Conference Papers

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.

Prince George's County, MD is located within the 80,000 square mile Chesapeake Bay watershed. EPA and the State of Maryland prepared the Chesapeake Bay Total Maximum Daily Load (Bay TMDL) for restoring the Chesapeake Bay's chemically, biologically and physically impaired waters. The Bay TMDL requires States, Counties and Cities within the watershed to limit the amount of Total Phosphorus, Total Nitrogen and Total Suspended Sediment that is discharged through point and non-point sources (urban stormwater runoff). Prince George's County combined meeting regulatory requirements with targeted local workforce and business development for this pioneering alternative delivery project. Prince George's County (County) and Corvias Infrastructure Solutions (CIS) developed the Clean Water Partnership (CWP) to design, build and maintain urban stormwater quality treatment best management practices (BMPs) to meet the County's Bay TMDL obligations. In addition to infrastructure improvements, the CWP balances risk, priorities, and social needs, through this Community Based Partnership (CBP). Bringing financing, engineering design firms, contractors, outreach and social/economic goals to this project, environmental compliance is being achieved with local economic growth and community involvement. This groundbreaking and innovative alternative delivery method is the first in the country and required a pioneering, dynamic and responsive team effort to meet the multiple program objectives. The two main CBP program elements include: 1) Environmental goals of design, permitting and construction of stormwater treatment devices, located throughout the 500-square mile County, to treat urban stormwater runoff. 2) Social and economic goals to meet aggressive target class utilization (40% for local, small and minority businesses) and local workforce (51% county resident utilization). Between 2016 and 2021, CWP has successfully implemented over 150 projects, certified over 300 BMP devices to help meet the County's MS4 stormwater permit requirements. In this process, CWP spent over $140 million in design and construction and reduced approximately 53,700 lb. of Total Nitrogen (TN), 7,300 lb. of Total Phosphorus (TP) and 4,405,100 lb. of Total Suspended Solids (TSS). In addition, more than 15,000 acres of drainage area is also treated to reduce pollutants to Chesapeake Bay. A key to the success of the CWP Program has been clear programmatic metrics including indicators and beneficiaries from day one. Primary program metrics focused on schedule/speed, scale economies and performance, community outreach, local disadvantaged subcontractor utilization, local subcontractor development, workforce utilization, and workforce development. Additional metrics were related to alternative compliance and partner programs, and project budget books and schedules. Moving forward, the CWP Team is focused on executing efficiencies to design and construct additional large pond retrofit projects and stream restoration projects based on their monitoring and tracking of BMP cost-effectiveness throughout earlier phases. In addition to complete data inventories on the number of BMPs built and drainage area managed, the CWP Team analyzed pollution removal and cost data of BMPs to determine Total Nitrogen, Total Phosphorus and Total Suspended Solids reduction for 10+ different types of BMPs. This performance summary information directly influenced the planning and siting of each subsequent phase of BMP design and construction. At the same time the Program Management team will continue to rely on performance data and think creatively to achieve its program goals and metrics in future phases. The CWP team has been focusing on asset management as the Program matures to its subsequent phases. This presentation will provide useful information for utility and public works department leaders, and stormwater management staff about creating or tailoring an existing program to meet large-scale targets for capital project delivery intended to meet water quality goals or other stormwater related objectives such as resiliency and flood risk reduction. Partnership goals, organizational structures and integrated delivery partners roles and responsibilities, and program metrics will be shared for discussion. Detailed information will also be presented related to specific program elements and BMP performance data that helped the CWP Team to achieve program milestones. As more communities face increasing regulation and climate-related threats to their stormwater infrastructure, bundling capital improvement projects for cost-effective and timely implementation may be necessary. The CWP Team will share lessons learned from their 6+ years of program execution, specific keys to success for other communities to consider and adaptive management strategies for future CWP success.

The City of Hampton (City) recently finalized a Downtown Hampton Master Plan to guide future growth and enhancement of its downtown area. The plan includes improved street networks, additional green space, new housing, and commercial space. A key goal of the plan is to improve connections between the core downtown and the waterfront. Under Virginia stormwater regulations, implementation of the Downtown Master Plan will require reductions in pollutant loading to surrounding the water bodies such as the Hampton River and Chesapeake Bay. In support of this plan, the City also developed a Downtown Water Quality Master Plan to support their Downtown Master Plan development. The overall goal of the Water Quality Plan is to provide a pathway for the City to achieve pollutant reduction requirements and advance other City initiatives as the Downtown Hampton Master Plan becomes a reality. In accordance with Virginia's stormwater regulations (9VAC25-870-63), each redevelopment in the downtown area will require a 20% net reduction in pollutant (phosphorus) loading to the Hampton River and Chesapeake Bay, relative to the pre-redevelopment loading. The City intends to achieve this requirement by implementing water quality projects throughout the Downtown Hampton area. To select these sites, a project selection framework was developed to advance each of the City's goals including Resilient Hampton initiatives and increasing greenspace in the area. This presentation will discuss the development of the site selection framework, conceptualization of each stormwater treatment facility, and the final results of the study. Attendees will gain an understanding of stormwater treatment, site selection techniques, and insights into urban stormwater design.

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.

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.

In today's dynamic job market, organizations face challenges in retaining top talent and maintaining a strong workforce. Stay interviews offer a valuable tool for addressing these challenges by engaging and understanding the needs of existing employees. Stay interviews are an emerging mechanism adopted by organizations to improve employee retention. Unlike exit interviews that focus on gathering feedback from departing employees, stay interviews aim to engage and retain existing employees by addressing their concerns, needs, and professional development. This presentation provides an overview of stay interviews as a proactive retention strategy, outlining their purpose, benefits, and best practices. SPR will share their methodology for executing a stay interview project, providing insights into their data collection and analysis processes. They will also showcase their PowerBI dashboard, demonstrating how it visualizes differences between employee populations, including DEI subsets. This in-depth analysis enables leadership to address specific concerns within different groups, make necessary enhancements, and generate ideas for future offerings. Gallup research reports that only about 25% of organizations are currently conducting stay interviews, which can reduce organizational turnover by up to 20%. Overall, stay interviews serve as a valuable tool for enhancing employee engagement, satisfaction, and long-term commitment, contributing to overall organizational success.

Background Wastewater Treatment Plants (WWTPs) in South Carolina and Georgia have been historically dependent on landfill disposal for the management of the wastewater solids generated through their respective treatment processes. In Georgia and South Carolina nearly 65% of wastewater solids are sent to landfill. In recent years, landfills in both states have undergone policy changes that include steep increases in tipping fees for wastewater solids and a reduction in wet waste acceptance. The reduction of wet waste acceptance limits the percent wet waste (>40% moisture) accepted into landfills. In Georgia, landfills are required to develop a detailed Sludge Management Plan (SMP) if they accept more than a 5% wet waste to 95% Municipal Solid Waste (MSW) ratio. The changing landscape surrounding landfill disposal creates significant challenges for WWTPs in both states. The uncertainties resulting from these changes have served as the impetus for four WWTPs (two in Georgia and two in South Carolina) to evaluate new biosolids management technologies, beneficial use markets, and management methods. Objective Four utilities located in Gainesville, GA, Douglasville, GA, Beaufort, SC, and East Richland, SC underwent Biosolids Regulatory and Market Assessments for their respective WWTPs. The assessment worked to identify opportunities and challenges resulting from state regulations, local markets, and corresponding economics, associated with managing various biosolids products under consideration. Comprehensively, the Regulatory and Market Assessments for all of the utilities serve as a guide to the biosolids beneficial use and disposal outlets and management methods to achieve the following three objectives. 1. Identify permitting pathway for several biosolids products and management methods in Georgia and South Carolina; 2. Identify beneficial use and disposal outlets in the region for the respective baseline products generated by each WWTP; 3. Identify beneficial use and disposal outlets in the region for proposed products; and 4. Define market details including market capacity, storage requirements, and revenues and expenses associated with product management. Methodology The Biosolids Regulatory Assessments included a detailed review of existing Federal and state biosolids beneficial use and disposal regulations, as well as future regulatory federal and state regulatory considerations. Encompassed in the Market Assessment for each utility, the baseline solids management program was examined to understand existing practices and costs associated with solids disposal. Information about the local market preferences and demand for the biosolids products being considered for each utility was gathered through market research and interviews with potential market outlets. Collected data was used to identify the opportunities, challenges, and outside-the-gate program expenses (those expenses associated with product management only) associated with each market/product combination. The data from each utility was further analyzed to develop an idea of the current biosolids beneficial use and disposal trends relating to the management of several biosolids products in both South Carolina and Georgia. Four main products were evaluated including Class B digested cake, Class B and A/EQ alkaline stabilized cake, Class A/EQ compost, and Class A/EQ thermally dried granules. Findings and Current Status Assessment findings reveal that the development of beneficial use programs, both self-managed programs (SMP) and Third-Party Contractor (TPC) managed programs are available and viable in South Carolina and Georgia. Listed below are the main recommendations and findings that were consistent for each Market Assessment: 1. High Level of Interest in Class A/EQ Thermally Dried Granules: In each Market Assessment, thermally dried granules scored higher than other products due to the high level of interest noted in outlet surveys as well as the increased product flexibility within several different markets. Although interest level is high, many interested market outlets require a high-quality product, which is typically generated from rotary drum dryers. 2. Availability of Off-Site Stabilization Facilities: Off-site stabilization facilities are currently available with more coming online in the coming years. The majority of stabilization facilities in Georgia and South Carolina are composting facilities which product Class A/EQ compost for several markets. 3. On-Site Storage Requirement: 3 months of on-site storage is highly recommended, regardless of which market/product combination is pursued. The increase of on-site storage presents each utility with increased flexibility and resiliency. A summary of the selected products, most promising markets, relative outside-the-gate costs, opportunities, and considerations are summarized in Table 1. Furthermore, a summary of the regulatory considerations for Georgia and South Carolina can be found in Table 2. The Market Assessment findings indicate the current market conditions are strongly favorable for beneficial use of Class A/EQ compost and dried granule biosolids products. The presentation will further discuss the relative outside-the-gate costs associated with the management of each product as well as growing trends relating to the beneficial use of biosolids in this region.

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.

Introduction The Heights Hilltop Interceptor Local Sewer System Evaluation Study (HHI-LSSES) and Southwest Interceptor Local Sewer System Evaluation Study (SWI-LSSES) are two of four Northeast Ohio Regional Sewer District (NEORSD, District) Regional SSES projects implemented to support District initiatives to address water quality and quantity problems associated with sanitary sewer infrastructure. The problems adversely affecting human health and the environment include sanitary sewer overflows (SSOs), basement backups, illicit discharges and failing home sewage treatment systems (HSTSs, septic tanks). The studies focused on the local member community sewer systems upstream of the District interceptors. The HHI-LSSES project area covers 26,200 acres and 15 communities while the SWI-LSSES project area covers 51,600 acres and 14 communities. Two other LSSES projects are covering the remaining 31 District communities. The collection systems serving the District member communities range in age from new development to over 120 years. The LSSES projects were implemented at a planning level to use existing information and new field investigations, flow and rainfall monitoring, and sewer system hydrologic/hydraulic modeling to support District and member communities' understanding of system performance and regional water quality. The projects also developed and optimized feasible system improvement alternatives and prioritized potential solutions and costs to address the problems identified. Objectives - Review and understand existing information and ongoing problems. - Conduct targeted field investigations to confirm and/or discover existing problems. - Develop and calibrate hydrologic/hydraulic sanitary sewer system computer models for local collection systems tributary to District interceptors. - Correlate observed existing system performance and ongoing problems with the updated calibrated model. - Identify problem causes and cost-effective potential solutions using the calibrated model and a suite of analysis and costing tools integrated with the model. Consider how variation in rainfall may affect problems observed and the type, size, and cost of potential solutions. - Use ArcGIS Online (AGOL) to document and convey all key project information and results developed in near real time, including existing problem locations and areas, field investigations, condition assessment, feasible improvement alternatives considered and suggested potential improvements for community consideration. - Develop individual summary reports and supporting field investigation and condition assessment data files for each community to parallel the AGOL information. - Develop comprehensive summary reports and supporting information for each District interceptor LSSES project area to parallel the AGOL information. Status The HHI-LSSES project began in 2016 and was completed in 2020. The ongoing SWI-LSSES project began in 2018 and is scheduled for completion in Fall 2021. Fieldwork, modeling and alternatives analysis were completed in the spring of 2021. Methodology The LSSES projects completed four primary tasks: 1. Local system assessment strategy – Task 1 compiled and reviewed existing information from the District, local communities, and Cuyahoga County as the basis for project planning and development of the approach for system investigations and monitoring performed in Tasks 2 and 3. Community work plans were developed to share with the communities and confirm receipt of relevant existing information. Technical memoranda were developed to prioritize the study area for field investigations based on existing information and to define the field activities, standard operating procedures (SOPs), including the AGOL project platform set-up, and protocols for the investigations. 2. Local system inspection and condition assessment – Task 2 completed field investigations including manhole inspections, dyed water (dye) testing, sewer CCTV, smoke testing, and elevation surveys to identify and document sewer system connectivity, invert and overflow elevations, and condition and causes of reported and model-projected problems. The information developed was used to update District system documentation, including the AGOL geodatabase files, and to target and corroborate subsequent flow monitoring and sewer system model development and analysis. 3. Local Sewer System Evaluation – The local sewer system evaluation used information developed in Tasks 1 and 2, in conjunction with local sewer system flow and rainfall monitoring and modeling, to characterize existing system performance and identify significant problems to be considered for capital improvements or other corrective actions. Task 3 findings were provided to the local communities for review prior to development of potential solutions in Task 4. 4. Prioritized Capital Solutions and Maintenance and Policy Recommendations – Task 4 developed and analyzed alternatives to solve the identified problems and achieve the desired public health and water quality benefits. Feasible system improvement options, such as common trench sewer separation and rehabilitation, peak flow storage and private property I/I reduction, were analyzed to simulate potential solution alternatives for the local sewer systems. The alternatives were compared and optimized using planning level costs and non-cost criteria such as long-term system performance and serviceability, operation, and maintenance requirements, and potential effects at downstream District facilities to recommend potential solutions and suggested prioritization. Implementation considerations were developed to include coordination with the District's Member Community Infrastructure Program (MCIP) which provides technical and funding support to help communities implement improvements. Potential solutions, associated costs, and implementation considerations were documented in reports developed for each community. Findings The projects have largely corroborated community identified sanitary sewer problem areas and have identified other projected basement backup problem areas and SSOs based on monitored/modeled rainfalls. Other findings include high correlation of problems with aging common trench sewer systems (sanitary and storm sewers constructed in same trench). The alternatives analysis, summary reporting and AGOL system provide member communities with a prioritized roadmap of feasible, cost-effective solutions for their consideration and long-term implementation. The feasible solutions have been prioritized into three tiers to focus limited resources on the most critical water quality and system performance issues first (Tier 1), followed by longer term improvements (Tiers 2 and 3) to reduce risk of failure and improve system resilience. The approximate cost distribution across the three tiers is 10%, 60% and 30%, respectively. Significance The projects are helping the District and member communities understand the scope and important details of the local community sewer system problems, as well as potential system improvements, prioritization, and costs. This information helps the District plan and manage downstream conveyance and treatment facilities and helps communities plan for implementation of local system improvements that will support successful operation of the larger system. Parallel District stormwater master planning projects are providing findings and potential improvements for regional stormwater systems that are being considered in conjunction with the LSSES findings and potential solutions with the overall goal of integrating improvement projects where feasible to minimize cost and disruption and improve long-term resilience.

We invite water utility managers and professionals to join us at the upcoming Utility Management Conference for a presentation that promises to impact the future of the water industry. In 2022-23, a monumental job analysis survey was conducted, involving over 15,000 dedicated industry personnel across water, wastewater, wastewater collection, and water distribution domains. This unprecedented participation underscores the collective commitment to advancing our industry and is the foundation for certification standards in North America and globally. The outcomes of these extensive job analysis surveys, coupled with rigorous psychometric analysis, will serve as the cornerstone for developing the water industry's only standardized certification exams. This pivotal development will transform operator training, industry resource materials, and the content of certification exams. Behind this groundbreaking initiative are more than five dozen dedicated volunteers, who have invested hundreds, if not thousands, of hours in meticulously analyzing survey findings and identifying emerging trends. Our presentation will unveil the draft Need-to-Know Criteria documents derived from these findings, providing an exclusive preview of the future certification landscape. But that's not all. We encourage active audience participation and critique during the presentation. Your invaluable insights will assist the Certification Commission for Environmental Professionals in shaping relevant, robust, and legally defensible certification exams. Remember, water environment operators are the bedrock of our public health systems, and these surveys form the foundation for determining the criteria for operator competence. The Utility Management Conference offers a unique opportunity for participants to contribute to the Commission's final reports before they are released to the public and adopted by state and provincial jurisdictions. Be part of this transformative journey, and help us secure a safer, more efficient, and sustainable future for the water industry. Together, we can ensure that our operators are equipped with the knowledge and skills needed to protect public health and preserve our precious water resources. Join us in shaping the future of water operator certification.

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).

Background The Des Moines Wastewater Reclamation Authority (WRA) is made up of 17 metro-area municipalities, counties, and sewer districts in Central Iowa. They work together to protect public health and to enhance the environment by recycling wastewater and being the preferred treatment facilities for hauled liquid wastes. The Des Moines WRA has grown to be the largest wastewater treatment organization in Iowa and that has historically led to one major problem finding enough qualified employees to operate and maintain the treatment facility that serves half a million residents. In 2008, the Des Moines Wastewater Reclamation Authority (WRA) became one of the first municipalities in Iowa to take advantage of a Department of Labor (DOL) apprenticeship program by Iowa Association Municipalities (IAMU). The apprenticeship program was started because the WRA was struggling to find certified operators to hire. The job required that operators have an Iowa Grade 2 Wastewater Certification, and when a qualified candidate realized that they would be working overnights or evenings, they typically turned down the offer. With an apprenticeship, there are defined milestones that must be achieved in a timely manner, which allowed WRA managers to hire under-qualified candidates that would be required to complete the apprenticeship. Program Details The apprenticeship program is three years long in duration, it requires each apprentice to complete six thousand hours of on-the-job training and pass seven community college treatment and maintenance classes (with a C grade or better). Additionally, they must achieve their Iowa Grade 1 Wastewater Certification within the first year of employment, Class A CDL within two years and their Iowa Grade 2 Wastewater Certification by the third year. New hires that have pervious experience in the wastewater treatment field can receive previous experience credit for up to fifty percent of the on-the-job training hours. New employees that have already completed the any of the seven required classes will receive credit for them. With the acceptance of previous experience credit and classes previously taken, more experienced employees can be fast tracked while less experienced are allowed ample time to learn the ins and outs of working in the wastewater industry. When starting the apprenticeship program, WRA management created the position of Wastewater Training Specialist, in part to assist in the in the training of new Wastewater Operator Specialist employees. The first two apprenticeships classes (2009 & 2011) were held in conjunction with IAMU. The required classes were held at the facility with apprentices completing correspondence classes at Kirkwood Community College (Cedar Rapids, IA). After the 2011 apprenticeship class, the WRA brought the administration of the program internal and started to send apprentices to classes at Des Moines Area Community College (DMACC). DMACC just recently (2012) started to offer water and wastewater treatment classes in a traditional community college fashion with online, in-person or blended classes. According to Craig Hennager and Lori Card of DMACC, 'Apprenticeship students at times were 50% of the enrollment in the overall program. They kept the academic program viable as we grew and developed additional curriculum, establishing ourselves in Iowa as Water and Wastewater training leaders. Together we are making a difference.' Apprenticeship Success Since the inception of the apprenticeship program, there have been a total of thirty-seven apprentices. Of that total number, 30 have completed the program, with 23 still employed at the WRA. An additional five are currently in the program which leaves only two out of 37 that started and did not complete the program. As the program has continued, the WRA has discovered that the learning did not end at completion of the Apprenticeship Program. Out of the 30 to complete the apprenticeship, 19 have eventually achieved Iowa Wastewater Certifications 3 or 4 which is above and beyond the scope of the program. WRA's leadership in workforce development has helped staff advance their training and certification, DMACC to establish their Water Environmental Technology 2-year AA degree, and the local partner organizations like the Des Moines Water Works have followed suit to create an apprenticeship program for their water treatment operators. This program has been vital to the important job of providing qualified staff for the largest wastewater treatment facility in Iowa that is crucial to serves approximately 500,000 residents in Central Iowa.