Results

A Computerized Maintenance Management System (CMMS) is an essential part of a utility's ability to manage, maintain, and operate its facilities, assets, and equipment. For Maintenance, an effective CMMS tracks the work necessary to re-establish a system's designed reliability as well as to maintain and document the required processes and procedures to do so. For Operations, an effective CMMS informs equipment availability and compliance challenges. Also known as Enterprise Asset Management Systems (EAMS), an effective CMMS enables asset managers and financial planners to make planning and budgeting decisions. Unfortunately, over half of new CMMS implementations fail. Even worse, industry research has shown that most organizations use only a small portion of their CMMS capabilities. The good news, if there is a silver lining, is that water and wastewater utilities are not isolated in their CMMS shortcomings. This engaging session will be presented from the perspective of a seasoned CMMS consultant turned local government Town Manager. The session will be primarily from the vantage of the 8-year story of assessment to implementation through several years of use will highlight both the positives and negatives as well as the expected outcomes and surprises. The CMMS lessons learned from other utilities, from large to small, will be used to highlight commonalities and differences with the case example. A CMMS can be ineffective or underutilized for many reasons. Gulati (2012) describes eight reasons that CMMS projects fail to reach their potential. Benson and Solomon (2017) cite 11 primary reasons for CMMS shortfalls: 1.Incorrect/Incomplete/Inappropriate requirements assessment 2. Lack of management support 3.Failure to limit vendor participation 4.Developing an in-house custom system 5.Inadequate vendor research 6.Inadequate pilot testing 7.Poor implementation planning 8.Insufficient training/documentation 9.Underestimating data collection effort 10.Poorly defined maintenance work processes 11.Failure to prioritize, optimize, and limit maintenance tasks Oldach, Solomon, and Benson (2016) have shown that these reasons are often made worse when multiple departments use the same CMMS or when a centralized department (such as Finance or Information Technology) dominates over front-line operating divisions. In the case example, the water and wastewater utility led the successful Town-wide implementation and ultimately served as the key link to restoration when the CMMS fell on tough times. Seven key observations from the case example will be provided in the session: 1.Do a formal Needs Assessment 2.Pause to make sure you have the needed Organizational Capacity 3.Do a formal Implementation Program 4.Find your CMMS champion(s) 5.Success must be driven from the top 6.The system should be integrated with Finance, Purchasing, and Customer Service 7.An organization will not be effective until all operating divisions participate The scope of the functionalities of the CMMS in the case example will also be compared to other utilities. Leading CMMS software applications allow labor and expenses to be tracked at the asset level or the functional location. Ultimately any CMMS can provide computerized tracking and reporting related to asset inventory, physical condition, maintenance activity, replacement asset value, failure codes, and link to accounting and insurance systems. One fundamental question that should be simply 'just because it can do it, should we try to do it?' Scope and context also have much to do with the effective utilization of a CMMS. The learning objectives of the session are: 1. Understand how and why a CMMS fails or is underutilized 2. Apply practical lessons learned from case example to attendee's utility 3. Appreciate the dynamic nature of any CMMS in the context of organizational changes 4. Understand the importance of formal Needs Assessments and Implementation Programs. 5. Apply different organizational perspectives to communication at home utility The session is unique in that there are limited examples of a CMMS consultant eventually serving as the ultimate end user of a CMMS that he helped select and implement. It is also unique from the perspective of being able to provide a practical, 'does it work' perspective over a full timeline of use. The session will be presented at the beginner/intermediate level, with the primary underlying assumption that attendees have a general awareness of a CMMS/EAMS. The session applies to a full range of UMC attendees.

Enhancing Sludge Dewaterability and Phosphate Removal Through a Novel Chemical Dosing Strategy using Ferric Chloride and Hydrogen Peroxide Ian Watson c, Vahid Ghodsi a,b, Siva R. Sarathy a,b, John R. Walton c, Elsayed Elbeshbishy d, Domenico Santoro b,c a Trojan Technologies, London, Ontario Canada b Department of Chemical and Biochemical Engineering, University of Western Ontario, London, Ontario, Canada c USP Technologies, Atlanta, Georgia United States d Department of Civil Engineering, Ryerson University, Toronto, Ontario Canada Introduction Sludge processing and disposal constitutes 50-60% of the total treatment cost in WRRFs, and dewatering operations represent a large fraction of those costs. Those dewatering costs may be direct (as in the trade-off between polymer dose and cake solids content, and how that impacts disposal costs) or indirect (as in the removal of sulfide and phosphorus from the return streams, and how that impacts aeration and solids processing costs). A particular inefficiency confronting many WWRFs is the recycling of phosphorus into the water line via the dewatering return stream, which can comprise 25-50% of the total P entering the aeration unit. In this study, we aimed to develop a sludge conditioning process for Anaerobically Digested Sludge (ADS) with the goal of breaking this phosphorus recycle loop, and doing so within the constraints of current operations (i.e., with minimal capital investment and quick implementation within existing budgets). The Higgins Modified Centrifugation Test (MCT) was used as it allows a solids cake to form atop a screen platform while capturing the centrate below. The initial work was to calibrate the MCT parameters (screen mesh size, centrifugation speed and time, and polymer dose) to plant operational performance. Then, different dosages of ferric chloride (FeCl3), hydrogen peroxide (H2O2) and/or cationic polymer were applied and performance measures were collected for cake solids content and centrate TSS, sulfide, and o-phosphate. Results Conditioning ADS with H2O2 only (without polymer added). At a 200 mg/L H2O2 dose (Figure 1a), centrate o-phosphate levels dropped by 30% after 10 minutes, and by 50% after 20 minutes (no significant phosphate reduction was observed at higher H2O2 doses). Such incomplete phosphate elimination indicates insufficient and/or unavailable endogenous iron, and suggests a need to supplement by externally dosing FeCl3. Conditioning ADS with FeCl3 only (without polymer added). FeCl3 was added to ADS and centrate o-phosphate levels were measured (Figure 2). Dosing 90 mg/L Fe resulted in approx. 40% decrease in o-phosphate levels, increasing to 80% removal when dosing 220 mg/L Fe. In the case of FeCl3 dosing, five minutes was enough for Fe to react with o-phosphate (Figure 2). Conditioning ADS with FeCl3 and H2O2 (without polymer added). Figure 3 shows a 40% drop in o-phosphate levels after dosing 90 mg/L FeCl3, which increased to nearly 60% after dosing 300 mg/L H2O2. Raising the FeCl3 dose to 155 mg/L and 220 mg/L, with the same 300 mg/L H2O2 dose, increased o-phosphate removals to about 80% and 85%, respectively. Similarly, a 90 mg/L Fe dose reduced o-phosphate levels by 40%, increasing to nearly 60% when combined with a 400 mg/L H2O2 dose. Raising the Fe dose to 155 mg/L and 220 mg/L (with the same concentration of H2O2) increased P-removal to about. 80% and 85%, respectively. Conditioning ADS with FeCl3 and H2O2 (with polymer added). As expected, higher concentrations of polymer yielded a drier cake and lower centrate TSS levels (Figure 4a). Centrate TSS levels dropped by nearly 70% when the polymer dosage increased from 0.8% to 1.6%. Also, the cake solids content of the ADS treated with the combination of FeCl3 and H2O2 was about two percentage points higher (compared to unconditioned ADS with no FeCl3 and no H2O2). This indicates potentially significant cost savings on polymer consumption and/or solids disposal. Compared to ADS that was not conditioned, the centrate from ADS conditioned with FeCl3 and H2O2 had far lower o-phosphate levels (Figure 4b). This confirms that Fe (III) is capable of playing several simultaneously roles in wastewater treatment, such as a phosphate precipitant and a TSS flocculant. Economic assessment The results in Figures 3 and 4 can be combined to estimate the additional costs of different H2O2 / FeCl3 combinations to reach increasing levels of treatment (P-removal) — see Table 1. The first conclusion for this particular study is that the benefit of adding FeCl3 exceeds that of adding H2O2. This conclusion could change, however, were: 1) the endogenous Fe content in the feed sludge to increase (due to e.g., upstream Fe addition in the collection system or WRRF); or 2) the sulfide levels in the feed solids significantly increase (consuming FeCl3) or if durational odor control (at the sludge disposal facility) was needed. The second finding is that the higher cake solids content achieved by H2O2 and FeCl3 dosing can offset the costs for these chemicals by 25-30% in this particular case. This amount will be more for situations where disposal costs are higher than $50 per WT or where the degree of dewaterability improvement (2% points higher cake solids) is greater. Conclusions The results of this work confirmed that iron is key to binding phosphorus into the dewatered cake, though it is often not present in anaerobic digested solids in the amounts or forms needed to bind both sulfide and phosphorus. In those cases, the endogenous Fe bound to sulfide can be regenerated by adding an oxidizing agent (H2O2) or, if the Fe content is still insufficient, the regenerated Fe can be supplemented with FeCl3. In this study, the latter was shown to be the case: combined H2O2 and FeCl3 dosing was shown to greatly reduce centrate sulfide and phosphorus levels while producing a dewatered cake with two percentage points higher solids content (at the same polymer dose).

Introduction: Odor complaints often originate from neighbors near odorous sources, such as industrial facilities. Typically, when a complaint is filed with a regulatory agency, the agency sends an inspector to the location of the complaint to verify the odor. Data recorded from this method is often sporadic and can be unreliable, as many inspectors do not arrive at the site for hours or even days, long after the odor has vanished. This paper presents the conceptual framework for a community-based odor app ('Community OdorApp') that provides a mechanism for members of the public to report odors directly through a web-based program. The Community OdorApp overcomes many of the limitations of current odor complaint and response approaches and offers a cost-effective strategy for facilities, municipalities, and/or other odorous sources to engage with their communities. Background In 2013, Ramboll US Consulting, Inc. introduced a facility-based odor app ('Facility OdorApp'), which is a data acquisition and management system that allows facilities to track their own odor patrol efforts. The Community OdorApp aims to build on the Facility OdorApp, overcoming some of the limitations of the Facility OdorApp by integrating public participation (i.e., crowdsourcing). Crowdsourcing is growing in popularity and utility. Currently, there are numerous apps that leverage crowdsourcing to provide a public benefit (e.g., Waze, MiFlight, Street Bump). The Community OdorApp provides a public benefit not only by making it more convenient to report odors, but also by providing the community with information about odor 'hotspots' and allowing the community to participate in understanding and potentially addressing odor problems. While there are some existing applications, deployed or under development, that are designed to record odors reported by the community (e.g., Smell PGH, Smell MyCity, EPA's Odor Explore), these applications have limitations, such as lacking weather data to trace the source(s) of the odors and not providing a variety of useful analytical tools to analyze odor trends. As discussed below, the Community OdorApp has features that advance the state of the science, allowing users of the app to analyze and act upon the data collected. Design The Community OdorApp, which operates on any web-enabled device (e.g., computer, tablet, smartphone), collects data from the public via a browser-based form that has a simplified, user-friendly interface. The app requires that the user share their location to verify the authenticity of the report but does not require the user to enter any other identifying information. The user can then input the date and time of the odor occurrence, which allows the app to retrieve contemporaneous weather data from nearby weather stations. The next screen on the app requests odor-specific information, including the offensiveness of the odor and a description of the odor. Next, the app requests information about odor duration. Finally, there is a comment section for additional information, and then the report can be submitted. Once a report is submitted, it is immediately incorporated into the app's backend database, which offers various reporting features and analytical tools, including raw data download, site map, heat map, and several data analysis charts (see examples in Figure 1). With this information, interested parties can quickly analyze the data, identify potential odor sources/trends, and take action to address odor issues. Discussion The Community OdorApp offers numerous advantages over traditional odor complaint and investigation approaches, including: -Faster response to odor complaints since the data gets reported directly to the sponsoring entity who can respond immediately rather than having to wait for a regulatory agency to send an inspector to the site. -The app saves time for the complainant since complaints can be logged directly over the internet rather than having to call the local regulatory agency. -The app allows odors to be reported from a broader geographic area, as it does not rely on odor surveillance restricted to fixed routes which is often the case with facility-based odor patrol. -The app typically provides more complete information on odor start/end times and duration because the complainant often lives or works at the location of the odor and therefore has knowledge of the history of the odor, unlike an inspector who may only visit the location for a brief period. -The data for the app is free since it is provided by the public, rather than having to pay an employee or third party to collect the data as is frequently done with facility-based odor patrol. -The app can be used to educate and inform the public by summarizing key findings via periodic reports, which can be posted on the app's landing page. Despite these advantages, the Community OdorApp also has some limitations/challenges, such as: -Since the Community OdorApp collects data via a public-facing website, abusers of the app could enter erroneous or false data. However, the Community OdorApp has features that are designed to protect against this. Specifically, the app documents the location of each user via GPS or IP address, so it is possible to ascertain if complaints are coming from a single or appropriate location. - Since the Community OdorApp collects location information on each user, this raises potential data privacy concerns. To help protect data privacy, the app uses a differential privacy strategy, where the location of each complaint is shifted slightly to still locate the odor event without revealing the exact location of the user. In addition, the app is built on the Google App Engine, which has multiple layers of security to protect data once it has been submitted. -The quality of data submitted to the Community OdorApp could be questionable since the users are not typically trained odor inspectors. However, the app helps to maintain data quality by presenting the user with a simple form with mostly pre-determined, forced-choice options (e.g., drop down menu, radio button). This data collection approach also helps to ensure that data is recorded in a consistent fashion to facilitate data analysis and reporting. -The Community OdorApp works best when it has many users; however, promoting the availability of the app can be a challenge. The entity sponsoring the app will likely need to utilize multiple communication channels (e.g., email distribution lists, phone calls, text messages, video, radio, social media, etc.) in order to attract users. Implications The Community OdorApp has the potential to shift the paradigm of odor complaints from one in which neighbors are working against an odorous source to one in which neighbors are working together with the odorous source to provide useful data that can help identify and solve odor problems. In this regard, the Community OdorApp has the potential to strengthen the relationship between odorous sources and their neighbors, thereby allowing critical public service facilities such as wastewater treatment facilities and landfills to continue operating in the communities they serve. The app helps everyone gain a better understanding of odor patterns affecting local communities and provides data to create solutions. With the success of this app, it could lead to the development of many more crowdsourcing apps with environmental applications (e.g., noise pollution, air quality, wind, water quality, wildfires, natural disasters, etc.).

Clayton County Water Authority (CCWA) provides clean, quality drinking water and wastewater collection and treatment to its estimated 275,000 residential, commercial, and industrial customers in Clayton County, GA as well as portions of Fulton County and Henry County. CCWA recently developed a performance management model that identifies strategic and operational metrics aligned with its strategic goals for each department. To effectively track and communicate organizational performance against these metrics to stakeholders, CCWA sought to select an enterprise business intelligence (BI) software to be deployed across the organization. The first step to successful selection and implementation of an enterprise BI software was to develop a robust understanding of CCWA's existing software architecture. Data characterization workshops were held to identify software systems and databases used by each department and distinguish them by hosting environment, user groups, integration with other databases or software systems, general functions, workflows, and reporting needs. This information served as the basis for creating a detailed software architecture map, which provides CCWA with valuable insight into their existing system and a vision for how an enterprise BI software would tie into their existing infrastructure. Information gathered during the data characterization workshops was also critical in defining the BI software evaluation criteria. An initial list of performance criteria was developed based on industry experience and narrowed to focus on key areas of interest for each department within CCWA. The final criteria included a variety of attributes for enterprise BI software including: - Compatibility, which focuses on the ability of the software to integrate with CCWA's existing system and transform data into the correct structure required for creating dashboards. - Development and Maintainability, which includes support for a mature formula language, a scalable and flexible data model structure, integrated metadata capabilities, and consideration for staff resiliency. - User Interface, which centers on the ability of the software to create compelling, easily understood, interactive visualizations of CCWA's strategic and operational metrics. - Ecosystem Capabilities, which considers the ability of the software to enable platform security, administration, and sharing in cloud-based and on-premises environments, and the ability of the software to integrate machine learning techniques. - Market Stability, which focuses on how well the company that owns the BI software has supported its development and innovation in the past and the company's vision for the future. Taking time to gather input from a variety of stakeholders including Board members, general management, department directors, and CCWA staff was critical to the successful selection and implementation of the enterprise BI software. Clearly demonstrating how stakeholder input from the data characterization workshops was incorporated into the BI software evaluation criteria promoted interest, buy-in, and trust across the organization. This presentation will discuss the collaborative approach used to evaluate and select an enterprise BI software including data characterization, development of selection criteria, software evaluation and testing, selection of a final enterprise BI software, and development of a roadmap to ensure successful implementation.

PURPOSE
The Kenosha Water Utility (KWU) provides wastewater service to more than 100,000. Rising Lake Michigan water level put the wet weather capacity of the KWU Water Reclamation Facility (WRF) and collection system at risk. The collection system includes multiple wet weather control elements. Rapidly rising water level in 2019 rendered one critical control element in the collection system unusable. This abstract details the response to protect the property and citizens of Kenosha which resulted in an operational 70 MGD pump station just 7 months after the initial concept.

COLLECTION SYSTEM
KWU's collection system is a separated sewer system with significant infiltration and inflow during storm events. The WRF operates up to 100 MGD peak day flow. However, the collection system can experience flow in excess of 200 MGD during extreme storm events. The collection system has two significant flow control elements when unusually high peak flows are experienced: 1. Equalization (EQ) Basin rated for an influent flow of 136 MGD 2. 3rd Avenue overflow structure for conveying excess system flows to Lake Michigan via a 99-inch storm sewer, after the Equalization Basin is full During short term storm events, water in the EQ basin is drained back into the collection system to the WRF headworks. In an extended storm event, the EQ basin fills and water overflows to the WRF chlorine contact tanks. The EQ basin overflow is limited to around 30 MGD. If the storm event continues, the collection system continues to back up and water begins overflowing at the 3rd Avenue structure. The structure has a gravity overflow weir; overflow is combined with storm water and flows by gravity to Lake Michigan. The overflow is typically used once every few years; however, the frequency has increased in the past decade. Flow is highly variable by storm event. During a major storm in July 2017, the estimated peak overflow was 80 MGD. The July 2017 event resulted in multiple basement sanitary sewer backups.

LAKE LEVEL
Lake Michigan water level has risen from around 576.00 ft in 2013 to 580.50 ft in 2018. Lake Michigan water level varies during any given year; see Figure 1. Due to rising water level, the 3rd Avenue overflow weir was raised to prevent lake water from back-flowing into the collection system. This change reduced the overflow capacity and increased the overall hydraulic profile in the collection system. As a result, the risk of basement backups has increased.

PLANNING
KWU recognized that it was time for planning and action in late 2018. At that time, a system wide study was completed to evaluate wet weather protection alternatives for the WRF and collection system. The alternatives included variations of these improvements: two WRF outfalls, WRF effluent pump station, WRF hydraulic modifications, 3rd avenue excess flow pump station, excess flow treatment, and separate EQ basin flow treatment and discharge. The alternatives provided varying degrees of wet weather treatment, but all achieved management of 220 MGD collection system flow at the 100-year flood elevation. The projects ranged in cost from $10M for the excess flow pump station and two WRF outfalls to $25M for full flow disinfection and WRF effluent pumping.

DESIGN
By the time planning was completed, Lake Michigan was near record water level. Excess flow could not be conveyed by gravity through the overflow structure; see Figure 2 for a hydraulic elevation diagram. KWU needed a fast response; however, the projects proposed in planning would take 2 to 3 years to design, permit and construct. Emergency pumping options were explored. Diesel driven centrifugal pumps were considered; however, six large pumps are needed for 50 MGD capacity and space was limited. The vendor offered diesel powered, hydraulically driven submersible axial flow pumps. Two axial flow pumps could achieve 70 MGD. The cost of the axial flow pumps was about $1M compared to $2M for the centrifugal pumps. Axial flow pumps were preferred because they provided more flow, could be placed in the existing storm water outfall and were lower cost. Due to the configuration of the outfall, one axial flow pump was located in the 99-inch storm sewer and one located in the outfall structure. Passive overflow at the 3rd Ave structure from the sanitary sewer to the 99-inch storm sewer continues via a flow control weir. Pumps transfer excess flow from the storm sewer to Lake Michigan.

CONSTRUCTION
KWU purchased the axial flow pumps and power packs in August 2019. The Contractor began construction of the pump station in September 2019 and completed the work in December 2019. In January 2020, the pump station was tested using water from Lake Michigan. See photos of the submersible pumps and pump station attached. OPERATION On May 17, 2020, the emergency pumps got their first real test. Kenosha received 3-1/2 inches of rain just days after previous rainfalls. The collection system flow was estimated at 200 MGD. The Lake Michigan water level near 583.00 ft, a record high elevation. The WRF was operating at 100 MGD with the influent wet well 10 ft above normal operating level. The EQ basin was full, 2 EQ basin pumps were operating, and EQ flow was traveling to the WRF. The 2 emergency pumps at 3rd Avenue were operating during the event. In the beginning, at a low overflow rate, the pumps operated intermittently as needed. As the overflow rate reached up to 70 MGD, the pumps operated more frequently. The entire system was able to handle the 200 MGD event.

CONCLUSIONS
The submersible, hydraulically driven pumps in an existing structure provided a unique and much needed solution to an emergency situation caused by rising Lake Michigan water levels. The pumps successfully protected properties and the citizens of Kenosha. Without this unique solution, wet weather flows would not have been managed in May 2020 leading to widespread basement flooding. KWU continues to pursue wet weather management work to maintain or increase the collection system and WRF capacity. Ongoing work includes chlorine contact tank hydraulic modifications, WRF outfall modifications and disinfection expansion.

Background: KC Water is Kansas City, Missouri's Water Services Department, serving over 650,000 residents. KC Water contracted with Parson + Associates (P+A) to lead communications and business engagement for a major water, sewer, and storm sewer upgrades project - spanning nearly four miles along a heavily traveled corridor in the heart of Kansas City, MO (KCMO). This project caused daily disruptions to over 200 businesses, more than a dozen neighborhood groups, drivers, residents and the general public. P+A branded the project Upgrades on Main. The Upgrades on Main project replaced century-old infrastructure and paved the way for the first phase of construction-related activity for the KC Streetcar Main Street Extension. KC Water replaced approximately 23,227 linear feet of water mains and 17,532 linear feet of sewer mains, installed 67 new fire hydrants, 70 new manholes and new water services for 135 locations. This project took over two years to complete, with construction taking place on a highly-trafficked corridor. The P+A team proposed a very proactive approach, focusing on 'early and often' communications with businesses and residents along the corridor. Through a combination of weekly construction email blasts, door-to-door outreach, neighborhood and business meeting presentations, guided corridor tours, managing a project hotline, creating digital assets such as photography, videography, and graphics to show progress, and much more, P+A mitigated construction frustrations along the corridor by providing timely, accurate, and coordinated communication to stakeholders through the four-mile project corridor. Planning: Because this project began during a time of uncertainty with the rise of COVID-19, we made sure to consider how it could impact communications. In our plan, we included a note that said: 'Due to the evolving impacts of COVID-19, the outreach plan includes tactics to connect with people virtually online and through digital media. These alternative methods are recommended in light of the current social distancing and public health guidelines set forth by the governing authorities of the State of Missouri and City of Kansas City, Missouri. Depending on the circumstances, a mix of virtual and in-person meetings can be considered for future public engagement.' We determined three primary goals for this project as follows: Inform the public/stakeholders of construction impacts and educate them about the project process from beginning to end. Manage expectations and mitigate issues raised by the public/stakeholders. Provide a high level of customer service to stakeholders along the Main Street corridor. After the goals were set, our team developed a target audience. This audience was defined by not only stakeholders directly on the Main Street corridor, but also those within a three-block radius. Our team then created 11 primary strategies to meet our goals. Each strategy included an objective that detailed how we would get the work done. Below is the list of strategies: Strategy 1: Create and maintain stakeholder database Strategy 2: Create and manage a dedicated 'Upgrades on Main' webpage Strategy 3: Establish and Manage Project Contact Methods Strategy 4: Host up to two virtual public meetings Strategy 5: Weekly Construction Update email newsletter Strategy 6: Compile a master calendar of events to tap into grassroots-style 'pop-up' meetings Strategy 7: Use existing KC Water social media channels to engage public/stakeholders Strategy 8: Establish an online community engagement platform and virtual mapping tool Strategy 9: Utilize Alert KC text message system Strategy 10: Customer Service Training & Coordination Strategy 11: Earned Media Implementation: Before the project began, the P+A team developed key messages. These key messages guided us through the project and gave us a positive starting point with stakeholders. An initial postcard was mailed to over 1,135 stakeholders in and around the project corridor that included the key messages along with project contact information. After the groundbreaking, we began sending out weekly construction update emails every Friday, giving stakeholders an idea of what to expect to see on Main Street the following week. Within each weekly construction update, we featured different businesses along the corridor as part of our business engagement strategy. The P+A team also performed the following tasks throughout the two-year project to ensure the public was as informed as possible about construction in their area: 48-hour notice for any water shut offs via calls, emails and door hangers. Met on-site directly with stakeholders with contractors to coordinate phasing of work, delivery schedules, garbage truck schedules, etc. to limit the impact as much as possible. Created and sent detour maps emailed directly to impacted stakeholders that could be forwarded to customers/residents. Created 'Businesses Open During Construction' signage that was placed throughout the project corridor in order to support businesses during the construction period. Facilitated a 'bus tour' halfway through the project for city officials, business owners, and other key stakeholders to share the 'behind the scenes' aspects of the project and communicate the high-level of coordination taking place between the city, contractors, water & sewer work, and businesses on a day-to-day basis. Shared different aspects of the work, and what progress had been made. Captured drone footage to create photos and videos showing what progress had been made across the corridor. Managed a project hotline phone & email that was a direct line for the public to our project team. P+A maintained a list of all foreman working across the corridor so when an issue did pop up, we were able to offer a high-level of service and fix the issue quickly. Attended weekly calls with all contractors working on the corridor Handled media requests, including meeting media on the corridor (11 instances) Launched a 'Drive Safe on Main' campaign - videos, graphics and social media campaign encouraging drivers to slow down on Main by highlighting some of the workers who are constructing the new infrastructure Created and maintained a Social Pinpoint map - regularly updated to show closure, driver impacts, pedestrian impacts and bus route impacts (https://www.kcwater.us/upgradesonmain/) Created progress graphics Regularly attended community/business/neighborhood meetings to provide updates on the project and answer questions. Planned a 'Community-Completion Event ' that celebrated the end of work with family-friendly activities and a short program featuring Mayor Quinton Lucas, City Manager Brian Platt, city council members, KC Water and local business leaders. Through sponsorships P+A raised over $8,500 for the event to: Purchase $2,000 in gift cards from local businesses along the corridor Provide food and drinks from local businesses along the corridor Book activities and games such as a dunk tank, face painter and bubble artist Create signage showing all of the successes Go door to door to every business on Main Street to personally hand out invitations Evaluation: While there were still frustrations that come with the nature of construction, qualitative findings indicate that those impacted were pleased with the level and quality of communications provided throughout Upgrades on Main. These sentiments were expressed through conversations, phone calls and emails with the audiences listed above, specifically, business owners, KC Water leaders, and other elected officials. Most notably, Upgrades on Main was completed on time and on budget, clearing the way for the KC Streetcar Main Streetcar Extension construction which is currently underway. The Weekly Construction Update email list started at zero and by the project conclusion grew to 693 subscribers. P+A produced 92 Weekly Construction email updates with an average open rate of 45 percent. (23 percent higher than the average email open rate for construction industries according to MailChimp.) P+A facilitated 15 media interviews throughout the life of the project. P+A hosted three virtual public meetings, totaling 124 attendees. P+A presented project progress/updates to 18 different neighborhood/business groups - some groups more than once. P+A staff attended 95 weeks of a weekly coordination call with as many as 20 different contractors throughout the life of the project. The P+A team coordinated at least 40 different water shut-offs with business owners and residents (including phone calls, emails, and door hangers for each individual shut). An estimated 80-100 community people attend our community-completion event. The mayor of Kansas City, MO, city manager, and two City Council representatives also attended the event and made remarks.

Purpose In 2021, the City of Pearland, Texas (City) was facing a $200M problem: two of the City's oldest and most critical wastewater assets (the Barry Rose and Longwood Water Reclamation Facilities) were reaching the end of their useful lives. Additionally, construction costs were inflating unpredictably and incurring concern over utility rate increases, and updates to the 2020 FEMA Flood Insurance Rate Map (FIRM) changed the floodway at the Barry Rose Water Reclamation Facility (WRF) making the site less sustainable for an expansion. The scale and complexity of these problems caused the City to reevaluate the previous plan to consolidate the Longwood WRF and send flows to an expanded Barry Rose WRF. This reevaluation prompted the City to begin a Water Reclamation Facility Consolidation Study in June of 2021 with the goal of identifying the best overall value alternative that would consolidate Longwood, address the condition of Barry Rose, phase the project to mitigate near term rate impacts, minimize lifecycle cost, and invest in a resilient, sustainable WRF site. This study was conducted over seven months of collaborative workshops with multiple stakeholders and performed an objective comparison of five alternatives that considered multiple treatment sites, conveyance routes, and infrastructure phasing. The study resulted in a unanimous recommendation that not only saved the City over $12M in near term capital costs, but also efficiently and cost effectively addressed the condition of the City's aging infrastructure and helped position them to serve future growth. The major themes of this presentation are included below. Conference attendees will walk away with insights and guidelines for consolidation studies as well as methods for determining a plan of action when multiple stakeholders are involved. This presentation will showcase how Pearland addressed the challenges they faced and will present factors for other utilities and consultants to consider when evaluating costly infrastructure consolidation alternatives. A Collaborative Approach Multiple stakeholder groups were involved throughout all phases of this study and collaborated for seven months via multi-hour workshops and numerous additional meetings, phone calls, and site visits. City staff of all levels and across multiple departments participated including City management, the Engineering and Capital Projects leadership team, Public Works operations staff, and members of the finance department and acquisition management teams. The project team also included the City's Wastewater Master Planning consultant, Freese and Nichols, Inc. (FNI) and teaming partner, Plummer; and the City's Construction Manager at Risk (CMAR), McCarthy Building Companies. Pearland's City Council also played a key role in the study, as effective utility plans are backed by a governing body and involve public engagement. Pearland leveraged both groups of stakeholders to effectively communicate the value of the utility's services and accomplish buy-in on the Consolidation Plan. This presentation will discuss the key role each stakeholder played in identifying a cost-effective consolidation alternative, and the interdependence of these roles. This presentation will also discuss how the partnership between Pearland's staff at all levels, FNI, Plummer, and McCarthy resulted in a strong business case for the final project recommendation. Determining a Plan of Action With multiple stakeholders involved, coming to a unanimous decision can be a challenge. This presentation will discuss the method for assessing the alternatives in addition to the visualization tools that were utilized to assist the project team in coming to a unanimous recommendation. The presentation will also discuss the process for keeping stakeholders engaged and present tools that can be applied to utilities everywhere. Take-Aways Pearland's case study serves as a compelling success story for effective stakeholder engagement for utilities and consultants everywhere. Conference attendees will walk away with ideas on how to employ stakeholder engagement methods and visualization tools to develop strong business cases for managing their utilities.

Reality Capture data collection employs a combination of digital hardware and software technology to quickly and cost-effectively make an accurate record of existing surroundings for use in planning, design, construction, and asset management. Data collected with drones, terrestrial laser scanning equipment, and mobile capture equipment can be published, shared, and collaboratively used by owners, designers, contractors, and the public for a wide range of purposes ranging from site planning to operation and maintenance. The growing suite of Reality Capture tools, including 360° panoramic imagery, 3D point clouds, thermal imagery scanning, bathymetric surveys, and UAV aerial surveys, provides unique collaboration opportunities in a wide range of applications including building repurposing and renovation, confined space measurements, condition assessments, facilities/asset management, historical preservation/documentation, and construction verification. This presentation will present an overview of a variety of Reality Capture tools, discuss when to use each tool (or combination of tools) and provide several case studies showing how these tools have been used in different ways to overcome unique challenges and provide value beyond current traditional methods. The case studies cover a very wide range of applications including: - Stormwater Master Planning and Hydraulic Modeling - Aerial and nautical drones for detention basin condition assessment and bathymetry (see Figure 1) - Spherical Imagery for 360-degree imagery acquisition along streams (analogous to Google Streetview) - Condition Assessment, Rehab and Post-rehab Documentation of Water & Wastewater Facilities Applications include confirmation of as-built conditions and condition assessment of a wastewater pump station, incorporation of CSO control screening and grit facilities into existing infrastructure, inspection and rehabilitation of drinking water storage reservoirs. Specifically, this technology has been used to conduct detailed facility investigations on numerous projects in Detroit, Michigan for existing water and wastewater infrastructure for the Great Lakes Water Authority - Construction Progress Documentation - Using a survey grade aerial drone to capture high-resolution, geolocated imagery at regular intervals to provide a timeline of construction and allow stakeholders to observe site changes from any internet connected device (see Figure 2) - Concept Design Presentations for Stakeholder Engagement. The presentation will conclude with a discussion on lessons learned and ways to effectively leverage Reality Capture tools to suit specific needs, including selecting appropriate combinations of tools, appropriate timing for deploying these tools within a project's life cycle and comments on the investments (approximate levels of effort in terms of cost and time) needed to leverage these emerging technologies.

The effectiveness of stormwater control measures (SCMs), or green infrastructure, over time depends on how well it is established and then how it is maintained over time. Nationwide, the largest weakness of stormwater programs is assuring initial and long-term performance of SCMs. As more SCMs have been implemented the challenges of operation and maintenance of these facilities still remains. However, much can be learned by sharing and understanding the function of these facilities so that effective maintenance activities can be proactively scheduled to ensure the performance. Successful implementation of SCMs requires good design with maintenance in mind, proper construction, and long-term maintenance. Therefore, WEF and ASCE identified the need for a comprehensive book that describes the importance of incorporating maintenance considerations in the design and construction of SCMs. The Operations & Maintenance of Stormwater Control Measures Manual of Practice (MOP) responds to the need to address program and regulatory requirements and includes a description of the elements of an inspection and maintenance program, as well as the skill sets needed in modern maintenance crews. The MOP includes a chapter focused on utility/local programs and department of transportation programs to highlight the differences and special requirements of these programs. This session will provide an interactive session that will focus on the three sections of the Urban Stormwater Control Operations & Maintenance MOP (WEF Manual of Practice No. 39; ASCE/EWRI Manuals and Reports on Engineering Practice No. 153) that cover the maintenance requirements of SCMs from design through construction and then to long-term maintenance. Specifically, these three sections include: 3.0 Design & Construction Maintenance Considerations, 4.0 Conventional SCMs and Green Infrastructure Maintenance, and 5.0 Inspection and Maintenance During and after Construction. The session will provide real-world examples from KC Water's green infrastructure program along with examples from other cities. Participants will be asked to first define their biggest maintenance challenges and then discuss what works and doesn't work. The top three maintenance challenges will then be discussed in detail using information from the MOP and other participants examples to best address each maintenance challenge.

The City of Plano has approximately 1,000 linear miles sewer lines and has been conducting routine inspections system using in-house crews over the last 5 years for 12-inch and smaller lines. These activities were tracked and logged through the City's work order system, Cartegraph, and downloaded to our CCTV data management system, GraniteNet, but that is where the data stopped. Unless there was a significant issue, the inspection was complete and the crews went on to the next task. While this process worked well, we were was gaining very little insight into the condition of our sewer system. As part of our recent Wastewater Master Plan, we were asked for records and data relating to the condition of our system for a risk-based assessment (RBA). We provided the inspection data we had and the work order data that had been linked to GIS and the consultant performed their analysis. When the analysis was presented, we had two immediate thoughts: - We can and need to have this information in Cartegraph. - Data is missing. We have completed much more rehabilitation and inspection work than is showing in the results. These observations started us on a journey of linking our data and maximizing our current investment in tools and technology. Through our collaboration with our consultant, we were able to recreate the RBA condition assessment in Cartegraph and utilize their critically assessment to develop a prioritized work plan for our crews and a business process for maximizing the results of our data. The condition assessment uses information related to an asset's age or material unless an inspection has been completed in which case the NASSCO PACP structural index is used for the condition score. The age and material data was already populated in Cartegraph and we were able to build generic degradation curves for our various materials to calculate an estimated condition score. We were also able to track our rehabilitation work in Cartegraph and use our relining projects to reset the estimated condition score of our lines. After reviewing the available data in GraniteNet, we identified the relevant inspection data to import into Cartegraph for a measured condition score. A review of the Cartegraph and consultant's condition assessments identified very similar condition score distributions with most of our system in good or better condition. This gave us a high degree of confidence that our process was working. Since the Master Plan, we have hired a contractor to help us inspect 12-inch and larger lines. Their inspection data is imported into our GraniteNet data and syncing with our assessment process. The critically assessment in our RBA evaluated various parameters including the pipe's location and diameter to score the pipe. This assessment was something we could not recreate in Cartegraph, but since it is something that rarely changes, we could import the results into our system. Combing the condition and critically assessments in Cartegraph identified one major basin as a priority for future inspections. The same basin was also identified from the Master Plan as the priority for future inspection work, further increasing our confidence in the process. As we continue to consume more data sources into our assessment, we are continuing to evaluate our parameters to ensure we maximize our investments in people, technology, and infrastructure.

The purpose of this presentation is to describe how a Great Lakes community is addressing its goals of reducing overflows and basement flooding while enabling real time control of its wastewater system. Peel Region believes it will require best in class measured and predictive rainfall data, to create efficiencies for conveyance and treatment, that will allow the Region to face the unique challenges of climate change, population growth, and aging infrastructure. Peel has implemented the program described in this abstract, in its 2020 Water and Wastewater Master Plan for the Lake-Based Systems. The Region of Peel, Ontario (Peel or Region) is responsible for the operation and maintenance of the sanitary sewer network, pumping stations, and wastewater treatment plants within its collection system. Peel is composed of the Cities of Brampton and Mississauga and the Town of Caledon that drain a combined surface area of 1,246 km2 to Lake Ontario. Wastewater services are also provided by Peel to neighboring Toronto and York through inter-regional servicing strategies, thus making accurate rainfall over Peel and for neighboring jurisdictions of increasing importance for managing wastewater flows. Wastewater is conveyed by gravity, generally from north to south through the collection system to the wastewater treatment facilities at Lake Ontario. Peel provides wastewater system services to Mississauga, Brampton and parts of Caledon. Demands are placed on the wastewater system because Peel is one of the fastest growing municipalities in Ontario, in excess of 1.4 million people. The Region's wastewater system comprises two principal trunk systems: the west trunk system that conveys flows along and near the Credit Valley to the Clarkson Wastewater Treatment Plant, and the east trunk system that conveys flows along and near the Etobicoke Creek Valley to the GE Booth Wastewater Treatment Plant. Planned construction of a 11-km of the East to West Diversion Trunk Sewer will require RTC and forecast precipitation. There are over 3,600 km of wastewater pipes in Peel, with 300 km of trunk sewers consisting of pipes ranging from 750 mm to 3,150 mm in diameter, servicing 294,000 customer accounts. Climate change and population growth continue to put pressure on the wastewater system. Recently, a climate change mitigation strategy was endorsed by the Region of Peel Council to reduce basement flooding due to sewer backups. Understanding system response to rainfall and taking proactive measures to reduce I/I are strategic actions aimed at reducing flooding issues region wide, and to maintain wastewater treatment capacity in the long-term. The flash flood that occurred on July 8, 2013, had a larger impact on the Region of Peel and City of Toronto than any storm since Hurricane Hazel (1954), and reinforced the need for better preparation and operation of the wastewater system. The Region is seeking to improve the wastewater system for future growth, achieve cost efficiencies, derive environmental benefits, and to lower the risks to human health. Improved rainfall monitoring, both current and forecast, are key to achieving these goals: increasing volume of wastewater treated; reducing incidents of overflows/basement flooding; and achieving effective operation of real-time controls. These goals can be more efficiently achieved through accurate and representative rainfall monitoring. This is achieved through the combination of weather radar and rain gauges. Radar-based precipitation measurement that relies on both gauges and radar is called GARR, or gauge adjusted radar rainfall. The target region and neighboring weather radars (both Canada and US) are shown in Figure 1 with range rings indicating coverage distance. Current and forecast rainfall is needed to meet the Region's objectives. Technical details on forecast rainfall is not discussed here but will be presented along with GARR during the presentation. The GARR system embodies both near-real-time (NRT) and End-of-Month (EOM). During EOM, Quality Control (QC) of rain gauges and radar removes or mitigates radar anomalies and erroneous or inconsistent gauge measurements. Gauges identified as consistent are used to bias -correct the radar precipitation rates. Thus, GARR is the combination of two sensor systems that results in better maps of rainfall than either sensor system could produce alone. GARR provides coverage of targeted areas at spatial and temporal resolutions commensurate with the sewer catchments. GARR is needed for better understanding and modeling of:

-- Basement flooding from both Sanitary Sewer Overflows (SSO) and Combined Sewer Overflow (CSO), and Facility By-Pass
-- Inflow and Infiltration Calculations
-- Hydraulic model calibration
-- Stormwater flood modelling

To illustrate the properties of GARR required by the Region, we summarize the characteristics of the extreme event, July 8, 2013. GARR was produced with weather radar and rain gauges from multiple networks from Region of Peel (29), City of Mississauga (14), and Credit Valley Conservation (13). Figure 2 depicts the spatial distribution of rainfall depth depicted by the color scale ranging 11.9 - 138.3 mm with a mean of 65.3 mm over the target area. Rain gauges are shown by black triangles with depths in mm. The scatter plot in Figure 3 shows bias-corrected radar (note 1:1 line) versus rain gauge depths for a selected period. Gauges excluded are shown in red, whereas rain gauges that pass QC (included) are shown in blue. Quality control removes bias in the GARR rainfall estimates, and generally improves accuracy from more than ± 20% to less than ± 5%.

Benefits of Presentation
This presentation should be selected because it shares the experience and challenges faced in characterizing rainfall. While GARR is an accepted technology in wastewater, the needs in the Great Lakes Region are unique and would benefit other communities with similar climate and population/development pressures.
Status of Completion
At the time of submittal this project is complete in terms of setup and operations. Historic data analysis was completed for requested storm events in March 2019. End-of Month quality-controlled GARR for all storms in May to November 2019, was completed in April 2020. Continuous production of Forecast and NRT GARR is operational beginning April 2020, and EOM GARR production continues.

Conclusion
Besides climate change, growth will continue to place pressure on water and wastewater infrastructure in Ontario. GARR is fit-for-purpose and helps address objectives of the 2020 Water and Wastewater Master Plan for the Lake-Based Systems.

Overview Green infrastructure (GI) is increasingly recognized as an effective strategy to manage stormwater, while also providing a wide range of additional co-benefits and services (including economic, environmental, physical and mental health, and social benefits). As municipalities face escalating pressures from population growth, aging infrastructure, degraded ecosystems, and climate change, they are turning to GI assets to meet these challenges. However, in order to fully realize these benefits, and to continue realizing them throughout their entire lifecycle, GI assets must be managed appropriately. As municipalities and utilities look to scale-up and operationalize their GI programs, they face challenges, such as: operations and maintenance of numerous and varied GI assets, implementing a scalable asset management program that integrates with existing assets, and ensuring the appropriate governance and management structures. A well-considered asset management program coupled with effective governance are crucial to ensuring that assets are not built and then forgotten, and that municipalities have the appropriate resources for the long-term management of both their existing assets and new assets as they come into service. GHD recently completed a Green Infrastructure Asset Management Program for the City of Vancouver, a first of its kind in Canada. The framework provides guidance for effectively managing existing GI, scaling up the implementation of new GI assets, and adapting to meet the related evolving governance and funding challenges. This Program is in support of the goals articulated in the City's Rain City Strategy, including maximizing the benefit from existing assets, significantly scaling up the number of assets that they manage, and to ensuring that the City is able to realize the anticipated return on the investment in GI. Background In 2019, the City of Vancouver's Mayor and Council formally adopted the Rain City Strategy (RCS), which articulates the aspirational goal of Vancouver becoming a Water Sensitive City. The three key goals of the RCS are to: (i) improve and protect Vancouver's water quality, (ii) increase Vancouver's resilience through sustainable water management, and (iii) enhance Vancouver's livability by improving natural and urban ecosystems. The RCS is forward looking and aspirational, aiming to achieve a paradigm shift in how water is managed by 2050, through a series of pragmatic steps. At the heart of the Rain City Strategy is a commitment to capture and clean a minimum of 90% of Vancouver's average annual rainfall volume (long term); and manage urban rainwater runoff from 40% of impervious areas in the city by 2050. Of this target, 30% will come from redevelopments, and the remaining 10% will be achieved through the implementation of strategic retrofits of impervious surfaces across the city. Therefore, by 2050, the Rain City Strategy is targeting 10% of all impervious surfaces citywide to be retrofitted in order for rainwater runoff to be managed by Green Rainwater Infrastructure (GRI) (also referred to as Green Infrastructure (GI)). To achieve this goal, the City forecasts that they will need to scale up from their current 283 to 10,000 GI assets by 2050-a significant increase. This ambitious target requires careful planning to ensure that the financial and human resources are available to maintain current GRI assets while substantially scaling up the number of GRI assets that the City owns and operates each year. As such, understanding the current and future asset lifecycle costs, is crucial. The ownership and accountability for these assets is another key consideration. In 2017, the City of Vancouver established the Green Infrastructure Implementation Branch (GII Branch). Prior to this date GI assets were designed, implemented and managed by 9 other Branches within the City. Following 2017, ownership of these legacy assets was transferred to the GII Branch. This temporal delineation is important as the majority of the City's current GRI asset portfolio were installed prior to the establishment of the GII Branch. The need to streamline operations and maintenance of these legacy assets, navigating relationships with the other Branches and the systems that those branches had put into place to manage assets highlights the governance challenges that the GII Branch was facing. GHD was engaged to gain an understanding of the current state of asset management in the City and to make recommendations to help the City staff overcome current challenges and scale their GI program as needed to meet the RCS goals. Methodology & Outcomes The financing, governing, monitoring, and maintaining current GRI assets is already complex within the City, and will become more so as the City scales up this initiative to satisfy the goals set within the Rain City Strategy. GHD worked with the GII Branch to gain a greater level of understanding about the legacy assets that they are now responsible for, and to support the GII Branch in developing a Green Infrastructure Asset Management Program that can be sustainably scaled (considering both and financial and human resource capacity). This process was undertaken through 5 key stages, asking: 1)What is the current context? 2)What needs to be delivered? 3)How should we deliver? 4)Who is accountable for delivery? 5)How do we pay for it? Based on this analysis, including lessons learned from peer cities, GHD proposed alternative service delivery models to help the GII Branch understand and rationalize service delivery needs against the City's long-term GI growth goals defined in the RCS, and the associated changes that the City would need to make to progress toward these future states. GHD also proposed 4 potential GI governance models that could be appropriate for the City, balancing leadership and accountability. Through discussions with the GII Branch leadership team, one governance model was selected, and the GHD team prepared final recommendations to move towards implementing that governance model. Finally, life-cycle cost projections were prepared, forecasting when more significant costs should be anticipated (such as those associated with necessary O&M or rehabilitation activities) over the lifecycle of current and future assets, allowing for sustainable long-term planning. Conclusions Green infrastructure asset management is an emerging practice within the discipline of asset management. GI assets are not yet included in asset management programs and plans as standard practice, and the ongoing management of assets over their full lifecycle, including responsibility for operations and maintenance, is often not considered when assets are constructed. The outcomes of the work that GHD undertook on behalf of the City of Vancouver will provide valuable lessons and examples for other municipalities and utilities as they increasingly look to GI assets to deliver important climate resilience and stormwater management benefits. Investments in infrastructure are long-term decisions-making the right choices today ensures that we are setting the stage for future generations to continue to have healthy, resilient, thriving communities. Well designed, well managed, well funded GI can help us create liveable communities today, and also to create the kind of future that we want.