Rocky Mountain Water – Issue 1, 2025

Conquer your engineering and construction challenges with our design-build solutions.

Southeast SWTF (54 MGD BAF)

Fresno, CA

Bailey WTP (50 MGD BAF)

Colorado Springs, CO

WHY CHOOSE ORTHOS FOR BAFS & BACS?

Orthos has demonstrated a long track record of success in BAFs and BACs, and with our monolithic design, repeatedly responds to utilities’ demands of resiliency, reliability, and permanency.

Creating innovative, lasting solutions for a strong water future

Yuliana Porras-Mendoza is passionate about securing and protecting public water supplies in Colorado for future generations. And in her role at Garver, she’s well equipped to meet the challenge, bringing together a community of practice leaders that holistically look at water challenges and create unified solutions.

Yuliana Porras-Mendoza

One Water and Strategic Funding Leader

Rocky Mountain Water Magazine Group

The following volunteers support RMSAWWA and RMWEA with content collection, management, editing, and reviewing the magazine.

BLAIR CORNING bcorning@englewoodco.gov

ANDREW DUGAN andrew.dugan@waterwrites.co

KARI LARESE klarese@highlandsranch.org

RMSAWWA Communications Committee

KARI LARESE, Chair klarese@highlandsranch.org

ERIN RIDOLFO, eNewsletter Editor eridolfo@rmsawwa.org

RMWEA Communications Committee

ELIZABETH DEWAARD, Chair edewaard@englewoodco.gov

NATALIE COOK, eNewsletter Reviewer ncook@auroragov.org

ANDREW DUGAN, eNewsletter Reviewer andrew.dugan@waterwrites.co

Communicating Arvada’s Lead Service Line Inventory and Replacement Program

Tel: 866-985-9780 Fax: 866-985-9799 info@kelman.ca www.kelman.ca

Managing Editor: Mathias Leiendecker

Marketing Manager: Chad Morrison Design/Layout: Jackie Magat

Advertising Coordinator: Sabrina Simmonds

On the cover: City of Northglenn. Photo by Brian Alward

FROM THE RMSAWWA CHAIR

Looking Ahead to 2025: Celebrating Success and Embracing New Opportunities

Stephanie Elliott, RMSAWWA Chair, Senior Project Manager, Stantec

Welcome members to the New Year! As the calendar turns and a new year begins, we find ourselves in a unique moment full of potential. This annual milestone offers us a natural pause – a time to reflect on the accomplishments and experiences that have shaped RMSAWWA and to set our sights on the possibilities ahead. Before we fully turn the page on RMSAWWA’s 2024 chapter, I want to highlight some key achievements that underscore our collective dedication and commitment to excellence in water management:

• Record-breaking attendance at the 2024 Rocky Mountain Water Conference in Keystone, organized in collaboration with RMWEA.

• Establishment of the new Wyoming Water Committee, which not only was chartered but also held its first training event to a sold-out crowd.

• Formal creation of the Diversity, Equity & Inclusion Committee and the Sustainable Workforce Committee.

• Successfully hosting a variety of membership networking events throughout the year.

• Impressive attendance and technical sessions at both the New Mexico Water Workshop and the Western Colorado Water and Wastewater Conference.

• Training of more than 1,300 participants across more than 20 different training events. As we begin to write the 2025 chapter, let’s stay true to RMSAWWA’s mission: to provide solutions for our members to effectively manage water, the world’s most important resource. We remain dedicated to harnessing the experience, expertise,

and passion of our members to achieve this mission and our broader vision. As a section of the American Water Works Association (AWWA), we connect our members to invaluable opportunities and resources.

THE VITAL ROLE OF COMMUNICATION FOR RMSAWWA

This year, we’re placing a strong focus on the power of communication – whether by offering training and resources to support our utilities in conveying the value of water or by keeping our members informed of RMSAWWA’s latest initiatives. Communication is crucial to the Section’s mission, enhancing our connection with members, communities, and stakeholders, and fostering trust and transparency.

Strengthening Utility Communication –Effective communication is essential for utilities to build community support, deepen public understanding, and encourage engagement. By sharing information about water quality, conservation practices, infrastructure projects, and service reliability, we help the public better understand the complexity and significance of water management. Together, let’s keep strengthening relationships with those we serve.

Staying

Connected: Upcoming Events for RMSAWWA Members – With our Board and committees implementing new work plans, we’re poised for another impactful year of progress and partnership. We’re excited to keep our members informed and engaged with a full calendar of events this year. From technical training sessions to networking gatherings and workshops, RMSAWWA’s events are designed to support your professional growth, deliver fresh insights, and strengthen our water

community. Keep an eye on your inbox for our Splash newsletter and be sure to visit our website and follow our social media channels for updates and registration details on upcoming events. Each event is a valuable opportunity to connect with peers, expand your expertise, and contribute to our mission of advancing water management.

NOW IS THE TIME TO GET INVOLVED

The new year is a great opportunity to set fresh goals, both personally and professionally. If “getting more involved with RMSAWWA” is one of your goals, you’re in luck! RMSAWWA offers a wide array of engagement opportunities, from joining one of our 22 committees to submitting an article for Rocky Mountain Water magazine or submitting abstracts (RMWC abstracts will be opening soon) and attending any of our training or networking events.

Additionally, we’re thrilled to announce the launch of the new 2025 Section Sponsorship Program! This year, we’ve introduced a new “Supporter of RMSAWWA” sponsorship category, alongside our existing Silver, Gold, and Platinum levels. Be sure to check out the sponsorship brochure on our website or reach out to me or any RMSAWWA staff member for all the details.

Together, let’s make 2025 a year of growth, engagement, and positive impact. Thank you for your ongoing dedication to RMSAWWA! If you would like to learn more about how to get involved with RMSAWWA, please don’t hesitate to visit the website www.rmsawwa.org or connect with me by email at stephanie.elliott@stantec.com

Join our staff who have provided engineering services to our national parks throughout the country for the last 18 years.

Grand Canyon National Park Glacier National Park

Denali National Park and Preserve

Mesa Verde National Park

FROM THE RMWEA PRESIDENT

The “New” in New Year

Clay Rahn, RMWEA President, Principal Engineer, City of Westminster

Happy New Year to all of you water professionals! While it is true that I am excited about what the future holds in 2025, I would first like to mention a few of the great things that our very own RMWEA members accomplished during October’s WEFTEC in New Orleans. Metro Water Recovery’s Elevated Ops team won the overall national title (first place in Division 1) at the Operations Challenge competition! This was their third national title since 2019. It was such a pleasure watching that welloiled machine execute its events so flawlessly and swiftly. Their techniques remind me of those executed during a NASCAR or Indycar pit stop: if you blink, you miss it! Double Duty, also from Metro, won third place in Division 1 for the Lab Event – quite a haul for Metro. Westminster’s Sewerside Squad and South Platte Renew’s Commode Commandos also competed at WEFTEC at the highest levels, putting an exclamation point on RMWEA’s dominance at this prestigious, national event. To cap it all off, a documentary film featuring RMWEA’s regional competition (video services provided by our friends at Garver) was selected for the World Water Film Festival and may win an award. At the time of this writing, the news was hot off the press, so I don’t have many details to share here. But over the next months, I will be keeping an eye out for how the film does. The film is featured on our website, rmwea.org. Of course, you will want to view it and you can do so by hovering over the “Operations Challenge” tab on the homepage, and then clicking on “Regional –RMWEA”. Scroll down and voila! The video will be available to view there!

Thank you again for allowing me to serve you in 2025. I most defi nitely wish you and your loved ones a wonderful year ahead!

Now that we are through the RMWC, WEFTEC, and the holidays – what many think of (myself included) as the busiest time of the year – I find myself with a little more free time which opens up my ability to imagine what could be for 2025. My mind wonders to a place where I think about new, exciting possibilities: all the new people that will be met; new relationships that will be built or built upon; tackling new work challenges that spur professional growth; travel to new, exciting destinations; taking on that new Ironman course in Pennsylvania (or maybe that’s just me) and of course all the new effort that will go into furthering the already 89 years of RMWEA causes.

Speaking of those RMWEA causes, we have amazing volunteers who continuously create wonderful spaces for these: spaces that foster learning, networking, and enjoyment – the fulfillment of RMWEA’s mission. So, I encourage you to try something new in 2025. Maybe that’s

attending a Young Professionals’ event (their events are for everyone… even us Old Unprofessionals!), a PWO Seminar, or one of our operator schools (shameless plug: The Fundamentals School will be January 20-24 and the Intermediate/ Advanced School will be March 10-14, both at the Delta Hotel in Northglenn, CO), or an IWT Seminar, or the Communications Seminar, or maybe attending the RMWC for the first time, just to name a few. I encourage it all! Experience as much new as you can both personally and professionally in 2025; it will go by quickly. For me, I look forward to serving RMWEA to the very best of my ability and attending as many new (to me) events as I can, working smarter and harder at my job, furthering my own health goals with the aforementioned Ironman race in Pennsylvania and loving my loved ones even more.

Thank you again for allowing me to serve you in 2025. I most definitely wish you and your loved ones a wonderful year ahead!

Is It Time to Get Schooled?

Dave Lewis, RMWEA Operator Training Chair

Thinking back to 2007, as a new operator in Colorado attending my first RMWEA Short School in Boulder. I remember thinking, “What an amazing place to be, where I can sit and learn from these experts in the field and be surrounded by folks with varying experiences.” It was during lunch on day one when I realized attending this week of training was not only going to serve as education by instruction but also interactions with other students and having conversations about our experiences. That week of training is likely what set the course for the rest of my career.

I had originally registered to learn more about advanced wastewater treatment, which turned into discussions and stories from other students and instructors about all the other areas of treatment that I had not experienced, such as water treatment and industrial wastewater treatment. It was then that I decided I had to learn as much as I could about treatment. Fast forward to a post-pandemic world where we conduct meetings via Microsoft Teams and life is always just “on the move.” We multi-task projects from our computers and occasionally run out into the field to verify our process is running, or what SCADA is showing. We have weekly meetings with the operations staff (often remotely) to check in and get an update on whether that project is still on track. We attend monthly safety meetings to make sure the rest of the crew shows up and then check emails on our phones to make sure we don’t miss anything. We spend our evenings thinking about what the next day holds, and the never-ending circle continues. Does this sound familiar?

How often are we doing other things while attending online training? After completing the training, could you tell a coworker what you learned? Did you select

the online training session because it was a quick and easy way to get training units instead of trying to learn something new or refresh your memory on something you learned years ago? How about that new operator that just started, how are they doing with training? Are they getting training from the other operators? How are they being trained? Does the new operator attending online training understand what they are being taught?

Online training is useful. I’m simply asking us to consider how we are investing in training, in ourselves, and others. Ultimately, operators have a real responsibility to provide our communities with safe drinking water, reliable wastewater treatment to protect water quality for downstream users, and sewage collection and water distribution.

The number of operators in Colorado is trending downward. This is likely due to retirement and a lack of interest from the younger generation to fill operator roles. Regardless of this trend, we don’t need to focus on the quantity of operators so much as their quality. Operators have a wide-ranging job description that can

vary from mechanic to lab technician depending on utility and staff size. In small and rural communities, they’re often the street crew and dog catchers, too. Their skills and knowledge have real impacts on communities.

The in-person, hands-on training I received 17 years ago is still an opportunity for operators to sit in a classroom setting and learn directly from industry experts, ask questions specific to their facilities, and network with other professionals with their stories and experiences. Those conversations set the stage for operators to learn from one another and ensure they are becoming quality operators.

As an instructor, I can say firsthand that the students do not have interruptions during class as we are fully engaged and make sure everyone in the room has a full understanding of the topic. Often the entire group is engaged in the conversation and having sidebar conversations about the topic we are discussing or questions and comments from the group lead.

In my opinion, this is what sets in-person training apart from online courses. Each day

of school, I watch these groups of water, wastewater, industrial wastewater, activated sludge, collections, and distribution professionals head to lunch where they sit together to enjoy a meal and continue invaluable conversations. Several of the instructors and supervisors go on to volunteer more of their time at Help Night, where students who need a little more help can gain more clarity on any topic from industry experts. We even see students at Help Night who do not need help, but come to hang out and continue those conversations, or help others who came for assistance. At the end of the week, these operators will have heard several industry experts present topics that they are passionate about and exchange contacts with new colleagues. It’s often these personal experiences that lead them to return year after year.

RMWEA will be holding the Fundamentals School January 20-24 and the Intermediate/Advanced School

March 10-14. Both schools will be hosted at the Delta Marriott in Northglenn, CO. Check out the RMWEA website for more information and registration.

The Fundamentals School is geared toward newer operators and comprised of two tracts, Water Treatment and Wastewater Treatment. Both tracts have a heavy emphasis on math, chemistry, and biology to establish the fundamentals needed to continue advancement in learning.

The Intermediate/Advanced School has five tracts, comprised of Advanced Water, Intermediate Water, Intermediate/ Advanced Wastewater, Activated Sludge, and Industrial Wastewater. This school is for operators advancing their learning to the next level. Primarily for A and B level operators, this school provides technical “in the weeds” discussion and instruction. Whether you’ve been in the industry for 30 years or a week, one thing that we can all agree on is that this profession is

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constantly changing. Meeting face-to-face with industry colleagues is one of the only places where facts and ideas come together to make sure we are all the best quality operators we can be.

Dave Lewis has been the RMWEA Operator Training Chair since 2010 and has been a Supervisor and Instructor for the schools for at least that long. Dave is the President of Direct Discharge Consulting specializing in process operations optimization, troubleshooting, and maintenance. Dave is a Triple-A Certified Water Professional and currently sits on the Colorado Water Wastewater Facility Operator Certification Board. He can be reached at dave@directdischarge.com or 970-619-8216.

The Power of PTO: Why Time Off Matters for Leaders

Kacie Allard, Deputy Director – Business Solutions, South Platte Renew

In the water industry, leadership roles are anything but simple. Leading a team while juggling priorities, driving innovation, and handling challenging decision-making can be exhausting. Gallup research reveals that 60% of leaders report feeling symptoms of burnout by the end of the day, and when this stress accumulates over time, the impact on mental health and productivity becomes undeniable.

Leaders must maintain resilience and high standards while managing demanding responsibilities. Yet, prioritizing time to recharge through Paid Time Off (PTO) often falls by the wayside, even though it is essential for sustainable performance. And I’m not referring to a day here or there to handle errands or attend appointments. I’m talking about meaningful time away from work where leaders can unplug and recharge.

Numerous studies from reputable sources like Gallup, Harvard Business Review, and the American Psychological Association emphasize the value of utilizing PTO. Here’s why taking time off is beneficial not just for individual leaders but also for team morale, organizational resilience, and even profitability.

REDUCE BURNOUT AND ENHANCING WELL-BEING

The most apparent benefit of taking PTO is reducing burnout and supporting mental well-being. Leaders face a consistent pull between managing day-to-day operations and planning for the future, all while making difficult decisions that can carry emotional weight. According to the American Psychological Association, employees who take meaningful time off report a 66% increase in energy, a 57% decrease in stress, and a 68% improvement in overall mood.

My inspiration for writing this article: Ft. Morgan, AL, September 2024

To maximize these benefits, Gallup found that fully disconnecting from work is essential, even though it may be challenging to resist checking emails or addressing minor issues. Remaining connected during PTO can significantly limit the mental restoration that leaders need. As hard as it may be, genuinely unplugging allows you to fully experience the benefits of time away.

FOSTERING RESILIENCE IN YOUR ORGANIZATION

Every organization needs resilient, adaptable leadership, and PTO can be an unexpected tool in building this. When leaders take time off, it allows emerging talent within the team to step up, make decisions, and gain valuable experience that prepares them for future leadership roles. This temporary autonomy builds

confidence and can spark innovative ideas and improve business processes.

Building a culture of resilience and adaptability is essential for leaders in water management, where unforeseen challenges are common. Stepping away and trusting others to carry the load helps cultivate a more capable, resilient team, creating a pipeline of future leaders ready to face complex, real-world issues when they arise.

SETTING THE EXAMPLE FOR YOUR TEAM

In any organization, leadership’s actions set the tone for the rest of the team. Leaders who fail to take PTO or who take it but stay connected, send a message to their staff that time off isn’t truly valued or respected. This can make employees hesitant to take their PTO, even when it’s crucial for their well-being.

Modeling a healthy work-life balance is critical. Research by the American Psychological Association shows that 89% of employees in organizations with supportive PTO cultures report greater work-life balance and job satisfaction. Taking your PTO isn’t just a personal benefit; it’s a professional responsibility to set the standard for the team’s culture and health.

THE LINK BETWEEN PTO AND PROFITABILITY

While the primary purpose of PTO may be to support mental health and encourage work-life balance, its benefits extend beyond individual well-being. Research shows that organizations with engaged employees who take time off report 21% higher profitability than those with less engaged teams. This profitability boost stems from increased employee morale, creativity, and motivation, which lead to higher productivity levels when employees return to work. A workforce that feels appreciated, supported, and

empowered to take time off is more likely to stay engaged and productive long-term, directly impacting the bottom line.

HONORING YOUR EMPLOYMENT CONTRACT AND ITS BENEFITS

When it comes down to it, PTO is part of the employment contract for both leaders and employees. Just as a salary compensates for work performed, PTO is a contractual benefit designed to support sustained performance and well-being. Skipping PTO is like working without compensation, and it diminishes the support you’re meant to receive in return for your commitment to the organization.

In the end, PTO isn’t a luxury; it’s a necessary investment in the longevity and health of your leadership and your team. Embracing time off, disconnecting, and allowing yourself to fully step away can lead to a more resilient organization and a more fulfilled, capable leader. So, consider the benefits of PTO not just as a break from work but as a powerful

tool for strengthening yourself, your team, and the industry you lead.

Kacie Allard is the Deputy Director –Business Solutions for South Platte Renew, Colorado’s third-largest wastewater treatment plant. She has over 15 years of experience in municipal government, 10 of which have been in the water sector. Kacie is an expert communicator, change leader, novice gardener, and devoted wife and mother. She landed in the water sector by happenstance but has become passionate about serving the community and its stakeholders since then. Her enthusiasm for collaboration and team empowerment has allowed her to grow and encourage others in their personal and professional development.

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Getting the Word Out on Water

While numerous events and training opportunities exist for the water industry’s technical side, communications play a key role in ensuring that work is shared with all stakeholders. In the words of one attendee from this year’s event, “It was a nice change up from typically engineering-based events.”

This year’s seminar was hosted on October 29 at South Platte Renew (SPR)’s newly renovated Administration Building and Operations Complex in Englewood, CO. We welcomed communications professionals from across the Front Range, seeing a 23% increase in registration with 50% of registrants being returning attendees. Attendees agreed that the seminar provides a “really great networking opportunity and [is] very helpful to see what other organizations are doing.” Presentations spanned a variety of topics and incorporated opportunities for audience engagement.

DOUGLAS COUNTY UTILITY COLLABORATION

The morning kicked off with a collaborative presentation from Diedre Mueller, Sandra Sandman, and Kari Larese, who discussed how they’ve worked together to coordinate communications between their three utilities (Parker Water and Sanitation District, Castle Rock Water, and Centennial Water & Sanitation District, respectively).

The three presenters represent the largest water providers in Douglas County, CO, and face similar challenges, including the upcoming lead and copper requirements. The group discussed how working together has helped ensure that their geographic area receives consistent messaging and helps them manage a shared workload as regulations change.

A CASE STUDY ON BEHAVIORAL CHANGE

Rachel Garrett from Brown and Caldwell hosted an engaging presentation that

gave attendees a crash course in behavior change science and an introduction to community-based social marketing (CBSM). According to Garrett, “adding social marketing can motivate close to threequarters of customers, while education alone motivates only about one-eighth.”

Using a case study from her time at Seattle Public Utilities, Garrett shared how CBSM was used on college campuses to address unflushables that caused backups in the sewer system.

METRO’S NEWSLETTER CAMPAIGN

Metro Water Recovery’s internal communications staff, Jack Hennes and Alyse Greenberg discussed their approach to planning and launching a Summer Reading Program to increase employee newsletter readership and engagement. The team shared how the month-long campaign increased article Likes and Comments by 33% and 359% over the previous month. Metro’s campaign grand

Jori Nelson, Utility Management Consultant, HDR

Group photo of seminar attendees

FEATURE

prize winner was a field member who previously did not read the newsletter, demonstrating the power of such a campaign. Jack and Alyse shared what it took to run this campaign as well as lessons learned.

COMMUNICATION IN THE CITY OF ARVADA

Katie Patterson and Evelyn Rhodes from the City of Arvada are working with customers to help them understand the customer-owned requirements of the lead service line inventory and replacement program. Katie and Evelyn discussed their communications challenges and successes among the ever-changing regulatory requirements that have developed over the last two years. In Katie’s words, she has learned “how to be flexible throughout this process.”

In addition to lead and copper requirements, the City of Arvada has hired Raftelis to help develop a Strategic Communication Plan aimed at addressing long-range planning for aging infrastructure and capacity limitations. Katie and Makenna Sturgeon stressed the importance of “building an understanding of the value of utility services” and “communicating proactively.” The two shared initiatives being used at the city include holding

a department leaders’ communications workshop. The group practiced how to use the new Strategic Communications Plan and brainstormed how communications could be used in new ways throughout the utility.

LCR CONTENT DEVELOPMENT

CDM Smith’s Emma Goldberg shared her expertise in developing content for the Lead and Copper Rule Revisions (LCRR) as well as the Lead and Copper Rule Improvements (LCRI).

The LCRI has over 45 communicationsrelated requirements, including detailed language requirements. She stressed the importance of messaging, reading level, skimmability, visuals, and translations, as well as the need to maintain transparency and accessibility. Emma recommended that utilities “think about what worked and what didn’t work for initial LCRR communications.” Also, “we might not need to change all of our content, but we will need more.”

South Platte Renew clarifiers at sunrise

Rachel Garrett presenting on social marketing

“Due

Seminar will be an annual event.”

COMMUNITY ENGAGEMENT IN AURORA

HDR’s Aimee Housh shared her experience working with the diverse communities of the City of Aurora as they implemented a large master planning effort. Aimee recommended a people-first approach where the utility goes to the community, rather than expecting them to come to you. Building feedback loops directly into the planning process and outcomes was also outlined as essential. Additionally, providing language access is meaningful; over 160 languages are spoken within Aurora.

GOING VIRAL IN CASTLE ROCK

In the Town of Castle Rock, about 45% of water consumption goes to outdoor use. Sandra Sandman, Castle Rock Water’s Customer Relations Program Manager,

wants to lower that by 18% and go viral on social media while doing it. Through their water conservation initiative, the ColoradoScape Contest, customers submit a 30-to 90-second video explaining the benefits of water-wise landscaping for a chance to win a front yard makeover.

In 2024, the contest’s sixth year, the program reached 100,000 people but struggled to obtain submissions. As Castle Rock assesses how to move forward, Sandra shared her lessons learned and why it’s always important to assess the initial goal: education. Even if she hasn’t quite gone viral (yet), the content is certainly helping educate and entertain the Town of Castle Rock!

Due to popular demand, the Communications Committee anticipates that the Communications Seminar will

be an annual event. Planning for the 2025 Seminar will begin in the Spring, with a call for abstracts in the Summer. If you are interested, please contact Jori Nelson at jori.nelson@hdrinc.com to receive future event notifications.

Jori Nelson is a Utility Management Consultant with HDR, Inc. While she recently relocated to the west coast of Washington, she remains an active member of RMWEA. Jori has been the electronic newsletter editor for RMWEA for over three years and has always championed the role that communications has within the water industry. This is her second year running the Communications Seminar and has loved watching it evolve and grow. She can be reached at 425-245-9170 or jori.nelson@hdrinc.com

Communicating Arvada’s Lead Service Line Inventory and Replacement Program

The City of Arvada, Colorado was founded in 1870 and has seen major growth since the 1950s. Today, Arvada is a vibrant, bustling Denver suburb.

More than 120,000 residents rely on the City of Arvada (the City) Utilities Department to provide essential water, wastewater, and stormwater services to maintain a highquality way of life.

While the City has upgraded the majority of city-owned water mains, service lines, and meters over the years, the City does not have ownership of private service lines. This limits the amount of information the City has about whether customer-owned lead or galvanized service lines still exist. As with many growing communities, areas of

redevelopment are exposing galvanized service lines. Along with early records alluding to galvanized service lines, historic knowledge from long-time employees and residents, and a review of former City codes and Council minutes, the City couldn’t ignore the possibility of lead remaining or being used in the past. With new Lead and Copper Rule compliance dates approaching, the City team knew they needed to find out what was under the historic homes and buildings, and quickly.

The City team decided early on to approach the issue of lead within the community with reciprocal honesty, transparency, and trust. The goals of a service line inventory project would need to include:

• Building project awareness.

• Focusing on most affected areas within Arvada’s service area.

• Clarity of who, what, why, and how of participation.

• Addressing concerns of lead in drinking water without causing fear.

In 2020, the City began a voluntary request for information from a randomly selected

Katie Patterson and Evelyn Rhodes, City of Arvada

set of older homes. The response was minimal. However, some galvanized service lines were discovered, along with residents’ tales of lead lines removed decades before. Throughout 2021 and 2022, the team continued with targeted letters and public messaging regarding the project, still with lackluster response. The team knew they needed to do more to obtain better participation.

In 2023, the City team began to ramp up the Service Line Inventory Project (“SLIP”). With support from the City’s Infrastructure Communications Manager, consistent and strategic communications became the norm. The team also considered the need for Spanish translations and accessible digital and print materials. Communication assets continue to include:

• A service line infographic that is easily understood and relatable.

• An online survey for self-reporting materials.

• A QR code to the survey for print materials.

• An enhanced project webpage (arvadaco.gov/water-quality-lead).

• A public-facing service line inventory map. Communication channels include:

• The Arvada Report (bi-monthly City magazine to all residents).

• City website homepage “News” section (arvadaco.gov).

• Utility bill inserts (print and digital).

• Annual Water Quality Report.

• Social media.

• Press release and news coverage.

• Neighborhood meeting presentations.

• Postcards and letters.

• Door hangers and program business cards (for field teams and contractors). Knowing that current approaches may still not be enough to obtain classification of all 5,200+ priority properties, a new City ordinance and City-sponsored replacement program were developed. In May 2024, Arvada’s City Council approved a new City code prohibiting active lead water service lines and establishing a lead service line replacement program. In the ordinance, pre-1960 galvanized service lines are treated as lead service lines for simplicity and clarity of the program.

To find and replace 100% of lead and galvanized water service lines as quickly as possible, the City is fully funding these

replacements through 2026, with fines possible beginning in 2027 to incentivize property owners with responsibility and accountability. As part of these ongoing efforts, direct outreach and communication are regularly used in prioritized areas. The City’s approach to communication and outreach has evolved with the program. The team has also encountered a variety of successes, challenges, and lessons learned that have adjusted the communication approach over time. Some examples of communication challenges include:

• A significant number of aging adults in the prioritized areas may not have access to technology or the ability to identify their service line material themselves.

• Rental tenants may be less invested, more reluctant to participate, have minimal to no contact with the homeowner, and/or require more involved coordination for scheduling.

• An inability to locate non-occupant homeowners due to incorrect or non-existent mailing addresses or contact information.

• More staff time than anticipated with copious phone calls and emails and the need for multiple touch points before participation.

• Developing a flexible program to avoid confusion with ever-changing regulatory requirements.

• Arvada’s water service boundary does not align with the City’s boundary lines which can cause confusion.

Some examples of communication successes include:

• Postcards are more effective than letters, supplemented with the QR survey, these receive an excellent response rate.

• Pictures and visuals are very helpful (especially differentiating water service from sewer and gas, lead or galvanized from copper).

• Word of mouth through neighbors contacting neighbors and door-to-door interactions.

• The Arvada Report is consistently the #1 communication tool for the City, sent to all residents, and provides a great way to reach aging adults.

• Public-facing map helps empower residents to search for information about their property providing peace of mind or the knowledge to take action.

• Engaging with unexpected partners like realtors has helped inform residents through the home selling/buying process.

The City team found that as the word got out through methods that capture attention and move residents to action, they saw an immediate response rate between 10-20% of those contacted. While this is a great success, there was also a lesson learned to pace various communications over time to ensure there is adequate staff time to address the response rate. Today, the City has met the first-year replacement program goals and hopes to have no unknowns and all discovered lead or galvanized replaced by the end of 2026.

Katie Patterson joined the City of Arvada in 2022 as the Infrastructure Communications Manager. She works with the Public Works and Utilities Departments to provide community members with timely and relevant information about infrastructure projects and programs. Katie holds a bachelor’s and master’s in communication studies with a focus on public engagement. She can be contacted at kpatterson@arvada.org or 720-898-7607.

Evelyn Rhodes, CWP, is the Water Quality Administrator for the City of Arvada. She serves on the Executive Committee of the Colorado Water Utility Council and is an active member of the RMWEA Lab Practices Committee. She can be contacted at erhodes@arvada.org or 720-898-7802.

Colorado’s Water Infrastructure: Tackling Aging Systems and Water Scarcity Head-On

Jessie Farmer, Construction Project Engineer, PCL

As Colorado faces a future of increasing water scarcity, driven by climate change and rapid population growth, the state’s water infrastructure is at a critical juncture. The Colorado Water Conservation Board projects that by 2050, communities across the state could experience a shortfall of up to 740,000 acrefeet of water, which is enough to fill roughly 370,000 Olympic-sized swimming pools. With much of Colorado’s water infrastructure built more than 50 years ago, it is clear that aging systems are struggling to keep pace with modern demands. The solution? A focused effort on upgrading and modernizing these essential systems to ensure the state’s water needs are met both today and in the future.

THE PRESSURE OF AGING INFRASTRUCTURE

In its 2020 report card, the American Society of Civil Engineers (ASCE) awarded Colorado’s drinking water and wastewater infrastructure a grade of “C-.” This rating is largely due to the average age of the state’s water treatment facilities and conveyance pipes, which at 50 years is approaching the recommended lifespan of 50-60 years. The report estimates that $10.2 billion will be needed over the next 20 years to

maintain and upgrade Colorado’s drinking water infrastructure, with an additional $4.7 billion required for wastewater improvements. Most water treatment plants built in the 1960s, like many of their era, were not designed to handle today’s environmental challenges, such as prolonged droughts and increased demand. Take the City of Arvada Ralston Water Treatment Plant Filters and Solids Handling Project as an example. Originally constructed in the 1960s, this plant was designed to serve a smaller population with far fewer demands. Today, it is part of a much larger water network, serving a rapidly growing community. The plant’s aging infrastructure struggles with capacity and requires modernization to incorporate advanced technologies, ensuring it remains ahead of upcoming water quality standards while addressing today’s environmental pressures.

INNOVATIVE SOLUTIONS AND COLLABORATIVE PLANNING

Upgrading facilities like the one in Arvada is no easy task. Water treatment plants must remain operational to provide clean drinking water to residents, even during rehabilitation. That’s where careful planning and collaboration with municipalities come into play.

Water infrastructure projects, particularly those that involve significant upgrades, require a balance between making necessary improvements and minimizing the impact on the community.

Experience with maintaining plant operations during upgrades is critical because the contractor must work around the existing plant while ensuring it continues to function. On the City of Arvada Ralston Water Treatment Plant Filters and Solids Handling Project, for example, the team had to create a bypass system to maintain water flow while upgrading other parts of the facility. This requires out-of-the-box thinking to engineer solutions that keep the plant operational while essential upgrades are completed.

It also requires close collaboration with the client early in the planning phase to determine the best approach. On this Arvada project, a complete shutdown for several days to carry out major upgrades seemed like the most efficient approach. However, after working closely with the city, the team determined that a series of shorter, more strategic shutdowns would reduce disruption to the plant. This flexible, collaborative approach allowed the facility to continue providing water while critical upgrades, such as expanded resiliency, were completed.

These rehabilitations not only addressed immediate needs but also ensured the plant could serve the community for decades to come. By integrating new technologies and modern treatment

systems, the facility is now better equipped to handle the growing population and new regulatory requirements, while improving water efficiency and sustainability.

ADAPTING TO NEW WATER QUALITY STANDARDS

Water scarcity is not the only challenge Colorado’s water infrastructure faces. With the introduction of new water quality standards, including regulations targeting per- and polyfluoroalkyl substances (PFAS), commonly referred to as “forever chemicals,” water treatment plants must also adapt to stricter environmental standards. These new standards are part of an effort to protect communities from harmful contaminants and ensure that drinking water is safe for everyone.

In many cases, upgrades to existing facilities are essential to meet these new requirements. Incorporating advanced filtration systems and other cutting-edge technologies is now a priority for municipalities across the state. The improvements being made in places like Arvada and Commerce City are setting the standard for how older plants can be renovated to meet both current and future water quality regulations.

THE PATH FORWARD: INVESTING IN COLORADO’S WATER FUTURE

The modernization of Colorado’s water infrastructure is essential to addressing the state’s growing water needs and environmental challenges. As municipalities and engineers work together to upgrade aging systems, the focus must remain on sustainability, adaptability, and minimizing impacts on the communities these plants serve.

While upgrading a single plant, such as the one in Arvada, may seem like a small step in the grand scheme of things, these efforts are paving the way for a more resilient water future for Colorado. Each project contributes to the long-term health of our water systems, ensuring that future generations will have access to clean, safe, and sustainable water supplies.

The path forward involves both innovative engineering and strong partnerships between contractors, municipalities, design engineers, and local communities. By continuing to invest in the infrastructure that supports our state’s water supply, we are building a foundation for a sustainable future. These projects serve as a testament to the power of collaboration and forward-thinking design, helping Colorado overcome its water challenges, one plant at a time.

Jessie Farmer, preconstruction engineer for PCL Construction’s Civil Infrastructure Division, is passionate about being on the front lines of water preservation and improvement, involved in various water and wastewater projects across Colorado. She blends estimating and project management expertise to drive project success.

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The Power of Storytelling in Water and Wastewater Communications

Kimberly Worsham, Founder & Principal, Flush LLC

One of the biggest communication challenges in the water sector is the prevalence of technical jargon and “engineer speak.” When professionals default to technical terminology like “biochemical oxygen demand” or “hydraulic retention time” without proper context, they create barriers to understanding. This technical language often leaves community members confused, disconnected, and sometimes suspicious of proposed projects or rate changes. As a result, crucial infrastructure improvements may face unnecessary resistance, and funding approvals can stall simply because stakeholders don’t grasp the tangible benefits to their community.

The solution isn’t to eliminate technical concepts but to translate them into clear, relatable stories demonstrating real-world value. In the complex world of water and wastewater management, technical expertise alone isn’t enough to achieve successful outcomes. Professionals – yes, even engineers – must effectively communicate with diverse stakeholders, from community members to utility boards. This is where storytelling becomes an invaluable tool in your communications toolkit.

WHAT IS STORYTELLING IN THE WATER SECTOR?

Data-driven storytelling combines technical information with narrative elements to create meaningful connections with your audience. It’s not about fictional tales, though those have their place occasionally. Rather, it’s about presenting real data, challenges, and solutions in a way that resonates with people. For water and wastewater professionals, storytelling means transforming technical information

about infrastructure, water quality, or service updates into clear, engaging narratives that stakeholders can understand and act upon.

WHY STORYTELLING MATTERS

When water professionals don’t effectively communicate about their work, stakeholders often fill in the gaps with incorrect information or unhelpful assumptions. This can lead to misunderstandings about water quality, resistance to necessary rate increases, or confusion about infrastructure projects. Clear storytelling helps prevent these issues by:

1. Building Trust: Communicating clearly and consistently about your work demonstrates transparency and

builds credibility with your community. This trust becomes crucial during challenging times, such as service interruptions or implementing rate changes.

2. Increasing Buy-in: Complex water projects require community support and stakeholder approval. By telling compelling stories about the importance of these initiatives, you can help stakeholders understand the value and necessity of your work.

3. Strengthening Relationships: Good storytelling opens a two-way dialogue with your audience. By listening to and addressing their concerns through your stories, you create stronger connections with the communities you serve.

FIVE ESSENTIAL STORYTELLING TIPS

1. Define Your Goal: Before crafting any story, define your objective. Are you educating residents about water conservation or explaining the need for infrastructure upgrades? Having a clear goal helps you focus your message and measure its effectiveness.

2. Target Your Audience: Different stakeholders need different approaches. A technical presentation for your utility board will differ from a community newsletter about water conservation. Research your audience’s preferences and concerns, and tailor your story accordingly.

Remember – “everyone” is not an audience. Be specific about who needs to hear your message.

3. Use Data Wisely: Data is crucial in water management, but not every stakeholder needs every number. Focus on the most relevant data points that support your story’s main message. Remember that data isn’t just numbers – it can include customer feedback, maintenance records, or service reliability statistics.

4. Match Format to Audience: Choose appropriate communication channels for your audience’s preferences. This may mean visual presentations, social media updates for community outreach, detailed reports for regulatory compliance, and simple infographics for public education campaigns.

5. Be Proactive: Don’t wait for misinformation to spread. Regularly share updates about your work, especially during major projects or changes, and make sure it’s clear what’s happening and why. Use simple language and visual aids when possible, and always be prepared to answer questions clearly and directly.

MOVING FORWARD WITH STORYTELLING

Effective storytelling isn’t just an addition to your technical work – it’s a crucial skill for modern water professionals.

By investing time in developing your storytelling abilities, you can better serve your community, gain support for important initiatives, and help ensure the long-term sustainability of your water systems.

Remember that good storytelling is an ongoing process. Start small, perhaps with your next community update or team presentation. Focus on clarity and relevance, and always consider your audience’s needs. Most importantly, communicate consistently –regular, clear updates build trust and understanding over time.

With practice and attention to these principles, you can transform complex water management concepts into compelling stories that resonate with your stakeholders and support your important work in the community. And, if you ever struggle to get inspired, read a great novel for inspiration.

Kimberly Worsham is a marketing and communications professional specializing in water and sanitation. As the owner of consulting firm FLUSH, she leads her team in helping the water and sanitation sector tell better stories with their data. She has a global career as a hybrid professional characterized by a contextually sensitive and decolonized perspective. She aims to create well-crafted, engaging, credible, and succinct professional content with a touch of humor. Kimberly has supported or led programs and initiatives for governments, companies, and NGOs in over a dozen countries. She was also a founding board member of a local water organization, NYC H2O. She can be reached at 917-294-7069 or kim@itsflush.com

How Arvada’s Utilities Department Built Internal Engagement for Effective Communication

Katie Patterson, City of Arvada, and Makenna Sturgeon, Raftelis

To effectively communicate infrastructure projects and programs, the City of Arvada’s Utilities Department prioritized a strong foundation of internal employee engagement in tandem with public communication. Arvada’s projected nearly half-billion-dollar investment in water, sewer, and storm systems will address critical infrastructure needs. While the City follows a “growth pays for growth” philosophy, repairs and replacements for the existing systems are funded mainly through current customer rates and fees.

To build understanding and promote proactive communication about these long-term investments, Katie Patterson, the City’s Infrastructure Communication Manager, worked with Raftelis to develop a communication strategy to effectively engage both internal and external audiences. This article discusses how we approached earning internal employee buy-in during the strategic communication planning process.

STARTING WITH THE CHALLENGES

When developing the Utilities Department’s communication strategy, we knew there were several challenges that it needed to address, including:

• High Public Expectations: While community surveys show strong support for the value of utility services, trust requires consistent, proactive communication.

• Single Communicator: Katie, the sole communication professional, manages all infrastructure projects across Utilities and Public Works. Internal staff are

Arvada’s projected nearly half-billion-dollar investment in water, sewer, and storm systems will address critical infrastructure needs. While the City follows a “growth pays for growth” philosophy, repairs and replacements for the existing systems are funded mainly through current customer rates and fees.

critical ambassadors, but they are often technically minded and benefit from coaching on consistent messaging.

USING INTERNAL COMMUNICATION TO ADDRESS CHALLENGES

Internal communication was critical to addressing the City’s challenges. While building and maintaining trust within the community was the impetus for creating the Utilities Department’s strategic communication plan, promoting transparency and proactive communication required more than just communication from Katie. With a variety of visible and sometimes disruptive construction projects on the horizon, team members needed to understand the Department’s core messages and feel empowered to communicate them effectively. With challenges identified, the next step was to develop a cohesive approach.

BUILDING CONSISTENCY THROUGH AUDIENCE-DRIVEN MESSAGING

Consistent messaging helps build public trust and hearing the same information from different sources reinforces its credibility. To achieve consistency, the communication plan included messaging that any team member could quickly remember and

use, whether they were in the billing office answering calls or in the field. Simple, clear messages were prioritized to ensure that employees could remember and relay them accurately when needed.

The plan also emphasized tailored messaging. While the core themes remained consistent, messages were adjusted to suit different audiences. For instance, team members receive internal communications that prepare them for external interactions, while communityfocused messages are slightly modified for clarity and public comprehension.

STARTING WITH LEADERSHIP SUPPORT AND EXISTING RELATIONSHIPS

One of Katie’s key challenges was being the sole communicator responsible for extensive public engagement across all utilities and public works projects and programs. To bridge this gap, we needed to empower internal audiences to contribute to messaging efforts. The Utilities Department Director recognized the value of communication early on and actively supported Katie’s initiatives to embed these practices into daily operations, making the internal launch of the Utilities Department Strategic Communication Plan much smoother.

Regular involvement in manager meetings and relevant projects also allowed Katie to maintain visibility and keep the importance of proactive communication top-of-mind. Her existing relationship with Utilities Department managers and leaders laid the groundwork for a successful internal communication strategy when it came time to launch.

FOSTERING ENGAGEMENT WITH A WORKSHOP

The launch of the Utilities Department Strategic Communication Plan included a workshop tailored for Department leaders. The session underscored why the plan was developed and its significance, focusing on:

• Practical Scenario Exercises: Attendees were divided into groups and given scenarios to solve, such as handling customer concerns about water quality or misinformation. This exercise allowed team members to apply the plan’s framework to their work and collaborate on audience identification, key messaging, and tactical approaches.

• Interactive Brainstorming: Teams shared their takeaways from the exercise, discussing challenges they faced during the exercise and tactics they’d like to try.

• Building Ownership: The workshop emphasized the need for internal support. Much of the conversation centered around how Utilities Department leaders might use the communication plan and Katie’s expertise moving forward, including expanding capacity and

promoting understanding of the core messages amongst their teams.

TACTICS FOR INTERNAL ENGAGEMENT

To ensure team members could easily reference and apply the communication plan, additional resources were developed:

• Quick-Access Tools: Posters and glove box brochures containing key messages were created for easy reference. These materials served as visual reminders of the Department’s key messages and were designed to be accessible during daily tasks.

• Training Video: The video content provided context and explained how to use the key messages effectively. The video doubles as an onboarding tool and refresher.

• Ongoing Support: Katie consistently reminds teams of the plan. She maintains relationships within the Department and serves as a resource that supports proactive and transparent communication. Encouraging employees to become active participants in the communication process fosters a sense of ownership and accountability. When team members understand the why behind a communication strategy and see the tangible benefits of their efforts, they are more likely to embrace and champion the plan. Effective internal communication lays the foundation for building public trust and promoting transparency. For the City of Arvada’s Utilities Department, creating

a strategic communication plan was just the first step. By empowering employees as communication champions, the Utilities Department is fostering a culture of transparency and trust that will support the City’s infrastructure goals well into the future.

Katie Patterson has been with the City of Arvada since 2022 as the Infrastructure Communications Manager. She works with the Public Works and Utilities Departments to inform community members about infrastructure projects and programs. Katie holds a bachelor’s and master’s in communication studies with a focus on public engagement. She can be contacted at kpatterson@arvada.org or 720-898-7607.

Makenna Sturgeon is a consultant on Raftelis’ Strategic Communication Services team. She helps public agencies tell their stories, supporting them with strategic communication planning, social media strategy and content development, web development, and video creation. Before joining Raftelis, Makenna served at the Colorado Municipal League. Contact her at msturgeon@raftelis.com or 970-456-8823.

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To Volunteer or Not to Volunteer, that is the Question!

Sean Lieske, Director, Indian River County Department of Utility Services

As I ruminate on my time with the Rocky Mountain Section of the American Water Works Association (Section), I want to reflect on what I learned through my volunteer experiences. But to do that, I have to take you back to the beginning. When I was hired as the Environmental Compliance Manager for Aurora Water in 2008, I was asked to get involved with a variety of industry groups so I could keep a pulse on the regulatory environment within Colorado and nationally. One group happened to be the Colorado Water Utility Council (Council). While I was familiar with the American Water Works Association (Association) due to my previous job as a Senior Account Manager for the Water Research Foundation, I was not familiar with the Section and had a limited understanding of its inner workings, including the Council.

When I first began attending Council meetings, I was awed by the passion of its members who were driven to make a difference within the water community, which energized me to continue attending meetings and to stay active. Eventually, that involvement led me to my first volunteer opportunity. At the time, the Vice-Chair of the Council had to step down and, while I’d only been involved with the Council for a short time, I was drawn to volunteer. I certainly didn’t fully know what I was getting myself into, but felt the Council could be a powerful force in Colorado and I wanted to see what I could do to move it in that direction. While I didn’t have a lot of experience with the Council and was likely in a bit over my head, I stepped in and did my best to continue the Council’s legacy of being recognized as a steady voice and advocate for reasonable regulation at both the state and federal levels. Ironically, I also didn’t understand the Council was a committee within the structure of the Section, but I was eager to learn and do what I could to make a difference.

I’m sure you’re asking yourself “What does that have to do with volunteering?” The main point is that you don’t always have to know exactly what you are getting into when you volunteer, but I promise that if you do get involved, you will reap the rewards. My volunteer experience taught me more than I have time to write about (nor do I want to bore you), but some of the key lessons I learned include the following:

1. ALWAYS BE EAGER TO LEARN.

I’m not suggesting you need to go back to school or take a year-long leadership program, but it is important to open your mind to learning. One should never be complacent with what they know because there is always more to learn. My involvement in the Section taught

me about leadership and the importance of teamwork. Sometimes this was through specific programs or leadership development opportunities, but other times it was just through involvement with my fellow Board members. I learned so much from others on the Board through side-bar discussions after meetings, during various events, in the hallway at conferences, and yes, even over a beer. Be willing to take it all in no matter the setting or situation you find yourself in.

2. LISTEN TO UNDERSTAND, NOT RESPOND.

You might ask “What does that mean?” To put it simply, you are listening to gain an understanding of what the other person is saying so you can understand their perspective. Everyone brings their unique thoughts to every discussion or situation and if you are willing to listen to everyone’s input, I guarantee the outcome will be

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much better than going at it alone. The sum of everyone’s input is much greater than the sum of one. Be open to everyone’s input by listening to what they have to say. The Section’s Board was always very diverse, and I appreciated everyone’s openness and willingness to share. Through those discussions, I feel we always came to solid decisions that ultimately benefited the Section.

3. BE OKAY WITH FAILURE.

I made a lot of missteps along the way, but I never let that derail me from moving forward. Missteps and yes, failures are likely to happen no matter how well you are prepared, but the important part is to learn from those mistakes, so you don’t repeat them. Be willing to take risks without worrying about what the outcome may be because as the Great One (Wayne Gretzky for those non-hockey fans) once said, “You miss 100% of the shots you do not take.”

4. YOU ONLY GET OUT OF IT WHAT YOU PUT INTO IT.

You can volunteer and elect to sit back and do nothing or give it your all. I can tell you that it is much more gratifying and fulfilling to get involved. To me, that meant taking the time to get to know my fellow Board Members and Committee Chairs on a personal level because it helped me to understand their perspective, even in those situations where their opinions differed from my own. It also meant volunteering to assist at various events and programs

and contributing to the occasional special project(s). Finally, it is important to be present as much as possible. I understand that time is a commodity so it doesn’t mean you have to be present at everything, but you need to be willing to make the occasional appearance so you can connect with your fellow members. Volunteering was one of the most rewarding experiences I had in my career, and I truly believe it set me up to be a successful leader. Much of what I learned during my volunteer experiences with the Section continues to be useful in my current role as a director of a water/wastewater utility. If you find yourself teetering on the fence about whether to volunteer or not, my advice would be to jump in with both feet and don’t look back. I promise you won’t be sorry.

Sean is the Director of the Indian River County Department of Utility Services in Vero Beach, FL, where for the past two+ years he has been responsible for overseeing the operations of the water, wastewater, reuse, and solid waste services. Sean previously worked as the Environmental Services Manager for Aurora Water for 14 years. Sean was also heavily involved with the Rocky Mountain Section of AWWA, where he served as a volunteer for nearly 13 years in a variety of roles.

Can Customers Make the Message Go Viral?

Sandra Sandman, Customer Relations Program Manager, Castle Rock Water

Conservation is an essential strategy for water supply: the less we use now, the less we need to purchase later. Castle Rock Water aims for an additional 13% conservation, which could potentially save the community between $70 million and $100 million in the future. With almost half of the annual three billion gallons of water consumed in Castle Rock being used for outdoor irrigation, enhancing landscape water efficiency is the most impactful conservation opportunity.

A rebate to remove water-guzzling Kentucky bluegrass (and other high-wateruse materials) has been in place since 2015. However, there is a misconception among residents that a low-water landscape is merely a sea of rocks and cacti. Because this style isn’t popular with residents and does not complement local aesthetics, Castle Rock Water coined the term ColoradoScape to emphasize that an

xeric landscape should incorporate native elements of an area.

With 93% of the 27,000 water accounts being residential, a plan to educate and influence residents on transforming their landscapes into a water-efficient ColoradoScape was put in place. To promote the advantages of ColoradoScape, Castle Rock Water launched a social media contest to leverage the Town of Castle Rock’s extensive online reach. The contest encouraged residents to submit a 30 to 90-second video showcasing ColoradoScape benefits, for an opportunity to win a new low-water front yard. Engaging and creative messaging was encouraged to boost the chances of going viral. A committee evaluated entries based on originality and message clarity, with the top five videos selected to be voted on by the community via “likes” on social media. Contestants were encouraged to promote their submissions,

Castle Rock Water aims for an additional 13% conservation, which could potentially save the community between $70 million and $100 million in the future.

as exemplified by the first year’s winners, who actively promoted their entries by placing posters in their yards, writing on their vehicles, and reminding people at work.

Since the contest began in 2019, most entries have been creative and have included videos with spooky themes, Dr. Seuss-style poems, cosplay outfits, parody songs, professionally produced videos, and couples simply talking on their lawn. In 2019, the reach was about 30,000 and by 2024, the reach extended to 100,000. While getting the message out about ColoradoScape was mildly successful, the desired viral reach was not achieved. The lack of reach was in part due to a lack of entries. Only 31 entries were received in the first year of the contest and a mere 12 were received in 2024. Despite extensive outreach efforts including paid advertising in area newsletters and on social media, bill inserts, and posters in parks, participation remained low.

Several factors contributed to this unexpected outcome. First, the contest was restricted to the front yard. This focus on front yards aimed to showcase attractive ColoradoScapes to passersby, but many

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With the low cost of using social media and the extensive reach the Town sees, these platforms continue to be a productive avenue for education –and potentially transformation.

residents expressed a desire to transform their backyards instead. Additionally, some felt intimidated by the creativity required to produce a video submission. Even providing simple examples and previous year’s entries, did not entice additional submittals. Social media professionals are also seeing a trend of users sharing fewer personal posts and being less willing to share posts publicly.

However, the community’s interest in ColoradoScape transformations is evident through participation in Castle Rock Water’s turf removal rebate program. Over one million square feet of high-water-use turf has been replaced through this initiative, with 250,000 square feet replaced in

2024 alone. (This includes residential and nonresidential rebates.)

Given changing attitudes and the influence of social media, the contest format is evolving for 2025. Rather than seeking viral videos, the new approach will encourage a simple contest entry participation without video submissions. The focus will remain on educating the community about the beauty and benefits of ColoradoScape. Instead of a front-yard makeover as a prize, several professionally designed landscapes will be awarded at random. This approach hopes to increase participation and possibly gauge message reach while reinforcing the desired outcome of replacing water-intensive lawns with plants suited to Colorado’s climate.

The Best The Best

Another shift will be to provide more in-depth information tailored to each social media platform. For instance, sharing images of good design on Instagram and detailed how-to’s on LinkedIn. Facebook will showcase the community aspect and include the design sketches, photos of the transformation, and the final landscape. With the low cost of using social media and the extensive reach the Town sees, these platforms continue to be a productive avenue for education – and potentially transformation.

Sandra Sandman is the Customer Relations Program Manager at Castle Rock Water. Since 2015, she has been creating and implementing programs, campaigns, and outreach on the value of water for Castle Rock Water customers. She can be reached at ssandman@crgov.com.

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From Water Flow to Workforce Unity: The Role of Allyship in the Water Sector

Alex Sofranko, Ayush Shahi, Max Napolitano, Victor Sam, and Angela Kana-Veydovec, DEI Committee

INTRODUCTION

Imagine a water treatment facility running smoothly, with every component – from pumps to sensors – working in unison to deliver clean water. Each element must be thoughtfully integrated into the system to function effectively. In the same way, individuals in a workplace are most impactful when their diverse skills and perspectives are interconnected. Allyship is vital for unlocking the full potential of a diverse workforce. It’s about actively embracing and advocating for differences in professional, cultural, geographic, and personal backgrounds. In the following sections, we’ll explore different types of allyship, how they manifest in the workplace, and the barriers that prevent individuals from engaging in these critical roles. By understanding and practicing allyship, we can cultivate workplaces where every voice contributes to the organization’s success.

TYPES OF ALLYSHIP

Understanding the various forms of allyship helps individuals recognize opportunities to uplift others.

Upstander Allyship

Upstander Allyship is essential for addressing and preventing harmful behavior in the workplace. It involves actively standing up against injustices as they arise – whether that’s challenging inappropriate comments or calling out discriminatory actions. This form of allyship empowers individuals to build a culture of respect and inclusivity by refusing to support harmful behaviors.

Confidant Allyship

Confidant Allyship focuses on creating a safe space for marginalized individuals to express themselves. It requires actively listening to

marginalized voices and acknowledging one’s privileges while advocating for systemic change. This allyship fosters trust and mutual respect, paving the way for meaningful progress toward inclusivity.

Performative Allyship

Performative Allyship refers to superficial expressions of support that lack meaningful action. It often involves public declarations of commitment to diversity without tangible efforts to create change. For instance, a company might promote a diversity initiative but fail to implement equitable hiring practices. Genuine allyship requires taking significant steps to improve the lives of marginalized communities.

Intersectional Allyship

Intersectional Allyship acknowledges that individuals experience overlapping forms of discrimination. It’s essential to recognize how factors like race, gender, and socioeconomic status intersect to shape experiences of inequality. This form of allyship encourages understanding and

support for diverse challenges faced by others within marginalized groups.

BARRIERS TO SPEAKING UP AND BEING

AN ALLY

Despite the importance of allyship, several barriers can hinder individuals from engaging:

Fear of Repercussions

Many employees hesitate to speak up due to fears of judgment or negative consequences. This fear can stem from concerns about job security, professional relationships, or creating a hostile environment. Leaders play a crucial role in fostering an inclusive atmosphere where everyone feels comfortable sharing their thoughts. Providing avenues for anonymous reporting and creating safe spaces for conversation can help alleviate these fears.

Lack of Awareness or Understanding

In the diverse water sector, varying levels of awareness about allyship and diversity can create misunderstandings. Good intentions

can sometimes lead to missteps, especially among those from more privileged backgrounds. Building a culture that encourages respectful conversations about these topics fosters understanding and ultimately benefits the entire team.

Comfort Zone and Inaction

Stepping beyond one’s comfort zone is crucial for genuine allyship. Many individuals may resist challenging the status quo or engaging in uncomfortable conversations. True allyship requires active participation, including speaking up against injustices and amplifying marginalized voices. Continuous self-reflection and growth are essential for fostering meaningful change.

Power Dynamics and Privilege

Acknowledging the realities of privilege is vital in allyship. Misconceptions about privilege can create confusion, similar to turbulent eddies in a water system. In workplaces, both explicit and informal power dynamics can influence interactions. Allies must be aware of these dynamics and work to ensure that structural advantages do not exacerbate vulnerabilities faced by marginalized groups.

Cultural Norms and Organizational Culture

Cultural norms within organizations shape how employees engage with each other. If the culture is dominated by a particular group, those outside may feel excluded or hesitant to voice their perspectives. Regularly assessing and evolving organizational culture to embrace diverse voices is essential for fostering an inclusive environment.

CONCLUSION

Fostering a truly inclusive workplace mirrors the operation of a well-functioning water treatment facility. It requires the seamless integration of diverse components working together. Just as every element in a facility has a specific role, every individual in an organization brings unique skills and perspectives vital for success.

Embracing Diversity, Equity, and Inclusion (DEI) means recognizing and

leveraging differences rather than merely acknowledging them. Genuine allyship –through upstander, confidant, or intersectional approaches – transforms support into impactful actions. By addressing barriers like fear, ignorance, and cultural norms, we pave the way for a more equitable environment.

Ultimately, just as a water treatment facility operates optimally when all parts are aligned, a workplace thrives when it fully embraces and nurtures the diverse capabilities and voices of its members. Creating an inclusive environment is an ongoing effort that requires courage, self-reflection, and a commitment to meaningful action.

Alex Sofranko, P.E. (he/him) is a water professional passionate about environmental conservation and the empowerment of the LGBTQ+ community. He is a Project Engineer at Parker Water & Sanitation District and has a bachelor’s degree from The Ohio State University and a master’s degree from University of Colorado Boulder. He is a member of the RMSAWWA DEI Committee and the Rocky Mountain Water Young Professionals group.

Ayush Shahi, E.I.T. (he/him) is an associate water/wastewater engineer at WSP. He is from Nepal and got his bachelor’s degree from Tribhuvan University. He has masters degrees in civil and environmental engineering from University of New Mexico and global engineering from University of Colorado Boulder. He is part of the inaugural member of AWWA’s Diversity, Equity and Inclusion Standards Committee and the RMSAWWA DEI committee.

Max Napolitano, E.I.T. (he/him) is a water/wastewater staff engineer with Freese and Nichols, Inc. He has contributed to projects across the spectrum of water resources, including treatment and transmission of all sizes. He prides himself on upholding the mission of serving communities through thoughtful design. He began his career at the University of Maryland, and is excited to continue learning technical skills and encouraging workplace equality with the Rocky Mountain Section of the AWWA.

Angela Kana-Veydovec, P.E. (she/her) is a Principal Engineer at the City of Westminster Public Works and Utilities Department. With a background in business development, project management, and water/wastewater engineering, she has led the planning, funding, design, and construction of infrastructure projects across the Rocky Mountain and Midwest regions. Angela is passionate about mentoring marginalized and at-risk youth, advocating for diversity, equity, and inclusion. Born in South Korea and raised in Oklahoma, she now focuses on sustainable infrastructure solutions for Colorado communities.

Victor Sam, P.E. (he/him), is a senior environmental engineer at Stantec. He has experience designing water and wastewater treatment systems and is versed in water quality analysis and source water management. He is passionate for fostering effective teamwork through collaboration with diverse groups and backgrounds. He has presented on the subjects of teamwork, inclusion, and diversity, at local and national platforms in the past eight years. He is the current chair of the RMSAWWA DEI Committee.

March 10-14, 2025

Delta Marriott 10 East 120th Ave. Northglenn, CO 80233

Water and Wastewater Intermediate and Advanced Operator School

FUNDAMENTALS

SCHOOL:

January 20-24, 2025

Water | Wastewater

INTERMEDIATE/ ADVANCED SCHOOL:

March 10-14, 2025

Activited Sludge | Intermediate Wastewater | Industrial Wastewater | Biosolids | Intermediate Drinking Water | Advanced Drinking Water

Elevate your expertise in water and wastewater treatment with the in-person, hands-on courses led by industry experts. Designed for water professionals eager to deepen their knowledge, this school allows attendees to ask personalized questions, exchange insights with peers, and immediately apply practical skills to their work. Come find out why people from all across North America attend this renowned school!

Courses include:

REGISTRATION FEE: $450 per person

Hotel lodging, lunches and printed books are extra.

For more information, please visit www.rmwea.org/ operator_schools.php

Activated Sludge, Intermediate Wastewater, Industrial Wastewater, Biosolids, Intermediate Water, Advanced Water

RMWEA Training Committee

cdmsmith.com/NEXTisNOW

A Vital Link Between Global Advancements in Water Technology and Rocky Mountain’s Water Sector

Anna Scopp and Carolyn Coffey, Ph.D, P.E., Innovative Water Technology Committee Chairs

The Innovative Water Technology (IWT) Committee, sponsored by Core & Main, is a dynamic organization of professionals committed to advancing innovation in water treatment and resource recovery. With a focus on collaboration and education, IWT provides a platform to explore emerging technologies, share best practices, and address the challenges shaping the future of the water industry. Seminars and events are coordinated by the committee’s steering board members, with input welcomed by any committee member or interested party.

OUR MISSION

IWT’s mission is to foster the evaluation, demonstration, and deployment of innovative technologies and practices within the water industry. By providing a place for collaboration among utilities, consultants, regulators, researchers, and technology providers, IWT collaborates to meet the demands of modern water treatment. This includes navigating new regulations designed to protect water quality, enhancing resource recovery, exploring alternative income streams, and managing costs – all while contributing to the sustainability of our environment. Water treatment is constantly evolving. New technologies, innovative management practices, and regulatory frameworks continue to reshape how we conduct business as utility providers, technology developers, and industry professionals. IWT stands at the forefront of these changes, facilitating conversations and initiatives that address the unique challenges of the Rocky Mountain region and beyond.

WHO SHOULD JOIN?

IWT welcomes anyone passionate about water and interested in exploring innovative technologies and practices. Members include:

• Utility Managers and Superintendents

• Water and Wastewater Facility Operators

• University Students, Faculty, and Researchers

• Consultants, Equipment Suppliers, and Manufacturers

• Regulators and Other Government Stakeholders

• Laboratory Professionals

• Anyone passionate about water

UPCOMING SEMINAR: FEBRUARY 6, 2025

Each spring, the IWT Committee hosts an all-day in-person seminar that brings together industry leaders to discuss the challenges and innovations driving the water sector.

We invite you to join us on February 6 at the CSU Spur campus for an event themed “One Water and One Environment.”

The seminar will feature Jamie Eichenberger, past WEF President, as the keynote speaker, along with engaging sessions such as:

• Energy production and management.

• Reuse-based challenges.

• Holistic nutrient considerations.

• Advanced treatment technologies.

The day-long event includes:

• A light breakfast and complimentary lunch.

• A guided tour of either Denver Water’s Reuse Facility or CSU Spur Hydro Wet Lab.

• A panel discussion featuring industry experts.

• Networking opportunities during a happy hour.

Attendees will also earn Training Units (TUs) through Colorado Certified Water Professionals (CCWP). Registration is open, and we hope to see you there for a day of learning, networking, and inspiration!

WHY JOIN IWT?

You’ll join a network of professionals dedicated to advancing water industry innovation. Whether you’re interested in testing new technologies, addressing regulatory challenges, or exploring holistic approaches to water management, IWT offers a collaborative environment to learn, share, and grow.

Through events like our annual seminar and Shark Tank, we provide the tools and connections needed to address emerging challenges, support sustainable practices, and inspire the next generation of water leaders.

We look forward to welcoming you!

Anna Scopp, Principal Scientist, Hazen and Sawyer, IWT Committee Chair

Carolyn Coffey, Ph.D, P.E., Wastewater Process Engineer, Black & Veatch, IWT Committee Chair

Stephanie Fevig, Engineer IV, South Platte Renew, IWT Committee Treasurer/Seminar Lead

The Power of Collaboration in the Water Industry

Kari Larese, Communications Manager, Highlands Ranch Water, Deirdre Mueller, Communications Manager, Parker Water & Sanitation District, and Sandi Sandman, Customer Relations Program Manager, Castle Rock Water

As public health regulations and environmental considerations grow more complex and constantly evolve, Centennial Water and Sanitation District, Parker Water and Sanitation District, and Castle Rock Water are leveraging the power of collaboration to meet their communications needs. In addition to helping tackle everchanging requirements, their team approach to communications serves all three utilities well. They not only optimize resource use, but leverage shared experiences, enhancing their overall impact.

THE ORIGINS OF COLLABORATION

The partnership began two years ago thanks to a lunch invitation. That initial lunch meeting turned into quarterly get-togethers.

“The lunches gave us a setting to talk about shared challenges, opportunities, and insights,” said Deirdre Mueller, Communications Manager for Parker Water, “We talk about how we are approaching different initiatives, what has worked and not worked for us, and offer each other mutual support.”

“We all have different resources and tips at our disposal, and what we learn from one another is invaluable,” added Sandi Sandman, Customer Relations Program Manager, Castle Rock Water, “Aside from the lunches, it’s not uncommon for us to email each other to ask questions or share information.”

The informal gatherings and open communication channels between the three water providers have created a powerful support network. Key topics they have discussed include compliance with the new digital accessibility law in Colorado, managing conservation programs, running elections, and employee engagement.

TACKLING LCRR REQUIREMENTS

An issue that arose as a topic on which the three water providers should collaborate was the Lead and Copper Rule Revisions (LCRR). This rule, which aims to reduce lead and copper levels in drinking water, poses unique challenges for Douglas County. With a new county public health department that wasn’t aware of LCRR and a single school district serving the broad service areas, it became clear unified and consistent messaging from the three largest water providers in the county was the way to proceed.

Through collaboration, the group created a unified approach to the LCRR requirements, coordinating closely with Douglas County’s Communications Department and its new Health Department. This allowed for streamlined communication, resource sharing, and dissemination of essential information to schools, daycares, and smaller utilities. This teamwork also fostered relationships with other local authorities and set a precedent for future regulatory collaborations.

TACKLING UNIQUE NEEDS

One challenge for Douglas County’s water providers was adapting the LCRR requirements to newly built communities with fewer legacy lead issues. It became evident that none of the three water providers were going to have large lead service line removal projects like other utilities across the country, yet there were still LCRR regulations that had to be addressed.

“We drew on resources from organizations such as the American Water Works Association and the Environmental Protection Agency, and then crafted our strategy and messaging to fit the needs of our customer bases,” said Kari Larese, Communications Manager for Centennial Water, “Together we reviewed and interpreted the regulations, then tailored messaging to fit our various needs. This allowed us to minimize redundant efforts and focus on the particular issues most relevant to us.”

ENGAGING SCHOOLS AND CHILDCARE PROVIDERS

One school district serves the service areas for all three utilities. Thus, engaging the schools seemed to be an easy effort. But the reality proved to be more challenging than anticipated. For in-home daycare providers especially, fear and uncertainty about participating in LCRR-mandated testing were common.

After the Lead and Copper Rule Improvements (LCRI) were

issued in October 2024, the water providers began to devise a communications strategy to address concerns and educate inhome daycare providers about lead and copper requirements. Plans include holding a virtual town hall meeting to build trust, answer questions, and provide reassurance.

“By being proactive, we hope to dispel rumors and turn skeptics into champions of water safety,” added Mueller.

WHAT WORKED –AND WHAT COULD BE IMPROVED

The LCRR collaboration yielded numerous benefits, including shared resources, stronger relationships with the County Communications Department, and a unified voice on regulatory issues. However, the team found that engaging with schools and daycare centers required more preparation than anticipated. They also recognized that working with the County could have started earlier, which might have streamlined their efforts and clarified roles.

Another challenge was managing public messaging. Many residents receive information from nearby Denver and national sources, which can sometimes conflict with the specifics of Douglas County water systems. Moving forward, the group aims to address this by differentiating local messaging to avoid confusion and build trust.

TIPS AND TAKEAWAYS

The group identified best practices from this experience, emphasizing the value of regular, informal meetings as a foundation for stronger professional relationships.

1. Build relationships first: Start by meeting casually and regularly – become friends. Informal meet-ups create a supportive environment where you feel comfortable asking for help and offering advice.

2. Communicate freely: Don’t be afraid to send an email or make a phone call about any topic and ask for help or feedback. Open communication helps you act quickly when new challenges arise.

3. Play to your strengths: Be a team player and offer what skills you have to the effort.

4. We’re colleagues, not competitors: Imitation is the sincerest form of flattery.

Looking ahead, Deirdre, Sandi, and Kari agree there will always be areas for continued collaboration. The team sees opportunities to work together on ADA compliance, respond to future regulatory changes, and plan community events such as a new water festival coming in 2025 to engage residents in water conservation efforts. The collaborative approach Centennial Water, Parker Water, and Castle Rock Water communications teams have taken, has laid a foundation for future projects and serves as a model for others to leverage resources and reach out for help to their neighboring water providers. By pooling resources and knowledge, organizations can not only meet regulatory requirements more effectively but also build stronger relationships with their communities and with their fellow water providers.

Deirdre Mueller is the Communications Manager at Parker Water & Sanitation District. A graduate of Fordham University, she’s been communicating about the water sector since 2008.

Kari Larese is the Communications Manager for Highlands Ranch Water, formerly Centennial Water and Sanitation District. She is passionate about the water industry and enjoys learning from and collaborating with other industry professionals.

Sandra Sandman is the Customer Relations Program Manager at Castle Rock Water. She has been creating programs for and educating customers on the value of water since 2015.

Mark Valentine, Southern Colorado Practice Lead

Creating Equitable and Inclusive Communications: A People-First Approach to Engagement

Aimee Housh, Senior Strategic Communications Coordinator, HDR

Coretta Scott King said it so well, “The greatness of a community is most accurately measured by the compassionate actions of its members.” When thinking about that quote, it makes me question whether or not we regularly include compassion or put people first in our public engagement strategies. As communities grow and become more diverse, the days of one-size-fits-all engagement are behind us. Fostering genuine, inclusive connections requires a commitment to putting community and people first. To me, putting people first means prioritizing the community’s needs and not just planning around what’s convenient for the utility or organization. It also means:

• Recognizing concerns in the community even when it’s not conducive to the project.

• Providing language access in a meaningful way.

• Going to them, not expecting them to come to you.

• Involving the community in project and outreach planning. By developing communication and engagement strategies that prioritize equity and inclusivity, organizations can empower individuals, amplify voices, and build lasting relationships. It will also:

• Create more authentic and meaningful engagement.

• Build trust and better relationships with the community.

• Result in better engagement and demographic metrics.

• Help ensure underserved voices are heard.

This approach not only breaks down barriers to participation but also inspires fresh, innovative ways to reach and engage with the community – now and for the future.

Recently, I had the opportunity to work on a master planning effort that involves an extensive outreach and engagement strategy over two years. This effort has four phases of engagement to collect feedback that will directly tie into the master plan. The community in question is one of the most diverse in Colorado with over 160 languages spoken and a large refugee population.

With such a diverse range of audiences, we knew that the one-size-fits-all approach was not going to help us reach underserved and underrepresented communities. To make sure as many voices as possible were heard, we opted to co-create the communication and engagement plan with the community.

Co-creating the plan entailed conducting one-on-one interviews with many different community groups, stakeholders, and public interest groups, including the chamber of commerce, schools, commissions, large employers, faith-based groups, business districts, youth groups, and more. The interviews focused on what roadblocks we might encounter when trying to communicate with their audiences and what tools or resources could be used to share our information and get feedback.

From this effort, we learned several different things that have helped and will continue to guide our strategy throughout the master planning effort.

• Community Pride: There is a lot of pride in the diversity of the community, and people were honored to participate and willing to facilitate introductions with other community members/groups.

• Language Access: When developing communication materials and translations, it’s important to consider literacy levels. Often, non-native English speakers might not be literate in their own language, so some translation efforts might not be beneficial. Work with trusted community groups to spread the information in a way that makes sense.

• New Tools and Resources: Many groups provided new tools and resources to share information with their audiences that the city had not previously used.

• Event Locations: Think twice about where you host events.

• Build Relationships: Don’t stop after the initial outreach. Building relationships with the organization is key; however, it takes time to build trust between the government and underserved communities, and it was recommended that city staff have a regular presence within the communities to build that trust.

In a world where communities are more diverse than ever, creating meaningful connections isn’t just about strategy –it’s about heart and humanity. Coretta Scott King’s words remind us that compassion is the true measure of a community’s greatness. This principle should guide us as we strive to engage with all voices, especially those historically overlooked.

The work done with this diverse Colorado community demonstrates the impact of truly inclusive engagement. By co-creating strategies with the community, listening closely, and continuously seeking input, we break down barriers, build trust, and foster genuine, lasting relationships. This approach doesn’t just enhance the success of individual projects; it reshapes how communities and organizations work together, ensuring every voice matters and every story is heard.

Moving forward, let’s commit to placing people at the center of every engagement effort. Because when we put compassion and inclusivity first, we don’t just meet our communities’ needs –we uplift them, honor their diversity, and empower them to shape the future we build together.

Aimee Housh has more than a dozen years of experience in the communications

public. She can be reached

Strategy, Communication, Education, and Engagement at Metro Water Recovery

Amy Lovatt, Public Information Specialist, Metro Water Recovery

Since 2017, Metro Water Recovery’s communications approach has grown from a division of two to a full Strategy and Communication Department. The transition continues today with a total of 16 team members supporting strategy development and implementation, organizational communication, public information and education, community engagement, governmental affairs, connector relations, and continuous improvement.

The continued expansion reflects Metro’s vision to be a responsible leader, an innovative clean water partner, and a great place to work. Four divisions within the department manage

the large umbrella of communication, education, and outreach as we protect the region’s health and environment. Metro is the largest water and resource recovery agency in the Rocky Mountain West, serving approximately 2.2 million people in an 817-square-mile area.

The Organizational Communication (Org Comms) Division –four dedicated employees – steers Metro’s digital presence and employee communications. Whether it’s reaching plant and field employees through dynamic digital displays, sharing up-to-date info through a weekly electronic newsletter, or making wastewater fun on social media, this team is grounded by a balanced peoplefirst communication strategy.

With more than 450 employees to reach, this team continues to explore innovative ways to connect employees with critical information while modeling what it means to have fun at work. In 2024, Org Comms filmed a fashion show that debuted on social media, continued the Metro Talks series (a showcase for employee presentations), and hosted a readership campaign for employee news – celebrating staff every step of the way.

The Public Information and Education Division is a team of three employees who focus their time on tours and K-12 education for both children and teachers. The division led more than 40 tours this year, reaching more than 300 people across Metro’s service area and beyond. This is alongside our presence at five water or children’s festivals that provided opportunities to connect with hundreds of additional children across Colorado.

Public Information also hosts an annual professional development class for K-12 classroom teachers who earn graduate-level continuing education credits. The class typically reaches full capacity and includes interactive classroom instruction, participation in a field-based project, and a tour of our wastewater treatment facility.

Along with education outreach, Public Information responds to and initiates media coverage at the local and national level. Articles mentioning Metro this year included discussions on PFAS, the completion of our largest-ever infrastructure project, and an industry award.

While external outreach has always been a part of Metro’s mission, our newest program, Community Engagement, strives to understand community values by developing and maintaining relationships throughout our service area. Activities include listening campaigns, partnerships, and collaboration with the community. Building community relationships to share the positive impact of our work and understanding our communities’ environmental priorities will improve our ability to achieve common goals.

The Strategy and Communication Department also helps Metro’s 65 connectors understand and apply the rules and regulations that impact their individual service areas. Metro’s connector relations efforts include a quarterly newsletter, an annual connector webinar focused on rates, and access to educational materials that provide standard messaging for external communication. The department also manages new connection requests and service-area changes.

Additionally, as a publicly funded, regulated entity Metro has a great interest in engaging with decision-makers who impact our work. The Governmental Affairs Division works closely with other departments to identify areas where policy change may help advance Metro’s priorities and mission, while simultaneously working with external entities to support shared priorities. The Governmental Affairs Division collaborates with decision-makers from both the state and federal levels of government to ensure Metro can meet its mission.

Beyond communications, the Strategy and Communication Department is responsible for Metro’s Strategic Plan development, implementation, and measurement of success. One division in the department works across the organization to enhance business effectiveness, prioritize strategic projects, and support teams who just want to do things better.

The Continuous Improvement Division is leading Metro through the business case development of cross-functional project ideas, supporting the approval and prioritization of those ideas and keeping the phase gates moving forward through the capital planning process. This includes training and mentoring employees and supporting Metro teams with performance analytics. Currently, the team is developing a Performance Excellence Program aimed at fostering data-driven decision-making throughout Metro.

This young but mighty department is innovating new ways to reach our employees, connectors, and communities every day. Metro plans to continue its communication and outreach efforts to continuously improve our service to the region. Even more growth and investment in engagement and outreach are expected in the coming years.

Amy Lovatt is a public information specialist for Metro Water Recovery. Metro is the largest water and resource recovery agency in the Rocky Mountain West, serving approximately 2.2 million people in an 817-square-mile area.

In partnership with 65 local governments, comprised of municipalities and special districts, we clean millions of gallons of water every day to be suitable for agriculture, aquatic life, recreation, and water supply.

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