Municipal Water Leader June 2017 by Water Strategies

Volume 3 Issue 5

Siting the Future of Californiaâ&#x20AC;&#x2122;s Water Supply: A Conversation With Jim Watson of the Sites Project Authority

June 2017

Innovating to Secure Water Supplies By Kris Polly

n this issue of Municipal Water Leader magazine, we look at how water managers employ the latest in best practices and technologies to develop, sustain, and enlarge municipal water supplies. In our cover interview, we speak with Jim Watson of the Sites Project Authority, which is seeking to develop a large, offstream storage reservoir as part of the California State Water Project to augment drought resilience and environmental flows. Plans to develop Sites have been on the books and studied for decades. The potential of innovative financing, conjunctive water management, and hydro components makes Sites a forward-looking storage solution. Mr. Watson explains, “Sites will give resource managers a new tool they can use to release their water on a real-time basis based on their prioritization of the system’s environmental needs.” We also look at other innovative projects and programs. Kevin Pearson of Eastern Municipal Water District discusses the district’s Advanced Metering Infrastructure program, which notifies its customers when there is uncharacteristic high usage. David Marshall and Ed Weaver discuss the latest in pipe technology and installation on Tarrant Regional Water District’s Integrated Pipeline Project. Dr. Rick

Westerfield discusses the efforts of Columbus, Ohio, to employ lined offstream storage to supplement water supplies. Innovation comes down to people solving problems with new ideas. We speak with Debra Man of the Metropolitan Water District of Southern California about her career and her involvement in Met’s innovative planning and water management over the last two decades. Rich Mielke of Northwest Pipe Company discusses improvements in pipe replacement technology. And, finally, Will Jernigan talks about bringing together the best and the brightest to address water loss in conveyance systems. The leaders and districts we feature in this issue share the same dedication to improving water delivery systems for the future. They share the courage of their convictions to employ innovative management techniques and technologies to deliver water. Kris Polly is editor-in-chief of Municipal Water Leader and Irrigation Leader magazines. He is also president of Water Strategies LLC, a government relations, marketing, and publishing company he began in February 2009 for the purpose of representing and guiding water, power, and agricultural entities in their dealings with Congress, the Bureau of Reclamation, and other federal government agencies. He may be contacted at Kris.Polly@watetrstrategies.com.

Water Conservation Ideas Sharing Forum Hosted by the NWRA Municipal Caucus

When: August 7, 2017

Time: 1:00–5:00 pm

Where: Genoveva Community Chavez Center 3221 Rodeo Rd, Santa Fe, NM 87507

Come join us for an idea-exchanging forum. Various agencies throughout the West will share their successes and setbacks with their conservation programs. An open discussion will follow. Registration for this forum is free, regardless of your attendance at the Western Water Seminar. We invite you to bring members of your conservation staff. If you are interested in showcasing your conservation program, please contact Brittney Bateman at bbateman@weberbasin.com or (801) 771-4356. This forum will start the afternoon preceding the NWRA Western Water Seminar, in case you want to travel that morning. If you choose to come in early, there are a limited number of rooms available at the conference hotel at the group rate beginning Sunday night until availability is exhausted.

All the details can be found at www.nwra.org.

JUNE 2017

C O N T E N T S 2 Innovating to Secure Water Supplies By Kris Polly

VOLUME 3 ISSUE 5 Municipal Water Leader is published 10 times a year with combined issues for July/August and November/December by Water Strategies LLC 4 E Street SE Washington, DC 20003 STAFF: Kris Polly, Editor-in-Chief John Crotty, Senior Writer Matt Dermody, Writer Robin Pursley, Graphic Designer Capital Copyediting LLC, Copyeditor

4 Siting the Future of California’s Water Supply: A Conversation With Jim Watson of the Sites Project Authority

10 Collaborating to Sustain California Water: A Conversation with Metropolitan Water District of Southern California’s Debra Man

SUBMISSIONS: Municipal Water Leader welcomes manuscript, photography, and art submissions. However, the right to edit or deny publishing submissions is reserved. Submissions are returned only on request. For more information, please contact John Crotty at (202) 698-0690 or John.Crotty@waterstrategies.com.

14 Advanced Metering at Eastern

ADVERTISING: Municipal Water Leader accepts one-quarter, half-page, and full-page ads. For more information on rates and placement, please contact Kris Polly at (703) 517-3962 or Municipal.Water.Leader@waterstrategies.com.

18 What Goes Into Building an Award-

CIRCULATION: Municipal Water Leader is distributed nationally to managers and boards of directors of water agencies with annual budgets of $10 million or more; the governors and state legislators in all 50 states; all members of Congress and select committee staff; and advertising sponsors. For address corrections or additions, please contact our office at Municipal.Water.Leader@waterstrategies.com.

24 Surface Water and Safe Yield for

Copyright 2017 Water Strategies LLC. Municipal Water Leader relies on the excellent contributions of a variety of natural resources and water industry professionals who provide content for the magazine. However, the views and opinions expressed by these contributors are solely those of the original contributor and do not necessarily represent or reflect the policies or positions of Municipal Water Leader, its editors, or Water Strategies LLC. The acceptance and use of advertisements in Municipal Water Leader do not constitute a representation or warranty by Water Strategies LLC or Municipal Water Leader magazine regarding the products, services, claims, or companies advertised.

COVER PHOTO: The valley floor and a rendering of the proposed Sites Reservoir. Jim Watson, General Manager of the Sites Project Authority. Municipal Water Leader

Municipal Water District Saves Money, Water

By Kevin Pearson

Winning Water Pipe

By David Marshall and Ed Weaver

Central Ohio

By Dr. Rick Westerfield

28 Patching Up or Replacing Water

Transmission Water Pipelines: A Conversation With Richard Mielke of Northwest Pipe Company

32 Gathering to Stop Water Loss:

A Conversation With Cavanaugh and Associates’ Will Jernigan

Follow Municipal Water Leader magazine on social media /MuniWaterLeader @MuniWaterLeader 3

Siting the Future of California’s Water Supply:

A Conversation With Jim Watson of the Sites Project Authority

s California’s population and economy continue to grow, so does its demand for water. Higher demand, stringent environmental regulations, and aging water infrastructure all combine to form a nexus of challenges for the future of the state’s water supply. One effort to overcome those challenges is the Sites Reservoir Project, an offstream reservoir project in the Sacramento Valley that will enhance water storage and supply across the state. In coordination with other reservoirs, Sites will increase water supply reliability for farmers and flexibility for municipalities managing their water supply during future droughts, while also providing hydroelectric power to not only the reservoir itself but to other power users as well. Sites Project Authority General Manager Jim Watson spoke with Municipal Water Leader’s editor-in-chief, Kris Polly, about the long history and development of Sites Reservoir, the current status of the project’s review and permitting processes, and what the reservoir’s completion will mean for the economic and environmental future of central California. Kris Polly: Please provide an overview of the Sites Reservoir project and why it is needed. Jim Watson: The Sites Reservoir Project is located in the Sacramento Valley, approximately 75 miles driving distance from Sacramento in the Northern Coast Range. The reservoir’s water storage capacity will total 1.8 million acre-feet—making it the seventh-largest reservoir in California. Covering 14,000 acres, it will produce 500,000 acre-feet per year of water on a long-term average. Sites Reservoir will be operated to serve as an additional water supply source for dry or critically dry years and provide flexibility to existing reservoirs in the Sacramento Valley, such as Shasta, Oroville, and Folsom. Kris Polly: How does Sites fit into the broader State Water Project? Jim Watson: The current state water system consists of rim dams on all the major tributaries in the Sacramento and San Joaquin Valleys. In the Sacramento Valley, the U.S. Bureau of Reclamation owns and operates Shasta Lake Reservoir at the headwaters of the Sacramento River. Sites Reservoir will be located below Shasta on the Sacramento River. A number of unregulated tributaries between Shasta and Sites will serve as the source of Sites’ water supplies. 4

Downstream from Sites is the confluence with the Feather River. On the Feather River is the State Water Project system with Oroville at the top, plus a number of locally owned and operated projects that feed into the Feather River. Below the confluence is the American River and Folsom Lake, which is operated by Reclamation. Essentially, the flows that enter all those rivers join the Sacramento River and flow into the delta, which is the hub for moving water from Northern to Southern California. During high flow events, there is a system of bypasses that detain these flows to take pressure off the extensive levee system and prevent flooding. State and federal fisheries agencies have been trying to direct more water for environmental purposes. Sites will capture storm-generated peak flows north of the project and below Shasta, store them, and then release them on behalf of the state and federal projects back to the Sacramento River and into the delta. Sites will also help meet the demands of municipal and agricultural users through exchanges to increase water storage in Shasta, Oroville, and Folsom Reservoirs. That extra water can be released for cooling to help regulate temperatures for salmon or to help Folsom when it releases to enhance Municipal Water Leader

water quality in the delta. Folsom is an undersize reservoir that often fills and spills, so in droughts, it depletes quickly. During critical years or drought, releases from Sites will help preserve the water levels in Folsom, which is the primary water source for the Sacramento area. Kris Polly: What are your thoughts on the lack of water storage in California, and what can be done to rectify it? Jim Watson: The last major surface storage improvements to the system were developed locally by the Metropolitan Water District of Southern California and the Contra Costa Water District, both of which are offstream reservoirs similar to what we’re proposing for Sites. However, the state project dates back to the 1970s and the Central Valley Project is even older. Since the state and federal projects were built, our population has grown along with our need for water supply—for farms, businesses, and environmental purposes. In part, this led voters to conclude that more water storage needs to be put aside for environmental uses, which is why Proposition 1 passed during the 2014 election. That measure put $7.5 billion into the state’s water system, with $2.7 billion dedicated to new water storage projects. Most of the bond from Proposition 1 is dedicated to conservation and new technologies. As it relates to the water storage aspects of Proposition 1, it is unique because it is not a grant, but instead is an investment by the state to Municipal Water Leader

acquire water for environmental benefits. Sites will give resource managers a new tool they can use to release their water on a real-time basis based on their prioritization of the system’s environmental needs. The reservoir would be an intermediate tool between the current regulatory process and voluntary actions that provide water for the environment. Kris Polly: What effect could Sites Reservoir have on severe droughts like the one California recently experienced? Jim Watson: Even in the driest years, there are storm events from which we could have captured peak flows to put into storage. During the recent drought, had Sites Reservoir existed, we could have put 400,000 acre-feet into storage in 2014 and more than 600,000 acre-feet in 2015. Then, with last year’s storms, if the reservoir had been finished last fall, we could have filled it up by midMay. Sites Reservoir also fits in with the state’s Sustainable Groundwater Management Act by metering water into existing or proposed groundwater banks. Several of the water agencies that are participating in Sites are looking at how the reservoir could help them manage groundwater recharge. Future regulations may prevent people from relying on groundwater as heavily as many did to survive the recent drought. Additional supply will be necessary, and Sites will be able to provide it. 5

Proposed Golden Gate Dam

Proposed TRR

Proposed Holthouse Reservoir

Proposed Sites Dam

Kris Polly: For how many years has the project been

2017 January studied, and what is the current status of that process?

Jim Watson: Sites Reservoir first appeared in the 1957 California Water Plan. The plan envisioned two local storage reservoirs, potentially as part of the Central Valley Project. In 1995, the state of California and the federal government started the CALFED process. In 2000, CALFED came out with a programmatic environmental document that identified a need for surface water storage and recommended five projects to go forward. In 2001, a number of local water agencies entered into a memorandum of understanding with state and federal agencies to try to advance the project. But there was not a lot of funding available, and it was not until 2009 that the legislature approved the Delta Reform Act and water supply and the environment became equal priorities. That bill reenergized the need to invest in water storage. In 2010, the Sites Project Authority formed to advocate for the project and to work with the state and federal agencies. In January 2014, Governor Brown released his California Water Action Plan, which reignited support for moving the project along. That led to the promulgation of Proposition 1 that same year, which incentivized the Sites Project Authority to begin planning to apply for funding from the $2.7 billion made available by Proposition 1. In fall 2016, the Sites Project Authority expanded participation beyond the Sacramento Valley to 6

water agencies across the state. We now have 28 agencies participating, and they are helping to finance the studies that are needed for our application for funding under Proposition 1. Our application is due before August 14, 2017. The agencies represent a variety of water users, including farmers, small towns, and large cities. Since the amount of state and potentially federal participation is currently unknown, we created a process that allows our participating agencies to revisit their value propositions after the California Water Commission makes its decision. The Water Commission process will tell us how much water the state wants to invest in, which will then tell us how much is available for consumptive purposes. The investment made by the state under Proposition 1 shows Californiaâ&#x20AC;&#x2122;s desire to improve the environment, primarily for the delta. The Water Commission was given the responsibility to manage the selection process, and it has to find that a project will contribute to the long-term ecologic health of the delta before funding that project. Kris Polly: What is necessary for construction of Sites Reservoir to begin, and under ideal conditions, when could it begin? Jim Watson: The construction will take 7Â years due to the size of the project. We removed one obstacle when the state legislature approved a bill that allows us to use Municipal Water Leader

alternative delivery methods, which can help to shorten the schedule. The key hurdles to clear are the primary permits needed to comply with state and federal environmental laws. Obtaining our water rights from the State Water Resources Control Board will be another. We plan to have those completed by the end of 2022, but that timeline will require this project to be a priority for both the state and federal agencies. Until that time, the project is still speculative, and in California, there is a history of good ideas to improve the state’s water system that never could get the prerequisite permits to construct. The timeline of the permitting process will dictate when construction actually begins. Our goal is to be fully operational before 2029.

Jim Watson: We will have three pumping plants generating a total capacity of approximately 300 megawatts; one at the new Sacramento River intake facility, the primary pump/generating plant near Sites reservoir, and the one that connects the Glenn–Colusa irrigation canal. On the generation side, the conventional hydropower is about 140 megawatts. The potential for the pumped storage component is currently unknown because the market is changing rapidly and the permitting process is lengthy; thus, it is difficult to figure out how to value this aspect of the project.

Kris Polly: What kind of infrastructure will Sites Reservoir consist of?

Jim Watson: Yes. This ability can definitely be an asset for us, but it is still difficult to price accurately because the market is evolving. Due to Proposition 1, our primary focus has been on the water supply side, but after we get our application into the Water Commission, we plan to focus some of our energy on the strategy to develop hydropower and pump storage. We would like to construct the turbines and generators at the same time as the rest of the project, but given the hydroelectric permitting process, we may have to defer the installation of the generators until after the reservoir is operational. It is unfortunate that the permitting process takes so long, because it can prevent us from building the generation facility and pumps simultaneously, which is more cost effective. Streamlining the permitting process for hydropower should be a top priority for Congress and the administration.

Jim Watson: The reservoir itself consists of two very large dams, approximately 300 feet tall, and nine smaller saddle dams that help maximize our storage capabilities. The way water will enter the project will also be unique. There are two existing agricultural canals diverting water off the Sacramento River; one is called the Tehama–Colusa canal, and its point of diversion is in Red Bluff. It is owned by Reclamation and operated by the Tehama–Colusa Canal Authority. The second diversion is the Glenn–Colusa Irrigation District’s canal, which is an unlined canal that is owned and operated by the district. In addition, we are proposing to build regulating forebays at each canal, which will allow us to balance the water coming in from the canal with the pumping into the reservoir, with flexibility to adjust the pumping to occur during offpeak energy prices. To get the water back to the Sacramento River, we plan to build 14 miles of pipeline from the reservoir to the river. The pipeline and the pumping stations that will move water are the most expensive components of the project. The location of the project is ideal because it is in a valley that forms a natural bowl; has been designated as a reservoir area for decades; and has, within a few miles of the reservoir, two sets of transmission lines that will allow us to connect to the state’s electric grid. However, that also means that it takes more energy to move the water uphill and back into the river. We will also have the ability to do conventional hydropower, which is more seasonal. And, water will be cycled between the regulated forebay and Sites for pumped storage, which allows us to integrate with renewable energy and extend the hours that renewable energy is available. Kris Polly: What would be the potential total capacity of power produced? Municipal Water Leader

Kris Polly: So, you can design this system to be responsive to the renewable energy markets in California?

Kris Polly: What else would you like Congress to know about water infrastructure and how Sites fits into that? Jim Watson: Congress needs to recognize that California has an aging asset issue. Heavy investments in water occurred decades ago, but we need incentives to reinvigorate those efforts. And as California’s population keeps growing, we will have a continuing need for clean and reliable water by being more efficient in how we manage our water supplies. We have to add capacity as we grow, and this is difficult to do given the age and condition of our water infrastructure and need to have enough water for the environment. Kris Polly: How important are financial incentives like the Water Infrastructure Finance and Innovation Act (WIFIA) to maintaining and upgrading infrastructure systems? Jim Watson: WIFIA’s concept of a low-interest loan program could be very important, especially for our agricultural storage project participants, because it would reduce the effect that interest accrued during construction has on the total repayment cost, which would make projects 7

like Sites more economically viable. For cities and manufacturing and industrial customers, this issue is still a concern, but they can typically start paying off the construction interest prior to the project delivering water. Overall, however, low-interest loan programs are intended to boost the economic productivity of the project. In addition, since the purpose of state and federal participation in a project like Sites is to acquire water they would manage for environmental benefits, depending on the financing strategy, low-interest loan programs could help to reduce the cost to acquire this water. Another way to look at it: If state and federal entities only have a fixeddollar amount to invest, having the lowest possible interest rate would allow them to acquire more acre-feet of water for the dollar invested. Kris Polly: Are there any potential public-private partnerships that could be integrated into the project?

Jim Watson: We plan to further explore these options. Historically, the challenge has been the difference in interest rates between traditional public financing of projects that typically relies on the creditworthiness of the state or federal government and typically offers a rate that is lower than the rate available from private sources of capital. One of the concepts behind publicprivate partnerships is that while the interest rate may be higher, these entities are motivated to complete these projects sooner, which can reduce both the interest and construction costs. We have not put a lot of effort yet into determining the right financing strategy, and I can see situations in which some sort of public-private partnerships could be a useful tool to advance this project. But right now, it is very difficult for us to ignore the traditional bond financing programs.

Sites Reservoir Project Participants Beyond the Sacramento Valley

Sacramento Valley Organization Glenn County Maxwell Irrigation District Tehama–Colusa Canal Authority PCWA and City of Roseville Colusa County Colusa County Water District Glenn–Colusa Irrigation District Orland–Artois Water District Proberta Water District Reclamation District 108 Western Canal Water District Westside Water District

Acre-feet

Organization

Acre-feet

Antelope Valley-East Kern WA California Water Service (pending)

2,000 35,000

Castaic Lake Water Agency Coachella Valley Water District

5,000 26,500

10,000 32,111 20,000

Desert Water Agency Metropolitan Water District (pending) Pacific Resources MWC

6,500 50,000 20,000

20,000 3,000 20,000

San Bernardino Valley Muni WD San Gorgonio Pass Water Agency Santa Clara Valley Water District

30,000 14,000 24,000

3,500 25,000

Wheeler Ridge-Maricopa WSD Zone 7 Water Agency

20,000 20,000

4M Water District Cortina Water District Davis Water District

500 300 2,000

Authority:

13 agencies

Combined:

33 agencies

Dunnigan Water District LaGrande Water District

5,000 1,000

Participation (acre-feet): 404,411

City of American Canyon Carter MWC Garden Highway MWC

4,000 1,000 4,000

Available:

500,000

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Collaborating to Sustain California Water: A Conversation With Metropolitan Water District of Southern California’s Debra Man

evere droughts in California over the past several decades have led to a more collaborative and comprehensive approach to managing water. Debra C. Man has spent her career at the Metropolitan Water District of Southern California, bringing that approach into reality. She first came to Metropolitan as a resources engineer in 1986, focusing on groundwater programs. Ms. Man also worked extensively in the district’s planning divisions before becoming vice president for water transfers and exchanges in 1999 and chief operating officer/ assistant general manager in 2003. On the eve of her retirement, Ms. Man spoke with Municipal Water Leader’s senior writer, John Crotty, about how severe drought gave rise to a need to work collaboratively with all stakeholders on long-term solutions, the benefits of protecting and enhancing groundwater basins through collaborative agreements, and how Metropolitan’s cooperative process has become a model for other water suppliers. John Crotty: What kinds of innovations do you think have made the biggest improvements on the operations and maintenance of Metropolitan’s systems over time?

Debra Man speaking at the public reception and dedication for the 3-megawatt solar power generating facility at the Weymouth Water Treatment Plant in LaVerne, California. August 2016.

Debra Man: Metropolitan has evolved considerably over the past 20 to 30 years and has responded to the changing requirements for reliable water. For example, we have a very extensive distribution system in which we take State Water Project water and Colorado River water and distribute it to our Southern California service area. We also have five of the largest treatment plants in the nation, so we have a reliable and robust distribution system. However, after realizing that diversifying our water supplies is absolutely critical to meeting the future needs of the region, Metropolitan evolved. Metropolitan has altered its operational methods to better serve our customers. Operationally, our biggest decision used to be how many pumps on the Colorado River system to turn on and how much State Water Project water we would receive. But over time, our approach to operations changed. We developed Diamond Valley Lake, an 810,000 acre-foot reservoir in Riverside County, and grew our storage by 14-fold over a period of 20 years. We also established a lot Municipal Water Leader

of partnerships that allowed us to store and bank our available water supplies in the San Joaquin Valley. We have groundwater conjunctive use programs within our service area in Orange County and Pasadena. John Crotty: Are there particular technologies that have helped advance Metropolitan’s operations? Debra Man: Metropolitan began applying ozone to its water treatment process about 20 years ago. We knew we had to tweak our water supply to be ready not only for current regulations but for future ones as well. We also are one of the few agencies in Southern California that has advanced tunneling, enabling the district to develop the Inland Feeder, which connects the Colorado River Aqueduct and Diamond Valley Lake. We also promote conservation and recycled water. Metropolitan runs an innovative program focusing on industrial and outdoor water conservation in addition to in-home appliances. We are expanding our water recycling programs to enable more complete reuse of water for irrigation and consumptive purposes. John Crotty: How have Metropolitan’s and California’s approach to groundwater and conjunctive management changed over the years?

Debra Man: The state has wisely realized this is not merely a local issue and that the groundwater basins are valuable assets throughout the state. The approach has shifted the focus from how much water to extract from groundwater basins to how to preserve and keep the basins as healthy as possible. Groundwater cleanup is another vital component of that strategy. It is important to make sure the basins are maintained to the best possible water quality and health conditions. We have been working with agencies across Southern California to ensure the cleanup of contaminated basins in addition to just cleaning the water. John Crotty: What is the most challenging project you have worked on? Debra Man: The most challenging project has been the Innovative Resources Plan (IRP), because it marked a distinct change in everyone’s thinking. We included all stakeholders— Metropolitan’s member agencies, retail agencies, groundwater basin managers, consumers, and legislators—in the process to determine the best strategy to develop water supply, deliver water, and ensure that everyone in Southern California had a reliable supply. We needed to diversify our supplies and prevent a repeat of the crisis that happened during the 1987– 1992 drought, when many people were short of water. The IRP included more storage and a mechanism to bank water

Inspecting a tunnel during a Colorado River Aqueduct shutdown in October 2009.

Municipal Water Leader

during wet years and withdraw during dry times. The effort not only brought people together around a table to share ideas, but it also unified them behind a shared vision of the future. The whole idea of diversifying water resources in Southern California is rooted in the original IRP process. That nomenclature and way of thinking all began with the IRP effort, which is now a model for other urban agencies across the country to follow. The IRP process also demonstrated how important it is to have mutual support and interest in working toward common goals. John Crotty: How did you go about successfully bringing all those various stakeholders and their disparate agendas together? Debra Man: When we first started the project in the mid-1990s, we implemented a strategic assembly process, which involved extensive public outreach. It helped everyone agree that there was a need to change the way we managed our water supply. Once we had people with technical, institutional, legislative, public affairs, and environmental perspectives on board, we began examining all options and possibilities, as well as the pros and cons for each component of the IRP, which was adopted by our board in 1996. John Crotty: What do you think was the biggest winwin project of your career? Debra Man: Our water transfer and banking programs have been a win-win partnership between Metropolitan and agricultural water agencies. They were a way for Metropolitan to bank water during wet years and withdraw it during dry years. The irrigators and agricultural water agencies received investments in infrastructure to replenish their groundwater basins with local resources and river flows. Projects that have multiple benefits to multiple parties are ultimately the most sustainable. That partnership has been a vital tool during the most recent drought. We called on all our storage accounts, and the water we had banked in the San Joaquin valley allowed us to reliably maintain supplies. This investment represented a different way of thinking for an import agency like Metropolitan and ultimately led to more storage than is available in Diamond Valley Lake. John Crotty: Can you talk about the experience of being in the roles of engineer, planner, and chief operations officer during a time when there were far fewer women in those positions, and how things have changed in that respect over the years in the water industry?

Event marking the Arrowhead West Tunnel Hole-Through on August 20, 2008. The 3.8-mile Arrowhead West Tunnel is part of the Inland Feeder, a 44-mile conveyance system that connects the California State Water Project to the Colorado River Aqueduct and Diamond Valley Lake.Â

Debra Man: Things definitely have changed. When I first started at Metropolitan, I would walk into rooms during a meeting and be the only woman or one of two women present. There were not as many women represented in the engineering or operations fields at that time, but now as many as half of the attendees in those same meetings can be women. There is tremendous opportunity at Metropolitan because of the difference in demographics across many different fields. John Crotty: What are you most proud over your career at Metropolitan? Debra Man: I am most proud of the fact that Metropolitan has become successful at providing our entire service area with reliable water supplies in the most economically efficient manner possible. I am also proud of the initial efforts being made to achieve the Regional Recycled Water Program, which will be another legacy project. It too could be a game-changer for Southern California. We are looking to partner with the Los Angeles County sanitation districts to do indirect potable reuse, which would be of great value to our region.

Municipal Water Leader

Advanced Metering at Eastern Municipal Water District Saves Money, Water By Kevin Pearson

hen Peter Odencrans and his wife left on vacation for the weekend, the retired couple received an electronic notification from Eastern Municipal Water District (EMWD) advising them of a potential leak at their property. Mr. Odencrans eventually realized that he had left a hose slowly running near the citrus trees at the back of his property—something he may not have remembered for some time. It was a mistake that could have potentially resulted in a high water bill and significant water loss. However, thanks to newly implemented metering and customer service technology used by EMWD, the issue was quickly resolved on behalf of the customer. At EMWD, it is part of the new way of doing business. “I was pleased with that,” Mr. Odencrans said. “It was a handy reminder to check and see if you do have a leak. If you do something silly like leave the hose on to water a tree, you can get a reminder to check it out.” In 2016, EMWD rolled out a new proactive notification system that is part of its Advanced Metering Infrastructure program. The program has been successful in helping to ensure that water is used efficiently and to help ratepayers avoid the surprise bills that are associated with concealed leaks on properties. EMWD currently serves more than 800,000 residents in western Riverside County, California, through more than 145,000 water connections. As California’s sixth-largest retail water agency, EMWD is focused on customer-driven efforts that promote accuracy and efficiency through cost-effective system investments. As of May 2017, nearly 72,000 accounts have been transitioned toward advanced metering technology, with about an additional 1,000 accounts being converted each month. All new meters and meter replacements are done using Sensus water meters. All meters are anticipated to be converted by February 2020.

To date, more than 9,300 customers have received notifications of continuous usage—defined as a minimum of 1 cubic foot per hour for a 72-hour period. Of those customers, more than 8,900 no longer showed signs of continuous usage—a 95 percent success rate. “It is important that we use the available data to assist our customers in their efforts to conserve water,” said Charles Kamweru, EMWD’s director of customer service. “By incorporating technology, we are empowering our customers to better understand their water-use habits, and we can more effectively work with them to become more informed water users while also creating a more efficient staffing model.” EMWD intends to use advanced metering technology to implement features such as a customer portal that would allow those on advanced meters to compare usage to their water budget and other self-service options aimed at promoting a better understanding of water use. EMWD was one of the region’s first agencies to establish an allocation-based rate structure. This technology will enable customers to know when they are approaching or have exceeded their water budget. Those who exceed their water budget see significant financial disincentives associated with increased water use. Additionally, several large customers receive monthly usage reports in relation to their budgets. This allows those agencies, Municipal Water Leader

such as park districts, school districts, and homeowners associations, to work with their landscape crews to identify their own inefficiencies and institute best practices moving forward. The advanced metering technologies have also provided additional benefits, including the following: • By transitioning to automated meters, EMWD is avoiding driving nearly 170,000 miles per year to read meters manually—the equivalent of driving crosscountry approximately 60 times. It also helps save tens of thousands of dollars annually in fuel costs and reduces the need for fleet vehicles dedicated solely to meter-reading crews. • When customers contact EMWD about contested bills, customer service staff are able to open reports of hourly water usage and assist customers in identifying trends that may result in higher bills. For example, customers who have high usage patterns at specific times are likely overirrigating, and those who have leaks will see a more sustained water use pattern that has resulted in a higher-than-anticipated bill. • In one instance, an EMWD contractor caused a small break in a customer’s service line, resulting in the customer receiving a high bill. EMWD was able to identify the exact hour of the line break and appropriately bill the customer and the contractor for the respective usage. As it continues to transition customers toward advanced metering technology, EMWD continuously pursues grant funding opportunities to help offset the costs associated with meter replacements. EMWD has submitted applications to receive grant funding from both state and federal agencies to accelerate its meter replacement program. “Our objective is to ensure that we provide the necessary tools so that every EMWD customer may be able to use the information available to make informed decisions about their water use,” EMWD President David Slawson said. “We live in a data-driven world, and it is important that, as we continue to face water supply challenges, we respond appropriately with the information that is available. This program allows us to achieve those goals.” Municipal Water Leader

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What Goes Into Building an Award-Winning Water Pipe By David Marshall and Ed Weaver

exas suffered its worst single-year drought in history in 2011, but that drought pales in comparison to the drought that struck several decades earlier. For seven consecutive years in the 1950s, rain refused to fall on the Lone Star state. Agriculture loss was greater than it was during the Dust Bowl years of the 1930s. Considered one of the most devastating droughts in 600 years, the dry spell of the 1950s was never forgotten. Today, the 2011 drought, the most severe and costly in Texas history, is still on the forefront of state and local water planners’ minds. Tarrant Regional Water District (TRWD) and the city of Dallas are fiercely intent on making sure our respective parts of the state never face another water disaster. We are continuing to improve water access in North Central Texas in many ways, including our new Integrated Pipeline Project (IPL), innovative in both size and safety standards.

A Win-Win Partnership With the City

TRWD built Cedar Creek Reservoir in 1965 and Richland Chambers Reservoir in 1987, both approximately 85 miles southeast of the city of Fort Worth. The city of Dallas purchased water from Lake Palestine in 1972, and at over 90 miles southeast of the city of Dallas, there was no easy way to transport the resource to the city for use. Around the same time, TRWD began drawing the plans for a pipeline to provide additional yield from Cedar Creek and Richland Chambers Reservoirs, while the city of Dallas was also looking to move water from Lake Palestine. This created an opportunity for a strong, costeffective collaboration. Instead of building two pipelines, we came together to build one—a win-win situation for both. And thus, the IPL was born. This is the first partnership of its kind in Texas. The successful deal resulted in roughly $400 million in total capital savings by reducing the amount of pipeline in the plans and an increase in water supply reliability. The projected estimate for the capital portion of the joint project fell to $1.6 billion, with the total project coming in at $2.3 billion, and costs for steel and raw materials have consistency come in under estimate ever since. The single 150-mile steel pipeline connects Dallas’s and TRWD’s raw water sources through a single conveyance to their respective demand delivery points. It will allow for

Blackhall Engineering 108-inch gate valve factory acceptance test at Davis Machine and Fabricating in Calera, Alabama. Municipal Water Leader

Aerial view of the Joint Booster Pump Station Number 3 and 138 kV substation.

additional permitted delivery from existing reservoirs in East Texas to the Dallas-Fort Worth metroplex area—up to an additional 350 million gallons of water per day. Phase 1 of the pipeline will be ready to deliver water in 2018.

Everything’s Bigger in Texas, Including Gate Valves

One of the most remarkable aspects of the new steel pipe is its sheer size. It boasts a diameter of 9 feet, when most pipes are 2 to 4 feet. The size makes it safer by reducing energy losses due to friction, keeping pressure low. The pipe also owns the largest gate valves in the world, allowing for cost-effective cleaning should zebra mussels contaminate the line, and it has almost no friction losses compared to butterfly valves. The larger pipe also requires bigger and better design standards. Roughly 70 percent of the project cost is related to the pipeline—the pipe, transportation, excavation, embedment, and backfill combined represent the greatest potential for reducing costs. TRWD and Dallas worked with water researchers at the University of Texas at Arlington to identify opportunities that would achieve better overall cut and fill balances. IPL program and Institute for Sustainable Infrastructure estimates indicate that the IPL research, design, and prototype pipeline excavation and backfill measures have reduced the excess excavated trench material volume disposed offsite by upward of 26 percent. Importing and exporting less soil also means greater savings and environmental sustainability. The IPL program also seeks to reduce and better manage

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electric energy. To reduce or minimize energy charges, the IPL system configuration established maximum pipeline flow velocities for transmission and branch pipe diameters, increasing friction factors as the pipe wears and ages. The IPL system configuration also established system balancing reservoirs to accommodate peak-time-of-day operations, the use of variable frequency drives on all pump units, and LED lighting system. Each of these items adds capital cost but in turn reduces emissions associated with power generation. There is also a payback on the variable frequency drives and balancing reservoirs—energy demand charges are reduced by peaking with the terminal storage versus cycling system pumping to meet fluctuating daily water treatment plant demands. These measures are estimated to reduce the IPL life cycle operating costs by roughly $1 billion over the life of the project, with a corresponding reduction in greenhouse gas emissions. In addition, the IPL program has a goal to develop skills, abilities, and business opportunities in the vicinity of the project and within the state of Texas. To this end, the IPL program set a target of 25 percent participation for Fair Opportunities in Procurement and Contracting (FOPC) related to the provision of goods, services, and equipment. By the end of 2015, the IPL program had executed contracts and subcontracts valued at just under $395 million in FOPC participation. One of the IPL project directives derived from both the pipeline and water treatment trade-off evaluations related to biofilm and invasive species control was to design 19

the system with provisions for pigging. Pigging is a common pipe cleaning and monitoring practice in the oil and gas and refining process industries and in water and wastewater applications up to 48 inches. There are a few instances of pigging 60-, 72-, and 84-inch lines on a very limited basis, and these instances are extremely labor and time intensive. The provision of a pigging directive posed some unique challenges: • pipe, fittings, and valves that will pass a 60,000-pound pig (the tool sent down the pipeline during the pigging process) • launching and retrieving the pigs • passing a pig through or around mainline isolation valves • the sequencing and timing of pigging, the related waste disposal, and the potential water treatment plant effects

Gate valves were selected for the mainline isolation and pigging provision based on the energy, labor, and downtime effects combined with the potential cost reductions. The challenge here was that there are no existing design standards for this size (9 feet in diameter) and pressure class (250 pounds per square inch) of valve. The problem is further compounded due to the size and weight of the finished valve— about 30-feet tall and 55 tons (110,000 pounds) when fully assembled. Casting, machining, shipping, assembly, foundations, and installation are all 20

Looking south from Cagle Crow Road, a typical IPL pipe-laying operation. Municipal Water Leader

additional key issues. Since there are no existing design standards, the 108-inch gate valves and 108-inch pigging are advancing the existing technologies in several areas. The plan used Finite Element Analysis (FEA) for the initial design and modeling, followed by manufacturing a full-scale prototype to physically test using ultrasonic and radiographic nondestructive evaluation (NDE) and stress and strain instrumentation with the FEA model. Valve 1 passed, and valves 1 and 2 have been delivered and installed. Valves 3 through 7 are currently works in progress.

Winning a Platinum Award

TRWD’s and Dallas Water Utilities’ (DWU) pipeline has been a triple-bottom-line project from the start. We focused on maximizing social, economic, and environmental benefits, and our efforts have not gone unnoticed. The Institute for Sustainable Infrastructure awarded the pipeline system the Envision Platinum Award for high scores in a comprehensive framework of 60 sustainability criteria covering a range of environmental, social, and economic effects, including design, construction, community involvement, and cost savings. The IPL project came out on top with an overall platinum score, the highest ranking awarded.

Looking Ahead

Focusing on infrastructure investment to improve the movement of water is foundational to our state’s booming economy. Toyota’s headquarters recently

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relocated from Southern California to Plano, Texas, and other businesses are following suit—fleeing a state recently wrought with water issues. A huge economic engine relies on our ability to supply water, and if we do not deliver, the effects will be devastating. Although TRWD and DWU are committed to conservation, ultimately, conservation is not going to be the silver bullet that will save us in the case of a water emergency. Sometimes, nature will just not be on our side. When natural disaster occurs, efficient water transportation from sources far and wide is the most dependable solution to mitigate risk. We look forward to completing the water pipeline system to continue to ensure a reliable supply of water to our customers without disruption—even when severe drought strikes again. David Marshall is the director of engineering and operations support at Tarrant Regional Water District. You can reach him at David.Marshall@trwd.com. Ed Weaver is the deputy program manager for the Tarrant Regional Water District on the Integrated Pipeline Project. You can reach him at Ed.Weaver@trwd.com.

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NWRA Western Water Seminar

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During the Seminar we will discuss a number of critical water issues, including water infrastructure, regulatory reform, water right protections, the Endangered Species Act, and the Clean Water Act. The Seminar will also feature sessions continuing our focus on effective communication strategies. We will tackle these important topics in a relaxed, family-friendly atmosphere at the El Dorado Hotel and Spa in lovely Santa Fe, New Mexico. The award-winning El Dorado Hotel and Spa offers ample recreation opportunities and is conveniently located near the historic Santa Fe Plaza.

Surface Water and Safe Yield for Central Ohio By Dr. Rick Westerfield

entral Ohio and the city of Columbus are expected to grow by 500,000 people over the next 30–40 years. Currently, the Columbus Department of Public Utilities serves 1.2 million people with a capacity of 240 million gallons per day via three onstream reservoirs, one upground offstream reservoir, and three water treatment plants. However, our water supplies have to increase to keep up with this our growth. Part of the city of Columbus’s response to this population growth challenge was the construction of the John R. Doutt Upground Reservoir, which was built to both support growth in the city’s water system and to mitigate the effects of drought. In the late 1980s, the Midwest suffered a significant drought, and nearly all water utilities in the area experienced difficulties providing water to their respective service areas. Columbus’s existing reservoirs were nearly depleted. Fortunately, precipitation increased before the situation became too severe. However, the drought clearly identified the need for new water storage facilities. In response, the city undertook the Water Beyond 2000 Feasibility Study, which set forth several different options for increased water supply. The 10-year Water Beyond 2000 Feasibility Study recommended the construction of additional water supplies, including three upground reservoirs north of Columbus in the upper northwest corner of Delaware County. The term upground refers to offstream storage, which in this case means that the reservoir is set a few miles west of the Scioto River, one of the

region’s main sources of water. The city purchased about 2,500 acres of farmland from willing sellers to build the reservoirs. We now pump water from the river to the reservoir during high flow periods to store for future drought situations.

Size and Scope of the Reservoir

The 850-acre reservoir has a maximum capacity of 9.3 billion gallons of water. The outer perimeter is nearly 5 miles and the average depth is approximately 36 feet. Water pumped from the Scioto River to the reservoir is transported through a 72-inch-diameter spiral-welded steel pipe made by Northwest Pipe. The pipes are protected by multiple layers of plastic tape on the outside, similar to what is used for natural gas pipes, and a layer of cement mortar coating on the inside. All pipes this diameter in the Columbus area prior to our project were precast concrete cylinder pipe. We bid out both steel and concrete pipes, and Northwest Pipe won the steel pipe bid. Construction of the first of three reservoirs began in 2011, was completed in 2013, and was full of water in 2014. The entire cost of the project, including construction and engineering, was approximately $160 million. The city of Columbus financed construction through customer water billing revenue and voted bond packages. The DelCo Water Company contributed to project costs in exchange for rights to use a portion of the water.

Aerial views of the John R. Doutt Upground Reservoir. Photos courtesy of James Bond, city of Columbus.

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To date, we have not had to use the water from the reservoir because we have not experienced the drought conditions that we had in the past. The reservoir was designed to provide water during a 1-in-50-year drought, or one that could occur 2 percent of the time, according to Ohio Environmental Protection Agency guidelines for water supply. We have not encountered drought conditions of that scale recently, but the next drought could come at any time.

Overcoming Obstacles

Although the construction of the reservoir has been successful, getting to that point did require us to overcome some obstacles. The first was the approval and permitting process, which was lengthy and complex. We had to acquire permits from numerous state and federal agencies before construction could begin. Permits related to the design of the reservoir had to be obtained from the Ohio Environmental Protection Agency. We also had to acquire permits from the Ohio Department of Natural Resources to ensure we were not affecting fish, wildlife, or wetlands. For example, the endangered Indiana bat may inhabit the area, and trees can only be removed from their habitat during certain times of the year. We needed roadway permits because building the project required a high level of truck traffic. Our potential effects on water quality necessitated permits from the U.S. Army Corps of Engineers. Another challenge was obtaining buy-in and support from the public at large in the local community. Columbus initially built support through the Water Beyond 2000 planning process, and there was a lot of support provided in the master plan. Our Sewer and Water Advisory Board provides input on rate increases, capital projects, and operating expenses: The board studies potential projects to see whether they are necessary and whether the water rates should be increased to support the projects, and makes recommendations to the city council. The process for this is open and public. In addition, we held multiple public meetings to describe the project and help residents understand the benefits it would bring. There was also a provision in our contract stating that if we adversely affected someoneâ&#x20AC;&#x2122;s individual well near the project during the course of construction, we would have to reimburse them for the cost of constructing a new well. We also had to overcome challenges that were technical in nature. We had some difficult soil conditions that forced us to install a large membrane liner. The soil beneath the reservoir is limestone with karst geology that can contain solution caverns, which could drain water out of the reservoir. The membrane lines the entire bottom of the reservoir and is one of the largest liners of its kind used for a water supply reservoir in the United States. The liner was designed and made by Ronald K. Frobel & Associates

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and S&ME Inc., and has allowed us to mitigate water loss through the bottom of the reservoir.

Facilitating the Future

The city and the utility have still not decided on the timing of the potential second or third reservoirs. The last master plan projected that we would be able to meet demand with just the one reservoir until at least 2030. The plan is revised periodically, and the next revision will be in a year or two. The new plan may have some new ideas on what we should do, especially given the projected population growth of 500,000 people over the next few decades.

Lessons Learned

The experience with this reservoir has left us with lessons that utilities seeking to undertake similar projects should keep in mind. The first is that involving the public is critical to a projectâ&#x20AC;&#x2122;s success. Transparency, widespread involvement, and incorporating public input into the process will all help to provide the necessary support among ratepayers to complete a project. The key is to assure everyone that the final result will be good for the entire region, that no one will be adversely affected, and that any effects will be taken care of by the utility. Another lesson is to always hire the best possible consultants, designers, and engineers. We had top-tier firms working on our project and reaped those benefits when we had to develop and install the membrane liner to protect the reservoir. Despite the difficulties, the John R. Doutt Upground Reservoir has been a great success for the city of Columbus. The project has enhanced our water supply, given us additional protection from future droughts, and provided us with a tool that can help sustain economic growth going forward. The success of the first reservoir has laid a positive foundation that can allow us to continue meeting our regionâ&#x20AC;&#x2122;s water needs well into the future. Rick Westerfield, PE, PhD, is the administrator for the Division of Water, City of Columbus Public Utilities. Dr. Westerfield has worked in the public and private sectors in the water, wastewater, and environmental fields for four decades. Dr. Westerfield is a life member of the American Water Works Association, a member of Water Environment Federation, and a life member of the American Society of Civil Engineers. For more information about water supplies in Columbus or the John R. Doutt Upground Reservoir, contact Dr. Westerfield at (614) 645-8276. 25

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Patching Up or Replacing Water Transmission Pipelines:

A Conversation With Richard Mielke of Northwest Pipe Company

s water transmission pipes and other infrastructure systems age, they eventually need to be repaired or replaced. However, many water entities struggle with the financial, logistical, and time investments required to complete that work. Total replacement of water pipelines can be time consuming and expensive, but there are alternative options that give water authorities more options. One of the companies manufacturing innovative repair and rehabilitation solutions is Northwest Pipe Company, which manufacturers structural upgrades for aging systems that cannot be completely excavated or replaced. Northwest Pipe’s director of engineering, Richard Mielke, recently sat down with Municipal Water Leader’s editor-in-chief, Kris Polly, to discuss the challenge of maintaining outdated water transmission systems, the options Northwest Pipe is providing to local water authorities to upgrade their infrastructure, and the reasons why water managers should explore creative ways to modernize their pipelines.

Richard Mielke: Potable water transmission pipes are usually 24 inches or larger in diameter and are high pressure, while lower-pressure, smallerdiameter distribution lines move water from transmission pipes into individual homes. Diameter aside, there is a significant difference in risk management between transmission and distribution lines. In the context of drinking water, water transmission lines are the primary high-pressure arterial lines for most water systems. There are typically two primary components. The first is the raw water system that brings water from the reservoir, well field, or water source to the water treatment plant. The second and most critical component is the water transmission system that takes treated or potable water to storage facilities and various pressure zones within the system. These water transmission pipes are the primary means of moving large quantities of drinking water to where it is needed, and they typically maintain the highest operating pressures in the system. Wastewater systems also use transmission lines, which convey untreated wastewater from a low point in the collection system to a treatment plant. Failure of a distribution line obviously can be a serious issue, but it is

Rehab Option – Steel Pipe Sliplining

nsertion of sections of Steel Pipe ystem … no continuous chains of pipe

al: YES LOW compared to other options

c Life: YES Kris Polly: Can you define what Pipe Sliplining large-diameter water Time:apipe Moderate / transmission Relatively Low is? w: Very Low Loss of ID (ID of steel pipe e em would be 40-inch minimum for the PCCP pipe) tion: Low compared to other considered (space needed on surface and exit pits) nvenience: Low

d joints 28 would result in ZERO-leakage. e

rarely something that would leave a utility unable to provide service to a limited area. Loss of a transmission line, however, can be catastrophic, leaving large portions of a water system inoperable. Kris Polly: When a water entity has an aging or leaking water transmission pipe, what are the factors that must be considered when deciding whether to replace or structurally rehabilitate the pipe as opposed to simply repair the pipe as failures occur?

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Richard Mielke: The key factor to be considered is what level of risk an entity is willing to take on. Water managers have to determine whether they are comfortable with the probability that a high-risk pipeline could result in catastrophic failures and the subsequent property damage, bad press, or worse. Location of the pipeline is a factor. A suspect transmission line in a downtown street next to a school presents a high risk. Redundancy also adds to the risk evaluation. If the line fails, will the system still be able to provide needed pressure levels and fire flow? Pipe material also affects level of risk; for example, prestressed concrete cylinder pipe (PCCP) has history of unexpected catastrophic failure. Social costs associated with failures and construction activities related to repair, rehabilitation, or replacement are typically considered. In the case of wastewater transmission, the corrosive nature of the wastewater is a factor. And of course, cost is always a factor to consider. Some owners elect to assess their pipelines and, based on those assessments, do spot repairs to keep systems going. There is growing evidence that these methods may only marginally lower the inherent risk of failure in problem pipelines despite the significant costs of the assessments and spot repairs. In some instances, one may be simply kicking the can down the road a bit. Long-term structural repair or replacement is the only sure way to lower risk to acceptable levels.

Richard Mielke: In general, organic liners or coatings are used to line smaller leaking pipes used for water distribution in sizes 24 inches and smaller. This method places a nonstructural sleeve inside the pipe to seal the inside of the pipe to prevent leaking. If the pipe is severely corroded, this method may not provide a long-term solution. CFRP, or carbon fiber, has also been used to repair short sections of larger-diameter PCCP (man accessible) that are in danger of catastrophic failure. There has been considerable study and debate about this method of repair, and it is generally considered a short-term repair, not a permanent solution. Sliplining or relining with steel pipe is a permanent structural solution that maintains and also allows for increasing the allowable working pressure of the transmission line. A recent Baltimore County, Maryland, project is a good example. The project involved a 48-inch PCCP that had blown out several times (once next to a high school) despite multiple condition assessment evaluations and repairs. Therefore, the county no longer trusted the PCCP integrity and did not want the risk associated with operating in its current condition. A permanent solution was needed, and after consideration of several options, the county decided

Installation / Construction

Pits: 10 Pits, including tie-in â&#x20AC;Ś sized Kris to Polly: accommodate Once the decision hasfull been made to replace or rehabilitate a pipe, how does a water entity hs and equipment. decide between the two options? based on bends as-builts, Richard Mielke: from Replacement typically involves removing or abandoning the existing large-diameter stance and connection areas transmission pipeline and replacing it with coated steel

pipe. Fully structural rehabilitation options would use a limited number of access points or shafts and slipline or reline the existing pipe with a smaller-diameter steel pipe. This option has less of an effect on the public and provides a 100 percent structural rehabilitation of the transmission line, eliminating future operating risk. The decision to replace or rehabilitate involves the owner evaluating social, assessment, and repair costs against each other. Water entities sometimes determine that it is not socially viable to excavate and replace entire water transmission pipes, so instead they opt to slipline or reline existing pipelines. This method is effective and provides a permanent, long-term solution. Fully structural sliplining or relining can add hundreds of years to the lifespan of a transmission pipeline.

pacing: Casing Spacers utilized teel slipliner pipe into the host 0-ft sections had 3 casing 0-ft sections had 2 casing

uipment: Jacking machine with Kris Polly: Can you tell of us more n sledtechnology used, instead railabout the and processes available to rehabilitate pipes?PCCP sections ses oflarge-diameter removed ed as tracks Municipal Water Leader

After failing a couple of times, the 48-inch Kenilworth Transmission Main in Baltimore County, Maryland, underwent a permanent structural rehabilitation using steel pipe sliplining. 29

to slipline with 41¾-inch shop-applied cement-mortar-lined steel pipe. Northwest Pipe produced the 41¾-inch-diameter steel cylinders in lengths of 20 feet and shipped them to the contractor, who jacked the pipe sections together inside the pipe. The joints were lap welded together for leak-proof finished carrier pipe. Casing spacers kept the new steel carrier pipe centered inside the existing 48-inch PCCP. Once complete, low-pressure grout was pumped in to fill the gap between the two pipes and provide corrosion protection. One of the other options that Baltimore County considered was relining the 48-inch PCCP. This method is used when a loss of diameter and pipeline capacity cannot be tolerated. Relining is a more costly option as compared to sliplining. Relining is especially popular in areas of high water demand, such as Southern California. Relining involves making a collapsible pipe with nonwelded longitudinal seams collapsed over each other into a smaller diameter, which is held in place by steel strapping and transported into the host pipe, at which point the collapsed cylinder is released. The Baltimore County relined 48-inch PCCP would have resulted in a roughly 45-inch inside diameter pipe versus the 40-inch pipe installed by the slipline method. When the relined pipe is collapsed, it is smaller than the final finished diameter, which facilitates transporting it around most radii or bends in the existing pipe, limiting the need for access points or shafts. The collapsed pipe springs into place inside the existing pipe when the straps are cut. After the pipe is sprung into place, workers weld the longitudinal seams and all the circumferential joints. Spacer pads on the outside of the relined pipe maintain the spacing between the existing pipe and the new carrier pipe. After grouting, the inside of the pipe is then lined in place with a half-inch-thick layer of cement mortar to provide a smooth interior surface.

Richard Mielke: They are typically threaded couplings with a furnished threaded plug that is screwed into the coupling once the grouting is finished. A weld bead is placed around the coupling threads as well to assure water tightness. Kris Polly: What is your message to water managers and their respective boards of directors facing the potential replacement of a large-diameter pipes? Richard Mielke: It is important for the waterusing public to recognize there are issues facing water transmission infrastructure that can compromise the reliability of their systems. The risk of failure is real and something that owners by and large are actively trying to address. The need is great, and yet existing funds can only go so far, so it is likely that water rates will need to increase. Although new technologies and assessment options or repairs are always being developed, the proven methods for addressing high-risk pipelines are to replace with corrosion resistant steel pipe or to employ a fully structural slipline or reline option. Spot repairs on transmission lines are risky in and of themselves, from excavating the pipe to draining and even filling the lines. Surging already-distressed pipelines during repair or filling can have undesired consequences. Steel pipe has an excellent history in both replacement and fully structural slipline and reline. Yes, these long-term structural solutions are expensive, and we do encourage managers and owners to be well informed and look at all available permanent options. I suggest that you reach out to known suppliers and engineers—those with considerable experience and a proven track record in rehabilitating and replacing transmission lines—for they can provide valuable input in helping to solve your water infrastructure needs. They are an excellent resource.

Installation / Construction

mitation was 800-ft. For longer push 000-ft, excavator facilitated am while jacking machine continued

echnical couplings used to connect g pipe, and to valves, meters and Polly: Are the grout portals patched with steel or ces. withKris grout? struction o join sliplining pipe “trains” hnt pits. on at joints completed in field using ed s, AWWA C216, and hand-tape,

t was internally lap-welded nt field welding procedures) and AWS lifications) rticle 30Testing (per ASTM E709)

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Gathering to Stop Water Loss: A Conversation With Cavanaugh and Associatesâ&#x20AC;&#x2122; Will Jernigan

Will Jernigan speaking at the opening session of the 2015 North American Water Loss Conference in Atlanta, Georgia.

inimizing leakage and loss of water from drinking water systems is a goal with both economic and resource benefits. Until recently, however, there has not been a dedicated conference event on this critical topic in the United States. Cavanaugh and Associates has worked with others in the industry to organize an event to advance the conversation on the management of nonrevenue water. The result was the North American Water Loss Conference (www.northamericanwaterloss.org), which first met in 2015. The conference brought together public and private stakeholders from around the United States and the world and allowed them to share ideas and best practices for maximizing the efficiency of water systems and resources. Cavanaughâ&#x20AC;&#x2122;s Will Jernigan was to the chair of the inaugural conference, and he co-chaired the second biannual meeting this year. Mr. Jernigan recently sat down with Municipal Water Leaderâ&#x20AC;&#x2122;s editor-inchief, Kris Polly, to discuss why the conference was created, the success it enjoyed in its first year, and what the conference hopes to achieve as it continues to expand. Kris Polly: What can you tell us about the genesis of the water loss conference you have organized and the success you have had?

Will Jernigan: The focus of the conference is on drinking water systems in North America, to examine inefficiencies that exist due to pipe network leakage, meter underregistration, and theft. The focus is also to look at how data are handled and how inefficiencies can manifest themselves in a drinking water system. This covers both publicly owned drinking water systems and investor-owned systems. The event we are currently organizing is taking place in San Diego, California, in December; it is intended to provide technical content as well as policy-related content in the form of presentations, panel discussions, and case studies. A learning session format is also being used for those interested in more of Municipal Water Leader

A panel at the 2015 North American Water Loss Conference.

a classroom-like experience. People with experience running water systems, such as utility managers and operations personnel, will be leading the learning sessions, which will bring consultants together with those who are actually managing water systems. Field service providers, including leak detection and metering and billing analytics, will also be featured in the exhibit hall, where vendors and innovators will be able to show off their products and services. Regulators from state environmental agencies will be in attendance as well, to show the programs they are undertaking for water conservation. Utilities, ratepayers, regulators, and the environment all benefit from reducing the loss of nonrevenue water. It is a topic that brings many stakeholders together around shared interests.

Will Jernigan: This will be our second event. Our first meeting was in 2015, at which time we established a plan to meet every 2 years. Kris Polly: How many people attended the 2015 meeting, and where did they come from? Will Jernigan: We had a strong turnout at the first meeting and exceeded our attendance targets. We had planned for 250 attendees, but we ended up having over 500.

Kris Polly: Will you have any federal agencies or regulators at the meeting? Will Jernigan: Yes; in fact, one of our keynote speakers is Peter Grevatt, head of the Office of Drinking Water and Groundwater for the U.S. Environmental Protection Agency (EPA). He has been involved in some of our prior events. EPA agrees that utilities managing water loss-prevention programs is a positive thing and supports statesâ&#x20AC;&#x2122; efforts to address water loss through their state revolving fund programs. The event is co-sponsored by the EPA Water Sense program; the program chief of which is actually on our planning committee. Kris Polly: How many years has the meeting been held? Municipal Water Leader

The exhibit hall at the 2015 North American Water Loss Conference. 33

At first, we were unsure what kind of interest such a narrowly focused niche event would attract, but we were pleasantly surprised. Attendees came from 37 states and 3 Canadian provinces, as well as 14 European, South American, and Asian countries. The reason we drew so many people is because nonrevenue water loss has been a hot topic outside the United States for a long time, particularly in developing countries. Much of the international community is very interested in continuing to find ways to address the issue. Kris Polly: Will the 2017 conference include continuing education credits for participants who attend? Will Jernigan: Those credits will be available. The conference will provide proof of attendance, and then the attendee would be responsible for ensuring the credits are awarded. California and Nevada have already indicated they will accept the credits. Kris Polly: What can you tell us about Cavanaugh and the genesis of organizing these meetings? Will Jernigan: We are a consulting firm and have been in business since 1995. Nonrevenue water management is one of the two things we specialize in,

along with bioenergy. We work with water utilities to build cost-effective water loss programs, as well as with states to implement water loss technical assistance on a large scale. We are certainly a leader in this space, but not the only one. Others from the American Water Works Associationâ&#x20AC;&#x2122;s water loss committee have been integral to the success of the North American Water Loss Conference as well. About 10 years ago, we determined that the issue had gained enough steam to warrant a dedicated conference. The 2015 event was held in Georgia. It took several years to marshal the bureaucratic and logistical support needed to make the event possible. An effort like this needs an organization willing to front it, and the planning committee works hand in hand with that organization. All of that took time, but we were able to get there after several years of planning. For 2017, we are working with the CA-NV Section of the American Water Works Association as the event host, and they have been tremendous. Other partners include the Alliance for Water Efficiency and EPA. Overall, we have been happy with the interest the conference has generated, and we see a strong trajectory into the futureâ&#x20AC;&#x201D;2019 and beyond. We look forward to seeing everyone in San Diego this December.

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2017 CALENDAR June 11–14 June 12–13 June 14–16 June 21–23 July 23–27 July 23–27 July 27–28 August 8–10 August 23–25 August 28–29 August 29–31 Oct. 10–11

American Water Works Association, Annual Conference and Exposition, Philadelphia, PA Idaho Water Users Association, Summer Water Law and Resource Issues Seminar, Sun Valley, ID Texas Water Conservation Association, 2017 Mid–Year Conference, Galveston, TX Western Coalition of Arid States (WESTCAS), Annual Conference, San Diego, CA National Association of Clean Water Agencies, Utility Leadership Conference and 47th Annual Meeting, St. Louis, MO National Water Reuse Institute, Water Environment and Reuse Foundation, and WateReuse California, 11th Annual IWA International Conference on Water Reclamation and Reuse, Long Beach, California Kansas Water Congress, Summer Conference, Garden City, KS National Water Resources Association, Western Water Seminar, Santa Fe, NM Colorado Water Congress, 2017 Summer Conference, Vail, CO Water Finance Conference, Madison, WI Texas Alliance of Groundwater Districts, Texas Groundwater Summit, San Marcos, TX Water Asset Management Conference, Boston, MA ___________________________________________________________________________

To include your event in the calendar, e-mail Municipal.Water.Leader@waterstrategies.com.

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