Decatur

Grady Grady

Twiggs Twiggs

Worth Worth

Laurens Laurens

Dodge Dodge

Colquitt Colquitt

Brooks Brooks

Cook Cook

Screven Screven

Emanuel Emanuel

Treutlen Treutlen

Candler Candler

Montgomery MontgomeryToombs Wheeler Toombs Wheeler

Tattnall Tattnall

Bulloch Bulloch

Jeff Davis Jeff Davis Coffee Coffee

Bryan Bryan

Wayne Wayne

Brantley Brantley

Chatham Chatham

Liberty Liberty

Long Long

Pierce Pierce

Atkinson Atkinson

Berrien Berrien

McIntosh McIntosh

Glynn Glynn

Ware Ware

Lanier Lanier Lowndes Lowndes

Appling Appling Bacon Bacon

Effingham Effingham

Evans Evans

Telfair Telfair

Irwin Irwin

Tift Tift

Jenkins Jenkins

Johnson Johnson

Ben Hill Ben Hill

Turner Turner

Thomas Thomas

Wilkinson Wilkinson

Burke Burke

Jefferson Jefferson

Washington Washington

Wilcox Wilcox

Crisp Crisp

South Carolina South Carolina

Columbia McDuffie Columbia McDuffie Warren Richmond Warren Richmond Glascock Glascock

Hancock Hancock

Bleckley Bleckley

Pulaski Pulaski

Lincoln Lincoln

Wilkes Wilkes

Taliaferro Taliaferro

Baldwin Baldwin

Houston Houston

Dooly Dooly

Lee Lee

Baker Baker

Early Early

Bibb Bibb

Crawford Crawford

Talbot Talbot

Greene Greene

Putnam Putnam

Jones Jones

Monroe Monroe

Elbert Elbert

Oglethorpe Oglethorpe

Morgan Morgan

Jasper Jasper

Butts Butts

Spalding Spalding

Hart Hart

Madison Madison

Clarke Clarke Oconee Oconee

Walton Walton

Rockdale Rockdale Newton Newton Henry Henry

Fayette Fayette

Coweta Coweta

Heard Heard

Jackson Jackson Barrow Barrow

DeKalb DeKalb

Douglas Douglas

Franklin Franklin

Banks Banks

Hall Hall

Forsyth Forsyth

Cobb Cobb

Paulding Paulding

Haralson Haralson

Dawson Dawson

Cherokee Cherokee

Rabun Rabun

White Habersham White Habersham Stephens Stephens

Lumpkin Lumpkin

Pickens Pickens

Bartow Bartow

Towns Towns

Union Union

Gilmer Gilmer

Gordon Gordon

Chattooga Chattooga

Alabama Alabama

Fannin Fannin

Clinch Clinch Echols Echols

Charlton Charlton

Camden Camden

Florida Florida

Central Savannah River Area Central Savannah River Area

Middle Branch Scott Sullivan Middle Branch Scott Sullivan

Southeast Branch Tony Southeast Branch Tony

Coastal Branch Keith Page Coastal Branch Keith Page

Northeast Branch Northeast Branch

Southwest Branch Southwest Branch

Metro Atlanta Branch Metro Atlanta Branch

Northwest Branch Northwest Branch

West Central Branch West Central Branch

Vacant Vacant

bkpage@chathamcounty.org bkpage@chathamcounty.org

Shauncey Battle-Williams Shauncey Battle-Williams sbattle-williams@AtlantaGa.Gov sbattle-williams@AtlantaGa.Gov

wssullivan@spaldingcounty.com wssullivan@spaldingcounty.com

Todd Beebe Todd Beebe tbeebe@gainesville.org tbeebe@gainesville.org

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

Vicent avicent@glynncountyVicent avicent@glynncountyga.gov ga.gov Emanuel Haire Emanuel Haire EHaire@colquittga.org EHaire@colquittga.org James Mang James Mang jmang@columbusga.org jmang@columbusga.org

Branch Reports

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

As the year continues, our members will be enlightened with information and insight from a diverse group of speakers and topics.

ack at it! The Metro Atlanta branch of APWA was thrilled to welcome everyone back to the monthly “lunch and learn” sessions – with a twist, of course. In February, we kicked off the year with a dynamic duo of professionals who gave us updates and data regarding the COVID-19 vaccine. First off was Ms. Alex Wright with the Georgia Department of Health, followed by Ms. Mayumi Dickerson with the City of Atlanta’s Mayor’s office of emergency preparedness. These two women provided a wealth of information that shed light on what exactly the vaccine could be like for public works professionals and gave great feedback during our Q&A segment.

In March, our series continued highlighting women professionals, including the Chair of APWA’s Diversity and Inclusion Committee, Mrs. Kimberly Strong. Mrs. Strong gave a presentation on what diversity and inclusion looks like – at a macro and micro level in APWA and our industry as a whole. It was an eye-opening presentation with engaging commentary and I’m sure everyone in attendance left empowered. As the year continues, our members will be enlightened with information and insight from a diverse group of speakers and topics. If you would like to take part in any of our upcoming sessions or events, please reach out to Shauncey Battle-Williams at sbattle-williams@ atlantaga.gov.

NORTHEAST GEORGIA BRANCH

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

he Northeast Branch had our winter meeting on February 4, 2021 via Zoom. We had 18 attendees hear topics, including updates from the Executive Committee’s November meeting related to the Georgia Chapter Annual Meeting and the Equipment Show. We also welcomed Chris Rotalsky as our Chapter President and Stan Brown as the APWA National President-Elect. Chris provided us with an update on our Georgia Chapter and encouraged all members to submit nominations

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for Chapter Awards, Scholarships and Interns. Stan discussed the APWA February Talking Points, reminded us of all the good things occurring at the national level, and encouraged members to take advantage of learning opportunities through the APWA website. He also let us know that PWX in St. Louis is still moving forward and is hopeful that the event will happen as planned. Both leaders were hopeful that things will continue to improve and that APWA activities will start to normalize during the summer.

At the Branch level, I encouraged our members to consider submitting articles to the Georgia Public Works Magazine to help support the Chapter. For those of you who read this update, I encourage you to submit and help make the Georgia Public Works Magazine a success. Looking forward, I anticipate another virtual meeting for spring then hopefully will see members in person at Jekyll and at our next meeting in the fall.

I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

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PETE BUTTIGIEG, U.S. Secretary of Transportation

n February 3, 2021, Pete Buttigieg was sworn in and now serves as the 19th Secretary of Transportation. Prior to joining the Biden-Harris Administration, Secretary Buttigieg served two terms as mayor of his hometown of South Bend, Indiana. A graduate of Harvard University and a Rhodes Scholar at Oxford, Buttigieg served for seven years as an officer in the U.S. Navy Reserve, taking a leave of absence from the mayor’s office for a deployment to Afghanistan in 2014. He is the son of Joseph Buttigieg, who immigrated to the United States from Malta, and Jennifer Anne Montgomery, a fifth-generation Hoosier.

“Prior to joining the Biden-Harris Administration, Secretary Buttigieg served two terms as mayor of his hometown of South Bend, Indiana.” Growing up in South Bend – which was once home to Studebaker car manufacturing – Pete Buttigieg, like many other Americans in the industrial Midwest, grew up surrounded by empty factories and abandoned houses, sometimes hearing that the only way to a good future was to get out. He returned to the Midwest after school, worked in the private sector, and was elected Mayor of South Bend in 2011 with a focus on delivering a new future for the city through a fresh approach to politics and bold ideas. Soon known as “Mayor Pete,” Buttigieg worked across the aisle to transform South Bend’s future and improve people’s everyday lives. Household income grew, poverty fell, and unemployment was cut in half. The city established new resources to extend

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opportunity and access to technology for all residents, and he launched a “Smart Streets” initiative to improve street design in the downtown and the historically underresourced West Side. This Complete Streets strategy led to benefits that included small business growth along previously neglected corridors, and hundreds of millions of dollars in new private investment in the once-emptying downtown. His leadership helped spark citywide job growth and facilitated innovative public-private partnerships like Commuters Trust, a benefits program designed to improve the city’s transportation experience for workers. At the same time, Mayor Pete worked to build a South Bend community where every resident could feel safe and included. His initiative on municipal identification cards for residents helped to bring undocumented immigrants out of the shadows, while a small business incubator established in a historically Black neighborhood worked to expand opportunity, and a surge of investment went into repairing or removing abandoned houses in lower-income neighborhoods. In 2019, he launched his historic campaign for president. Throughout 2020, he campaigned for the election of the BidenHarris ticket and served on the advisory board for the presidential transition. In December, he was nominated by President-elect Biden to be Secretary of Transportation. He was confirmed by the Senate on February 2, 2021, becoming the first openly gay person confirmed to serve in a president’s Cabinet. Secretary Buttigieg lives with his husband Chasten and their rescue dogs, Buddy and Truman. I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

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Art

is Bringing People Together By Ashlyn Johnson, Public Information Officer with the City of Valdosta

s you drive past the City of Valdosta’s Engineering Storage and Equipment building, you will notice something different, more vibrant, and colorful. It started as a blank canvas perfect for a large-scale public art piece. Now the building is covered with a beautiful mural that can be noticed from the street level or overpass up above. The City of Valdosta Main Street Office contracted with Lee Mobley, an artist from the South Georgia area. It was a full team effort: as City Public Works and Engineering staff prepped the building, Valdosta City Manager Mark Barber brainstormed a colorful and creative idea. Main Street staff and Mobley finalized a design and the artist went to work, taking only two days to complete the project. “We hope this mural helps to encourage the revitalization and investments into this area of our city. This was an opportunity for us to complete a quick and easy as well as cost-effective placemaking project, in hopes to attract more people, and highlight how beautiful this area of our city can be,” said Ashlyn Johnson, City of Valdosta Public Information Officer. The City of Valdosta will continue to recognize and utilize the true talent of artists as partners in community development, which is an effective way to build community and encourage economic growth. Valdosta has embraced the arts community and successfully transformed this area to be inclusive, inviting, and innovative. Right now, in the midst of a pandemic and uncertainty in our country, art is bringing people together.

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I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

Why I Took the

COVID-19 Vaccine By Adisa Aarons, Vice President, Metro Atlanta Branch, Field Engineer, City of Atlanta

OVID-19 has been a headache for us all. It has disrupted our day-to-day routine and kept us at home. Everyone knows someone who has been impacted by COVID-19. Personally, I have lost two family members – my cousin Greg Aarons (October 2020) and my grandmother Carolyn Barnes (January 2021) – to the virus. When the vaccine came out late last year, I was equally excited and nervous because it was developed so quickly. I questioned whether it was safe and effective, so I decided to talk with my primary care doctor and get her opinion on the vaccine. Without any hesitation, she recommended that I take the vaccine. She already had and believed that it would get us to a point where we can return to a normal day-to-day life. I also spoke to other close friends, who are doctors, and they all stated that they would take the vaccine as well. When I had the opportunity to take the vaccine, I signed up to get my spot in the line. The online system was not working properly so I called the hotline for support; while it took a few attempts to get through, with a 45-minute waiting period, I was able to get my appointment scheduled. On March 24 at the Mercedes-Benz Stadium, I received my first dose of the Pfizer COVID-19 vaccine then returned for my second dose on April 15, 2021.

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I took the COVID-19 vaccine for three reasons:

1 2

1. I am a cancer survivor (July 2020), which means that I am at high risk to contract the virus and develop the severe symptoms that come along with it. I will do anything that I can to ensure that I can be around for my family. 2. I am a servant of Public Works. In my role, I am around contractors and the general public on a regular basis. While I know that I am doing everything I can to be as safe as possible, I do not know if everyone else around me is being as safe as possible. By doing my part, I can protect myself, my family, and everyone I connect with.

3. It’s our way out of this pandemic. I truly believe that getting vaccinated while wearing masks will eventually get us all to a point where we can go back to our normal lives pre-COVID. While it is your own personal choice whether or not you get vaccinated, I recommend that you speak with your doctor and friends to make the best decision for you and your family.

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Planning and Executing a Tabletop Exercise By Jennifer Arp, Environmental Affairs Assistant Manager, Cherokee County Water & Sewerage Authority, jennifer.arp@ccwsa.com

What a beautiful time. We are all ready to get out of the house and enjoy some sunshine and beautiful scenery before it all becomes covered in pollen. For those of you who are unsure of what actually constitutes ‘spring’ in Georgia, here are a few facts from the National Weather Service: • Spring is the period of time from March to May in Georgia. • Spring is typically a wet season for Georgia with 2-6 inches of rainfall per month. • Spring is a time of increasing temperatures and humidity with 60° to 73° typically in March rising to 75° to 86° (or more) by May. true lately for those hurricanes making landfall from the Florida panhandle to Houston. It seems one way or another, they all make a march across Georgia. Most often a hurricane will impact the southern half of the state, but increasingly we see effects from a hurricane moving into North Georgia. The same can be said for tornadoes. According to the National Weather Service, Georgia recorded 60 tornadoes in 2019. Fulton and Worth counties have both had 35 tornadoes since 1950, easily making them the top location for spring tornadoes in Georgia; however they are not alone. Chatham County has had 32, Colquitt County has had 30 over the past

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While spring is a time to get back outdoors and enjoy the area before the arrival of oppressive heat and humidity, it is also a time to be cautious. Spring in Georgia is a time for severe storms, floods, power outages, hail, and the occasional latearrival ice storm. It is also the time to talk about preparedness and planning, particularly for water and wastewater utilities. When we think of storms in Georgia, we may have very different experiences to draw from. Regionally, many factors play into how well or poorly an area is impacted. For example, many hurricane tracks show storms hitting along the Florida coast and tracking into Georgia as tropical depressions. The same has been 70 years, and Cobb has seen 28 tornadoes since 1950 – rounding out the top locations in Georgia. Tornadoes in Georgia are nothing new. On April 5-6, 1936, the Tupelo-Gainesville tornado outbreak consisted of at least 12 tornadoes across the southeastern U.S., killing 454 people (419 from two tornadoes alone) and causing $12.5 million in damage to Gainesville. We can all agree that there are questions that come with the anticipation of a storm: “Will there be damaging winds, large hail, tornadoes? And what about tornado intensities?” According to the National Weather Service, in the State of Georgia we experience an average of damaging winds 19 days a year; large I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

hail about seven days per year; and 20 tornadoes during ‘tornado season’ in March, April, or May. Of those tornadoes, 37% are F2 or greater and occur most often in April – more than any other month in the year. With all these storms, it would seem that planning is foremost on our minds – and for some locations that may be true. For the majority of us though, the new America’s Water Infrastructure Act (AWIA, 2018) took us by surprise. The AWIA was signed into law on October 2018, and requires community water systems that serve more than 3,300 people (by population, not service connections) to develop or update risk assessments (RA) and emergency response plans (ERP). Once the risk assessments are completed, a water utility must certify their completion to EPA. Within six months of completing and certifying a RA, the utility must update their ERP and submit a certification statement. Both of these documents need to be available for five years after certification to EPA. The table, EPA Deadlines by Utility Size, shows the breakdown of certification deadlines, based on community size. One of the biggest changes to AWIA was the broad focus. Prior risk and resiliency assessments focused on bioterrorism and terrorism planning as a result of 9/11.AWIA expanded its focus to include an all-hazard approach to planning to include storms, drought, domestic terrorism, and vandalism. More likely than not, a water utility will have a significantly better chance of encountering one of these events rather than an act of terrorism. Another significant aspect of AWIA was the amendments to the Emergency Planning and Community Right-to-Know Act (EPCRA). By law, drinking water utilities must be promptly notified of the release of substances reportable under section 304, and community water systems were given access to hazardous chemical inventory data that is reported under section 312. These amendments to EPCRA gave water utilities more information and in a timelier manner so that they could be better prepared in the event of source water contamination. Furthermore, utilities “shall, to the extent possible” coordinate with local emergency planning committees when revising RA and ERP documents. There are three other important directives within AWIA. First, a utility should have plans and procedures that can be implemented and equipment that can be identified and used in the event of malevolent act or natural hazard. Second, a utility should identify actions, procedures, and equipment that can lessen the severity of a natural disaster or malevolent act, the impact on public health,

and delivery of safe drinking water. Finally, a utility should identify strategies that can be used to detect malevolent acts or natural hazards that threaten the resiliency or security of the system. With all of this information, and all these new or expanded directives, Cherokee County Water & Sewerage Authority began assessing where we were and what needed to be done to comply. We began by gaining assistance from the consulting community to revise the RA and ERP. In addition to updating these two important documents, we began to evaluate our interrelationship with other local agencies. As an authority, we are not part of the County government; to implement the requirements of AWIA, it would be necessary to have an inter-agency collaboration. CCWSA began various inter-agency collaborations a few years ago, when we enlisted the Cherokee County Fire and EMS as well as the Cherokee County Sheriff’s and Marshal’s office assistance with water theft and illegal connections to fire hydrants. Whether a utility has a few hundred or several thousand hydrants, it’s nearly impossible to keep an eye on each one. We created a 15-minute PowerPoint presentation that taught first responders how to spot theft, identify illegal connections, and understand why those things are important. When this partner community understood the impact that illegal connections pose to the drinking water system and the impacts – both locally and throughout the distribution system – they became invested in helping us secure these points. Since then, we have seen a significant increase in calls from both the fire department and law enforcement for illegal connections to hydrants. Our next program would need to be more inclusive and focus specifically on partnerships that meet the requirements of AWIA. In September of 2020, CCWSA hosted a virtual table-top exercise (TTX) that brought together our local Emergency Management Agency, Law Enforcement, Fire/EMS, Stormwater, Public Health, and Cherokee County Government leadership. Additionally, we had participation from federal and state agencies such as Georgia EPD, the Department of Agriculture, Georgia Emergency Management, and Homeland Security. Having our local partner agencies was important in detailing each organization’s role in an emergency, gaining an understanding of how each organization worked, and understanding where there were overlaps. Having the state and federal agencies participate in the TTX gave all the participants a broad understanding of available resources, assistance, and the flow of information between partners.

EPA Deadlines by Utility Size Population Served

Risk and Resilience Assessment Certification Deadline

Next Five-Year Cycle Submission Date

≥100,000

March 31, 2020

March 31, 2025

50,000-99,999

December 31, 2020

December 31, 2025

3,301-49,999

June 30, 2021

June 30, 2026

Population Served

Emergency Response Plan Certification Deadline

Next Five-Year Cycle Submission Date

≥100,000

September 30, 2020

September 30, 2025

50,000-99,999

June 30, 2021

June 30, 2026

3,301-49,999

December 31, 2021

December 31, 2026

*From epa.gov 18

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The scenario used for the TTX was focused on a source water contamination, caused by an accident upstream of the drinking water intakes for two utilities. The scenario contained three module areas with key issues and questions, specific to each one. In our scenario, the three module areas were: 1) the accident, 2) the drinking water plant, and 3) the community impact and recovery. Taking this approach allowed us to share and highlight several things. First, there were changes to the law surrounding the EPCRA and requirement that drinking water utilities be notified immediately of dangerous releases. While our Fire and Law Enforcement agencies do a wonderful job of staying up to date with changing information, some of the legal changes that happen outside of their normal purview may get missed. Second, it also allowed each participating agency to learn how other agencies respond to these types of situations and what their current plans contain, when addressing instances like this. As a drinking water utility, it can be difficult (if not impossible) to make a plan when you are not working with other agencies. Creating a plan along with partnering with local agencies gives a utility more access to information and assistance in an emergency. One particular asset CCWSA learned about was that the local EMA serves as the coordinating agency during an emergency. EMA provides access to the Emergency Operations Center (EOC) so that representatives from different agencies can work together in the same room to address issues and leverage resources during an emergency. Furthermore, it is likely that your local EMA has already planned out community-wide distribution areas in case large volumes of bottled water need to be distributed during an emergency. This would be a great help to a utility since locating these areas, setting up a traffic flow, integrating manpower to operate the distribution, and other safety issues could exceed a utility’s capability during an emergency. Third, the TTX also allows agency participants to ask questions of each other regarding actions, roles, and responsibilities that may or may not be taken during an emergency. For example: When is the proper time to call GA EPD? Who makes that call? Who is responsible for obtaining water samples for testing? Who notifies other downstream intakes/utilities? What resources will be needed for laboratory testing? Who will be paying for sampling and testing costs? Who is in charge of the scene? How do you set up an incident command and who is included? How is public messaging created and delivered? All of these will be questions for a utility involved in a source water contamination incident. As the TTX moves from the incident, roles, and responsibilities to a more water treatment-focused module, other questions will need to be addressed. This can also be a time to teach your partner organizations about your utility. Making the scenario specific to the drinking water provider in your jurisdiction allows the utility to leverage the available resources and assistance that will be needed in an emergency as well as inform partner agencies about the utility’s needs. In the second module of the TTX, we talked about how many intakes exist and their location in relation to important areas such as road crossings. CCWSA was also able to inform local agencies that other sources of water were not available, how much storage capacity was available through water towers, how long the storage capacity would last with and without conservation measures, and what critical infrastructure would be impacted. This is important

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EPA has created several checklists and guidance documents to assist utilities with planning and preparedness. information for EMA, public health, and others when considering a messaging approach. For example, most of the agencies that participated did not have a plan for how their basic functions could be interrupted if water availability became severely limited or eliminated because the drinking water plant stopped producing. As an example, CCWSA serves a large jail facility that may house several hundred inmates. We were able to talk through what would need to happen if drinking water became scarce or no longer available with jail management. What we learned is that typically, the jail maintains agreements with other jurisdictions to move prisoners if needed. This, of course, costs about $35 per day per prisoner and has very important security concerns. This could be a significant cost to county government; however, since we are currently dealing with a pandemic those types of arrangements are off the table. So, how do we plan to get water to these inmates? What does “emergency water” look like? What plans have Fire/EMS officials made to deal with fire-fighting functions and how can we help? The final module in the TTX focused on recovery. Many things will be going on during the recovery phase of an event and many agencies are likely to be involved. For our scenario, the drinking water intakes had pulled contaminated water into the plant process, but it was not believed to be in the distribution system. Having all participants at the table allowed us to explore how this might play out, and what impacts other agencies may expect. Depending on what contaminant you’re dealing with, a drinking water plant could be out of service for days, weeks, or more. The level and availability of decontamination efforts, as well as what contaminant your dealing with, will determine the length of time that the plant is offline. As the drinking water provider, it was important for us to discuss and define exactly what “emergency water” means, and there are far-reaching implications to what is and is not included in the definition. For example, how would a utility with a finite amount of available water continue to deliver water to neighboring jurisdictions? Would it be wise to stop the wholesale of water to maximize the amount available for this community? What impact would your decision to stop wholesale water to neighboring jurisdictions have on their ability to serve their community? Are there high water users that can be asked to close, such as schools, to reduce water demand? Are food production facilities a concern? Many questions were generated during the TTX. In the days and weeks following the exercise, it is important that participants use the information gained to create a plan to move forward. In our case, the plan moving forward was broken up into smaller meetings with the specific action items for each participant. For example, CCWSA scheduled meetings with the EMA in order to tour the Emergency Operations Center, obtain detailed information I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

on how communication would be conducted, and become familiar with available resources. Additionally, we are working with the EMA to update the Emergency Service Function 3 (ESF3) to include aspects important to a drinking water/wastewater provider and make sure critical infrastructure for the utility is included on county emergency planning documents. Similarly, meetings with Fire/EMS services to ascertain what equipment is available for firefighting functions, HazMat preparation and response as well as sharing source water protection plans are important. Having these types of small group discussions are necessary to move from a planning phase to an implementation phase, and many of the action items will be included in the Emergency Response Plan. For instance, locating vendors for cases of drinking water to hand out to the community, if needed. Ideally, you would want to have a local vendor, one that is within hours of your location for immediate deliveries as well as having vendors that are within 300-mile area to your jurisdiction. While many emergencies will only impact a small area, in the event of a larger area of impact you will need vendors outside the affected area. Currently, CCWSA has committed to develop vendor lists for critical supplies, conduct annual coordination meetings with partner agencies, and participate in the Cherokee County Hazard Mitigation Plan five-year update. In addition to the external activities that utilities will need to engage in, there are internal activities that will be equally important. Once the Resilience Assessment and Emergency Response Plan are finalized, it is important to make sure that resilience strategies incorporate how managers assign roles and responsibilities within the utility. For example, after-hours calls are routed to the drinking water plant for CCWSA. While this scenario works well under normal operation, it may be wise to have internal emergency operation plans that change these types of functions under emergency conditions. If a tornado or flood were to cause damage to the plant facility, the operations staff may find their hands full with important operational requirements and not be able to answer the phone;

however, calls coming in to the plant may alert staff to additional damage to the system. It would be wise to explore how to assign personnel so that all functions can be covered by qualified employees. It has been usual practice to keep the Resilience Assessment and Emergency Response Plan ‘top-secret.’ While this is certainly a responsible practice, it may not be helpful to keep the documents entirely secret from employees that will be expected to perform important functions during an emergency. Additionally, much of the sensitive information contained in these documents is already known by employees. It is not necessary to share all of the information in these plans with all the employees of a utility, but it will be important to share emergency roles and responsibilities as well as expected performance functions with employees who will be working during the emergency. Utilities can create smaller emergency operation plans for staff, based off of information contained in the larger document. This information should contain a hierarchy that shows the flow of communication, contact lists for all critical departments as well as external communications, and the chain of command. Employees may be asked to assist with work that is outside their typical area with people they do not typically work with so having detailed operational documents for each department is important. Equally important is practicing these scenarios before an emergency situation as part of the utilities safety training program. EPA has created several checklists and guidance documents to assist utilities with planning and preparedness. All of these documents, as well as other helpful information, can be found at www.epa.gov/waterresilience. Additionally, EPA has hosted several webinars to walk utility personnel through the entire process. These free webinars are a great way for your utility to stay informed of updates and additional guidance that may be available in the future. Finally, it is important for a utility to practice the plan that it creates. Practice is the only way to make sure everyone understands their role, and that the plan can work. In the end, having a plan should not be the goal – having a plan that actually works should.

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By Darrel West, Gwinnett County Department of Water Resources, darrel.west@gwinnettcounty.com

hen those of us who have been in the water and wastewater industry hear the words ‘confined space,’ we typically start thinking about our sewer systems, lift stations, or some less-than-ideally designed underground tank. Perhaps you have

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had the opportunity to be in a confined space, such as a sewer manhole, and thought to yourself, “Wow, this sure is a confining space I am in” and you would be correct. Personally, when I hear the words ‘confined space,’ I tend to think about areas that are dark, dingy, smelly, and have more than just a few cockroaches

(even the occasional albino ones) living in there – all of whom are more than willing to run up your pant leg. Yes, tanks, pits, vaults, and manholes are all examples of confined spaces, but what makes them a confined space? Any way we slice it, confined spaces are not exactly set up for hosting the

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annual family picnic, but so what? “So the occasional roach runs up my pantleg and I get a little dirty – what’s the big deal?” Good question and glad you asked it. It’s simple – confined spaces have and unfortunately will, in all likelihood, continue to take the lives of either unsuspecting or recalcitrant entrants, period. To further compound the issue, in situations involving a fatality, there is mounting evidence that multiple fatalities are the norm. If you have to work in and around an area that has the potential to take your life or the life of a co-worker, it makes sense to do a bit of a deep dive into understanding what to be on the lookout for, what the problems could be, and more so, how to either avoid or remove those associated challenges. I could tell you about any number of confined space fatality stories the search engine of your choice will spring to life on your computer screen as a shock and awe tactic, but rather have decided to honor those individuals by using this platform to educate, encourage, and inspire.

Let’s Start From the Beginning The Merriam-Webster dictionary does not define a confined space. That’s right, you will not find the definition of a confined space in the dictionary. If we want to find the definition of a confined space we are going to have to peek into the Occupational Safety and Health Administration’s 29CFR 1910.146 or 1926.1203, otherwise known as the confined space standards for general industry and the construction industry respectively. For the duration of this article, we will be referring to Federal OSHA’s general standard for confined space entry. The Occupational Safety and Health Administration (OSHA) defines a confined space as any area that: • Is large enough and so configured that an employee can bodily enter and perform assigned work AND • Has limited or restricted means for entry or exit AND • Is not designed for continuous employee occupancy

Hopefully, you noticed that the word AND was both capitalized and in bold between each of the confined space criteria. The “ands” are very important. If an area exhibits only one or two of the key characteristics, then it cannot be a confined space – a confined space has all three characteristics. Let’s break each of those criteria down a little for clarity’s sake. Is large enough and so configured that an employee can bodily enter and perform assigned work. This one is straightforward and does not typically require much explanation. Has limited or restricted means for entry or exit. This is how you get into and out of a space. If you get into the space via a ladder, manway, or mechanical hoist then the space has limited means for entry and exit. Essentially if there are any physical barriers that impede self-rescue (such as the absence of a standard industrial door or stairs), it likely represents a limited entry or exit situation. Is not designed for continuous employee occupancy. Was the space built with people in mind? Typically, we are looking for lighting and ventilation. If the space has lighting and forced air ventilation, then it probably is designed for continuous employee occupancy. Other clues to indicate if the area was designed with people in mind include having a physical barrier such as pipes or walls and the area has adequate working space such that an employee can place feet on a floor without having to stand on pipes, pumps, equipment, etc. Let me see if I can translate from “OSHAese” into a couple of real-world examples. Take for example a 10-foot-deep vault with metal rungs built into the concrete. Ask the three questions above to decide whether or not the area in question is a confined space. If you ask yourself the all-important three questions, your answer should be this vault is: • big enough for you to get into and work • is limit entry and exit (ladder) • not designed for employee occupancy (no lighting and ventilation) Therefore, it is a confined space. On the flip side, my office is not a confined space. Sure, it is large enough and so bodily configured to enter (barely, but it is) so it meets the first definition

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of a confined space; however, my office does not have limited entry or exit (it has a standard industrial door) and it is designed for continuous employee occupancy (it has lighting and ventilation). My office only has only one of the three necessary characteristics – it is not, and by definition, cannot be a confined space.

Jumping to Permit-Required Confined Space So, now that we are clear about what a confined space is, what is all this talk about danger and taking of lives? Another good question, glad you asked that one as well. Oftentimes, those same confined spaces have an associated hazard or multiple associated hazards simply because of the purpose of the space. A confined space with a hazard becomes what is commonly referred to as a “Permit-Required Confined Space.” A Permit-Required Confined Space is a confined space with one or more of the following hazards: • Contains or has the potential to contain a hazardous atmosphere; OR • Contains a material that has the potential for engulfing an entrant; OR • Has an internal configuration that an entrant could be trapped or asphyxiated by inwardly converging walls or by a floor which slopes downward and tapers to a smaller cross section; OR • Contains any other recognized serious safety and health hazards. Hopefully, you noticed that the word OR was both capitalized and in bold between each of the hazards. When a confined space contains one of the four hazards categories, it is a Permit-Required Confined Space. Let’s break each of these hazard criteria down for the sake of clarity. Contains or has the potential to contain a hazardous atmosphere. The air you are breathing right now is about 20.9% oxygen, at least I hope it is. 20.9% can be thought of as the baseline when it comes to oxygen – ideally, if we are going to be breathing in a confined space (and breathing is good), we are shooting for that 20.9% oxygen number. While 20.9% is great, there is something called an acceptable range. OSHA defines that range as between 19.5% or as much as 23.5% oxygen. Anything below 19.5%

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is an oxygen-deficient atmosphere which can lead to asphyxiation. If the atmosphere contains greater than 23.5% oxygen, the atmosphere is now oxygen-enriched which can create a flammable or explosive atmosphere. From there contaminants vary, however in the wastewater industry the most common contaminants of concern include carbon monoxide, hydrogen sulfide, and explosive gases such as methane. Let’s start with carbon monoxide. Carbon monoxide is a colorless, odorless, tasteless gas. OSHA’s 29 CFR 1910.1000 table Z-1 lists the permissible exposure limit as 50ppm as an eight-hour time weighted average based on a 40-hour work week. Methane is another colorless, odorless, tasteless gas. Methane also represents an explosion hazard. There are of course other flammable gases, vapors, and mists but in the wastewater industry, methane is common. Explosive gases, vapors, and mists should not exceed 10% of their lower flammable limit (LFL). The final and very common gas in the water/wastewater utility industry is hydrogen sulfide. Hydrogen sulfide has a telltale rotten egg smell which can quickly overwhelm a sense of smell rendering a person with olfactory fatigue and the inability to detect the compound. The ability to detect returns in the vast majority after removal from the area. OSHA’s 29 CFR 1910.1000 table Z-3 lists the acceptable ceiling concentration for hydrogen sulfide at 20ppm. While these are the most common gases analyzed in the water and wastewater industry, chlorine gas, as well as ozone, are other common gases which deserve mentioning and if appropriate, monitoring. Contains a material that has the potential for engulfing an entrant. Materials that have the potential for engulfing an entrant include both liquids or flowable solids, such as lime or carbon. Oftentimes the removal of such material may be necessary for safe entry. Has an internal configuration that an entrant could be trapped or asphyxiated by inwardly converging walls or by a floor which slopes downward and tapers to a smaller cross section. Occasionally confined spaces have sloped floors with small openings at the bottom. Examples include hoppers or silos. Should an

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employee slip and fall in such a location they could become lodged in that small opening and suffocate. Contains any other recognized serious safety and health hazards. Many confined spaces have other serious safety and health hazards such as a fall potential, moving mechanical parts, or electricity. As the name implies, a permit is necessary for entry into a permit-required confined space. As a little side note, the definition of entry into a permit-required confined space is considered to have occurred when any part of an entrant’s body breaks the plane of the opening. The entry permit is a location-specific document which is part of an overall program for controlling and protecting employees entering into permit spaces. The permit itself is used to document conditions prior to, during, and after entry. Once an area has been identified as a permit-required confined space and the determination is made that a person or persons must enter this area, what steps are necessary? The answer is basic: “take action to eliminate or control the hazard.” Unfortunately, it is easier said than done

Eliminating and Controlling Hazards Let’s talk a little about the procedure of eliminating or controlling the hazards, starting with atmospheric hazards. Atmospheric hazards. Whether we are talking about too much or too little oxygen, carbon monoxide, hydrogen sulfide, or explosive gases, the only way to truly know an atmosphere’s components and concentration is by testing with a properly calibrated gas detector (multi or otherwise). There are multiple brands, styles, and price points associated with atmospheric testing equipment to satisfy even the most discriminating buyer. Once the atmosphere has been evaluated, decide whether or not ventilation equipment is necessary. There are several manufacturers of ventilation equipment, but whichever brand and style you choose, make sure it will supply a sufficient quantity for a minimum of 20 air exchanges per hour. Remember, your blower loses a significant amount of ventilation capability with every 90-degree bend; ensure the blower is of sufficient capacity to

accommodate. Again, the combination of ventilating a confined space and atmospheric testing is simply to ensure the permit-required confined space you are about to enter has a safe breathing atmosphere and that the atmosphere stays safe. Atmospheric controls may involve the use of filtering respirators or SCBA’s (self-contained breathing apparatus). While we are not going to jump into respiratory protection, take note of two things: remember that a filtering mask will do nothing for an oxygendeficient atmosphere and a respirator cartridge is only good for its intended use. Choose wisely. Engulfment hazard. Engulfment hazards can be both simple and difficult to control. If a tank, such as a clarifier, can be isolated, the engulfment can easily be drained or pumped out – hazard controlled. When it comes to lift stations, this may become a little more difficult and require line plugging, upstream feeder lift station control, etc. Regardless of the space, this hazard must be controlled and oftentimes requires a significant amount of planning and team coordination. Entrapment hazard. Entrapment hazards or internal configuration challenges may require the installation of a temporary floor of sufficient strength to keep workers safe. Every location is different and as such, the safety precautions necessary are not universal and, similar to engulfment hazards, entrapment hazards require a significant amount of planning and team coordination. Other hazards. Many confined spaces have other serious safety and health hazards, such as a fall potential, moving mechanical parts, or electricity. Control of these hazards will involve the application of locks & tags, tripods/winches/full body harnesses, line blocking, or the release of stored energy sources. Again, this will likely require a significant amount of planning and team coordination.

Roles and Responsibilities There are four key roles when it comes to entering a permit space: entrant, attendant, supervisor, and rescue. Entrant. The entrant is the individual or individuals who are actually entering the space to perform the work. It is

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imperative this person is trained to not only conduct the work but understand the hazards associated with the work, adequately communicate, and follow instructions if directed to evacuate. Attendant. The attendant is the individual or individuals stationed outside of the space monitoring the authorized entrants in the space. Their duties are outlined in your site-specific program and often include periodic documentation of atmospheric conditions, monitoring confined space ventilation equipment, gas detection equipment, recognizing prohibited conditions, and taking appropriate action including summoning the rescue service. Entry Supervisor. The supervisor plays a very important role in the permit program. The supervisor has overall accountability for the entry, including terminating entry. Rescue. When it comes to rescue, there are a couple of options – self-rescue or a rescue service. For my money, self-rescue is going to be the quickest and most

efficient way to safety. For instance, if the confined space gas meter starts alarming, leave the space immediately. Perhaps the entrant has sprained their knee and is no longer able to climb a ladder. In that case, a retrieval device such as a tripod and winch combo and full-body harness allow the attendant to safely winch an entrant to safety. Under no circumstance should an attendant enter into a permit space for rescue purposes. There is also a rescue service. Rescue services can be internal or external. An internal rescue service is an in-house team of trained and equipped individuals whereas an external rescue service could be your local fire department provided they are trained, equipped, and are willing and able to respond in a timely fashion to an emergency.

Summary Let wrap this up with a quick summary of what we covered. A confined space is any area that:

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• Is large enough and so configured that an employee can bodily enter and perform assigned work, AND • Has limited or restricted means for entry or exit, AND • Is not designed for continuous employee occupancy. A permit-required confined space is first and foremost a confined space but now with at hazard. Hazards categories include: • Contains or has the potential to contain a hazardous atmosphere; OR • Contains a material that has the potential for engulfing an entrant; OR • Has an internal configuration that an entrant could be trapped or asphyxiated by inwardly converging walls or by a floor which slopes downward and tapers to a smaller cross section; OR • Contains any other recognized serious safety and health hazards. Once the determination has been made to enter a permit-required confined space (any part of your body breaking the plane of a space), all hazards must the understood, controlled, and made safe. These safety measures include atmospheric testing, ventilation, removal and/or control of engulfment hazards, and of course should something go wrong, a procedure for extricating an individual such as a tripod, winch, and full-body harness. All of these safety and control measures should be recorded on your location’s permit-required confined space entry permit. Understand this article is designed to simply give a basic overview of the hazards associated with permit-required confined space entries as well as a few examples of safety precautions and equipment necessary to keep employees healthy and safe. If employees are planning on entering into confined spaces and have not yet participated in detailed confined space entry training, you are encouraged to reach out to the many providers of quality confined space entry training, including your insurance provider, risk management department, safety or training departments, private training firms, etc. Confined spaces can be very dangerous areas; however, with the proper training, equipment, and planning, confined space entries can be safe, effective, and successful operations.

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Georgia APWA News

WOMEN IN LEADERSHIP Betty Smoot-Madison Job title:

Mobility Planning Director, ATLDOT

Prior to this role, I worked at:

I have a simple rule of thumb: just be responsive and honest.

Baltimore City Automated Traffic Violation Enforcement System Baltimore City Department of Transportation Maryland-National Capital Park and Planning Commission – Prince George’s County Planning Department

How I personally impacted my department or organization:

In my three years working with the City of Atlanta, there literally has not been a dull moment! I have a simple rule of thumb: just be responsive and honest. No matter who the recipient is, whether it’s a colleague or a council member or the Mayor’s office, a developer, a community improvement district, or a citizen, everyone deserves a response and everyone deserves truth. I truly believe that following this rule of thumb creates numerous paths of opportunity and helps build mutually beneficial, long lasting professional relationships. These good relationships are essential to the running of our department!

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Georgia APWA News

WOMEN IN LEADERSHIP Michele Wynn Job title:

Director, Program Delivery at ATLDOT – Strategy and Planning Division City of Atlanta, Atlanta Department of Transportation (ATLDOT)

Prior to this role, I worked at:

My current focus is process and policy improvement.

Jordan, Jones and Goulding, Inc. B&E Jackson and Associates, Inc. CALTRANS

How I personally impacted my department or organization:

In my nearly 17-year career working for the City of Atlanta – first with the Department of Public Works and now with ATLDOT – I have been privileged to work directly on transformative streetscapes as well as bridge and trail projects throughout the Atlanta. From 2003 through 2019, I was an integral leader in the development and implementation of the transportation capital program – specifically the federally funded, Quality of Life bond, Renew Atlanta bond and TSPLOST programs. My current focus is process and policy improvement.

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uniquepavingmaterials.com 26

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Georgia APWA News

DIVERSITY AND INCLUSION COMMITTEE Kimberly M. Strong , APWA Diversity and Inclusion Committee Chair APWA Accreditation Program Evaluator, Tennessee Chapter Delegate Public Information Specialist, City of Chattanooga

our Diversity and Inclusion Committee at the national level has identified the following key concepts to focus on for the year: 1. Increase Diversity and Inclusion (D&I) awareness so that we better understand areas for improvement and take necessary actions to promote diversity and inclusion. 2. Increase D&I exposure with membership and public works professionals across the nation at the national and chapter levels of APWA. 3. Assess APWA’s Diversity and Inclusion policy and provide recommendations for improvements that will ensure diversity within APWA leadership and committees to the Board for approval. In order to achieve these goals, one key component is keeping our members abreast on what we are working on: to be a chapter resource and establish better communication between the national D&I Committee and the overall membership of APWA. To meet the goal of increasing Diversity and Inclusion awareness – the Committee has invited members from the Board of Directors as guests to attend a committee monthly meeting. To date, President Mary Joyce Ivers and CEO Scot Grayson have both attended and given their insight on the direction APWA is going as it relates to Diversity and Inclusion. To meet the goal of increasing Diversity and Inclusion exposure with membership and public works professionals at the national and chapter levels – the Committee has several resources available to chapters that are interested in promoting Diversity and Inclusion. This includes presentations that we have prepared on the topic; Committee volunteers who are available to attend a branch meeting and provide an update on Diversity and Inclusion; and new educational tools that you can use in the area of Diversity, Inclusion and Equity. We also have articles published in the APWA Reporter magazine, so members can access our Committee’s latest messaging on Diversity and Inclusion. Another valuable resource is the Diversity and Inclusion Committee Liaison. Each region has been assigned a representative from the Committee; your liaison will be a resource on Diversity and Inclusion for the regions, chapters and committees you may have. Region IV’s Diversity and Inclusion Liaison is Casey Ambrose, P.E. Casey is the Sr. Project Manager for the

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Town of Gilbert, AZ, and she can be contacted at casey. ambrose@gilbertaz.gov. Our Committee’s Board Liaison is Vic Bianes, P.E. – APWA Technical Director for Fleet and Facilities and our Staff Liaison is Michael Altman, Government Affairs Associate in APWA’s Washington, DC Office. In closing, I thank you for all you do to enhance the American Public Works Association. I thoroughly enjoyed being a presenter during you Chapter’s March Meeting. Your commitment to promoting Diversity and Inclusion is evident. I echo the following statement from our President Mary Joyce Ivers: “We are all ONE APWA working together to keep our communities safe.”

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Georgia APWA News

IN MEMORIAM Mr. Victor L. Price

City of Atlanta, Department of Transportation North Avenue Bridge Maintenance Supervisor April 27, 1959 – February 15, 2021

Victor Louis Price, a native of Atlanta, GA, was born on April 27, 1959 to loving parents, Alvin Nathaniel Price, Sr. and Katherine Louise Price (both preceded him in death), in the Summer Hill Community. In addition to his parents, he was preceded in death by his sister and brother-in-law, Vanessa Price Edwards and Kenneth Edwards. Victor was a 30-plus-year career employee with the City of Atlanta and served as a Supervisor in the Department of Public Works, until his untimely transition on Monday February 15, 2021 at his home. He was also the Patriarch of his immediate and extended family and will be forever cherished as a loving husband, faithful father, doting grandfather, supportive sibling and loyal friend to many.

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THE WATER TOWER Annual Report Showcases

“YEAR OF F1RSTS”

Report highlights significant progress made through impactful programming and campus construction at The Water Tower during its first full year of operation

he Water Tower (TWT), the new water innovation hub in Buford, Georgia, releases its first annual report, The Year of Firsts. The report highlights significant progress made through impactful programming and campus construction at TWT during its first full year of operation. Established in late 2019, TWT’s mission is to be a thriving ecosystem of water innovation fueled by imagination, informed by research, and powered by pioneers. “It’s truly awesome how much The Water Tower has accomplished in its first 16 months,” said Nick Masino, founding TWT Board Member and Chairman. “The work completed so far and what’s planned will bring incredible technologies, water-related businesses, innovative researchers, and next-gen employees to Gwinnett.” Accomplishments in TWT’s four key pillars of applied research, technology innovation, workforce development, and community engagement are featured throughout the report, as well as strategic partnerships that enhanced and supported the success in these areas. TWT’s powerhouse founding partners, including Mueller Water Technologies, Siemens, JEA, Gwinnett County, and Gresham Smith, as well as TWT’s innovation partners, are highlighted. The past year saw the first workforce development classes with partner Georgia Water & Wastewater Institute (GWWI), who recently announced their northern Georgia training campus will be housed at TWT. The Lake Lanier Watershed 5-Year Research Plan, developed with stakeholders and technical experts over the past year, was published and applied research projects to protect the lake will begin this year. A technology developed by Olea Edge Technologies, demonstrated at TWT, provides an advanced asset management tool for water utility revenue. Engagement with the community included the first “Watering Hole” golf tournament fundraiser and virtual events such as networking, panels, and book clubs.

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“Through hard work, dedication, and a little bit of elbow grease, what started as an idea is coming to fruition before our eyes,” said Melissa Meeker, Chief Executive Officer of The Water Tower. “We are energized as we continue to build on the momentum from our first year to serve water and wastewater utilities in our community and across the U.S.” Construction of TWT’s Phase I Campus, funded through a key partnership with Gwinnett County and the Gwinnett Water & Sewerage Authority, is ahead of schedule. Beginning in early 2022, TWT will open its doors to innovators from across Georgia, the Southeast, the United States, and the world to contribute to its ecosystem of water innovation. The Water Tower is a new breed of innovation center providing answers to a multitude of complex challenges facing the water industry through an integrated approach to applied research, technology innovation, workforce development, and stakeholder engagement. With its mission to be a thriving ecosystem of water innovation fueled by imagination, informed by research, and powered by pioneers, The Water Tower is especially invested in helping utilities devise strategies to benefit from digital advancements in water supply and quality. For more information visit

I s s u e 1 – M a rch /A p r i l 20 2 1 | G EO RG I A P U B L I C WO R K S

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Georgia Public Works Issue 1, 2021

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