Conference Papers

The utility industry is changing at a rate that is faster than ever before. Increased regulatory pressure, higher level of service expectations from ratepayers, and an increased range of available technology and solutions to meet organizational missions are resulting in a need to continually develop and improve utility operations. For the most mature utilities there are often processes in place to facilitate this development organically. For less mature organizations, foundational processes need to be identified and created prior to addressing these new challenges. For utilities, understanding the current maturity of their organization is key to identifying a path to organizational development. Maturity assessments are he primary way to clearly understand the present in order to prepare for the future. In 2014 Winston-Salem/Forsyth County (WSFC) Utilities was facing a defining moment for their organization. The utility was experiencing historically low levels of service, facing USEPA regulatory action, and undergoing a change in leadership. New challenges were becoming more apparent and the institutional knowledge that the utility had historically relied on to make decisions was quickly disappearing. To understand a path to a successful future, the utility needed to develop a strategic plan to build the knowledge and skills to tackle these critical issues. Through the Collection System Improvement Program (CSIP), HDR collaborated with WSFC Utilities to develop this strategic plan. As a first step, a maturity assessment was performed with a diverse set of utility staff to provide a clear understanding of the organizations level of maturity around 12 core functions. The focus of the exercise included collection system operations. Functional areas of expertise were identified through a mix of utility input and industry benchmarking standards including the AWWA Utility Benchmarking Program. These functional areas include key areas of service delivery administered by the utility throughout the collection system: 1.Collection System Management 2.Condition Assessment 3.Capacity Assessment 4.Capital Delivery 5.First Response 6.FOG Management 7.Cleaning 8.Chemical Root Control 9.Easement Maintenance 10.Inspection — CCTV 11.Inspection — Force Mains 12.Construction & Repair These functions, and their associated maturity levels, were defined prior to maturity evaluation by the team. This was a critical step to allow for the objective assessment and goal setting for these functions by team members. Functions were assessed on a spectrum from Not Practiced — the least mature — to Continuous Improvement — the most mature. Maturity levels were defined under the following standards: - Level 5, Continuous Improvement — In addition to meeting the requirements of previous levels, new technology, processes, and approaches are regularly proposed and tested. - Level 4, Measured - In addition to meeting the requirements of previous levels, function is consistently delivered and performance is assessed against established performance goals. QA/QC occurs regularly. - Level 3, Defined & Standardized - In addition to meeting the requirements of previous levels, processes are defined and repeatable. Performance data may be collected but is not actively managed. - Level 2, Repeatable - In addition to meeting the requirements of previous levels processes are not formally defined, but informal standards exist. Limited QA/QC activity is performed. - Level 1, Reactive — Delivery of function is entirely reactive. Processes are established on a case-by-case basis. - Level 0, Not Practiced — The function is not performed by the utility. Target maturity levels were established by WSFC Utilities staff by reviewing level of service goals and connecting these goals to functional area maturity. This is a critical component of directing maturity assessment activities. By developing Target maturity levels, organizations are forced to make decisions about what they believe is achievable with available resources and required to optimize organizational outcomes. In the WSFC Utilities case, easement maintenance and inspection were determined to not require Level 5 maturity to meet the service goals of the utility. Once target maturity levels were established, an assessment of the maturity of the utility was assessed across all functional groups using a nested survey. This survey was administered to a combination of WSFC Utilities staff, members of the CSIP consultant team, and City of Winston-Salem employees from adjacent departments who work directly with the WSFC Utilities. Survey questions included qualitative assessments of the performance of utility functions that mapped directly to maturity levels, but not did not ask participants to specify a particular level. This allowed for a non-biased assessment of utility maturity without the implications of assigning a poor maturity rating. Understanding both target and current maturity levels allowed the team to understand what the gap between current performance and maturity goals were. Using this information, a strategic road map was developed to identify a path to increased organizational maturity through a series of operational initiatives. These initiatives included a range of strategies from implementing new processes and decision-making tools to improve utility performance to field training on the knowledge and skills needed to perform utility functions. Understanding the workload and path dependencies required to improve organizational maturity is key to managing expectations on the timeframe and level of investment required to reach target goals. After six years of assessing their own organization and working through the roadmap of initiatives, WSFC Utilities has made steady, lasting progress in advancing their organization. For all utilities, developing a clear vision and plan of action allows for the strategic investment in organizational development. By continually assessing organizational maturity, the effectiveness of these plans can be measured and adjusted to provide the most value to organizational staff and customers. For the most mature utilities this allows for the update of existing strategies and establishes a foundation for a consistent approach during mid and upper-level management changes. For less mature organizations, this process creates a path to targeted investment in most critical areas and a common vision of the future. Regardless of the position of any individual organization, maturity assessments are an effective way to understand and direct organizational development.

Promises are the uniquely human way of ordering the future, making it predictable and reliable to the extent that this is humanly possible.' — Author Hannah Arendt. In a complex world of remote work, generational differences, racial inequities, social media and a growing distrust of government — what better way than a promise to deliver predictable and reliable outcomes? Like many businesses, Toho Water Authority (Toho), a utility located in Central Florida, had a Vision, Mission, Values. This 'tried and true' set of statements highlighted what every utility is about — reliability, cost effectiveness, excellence, and protecting public health and the environment. While fitting for budgets, websites, financial reports and other official documents, statements like this are rarely remembered and often don't resonate with employees. How then, can this approach be expected to drive alignment and connection to targeted outcomes? In order to reflect the passion of public service that we strive to deliver, we retooled to adopt a succinct mantra called the 'Toho Promise' — a measuring stick for all of the utility's 350 employees. We will share the highlights of this journey. During this interactive presentation featuring specific successes and challenges, attendees will learn about transforming this simple idea into a winning strategy. Lessons learned will highlight milestones and revisions that led to the transformation through change management tools that can be adapted to help other utilities create executable plans and realize the customer value of having a company promise, beyond a company vision and mission statement. Daily Promises Kept Through the transformative journey, this Florida utility discovered that the Promise connects with its employees, reflecting the values, behaviors, and culture that public servants embody — most importantly transforming a philosophy into an actionable expectation for every day and every action. Through a methodical process, the Promise was unveiled and rewritten until streamlined — read 'simplified.' Ten words, three audiences and a powerful commitment. Undaunted by brevity, the tone was deliberate and the simplicity memorable. Employee photos further personified the intention of the words. The most powerful part of the promise was the morale building ideal that, no matter an employee's role or function within the organization, they were responsible for Toho keeping its Promise. That newfound power enhanced pride in workmanship and commitment to overall customer satisfaction that actively resides within all facets of the utility today. Principles and Priorities Added To enhance the Promise, Toho outlined four Priorities — 1) Providing safe and reliable services, 2) Protecting the environment, 3) Delivering value, and 4) Investing in the future. Our employees then defined a set of Principles they would put to work every day — taking ownership of 'how' Toho delivers on its Promise. The essentials from these steps will be shared with attendees who can takeaway lasting impacts and lessons learned using an interactive approach sure to inspire others who may be seeking similar solutions. Tools used as part of this change management process will be shared and highlighted. Toho's Promise is more than a statement. Even as our organization grows in service area, as new employees join the organization, and as our demographics change, it is who we are and who we want to continue to be. It is how Our Customers, Our Community, Our Employees Trust that Toho Cares.

One of the new requirements of the MS4 permits consists of a stormwater retrofit plan. This presentation will summarize the plan developed for the City of Minneapolis. We will also showcase one of the retrofit projects that was constructed, explaining how we took a different approach to incorporate environmental equity into the project through a jobs training learning lab without increasing the budget. The city has four flood surge ponds that are being evaluated for retrofit to provide water quality treatment. These ponds activate only when extreme weather events cause conveyance pipes to back up. This type of existing pond retrofit can be very cost effective and in some cases, may be one of the few options available in an already developed urban area. The first pond to undergo retrofit for water quality treatment was the Holland Basin, an existing flood surge pond that covers an entire city block. The basin is adjacent to a public high school and the neighborhood used the pond as a park space, adding to the complexity and outreach needs. The adjacency to a public high school in an over-burdened community presented an opportunity to use the project as a learning lab by employing youth to help with outreach, training material development, and restoration of the disturbed area using native plants. The project was successfully completed in the summer of 2021, and the learning lab contract continues for the warranty period to provide establishment maintenance. The learning lab paid 92 youth and installed more than 4,000 native plants for a project that provides water quality treatment for 20 acres. This presentation will explain the retrofit project and the approach to incorporate racial equity into an infrastructure project.

Background KC Water became involved in the Utility Analysis & Improvement Methodology (UAIM) Project in Year 2 of the initiative. Department staff charged with the planning and delivery utilized UAIM artifacts, resources and models to shape their program for the Fiscal Year 2022-2035 planning and project delivery cycle. About KC Water KC Water is a department of the City of Kansas City, Missouri's Municipal Government. Dating back to 1873, the department manages and operates the city's Water, Wastewater and Stormwater Utilities. With a service population of more than 600,000 the department has a combined $446 million operating budget and serves a population of 700,000 through direct delivery and multiple agreements with wholesale and inter-jurisdictional agreements. Clean Water is treated and distributed through 1 water treatment plant, 18 pump stations and 2,800 miles of water mains. Wastewater is treated and clean water is returned to the Missouri River and its tributaries by 6 wastewater treatment plants, 43 pump stations, and over 2,500 miles of sanitary sewer pipelines. Stormwater includes 600+ miles of sewer, 15 flood pump stations, 13 miles of levee and over 600 Green Infrastructure assets. Each year, KC Water spends approximately $200-$300 million on its combined capital program. The main drivers for its capital expense are rehabilitation of existing infrastructure, largely driven by the replacement of aging water and wastewater assets, including water mains, wastewater collection system pipeline, and treatment plant and pumping station assets. In addition, KC Water is in the middle of a program to reduce overflows in its combined and separate sewer systems in compliance with the federal Clean Water Act and policies of the EPA and the Missouri Department of Natural Resources ('MDNR') related to sewer infrastructure. The original cost for that program was estimated to be $4.5 billion (on an inflated adjusted basis) and was to be completed in 2035. By 2021, the department had spent approximately $800 million towards meeting the tenants of the decree. The decree was amended in 2021, and it is projected to cost almost $2 billion less than was originally anticipated. The department expects to spend over $700 million in its Water Utility and $1.8 billion in its Wastewater Utility on capital improvements through 2035. Case Study Description KC Water selected two initiatives as part of the Year 2 UAIM Project. Initiative #1 focused on documenting, improving, and implementing an updated CIP Planning and Business Case Evaluation process. Initiative #2 focuses on documenting and improving the CIP Project Delivery Processes and KC Water's efforts to implement a Project Delivery 'Roadmap' using the business process models developed as part of the Year 2 UAIM Project. Both initiatives were completed by the same project team at KC Water using the methodology, framework, and tools developed under the UAIM research project in Year 1. Goals Accomplished-- KC Water's goals for Initiative #1 were as follows: ---Documented the 'As Is' BCE/CIP Planning process --Compared our process to the model developed as part of the UAIM research project in Year 1 --Developed a robust 'Lessons Learned' list to share with other Utilities who may be interested in developing a more robust CIP Planning/BCE process. --Shared a list of new processes and tools that were developed and implemented as a result of the work done in the past year as part of the project. KC Water's goals for Initiative #2 were as follows: --Documented the CIP Delivery Process in a Business Process Model (BPMN) format. --Shared the KC Water CIP Delivery BPM flow charts and walk through the process models with key stakeholders (Engineer Management, Experience Project Managers, New Project Managers) to confirm the 'as-is' model is accurate and capture updates and detail missing and identify opportunities for improvement for the 'to-be' model. --Implemented and used the BPM flow charts for communication & training with KC Water Engineering and Project Management staff. --Made the BPM flow charts accessible to front line stakeholders responsible for Project Delivery to create greater clarity of the process, provide better access to resources needed to execute the project delivery process, and ultimately improve collaboration, decision making, and efficiency during project delivery to yield an optimal project outcome that improves levels of service and reduces risk at an optimal cost. Longer term goals and desired outcomes that were discovered and clarified as a result of collaborating with key stakeholders at KC Water were as follows and are currently being implemented: --Establish a 'road map' for our CIP Delivery Process that uses a 'common language' and standard to help frame conversations around the goal of understanding and improving existing CIP Delivery Processes. The intent of the 'roadmap' is to reduce confusion and the risk of people 'getting lost' trying to navigate their way through the project delivery life cycle at KC Water. -- Improve KC Water's execution of change management by using the 'roadmap' to make value added changes to the process and then implementing and communicating these changes using the BPM flow charts. These tools can help create greater consistency and allow for changes to be communicated more effectively to frontline stakeholders involved in the execution of the CIP Delivery Process.

Purpose of the research and key message and knowledge transfer In summary, the key message from this work is two-fold: Close collaboration with industry enabled the design of a scientifically rigorous and highly focused experimental program in live sewers. The latter provided conclusive answers within four months and identified a way forward leading to technology implementation and identification of researchable gaps needed to make the technology more widely usable. The specific knowledge that this paper will transfer is that reliable humidity sensors to measure relative humidity >98% in gravity sewers can be achieved. This is a tool that will help the water industry to improve the management of its concrete gravity sewers and other infrastructure that is in contact with high concentrations of gaseous H2S in humid air. No commercially available technology can do this. In this work, the authors have demonstrated experimentally, building upon advanced design work, that optical fibre sensor systems represent an innovative, versatile and affordable technology that can be brought to bear very effectively on key monitoring problems in the water industry's infrastructure. Through the work reported and results demonstrated in this paper, the research has very successfully created a synergy of the skills of an academic group and a major water utility to identify, tackle and solve key problems in sewers -- problems that impact directly on consumers and are seen world-wide in the industry. In doing so, in an effective way like this, the paper demonstrates the benefits to be gained from a close collaboration between the two groups. Above all new knowledge has been transferred -- in both directions -- and through that new and more effective approaches to problem solving developed. Specifically, the project is based on new technology for humidity measurement -- this is an essential parameter that needs to be monitored to minimize corrosion of concrete gravity sewers. No humidity sensors that last longer than ~1 week in the aggressive gaseous atmosphere of gravity sewers and can reliably measure humidity above 98% relative humidity are available. Thus supporting better predictive maintenance, in situ monitoring of a sewer and an anaerobic digester is undertaken using innovative optical fiber-based sensor systems: these being chosen because of their inherent safety in the potentially methane rich environment, their ability to be protected against biofouling, their light weight, low power consumption (or battery powered), 4G compatible and ease of use over the long lengths (up to kilometers) needed for some applications. The multi-parameter sensors systems designed and evaluated are also well suited to use with the high levels of hydrogen sulfide, coupled with high humidity seen in sewers and biogas rich environments -- environments where conventional electronic-based sensor systems regularly fail due to acid attack. Benefits of Presentation and why this presentation should be selected and will provide a benefit to our industry Sydney Water's current management strategy relies on reducing gas phase H2S by the addition of chemicals (ferrous chloride, magnesium hydroxide and calcium nitrate) to the waste water. This strategy, implemented in a number of waste-water systems in Sydney, is costly (about $4M p.a.) and its effectiveness in reducing corrosion is unknown, due to an inability to directly measure concrete corrosion and deterioration of rehabilitation materials. No matter how effective this program is in slowing the corrosion rate, there will always be concrete corrosion and a method for prediction and detection of imminent pipe failure is needed because of the enormous costs of such failures. In particular, it is necessary to determine how much of the ubiquitous H2S and H2O can be left in the air in order to reduce corrosion rates to less than what Sydney Water defines as a sustainable 0.5 mm/year. Gravity sewers are buried infrastructures that undergo chemical deterioration because of microbiological induced corrosion (MIC). Microbiologically induced oxidation (MIC) of gaseous H2S into sulfuric acid results in concrete sewer corrosion. MIC costs billions of dollars annually to the water industry and has been identified as a main cause of global sewer deterioration. Sydney Water spends about A$60-80M annually repairing and protecting concrete gravity sewers and has a regular sewer inspection program. Currently, sewer condition is determined by man entry which is inconvenient and hazardous, has major safety issues and is expensive and so there is a need to minimize man entry by reducing damage from MIC, which can be reduced by controlling moisture in the gravity sewers to values approximately below 85% RH. No conventional humidity sensors that can last longer than one week exist under these aggressive conditions. Tackling this, this work describes the first and successful attempt to use optical fiber-based photonics sensors to monitor humidity in the range >98%RH in the overhead space in gravity sewers. This information is fundamental to develop reliable models that can predict the end-of-service life (EOSL) of concrete sewers. With the ageing of an asset, there is a point in its life, termed the End of Service Life (EOSL) and by doing so, it will be possible to save hundreds of millions of dollars that would have to be spent if collapses occur or premature repairs carried out to prevent a potential collapse. The approach developed together thus supports Sydney Water's corrosion management strategy, which has been created as an outcome of over $3M in research projects striving to better understand the processes that lead to the formation of H2S dissolved in the waste-water. Status of Completion The work done together by the authors has enabled the project to reach a high level of completion and results of the use of the systems in sewers and biodigesters have been reported in the major international media. Thus to date, three trials of tailor-made fiber optic-based sensor systems to monitor humidity in the range >98% RH in sewer air that contains high gaseous H2S concentrations of up to around 400 ppnv have been successfully completed. Based on this Sydney Water is implementing the photonic sensors technology in small catchments. For extensive implementation, Sydney Water is supporting extra research to develop 'low cost' interrogators that would make the technology more cost effective, well suited to long term, in-the-field research. Conclusion and take-away message The key 'take-away' message is that this is a significant innovation in optical fiber and photonic sensors that they can now be used in these 'dirty' environments. This has also allowed in-situ long-term monitoring under conditions where current technology fails. The major outcomes of the series of experiments carried out over the last five years is clear; fiber optic sensors systems can operate effectively, in the long term, in remote locations under battery power, saving of millions of dollars.

This paper and presentation will survey and analyze the latest lawsuits and regulatory developments affecting the beneficial use of biosolids, including compost, to provide wastewater and residuals professionals current information that will help inform their decisions on risk, liability, management, and planning. Slaughter and Silton regularly defend land application in litigation, and counsel both POTWs and biosolids service providers on regulatory issues. The speakers will discuss the challenges posed by local ordinances, tort litigation, and the ongoing campaign to regulate per- and polyfluoroalkyl substances (PFAS) in biosolids and groundwater. This talk will outline potential risks, while also highlighting strategies for managing land application and discouraging attacks on beneficial use in the face of a changing legal environment and local communities that may be hostile to land application. Slaughter and Silton will first address the dynamic and problematic regulatory landscape for land application, highlighted by Maine's ban on land application because of trace PFAS. Federal, state and local legislators and regulators, at the behest of many advocacy groups, have turned their focus to PFAS and other trace chemicals that may be found in biosolids. These efforts have spurred regulators to take a variety of actions, including EPA's September 2022 proposal to designate two PFAS-PFOA and PFOS-as hazardous substances under the federal Superfund statute. If the proposal is adopted as a final rule, it could pose risks to land appliers and POTWs. Silton and Slaughter will survey recently regulatory developments and their implications for POTWs, biosolids service providers, and farmers, including ongoing litigation challenging some of the stringent PFAS regulations. Slaughter and Silton will also address the interplay between state and local regulation by exploring several case studies involving local attempts to restrict or ban land application. Their discussion will cover California, where decade-long litigation over a local biosolids ban resulted in a trial and settlement striking down the ban. City of Los Angeles v. Kern County, 2017 WL 1292822 (Tulare Co. Super. Ct. Mar. 14, 2017). Notably, the Kern trial resulted in findings that land application poses few risks after hearing evidence concerning minimal concentrations of PFAS in soil and groundwater beneath a farm where biosolids had been land applied for decades. The speakers will also address recent developments in other states, including Pennsylvania, where the speakers recently challenged enforcement of a local waste ordinance against land application. Second, the speakers will survey risks to land application posed by tort lawsuits. The risk of tort lawsuits based on trace PFAS in biosolids, soil, and groundwater will be examined. Cases in which plaintiffs' lawyers have alleged nuisance conditions caused by land application will be discussed, including the important decision of the Pennsylvania Supreme Court in Gilbert v. Synagro Central, LLC, 131 A.3d 1, which ruled that farming with biosolids is a normal agricultural operation entitled to protection under Pennsylvania's Right to Farm Act. The presentation will conclude with how stakeholders in land application-POTWs, contractors, and farmers-can collaborate to reduce their risks and navigate a challenging, dynamic legal and regulatory landscape.

Understanding the human fecal concentration in a pooled wastewater sample is important for interpreting results of wastewater disease surveillance studies at different scales. Fecal indicator positive controls can be used for quantifying this concentration. Wastewater monitoring studies must also be designed to best incorporate knowledge of defecation frequency; while many studies rely on 24-hour composite samples, it is known that 60-70% of child-bearing age individuals do not have a regular 24-hour defecation cycle (Heaton et al., 1992). The aim of this work is to report on the variability of three commonly used fecal indicator targets (RNase P, PMMoV and CrAssphage) in 24-hour composite wastewater samples across 28 urban sewersheds of varying scales collected in four counties of Kentucky from August to December 2020. Results from the untransformed wastewater data indicate concentration ranges across five orders of magnitude: fecal indicator density of human RNase P ranged from 5.1 x 101 to 1.15 x 106 copies/ml; PMMoV ranged from 7.23 x 103 to 3.53 x 107 copies/ml; and CrAssphage ranged from 9.69 x 103 to 1.85 x 108 copies/ml. Despite stationary sample collection sites during COVID-19 lockdown, regional and temporal variability for fecal indicators was seen, with no clear relationship between fecal indicator concentrations and sewershed size or population income level. When used for public health, wastewater disease surveillance requires better regional and temporal baseline data on positive controls representing human contribution to a pooled wastewater sample.

The intern program at South Platte Renew was formalized in 2019 to highlight the work of professional engineers in the water/wastewater field. Over the last four years, the program has evolved into a comprehensive experience for junior to senior level university and college engineering students to showcase the diverse engineering and problem-solving opportunities available within a professional setting. Experiences range from construction inspection, design and planning, budgeting, technical and process optimization, lab work, and piloting treatment technologies. In providing several resources and contacts, students can explore different facets of the wastewater field and experience the unique offerings from a public entity. Along with classic engineering technical skills, interns are shown the political drivers and challenges that must be considered when working as a government agency. Students are also given the opportunity to grow their professional networks, complete vital trainings, and build resumes with applicable experience. The main goal of the SPR Intern Program is to engage young engineers in the diverse work of wastewater in hopes to inspire them to join the workforce in the public sector. This presentation highlights the efforts and methods by SPR to build and maintain an intern program and how others can benefit from a university-to-organization pipeline. The framework and planning documents can be customized for the 3-month internship based on the organization's needs and focuses for that year.

Liquid biosolids land application programs have successfully operated in North America for decades. Land application of biosolids is an economical way for farmers to improve crop production and soil health while reducing greenhouse gas emissions and the landfilling of biosolids. However, with growing populations and increasing wet weather events, some programs have more recently experienced operational challenges surrounding hauling, land application, and inadequate storage. This has encouraged some programs to explore alternatives to their traditional biosolids management practices. Lystek THP is a biosolids management solution that uses thermal hydrolysis to transform biosolids and residuals into a concentrated and pathogen free liquid fertilizer product. It is a cost-effective way to extend liquid storage and reduce management stresses in facilities with existing dilute liquid land application programs. The patented process produces a concentrated (13-16% solids) EPA Class A biosolids fertilizer, LysteGro. This concentrated liquid fertilizer is applied via sub-surface injection, ensuring cleanliness when compared to traditional surface methods. Injection application increases soil contact, ensuring efficient nutrient use, and mitigation of run-off potential. The liquid product also allows for efficient loading and off-loading, as well as odor mitigation at the plant and throughout transportation. Notably, the concentrated liquid biosolids fertilizer contains added potassium (K), a key nutrient that is present in only very low quantities in other biosolids. The addition of potassium ensures the product can be used as a full replacement for conventional mineral fertilizers - providing significant value to the farmer. Benefits of this biosolids fertilizer application are realized over multiple years due to the slow-release nature of the nutrients in the product and improvements in soil health. Micronutrients, including zinc and copper, as well as macronutrients, including calcium and sulfur, important for crop growth are inherent in biosolids. This provides farmers with an accessible and sustainable option for these nutrients that would typically be expensive to purchase in the mineral fertilizer form. The addition of organic matter to soils helps improve overall soil health - including improved water holding capacity, soil structure and tilth, increased microbial activity, as well as increased resilience to severe weather conditions. We will discuss two relevant case studies: St. Cloud, Minnesota, and the South Huron Valley Utility Authority (SHUVA) in Brownstown, Michigan and the operational improvements they have realized as a result of a reducing residual biosolids volumes by implementing a concentrated Class A liquid biosolids fertilizer program. The City of St. Cloud's Nutrient, Energy, and Water Recovery Facility was looking to pursue a Class A treatment technology as part of its Resource Recovery and Energy Efficiency master plan to prepare for possible future regulatory changes. Facing storage capacity issues with their previous dilute liquid Class B program, they were also looking for solutions that could reduce their biosolids volume. St. Cloud's Class B biosolids application program had been successfully managed and operated for many years by City staff, with a receptive farming community for biosolids. Lystek was selected by the City of St. Cloud to supply the Class A biosolids treatment technology. The system became operational in the plant by September 2018 and St. Cloud has continued to operate their successful land application program using their existing infrastructure and equipment, without the addition of any new buildings or biosolids storage. They have seen a dramatic 70% reduction in their biosolids volumes and associated trucking, correspondingly reducing their biosolids program's transport greenhouse gas emissions by 70%. The program itself has also become easier to manage as the City of St. Cloud saw decreases of 85% in their overtime hours associated with land application. The estimated cost savings of producing and managing a concentrated liquid fertilizer at St. Cloud are approximately $12 million over the 20-year life cycle when compared to alternative solutions. The South Huron Valley Utility Authority (SHVUA) was seeking a solution to manage their dilute liquid biosolids program at their wastewater treatment plant serving a population of 90,000. The existing low-solids, lime stabilized Class B biosolids program was severely limited by insufficient winter storage and the WWTP was required to implement a costly contingency option of dewatering and hauling to landfill. Switching to a concentrated liquid fertilizer program has provided the SHVUA WWTP with a solution to reduce biosolids volumes by over 50%, effectively doubling that plant's storage capacity, while also producing a Class A biosolids fertilizer for local agricultural use. This change has ensured operational security and eliminated the need to dispose of 'excess' biosolids in landfills, allowing the Authority's resource recovery program to advance. Additionally, the plant was able to eliminate the use of lime stabilization and the associated chemical costs, as well as necessary storage clean out activities. The Lystek THP module processing footprint was small enough that it could be installed in an existing building with unused space, maximizing the use of existing infrastructure. Concentrated liquid biosolids fertilizer programs allow for efficient biosolids management through integration with conventional wastewater treatment plant equipment and processes. This program can greatly reduce a WWTPs volume of biosolids and required storage infrastructure, remove the need for complex management systems and infrastructure, and decrease trucking costs, all while providing a desirable fertilizer product.

PURPOSE New England communities will soon need to fund nutrient reduction projects to meet stricter regulatory requirements. Since 2011, jurisdictions within Falls Lake watershed in North Carolina have been regulated under a similarly stringent Nutrient Management Strategy for nitrogen/phosphorus. Jurisdictions found meeting these requirements difficult or infeasible. We discuss how a coalition of rural towns, larger cities, and counties collaborated to fund water quality improvements and coordinated with State regulators toward solutions that work for all. DESCRIPTION MS4 communities, such as those within the Charles River, Mystic River, and Great Bay Estuary watersheds, must significantly reduce phosphorous and nitrogen loads to meet Total Maximum Daily Load (TMDL) requirements of the Clean Water Act. Funding these costly nutrient reduction efforts, against competing priorities of replacing aging drainage infrastructure and building climate resiliency, will benefit from a collaborative and innovative approach. Since 2011, jurisdictions within the Falls Lake watershed in North Carolina have been regulated under the Falls Lake Nutrient Management Strategy ('Falls Rules'). Through phased implementation, the Falls Rules aim to reduce nutrient inputs to the lake from wastewater discharges, agriculture, state and federal facilities, and stormwater runoff from new and existing development. For the first stage of the Existing Development Rules, each jurisdiction was required to eliminate their nutrient load from development that occurred between 2007 and 2012 - a significant challenge given that site conditions and development plans were not closely tracked during this period. Achieving 'fair' nutrient load reduction estimates became difficult or infeasible for some communities, and the Rules were delayed. As a venue to discuss solutions to Falls Rules implementation challenges (among other benefits), most regulated entities within the affected watershed participate in the Upper Neuse River Basin Association (UNRBA), a regional non-profit organization focused on promoting water quality and facilitating constructive conversation among stakeholders. To support reasonable adjustments to the Falls Rules and promote the long-term health of the lake, UNRBA has conducted its own watershed and water quality monitoring and modeled various regulatory and management pathways to water quality improvement. Among these pathways, UNRBA, together with local regulatory and academic input, conducted a series of studies to expand the approved set of nutrient removal credit practices for both municipalities and private property owners. However, it was not feasible to meet nutrient reduction targets with credits alone. So, the group also designed the Interim Alternative Implementation Approach (IAIA), which focuses on a collaborative, voluntary, investment-driven participation to meet individual compliance while achieving water quality improvement. Through UNRBA's transparent process, the design of the IAIA earned support from numerous stakeholders, including regulators, and is in the process of being administratively included as an approach to achieving compliance with Stage 1 of the Rules. As the Falls Rules were going into effect in 2011, a group of five jurisdictions in the region recognized the need for increased, sustainable funding and embarked on a joint effort to create stormwater utilities to begin collecting stormwater user fee revenues. These fees fund current and future program requirements, especially those related to Rules compliance. The collaborative approach leverages efficiencies in utility administration and representation in interactions with regulators and ensures a consistent approach to applying the Rules' requirements. All five jurisdictions are currently active members of the UNRBA, contributing toward funding UNRBA's work and participating in the technical and administrative decision-making processes. BENEFITS OF PRESENTATION This case study presents many transferrable approaches and lessons learned to benefit other municipalities and non-profit organizations facing stringent TMDL requirements in New England and beyond. CONCLUSION Policy and funding collaboration among five jurisdictions and a non-profit organization resulted in an alternative compliance mechanism with TMDL rules set out by the State of North Carolina.

Green infrastructure and source control technologies are increasingly accepted as a best practice for reducing stormwater impacts on water quality and aquatic habitat in urban areas. However, impacts continue to grow in many watersheds within the United States even as progress is being made on other sources of water pollution (NRC, 2009). Stormwater management practices have been improved at the site level, but they are not being implemented on a large enough scale to offset water quality degradation caused by urban and suburban land use trends (WEF Stormwater Institute, 2015). Philadelphia is one city implementing green infrastructure on a large scale as a key component of its approach to manage urban stormwater and combined sewer overflows. The Philadelphia Water Department will complete its tenth year of program implementation in 2021. This paper will cover the status of the program, provide statistics on the types and locations of green infrastructure that have been implemented, and summarize performance monitoring data collected from systems operating in the field. PWD submitted its Combined Sewer Overflow Long Term Control Plan Update in 2009, as required by its National Pollutant Discharge Elimination System permits. In 2011, a modified version of that plan was approved for implementation through a Consent Order and Agreement (COA) with the Pennsylvania Department of Environmental Protection. The COA specifies combined sewer overflow reductions, pollutant load reductions, and implementation of green stormwater infrastructure targets intended to improve water quality in local watersheds and the Delaware tidal estuary. As the program approaches the ten-year milestone, it has implemented stormwater management features managing surface runoff generated by approximately 1,100 acres of impervious urban surfaces (Figure 1). Stormwater management features have been implemented through a variety of programs and on a variety of land uses (Figure 2). These include projects on private property initiated by code requirements governing redevelopment. Projects have been implemented on public property, including streets, sidewalks, and public facilities. Finally, projects have been implemented through incentives for private property. Post-construction monitoring data from selected sites indicate that systems are generally meeting or exceeding design performance expectations (Figure 3).

While achieving water resiliency and sustainability in the semi-arid climate of Southern California is of great importance, a large portion of stormwater runoff that picks up pollutants along the way is directed and discharged into the Pacific Ocean. Capturing and treating such runoff not only can help address water quality objectives in a watershed, it also is a huge untapped potential for providing local water supply and diversifying the water supply portfolio in a region that imports over 50% of its water supply. The imported water is mainly sourced from the State Water Project, Los Angeles Aqueduct, and Colorado River (Figure 1). All these sources have been affected by recent droughts and increasing water demands. Yet, more water supply interruptions are anticipated in the future, accentuating the need for increasing the resiliency and sustainability of local water supply. On the other hand, the existing stormwater infrastructure in Southern California has been built approximately 100 years ago with the main objective of addressing concerns about flooding impacts by channelizing main rivers, creeks, and other waterways to convey stormwater runoff to the Ocean faster. However, today's water supply deficit in the presence of infrequent and intense precipitation patterns is dictating a dual mission for water resources managers/decision-makers to create flood protection, while supporting local water supply. In 2018, Los Angeles County residents voted for passage of Measure W, which is a multi-benefit measure that provides cities and watershed areas within the County with funds to capture, treat, and recycle stormwater. Funding is provided through a parcel tax of 2.5 cents per square foot of impermeable land area, which provides approximately $280 million per year for multi-benefit stormwater capture projects. These projects are planned to enhance water supply, water quality, and community investment benefits through nature-based solutions such as installation of bioswales, native vegetation, constructed wetlands, etc. Additionally, projects funded by Measure W usually support addressing a major river's Total Maximum Daily Load objectives, while providing local water supply. These projects also require development and implementation of a Community Outreach and Engagement Program for the public, community, and key stakeholders to maintain awareness of project development and to gather their input in key design elements from the beginning of the pre-design phase to the end of the construction. This presentation will highlight two projects with objectives aligned with or funded by Measure W. Westwood Neighborhood Greenway Project: This project provides for urban runoff treatment, green space, access to public transit, and educational and recreational needs. The design treats dry- and wet-weather stormwater flows from drainage areas surrounding the project site. Dry-weather flow is diverted from the stormdrain to capture runoff from 2,400 acres of drainage area. The runoff flow is then captured and lifted to the simulated stream for treatment by flowing through plant communities, soil medium, and exposure to sunlight. The flow is diverted through an existing culvert and transported via a lift station and finally back to the stormdrain system. The main challenge during the project design phase achieving consensus among several stakeholders. The project team conducted frequent workshops to involve neighborhood and tribal communities, stakeholders, and the public to help them understand the benefits of the project's implementation and the beautification of the site that over time led to a consensus. Wilmington Q Street Local Area Urban Flow Management Project: This Measure W-funded project will use BMPs to capture the 85th percentile, 24-hour storm event runoff and treat it using flowthrough infiltration systems to improve water quality, remove pollutants affecting local water bodies, and modernize stormwater infrastructure. To capture and infiltrate approximately 17.2 acre-feet (AF) of runoff per year, various new nature-based stormwater infrastructure improvement BMPs will be installed. These include installation of drywells to capture stormwater flow, catch basins with diversion structures, permeable concrete sidewalks, and infiltration planters (Figure 2). These BMPs could remove pollutants of concern while providing a beneficial water supply to the local groundwater basin. The Project also incorporates drought-tolerant landscaping into stormwater treatment processes and reduces heat island effect. One of the main challenges we have anticipated through our initial investigations to be encountered during the design phase is that the soil infiltration rate assumed in the project's feasibility study might not be confirmed through further geotechnical analysis. This could highly influence the total load of pollutants removed, volume of captured stormwater, and consequently groundwater recharge volume that augments local water supply. In this case, we will modify the number, size, and/or depth of the drywells to ensure adequate stormwater is captured. Through this presentation, we will provide further details about these projects and share challenges and opportunities our investigators faced, solutions we found, and lessons learned.