WINTER 2014/15
NC AWWA-WEA
3725 National Drive, Suite 217
Raleigh, NC 27612
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3725 National Drive, Suite 217
Raleigh, NC 27612
Phone: 919-784-9030
Fax: 919-784-9032
Executive Director: LINDSAY ROBERTS lroberts@ncsafewater.org
Focus Areas: Board of Trustees, Legal & Regulatory Issues,
Conference Planning, Policy Development,
Budget & Finance Administration
Educational Events Manager:
CATRICE R. JONES cjones@ncsafewater.org
Focus Areas: Seminars, Schools and Conferences
Membership Services Manager:
NICOLE BANKS nbanks@ncsafewater.org
Focus Areas: NC Currents Submissions,
Web Site Information (submissions, updates, etc.), eNews Submissions, Sponsorships, eLearning and Membership
Financial Assistant: MARIANNE KESER mkeser@ncsafewater.org
Focus Areas: Professional Wastewater Operators Committee,
Exhibits, Financial Data Entry and Reports, Job Ads,
Sponsorships
Training Coordinator: SONYA MCLAMB smclamb@ncsafewater.org
Focus Areas: Provides support for training events and schools
External Affairs Coordinator: ERIN MALLIS
Focus Areas: Awards, Public Education Committee,
Water For People Committee, Membership Support
NC Currents is the official publication of the
NC AWWA-WEA. Members and non-members, individuals and committees are encouraged to submit content for the magazine. If you would like to submit an article to be considered for publication in NC Currents , please email it to nbanks@ncsafewater.org.
Submission Deadline:
Spring 2015 - January 5, 2015
Summer 2015 - April 6, 2015
Fall 2015 - July 6, 2015
Winter 2015/16 - October 5, 2015
NC Currents is produced by the Communication
Committee. Chair: Sherri Moore - City of Concord,
Vice Chair: Mike Shelton - Kimley-Horn Associates,
Editorial Subcommittee: Tom Bach, City of Concord;
Marianna Boucher, McKim & Creed; Shameka Collins,
City of Greensboro; Jonathan Ham, Town of Garner;
Steve Hilderhoff, GHD; Marco Menendez, McAdams;
Sherri Moore, City of Concord; Marie Schmader, STV;
Mike Shelton, Kimley-Horn; Sila Vlachou, Stanly County,
Winter 2014/15 Theme Leaders: Marco Menendez,
McAdams; Bridget Welton, Dewberry; Kelly Boone,
CDM Smith; Steve Hilderhoff, GHD
NC Currents is published by
Tel: 866-985-9780
Fax: 866-985-9799 www.kelmanonline.com
Managing Editor: Christine Hanlon
Design/layout: Kiersten Drysdale
Sales Manager: Al Whalen
Advertising Coordinator: Stefanie Hagidiakow
All rights reserved. The contents of this publication may not be reproduced in whole or in part without the express consent of the publisher.
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© 2014 CH2M HILL
Raleigh 919.875.4311
Charlotte 704.544.4040
www.
ch2mhill.com facebook.com/ch2mhill

Message from the Chair
I t is with great pleasure that I write my first Chair’s Message for NC Currents .
It is customary for me tell you a little about myself in this first article, so here goes.
I am 45 years old, and I have been married to my lovely wife Caroline for 15 years. We have three incredible children, Max (nine),
Chloe (seven), and Lily (two). Since 2001,
I have worked as a consulting engineer for
Hazen and Sawyer out of their Raleigh office on a variety of both water and wastewater related projects with some truly visionary clients and consultants alike, all of whom share the same passion for protecting one of our most precious resources – water.
I have had several hobbies over the years; however, my favorite by far is sailing.
I was introduced to sailing at the age of 10 by my Dad and his best friend Parker, the preacher at our church. I think I love sailing because I have found that almost anytime you put a boat in the water it turns into an adventure. It was 35 years ago that Parker talked Dad into buying a small French sailboat called a Zef. Straightaway Dad and
I named her the Jeni-Marie after my late sister, and launched her into Lake Norman.
We weren’t quite sure what we were doing, and it was a windy day. We had decided to sail with only the jib (which, for those unfamiliar with sailing, is the sail in front of the mast) because it was smaller and less powerful than the main sail, and one sail seemed easier to manage than two.
The wind did not turn out to be our big problem that day. Instead, it was the plugs.
The Zef has two plugs in the hull to keep water out when you are sailing, but allow you to drain it when it is on the trailer. In case you had not yet guessed, it is difficult to get where you want in a sailboat if it is full of water. This was the first of many lessons and adventures we had on the
Zef (a second lesson learned on day one: it is difficult to sail upwind with only the jib). Over time, our sailing skills improved, and I even learned to sail her on my own
(with both sails). Eventually Dad and I outgrew the Zef, so we got a bigger boat by combining our resources with Parker, a MacGregor, which we named the ‘Heart and Soul.’ A final sailing lesson for those of you I may meet in person: unless you have a few hours, it is probably best not to get me started on sailing stories.
One key to a successful sailing trip is knowing your equipment. Once you know your equipment and can successfully sail your boat in the lake, then you may be ready, willing, and anxious to take on the ocean. Once in the ocean, the first thing you need to remember is the Fisherman’s
Prayer: “Dear God be good to me for the sea is so wide, and my boat is so small.”
You also need to do some careful planning to ensure your boat and crew are seaworthy, and you have the resources at hand to handle whatever Mother Nature throws at you. It is also a good idea to check the
National Oceanic and Atmospheric Administration (NOAA) weather forecast before setting sail.
This is not unlike the careful planning our Association embarked upon several years ago as we developed our strategic plan. The Board of Trustees adopted the strategic plan in May of 2013, under the fearless leadership of Jackie Jarrell. Jackie turned the helm over to Mike Osborne in
November 2013, and under Mike’s leadership, we have continued to make headway achieving the goals of our strategic plan, despite some pretty significant headwinds and some choppy seas. Mike has now turned the helm over to me, and by my assessment, all we need to do at the moment is trim the sails and nose up a bit before tacking our ship again.
On a sailboat, if you want things to go smoothly, you need to educate your crew and provide clear and timely instructions before you yell “tacking” and throw the tiller. So let’s take a moment and review our mission, vision, and the four goals of our strategic plan.
Our mission statement:
NC AWWA-WEA is dedicated to providing water education, training and, leadership to protect public health and the environment.
Our vision: NC AWWA-WEA: THE leading educational resource for safe water in NC.
Our four goals are as follows:
Our Training and Education Goal
(Goal #1)
The educational services market has changed significantly over the past several years; it has grown significantly, and technological advancements have www.ncsafewater.org
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Message from the Chair increased options for delivery of services
(i.e., web-based classes). While the growth in the market has helped us grow into a milliondollar-a-year organization, it has brought with it healthy competition. In addition, the technological advancements in education delivery have changed the way we will need to operate to remain competitive in the future.
Over the past year, we have focused on developing ‘Alternative Delivery’ methods for training and education to meet the objectives of our Training and Education
Goal (Goal #1) and meet the needs of our customers. We are transitioning from providing numerous seminars at various locations throughout the year, to an
‘Institute’ format. Under the Institute format, we will work directly with utilities to develop a curriculum that meets their needs for their employees, and then provide the training at their facility. We currently have eight requests for ‘Institute’ training for 2015.
This is a new format, so the focus this year will be to develop the curricula and ensure we have qualified instructors at each event.
In addition, we are continuing to develop and expand our e-Learning curriculum. Ideally we will eventually have a library of e-Learning classes available that will provide high quality training to professionals who are unable to attend our training events in person.
Our Professional Development Goal
(Goal #2)
We have made tremendous progress advancing the objectives of our Professional Development goal with our GROW
(Growing Relationships and Opportunities through Water Resources) events, which we will continue to host at various locations throughout the state in 2015. Our Spring
Conference will move to Asheville in 2016, making it easier for professionals from the western side of the state to attend. I am excited to say we will be rolling out the
Collections and Distributions track of our
Career Ladder program later this year. The
Career Ladder Task Force will continue to assist with development of the remaining tracks while our Technical Program Council and Schools Council committees work diligently to develop the program curricula.
I see the Career Ladder Program one day being the spinnaker on our downwind leg.
Our Volunteer Engagement Goal
(Goal #3)
With the advent of our council structure we have seen a lot of change in how our committees and volunteers engage with each other and engage with the board.
We have also made significant strides in improving our awards program to make sure our volunteers and members receive the recognition they deserve. The board has authorized a task force, which will be led by Barry Gullet and Crystal Broadbent to explore the development of a mentoring program that we hope to roll out at the Annual Conference in 2015 Raleigh.
Our Membership Goal (Goal #4)
Our members are the keel of our ship, without which we cannot point into the wind and we are highly likely to capsize.
Our membership committee, headed by
Kelly Boone in 2014, and now Jana Stewart in 2015, has been working extremely hard to keep our ship righted, and advance our membership objectives of increasing membership, membership diversity, and membership satisfaction. Most of this work goes on behind the scenes, but you will soon begin to recognize a new marketing campaign format in our brochures. We also hope you will notice the new way we strive to interact with you as laid out in our retention and engagement plans. In 2015, we will continue to hone our marketing efforts and seek to add more diversity to our membership, which will be aided by our new database, mentoring program, and
Career Ladder Program.
In sailing, after you tack, you usually fall off the wind just a bit to allow the boat to ‘power up’ before you can point a little closer to the wind and maximize your speed. As the boat powers up, it heels over. Heeling can make some folks uncomfortable, but it makes me grin. We are on an excellent tack, so settle in and enjoy this issue of NC Currents , which focuses on
Alternative Delivery Methods.
8 NC Currents Winter 2014/15
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Message from the Chair
Goal #1: Training and Continuing
Education
The Association will provide high-quality, affordable training and continuing education that is convenient and of practical value to users.
Objectives:
1. Utilize the highest quality expertise in developing and delivering selected training.
2. Improve the cost effectiveness of the various training delivery methods.
3. Increase the number of attendees to all training events.
exchange, and peer collaboration to enhance participation in the water industry profession.
Objectives:
1. Expand networking opportunities at face-to-face events.
2. Enhance online information exchange and peer collaboration.
3. Enhance career development to benefit both employees and employers.
Goal #3: Volunteer Engagement
The Association will provide appropriate and meaningful opportunities for volunteers.
Goal #2: Professional Development
The Association will improve networking opportunities, relevant information
Objectives:
1. Provide an appropriate array of opportunities and activities.
2. Expand volunteer opportunities to the different industry segments.
3. Explore meaningful forms of recognition for volunteer engagement.
4. Enhance the connectivity between volunteer activities and Association mission/vision statement.
Goal #4: Membership
The Association will be a growing and diverse organization that will provide valuable benefits to our participants.
Objectives:
1. Increase the number of members.
2. Increase the diversity of the membership.
3. Improve member satisfaction.
HDPE
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1-800-353-3747 • www.leesupply.com
www.ncsafewater.org
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Executive Director’s Report
T rees are the distinguishing feature of life in North Carolina. After a lifetime spent in various places with
Mediterranean climates – places where big deciduous trees do not grow, places like
Johannesburg, South Africa; Melbourne,
Australia; and the San Francisco Bay Area,
I have embraced life in Raleigh, the City of
Oaks, and the most beautiful place I have ever lived.
Living in a place that offers a broadleafed canopy has changed my life for the better in many ways, and, as we consider the theme of this issue of NC Currents ,
‘Alternate Delivery Methods,’ I would like to share some reflections on the lessons to be learned from living among trees.
The tallest layer of trees is 100 to 200 feet tall – oaks and maples. With ancient roots holding soil together, decreasing runoff from stormwater, reducing silt and erosion in waterways, trees are a haven for countless species, providing shade and food. If the forest were an association, these trees would be the founding leaders, the builders, and the shapers for the generations to come. Trees, like leaders, add value to our lives in subtle ways and create a nurturing framework for sustainability. They enhance quality of life.
Below the uppermost layer in the forest are trees that thrive in the shade of the taller ones. They are leaders in waiting, adding their own value through their canopy, their leaves adding nutrients to the soil below, nurturing the saplings that form the third, younger layer – the Gen Y, or maybe millennials – the hope of the future.
And finally, there is the brush and scrub in the fourth layer. These will not grow into trees or future 200-foot leaders. Rooted in the midst of a thick carpet of nutrient-rich leaves, lively with activity from squirrels, birds, insects, and small reptiles, they contribute their own vital element to the total program.
Together, the layers comprise a forest, creating a sanctuary of nature in the midst of a vibrant capital city; offering a balm to restore peace of mind and protect the health and well-being of all who access the leafy trails that wind through the urban forest.
This forest metaphor is not so different from
NC AWWA-WEA, an association where weary professionals can recharge their batteries, drink from the well of knowledge, and gain or sharpen skills that enable their next step on the career ladder.
The US Department of Agriculture says that the cooling effect of one young, healthy tree is equivalent to 10 room-size air conditioners operating 20 hours a day, and the Council of Tree and Landscape Appraisers says that the value of a mature tree can range from $1,000 - $10,000. Likewise, NC
AWWA-WEA, takes the heat out of the hunt for training resources, offering an efficient and cost-saving path directly to necessary skills. www.ncsafewater.org
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Executive Director’s Report
This is accomplished through the development of Need to Know criteria and curricula that offers training to meet skill-requirements, and through the development of relationships with best-in-the-industry instructors who are willing to offer this training. As for value added, a certification gained for each grade level can increase salaries 7 – 10% and can transform a job into a career.
Part of what’s wonderful about the Raleigh urban forest is that it transforms seasonally, offering something wonderful and different every three or four months. Pale and delicate greens of dogwoods, spring oak and red buds morph into the dark, heavy shades of summer green, alive with the hum of insects, bedecked with the flash of cardinal reds and eastern jay blues; falling in turn into a glory of coppers, golds and nut browns; and culminating in the leafless, exposed geometry of trunk and branch. Take a look at the four annual training catalogs NC
AWWA-WEA produces, and you will find that something wonderful comes in each season!
Our Association offers all the same richness of these beloved trees – glorious diversity, the security of peers who will nurture and protect; the example of leadership; enhanced quality of life; increased value – and above all, the vibrancy of ever-changing training options.
You are about to hear a great deal of talk about ways in which NC AWWA-WEA is shifting its training model to better align with your training needs, expand your professional options, and increase the value you receive from your membership in NC AWWA-WEA – or, if you don’t choose to be a member, but choose to remain a customer, from your selection of our education and training offerings.
We have made a big investment in listening to utility directors, training staff at utilities, supervisors, and to you and your peers. We have asked, and you have responded, that the one-size-fits-all training menu no longer fits your needs. You have told us that customfit is what you want and need. We are committed to delivering that change to you, no matter which level you currently occupy in our professional forest, and we are committed to delivering it with a continued guarantee of the best quality training in the industry. We will still offer seminars covering breaking news on hot topics, but we are going to begin bringing our new customized, on-demand training to utilities across the state through our new
Institute program. Institutes will offer six hours of training tailored to the host utility’s specifications and will cover multiple topics qualifying for water and wastewater CEUs.
Still in development, with more details expected soon, are the Career Ladders – training tied to the rungs of the ladder that lead you from the scrub and brush of your career, over the saplings, and up to the tall trees of leadership.
We are pledging to deliver the best quality and the best values in training. Other forests – even less diverse ones, perhaps all evergreens – have their appeal too, just as another organization’s training might.
But evergreens will not give you the variety or the transformation in knowledge, skills, opportunity and career growth that we will.
Exciting times are coming at NC AWWA-
WEA. We are setting the bar high – but you are worth it. See you on the trail!
12 NC Currents Winter 2014/15
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Rehabilitation
CMT_fullpg_NCCrnts-wntr2015.indd 1 10/22/14 3:01 PM

By Catrice R. Jones, CAE, NC AWWA-WEA Educational Events Manager
I t’s not WHAT you say. It’s HOW you say it.” I can remember rolling my eyes as my mom recited these words to me as I was growing up. To the young, know-it-all version of myself, these words meant nothing. It wasn’t until I started experiencing the world on my own that I truly understood their vast meaning and how they apply to many aspects of life – personal and professional.
On a personal note, I take a little of this message with me as I go into the world every day. Although I am far from perfect,
I strive to frame the things I say and do in a way that is respectful to other people. Even if I have criticisms to share or must have a difficult conversation with someone, I try to think of how the other person may feel and find the best method to get my point across without being disrespectful.
On a professional note, I can relate the saying to many of the changes and transitions that NC AWWA-WEA is undergoing. As an association, we take pride in the hard work of our volunteers and depend upon their continued dedication that has allowed us to be “THE leading educational resource for safe water in NC.” Their expertise has allowed NC
AWWA-WEA to consistently provide high quality training for water and wastewater professionals. In essence, ‘WHAT’ we say has proven to be a valuable resource due mainly to their unwavering dedication.
However, as we look to grow and keep up with the changing demands of the industry and the world, ‘how’ we say it is where we are making adjustments. After getting feedback from various industry leaders and professionals, we have learned that our traditional method of delivering training may not be the most effective anymore. You have told us you want to be more involved in the selections of topics, locations, and times. As a result, we are changing gears from our traditional one-day seminars to our new Institute program. These trainings will still offer six hours of continuing education but will allow the hosting organization to be more instrumental in deciding what training their employees receive. To take things a step further, we are in the development stages of our first Career Ladder.
As 2015 begins, ‘what’ you hear from
NC AWWA-WEA will continue to be of high-quality and relevance. However, in order to keep up with the changing needs of our constituents, we are evolving ‘how’ we say it. As we go down these various paths, we will seek your feedback to ensure that we keep our fingers on the pulse of your current needs!
For more information on scheduling an Institute, contact Erika Bailey at erika.bailey@hdrinc.com
.
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At Calgon Carbon, we make your job a little bit easier. We have developed a variety of affordable treatment options — from activated carbon to ion exchange systems — for communities of any size and operating budget. Additionally, we provide expert service, technical support and training at no extra cost.
To find out how Calgon Carbon can help you protect what’s most important, contact us today.
1.800.422.7266 www.calgoncarbon.com Pure Water. Clean Air. Better World.
14 NC Currents Winter 2014/15
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Below is the final list of the courses offered in 2014 thus far and attendance numbers as of October 28, 2014.
Visit our website ( www.ncsafewater.org
) for the most up-to-date information on future events or call the office at (919) 784-9030.
2014 DATE
February 19
March 10 - 14
April 6 - 8
April 15
April 24
April 28 - May 2
April 29 - May 2
June 3
June 5
June 17
June 24
June 26
July 17
EVENT
Communicating Your Utility’s Financial Position to Your Board and Customers
LOCATION
City of Greensboro Operations
Center – Greensboro, NC
Eastern Collection and Distribution School
NC AWWA-WEA Spring Conference
NCSU McKimmon Center –
Raleigh, NC
Wilmington Convention Center –
Wilmington, NC
Sustainable Practices in Water and Wastewater UNC Charlotte
GROW – Leadership in the Utility Industry
Eastern Biological Wastewater Operators School
Physical/Chemical Wastewater Operators School
Meeting Tomorrow’s Utility Challenges Today
Topics for Utility Operations
Enhanced Biological Nutrient Removal –
Operations and Optimization
Planning Ahead for Future
Wastewater Treatment Regulator Requirements
GROW – Highland Brewery Tour
Lessons for Water and Wastewater Utilities from Recent Incidents in NC and Elsewhere
Charlotte-Mecklenburg
Utility Department - Charlotte, NC
NCSU McKimmon Center –
Raleigh, NC
NCSU McKimmon Center –
Raleigh, NC
Membership Committee
Wastewater Schools Committee
Wastewater Schools Committee
Neuse River WWTP – Raleigh, NC
City of Eden – Eden, NC
Seminars and Workshops
Committee
Seminars and Workshops
Committee
City of High Point – High Point, NC
Neuse River WWTP – Raleigh, NC
Seminars and Workshops
Committee
Seminars and Workshops
Committee
Highland Brewery – Asheville, NC Membership Committee
Neuse River WWTP – Raleigh, NC
COMMITTEE
Finance & Management Committee
Collection and Distribution Schools
Committee
Spring Conference Committee
Sustainability Committee
Risk Management Committee
July 15 - 18 Western Maintenance Technologist School
Foothills Higher Education Center –
Morganton, NC
Plant Operations & Maintenance
Committee
July 15-19 Wastewater Operators School
# ATTENDED
28
554
407
36
38
153
67
92
39
41
37
33
19
63
118
July 31
August 4 - 8
August 19
August 21
September 4
September 9 Advanced Topics in Wastewater Operations
September 15 - 18 Eastern Maintenance Technologist School
October 13-17
October 22
October 23
Drinking Water Rules and Regulations
Western Collection/Distribution School
Microscopic Examination for Wastewater –
Techniques and Interpretation
Addressing Operational Challenges
Through SCADA
Resource Recovery and Reuse
Coastal Collection/Distribution School
Emerging Issues in Emergency Preparedness,
Safety and Risk Management
GROW – How to Network Efficiently
WWTP Optimization and Troubleshooting December 3
December 9
Contemporary Topics in
Water/Wastewater Construction
• Registration as of 10/28/14
NCSU McKimmon Center –
Raleigh, NC
Foothills Higher Education Center –
Morganton, NC
Seminars and Workshops
Committee
Collection and Distribution Schools
Committee
NC State University Seminars & Workshops Committee
Greensboro Water Resources –
Greensboro, NC
Automation Committee
Bryan Park – Browns Summit, NC
Kruger Inc – Cary, NC
Reuse, Resource and Recovery
Committee
Wastewater Schools Committee
Neuse River WWTP – Raleigh, NC
Carteret Community College –
Morehead City, NC
Greensboro Coliseum –
Greensboro, NC
Plant Operations and Maintenance
Committee
Collection and Distributions Schools
Committee
Risk Management Committee
Brueprint Brewing Co – Apex, NC Membership Committee
Bladen Bluffs Regional Surface
WTP – Tar Heel, NC
Industrial Committee
Hilton – Greenville, NC Seminars & Workshops Committee
74
505
22
43
32
27
106
390
66
41
7
32 www.ncsafewater.org
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CHAIR, Chris Belk, PE
Hazen & Sawyer, P.C.
Phone: (919) 755-8637 cbelk@hazenandsawyer.com
CHAIR ELECT, Julie Hellmann, PE
Hach Company jhellman@hach.com
VICE CHAIR, Angela Lee
Charlotte-Mecklenburg
Utility Department
Phone: (704) 336-5911 alee@charlottenc.gov
PAST CHAIR, Mike Osborne, PE
McKim & Creed
Phone: (704) 841-2588 mosborne@mckimcreed.com
SECRETARY, George Simon, PE
McKim & Creed
Phone: (704) 841-2588 gsimon@mckimcreed.com
TREASURER, Ray Cox, PE
Highfill Infrastructure Engineering
Phone: (910) 313-1516 rcox@hiepc.com
WEF DELEGATE, Barry Gullet, PE
Charlotte Mecklenburg Utility Dept.
Phone: (704) 336-4962 bgullet@charlottenc.gov
WEF DELEGATE, Richard Tsang, PhD, PE, BCEE
CDM Smith
Phone: (919) 325-3500 tsangkr@cdmsmith.com
WEF DELEGATE-ELECT, TJ Lynch
City of Raleigh
Phone: (919) 996-2316 tj.lynch@raleighnc.gov
AWWA DIRECTOR, Steve Shoaf, MSPH
City of Asheville
Phone: (828) 259-5955 sshoaf@ashevillenc.gov
TRUSTEE, Lori Brogden
Schnabel Engineering
Phone: (336) 274-9456 lbrogden@schnabel-eng.com
TRUSTEE, Jonathan Lapsley, PE
CDM Smith
Phone: (704) 342-4546 lapsleyjs@cdmsmith.com
AWWA DIRECTOR-ELECT, Brian Tripp
W.K. Dickson & Co., Inc.
Phone: (704) 334-5348 btripp@wkdickson.com
TRUSTEE, Ron Hargrove, PE
City of Winston-Salem
Phone: (336) 747-7312 ronh@cityofws.org
TRUSTEE, Ryan LeBlanc, PE
HDR
Phone: (704) 338-6748 ryan.leblanc@hdrinc.com
PROF WASTEWATER OPS REP, Greg Morgan
Union County
Phone: (704) 507-0372 gregmorgan@co.union.nc.us
PROF WATER OPS REP, Mark Wessel
City of Raleigh – Resource Recovery Division
Phone: (919) 996-3723 mark.wessel@raleighnc.gov
EXECUTIVE DIRECTOR, Lindsay Roberts, CAE
NC AWWA-WEA
Phone: (919) 784-3050 lroberts@ncsafewater.org
16 NC Currents Winter 2014/15
Tel. +1 800 879 6353 us.info@kemira.com
www.kemira.com
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The following actions were taken during this meeting:
1. Strategic Governance – discussion of the following:
• Data Dashboard and Strategic Plan status reports
• Membership Engagement Report
• Increased level of participation in work plan, budget and succession planning submittals from committees. Increase is attributable to council structure, which enhances communication, and boardcommittee workshop discussion.
• Open Forum – o Engaging and increasing participation by YPs:
 National consensus that no special seats should be carved out for YPs on board. Instead, YPs should be engaged in mainstream activities of the Section/MA.
 Possible willingness by 5-S and/or
Membership to take on mentorship program for YPs.
 Find special projects that would engage YPs, such as use of drones to video exhibit hall or operations challenge; provide training on set-up and use of Twitter; or how to enhance PowerPoint Presentations
 Barry Gullet volunteered to develop an outline for mentorship o Other topics:
 Open forum will be included at future board meetings if the agenda permits, as an opportunity for informal board discussion on governance topics not yet actionable.
 Water For People and Endowment philanthropic activity – how are other Sections/MAs funding?
Follow up will be done with Indiana
Section, which is the highest fundraiser of all Sections. Agreed to invite Endowment and Water For
People chairs to meet, possibly at the Annual Conference, to discuss ways to better support both philanthropic efforts.
 Community Engineering Corp. –
AWWA will partner with the
Association of Consulting
Engineering Companies (ACEC) and
Engineers Without Borders and will identify participants and projects.
 Spring Conference – Hands-on training that meets utility needs will allow exhibitors to remain involved although no exhibit will be held at
Spring Conference.
 Separate event for the Endowment
– dinner and a speaker, perhaps in a location like Cary, with a silent auction at the event.
 Need to track what competitor organizations are doing. NC
Waterworks Operators Association
(NCWOA) now offers lab analyst certification in water and wastewater.
currently, there are 114 AWWA utility members and 5 WEF. We must find a way to sell membership in both national organizations.
2. Action Items:
• Approved WEF and State Level
Association Membership (SLAM) dues at $50 for 2015.
• Ratified E-Vote of June 26, 2014, to provide, but not to exceed, the sum of
$7,283.66 for the Operations Challenge
Safety Platform. Contract was subsequently approved for $4,138.88 for two events.
• Approved nomination of Darlene
Barnwell, employee of Asheville, for
AWWA Heroism Award for saving a child being attacked by dogs.
• Authorized $5,000 per year for two years, as payment to California Water
Environment Association (CWEA) for a license to use intellectual property –
Grade IV maintenance technologists’ exam. Staff to develop contract for approval by CWEA and NC AWWA-
WEA boards.
• Nominated Joe Stowe Jr. to the AWWA
Water Industry Hall of Fame.
3. Chair’s Report:
• Career Ladders – Praise for task force members. Scope of program has been developed to deliver to utilities what they want in order to meet the job requirements. Reciprocity for training provided by others will need to be determined based on Need to
Know criteria and objective standards.
• Institute Program – Utilities have been invited to sign up to have training delivered through the new Institute
Program to their workers on site.
• GROW – New program is doing well.
Event in Greensboro in August, and in
October in Raleigh.
• Branding Work Group – Julie
Hellmann is chairing the Branding Work
Group to study survey results and present recommendation to board in
September. A waiver will be required from AWWA for the NC AWWA-WEA logo and brand, as AWWA is seeking conformity between all Sections and
AWWA for a “One AWWA” look and feel.
4. Executive Director’s Report:
• Office moves on September 2 into slightly larger space across the hall.
No change of address required.
• AMS Software Update – Staff will meet and interview three association management software proposers and will make a final recommendation at the
September board meeting.
• Copyrighting of Materials for
Schools – Staff will consult with legal counsel about copyrighting materials used for the schools.
• Membership Report – Was provided and reviewed by the board.
5. Consent Calendar – approved the following:
• Minutes of the Board meeting of
May 15, 2014.
• Treasurer’s Report reflecting total assets as of June 30, 2014 of
$1,237,050.27 with $1,217,592.57 in checking/savings, of which $325,816.01 is endowment funds. The balance of unrestricted net assets (Checking minus
Endowment) is $891,776.56
• Committee Reports – as provided to secretary George Simon through
July 15, 2014.
• WEF Report – Eileen O’Neill has been appointed the Executive Director of WEF. www.ncsafewater.org
17
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She will attend the NC AWWA-WEA
Annual Conference as the visiting officer.
• AWWA Report – o NC Award winners at ACE:
Phil Singer, recipient of the Abel
Wolman Award; Terry Rolan,
Distinguished Service; and Mark
Krouse, Section Education Award.
They will also be recognized in the
Annual Conference Award Program.
o AWWA is building a scholarship program of its own. Steve Shoaf and
George Raftelis have served on the task force.
o WRDA was signed into law with water infrastructure financing as a component. Prohibits use of tax exempt bonds as match for Water
Infrastructure Finance and Innovation
Authority (WIFIA) projects, and WIFIA is limited to 51% of funding for projects.
Utilities must find the other 49% to make the project financially viable.
o AWWA has launched an India initiative, opening an India office.
6. Next Meeting: September 18, 2014, in Charlotte.
The following actions were taken during this meeting:
1. Strategic Governance – discussion of the following:
• Dashboard and Strategic Plan status Reports
• Branding Work Group –
Presentation of results of review of possible change to the name-brandlogo. This included a survey of members and customers. There is strong support for retention of existing logo, and need to educate about relationship with both national organizations. Consistency in brand use on all materials is also important.
• Budget Draft for 2015 Fiscal Year –
All Committee budget requests received were met without change except for an increase in projected income for Communications of
$5,000 – based on 2013 actual income for job ads and NC Currents ads.
FY 2015 administrative budget is 16% higher than 2014 as growth of programs required an additional staff person and increased rent. Total projections for
FY 2015 is income of $1,281,797 and expenses of $1,280,905 and reserves of $683,863, which complies with reserve policy at 53% of expenses, following purchase of new association management software to be funded from reserves. Approval of FY 2015 budget be at November 16, 2014 board meeting.
• Mentoring Outline (Barry Gullet) –
Approved establishment of a task force to be chaired by Crystal Broadbent to develop a leadership mentoring program as an inclusive way to encourage people to take on leadership roles in the association.
• Open Discussion – value and benefit of requiring papers to be submitted by presenters at Annual
Conference.
2. Action Items:
• Authorized use of reserve funds for purchase of YourMembership association management software for a not-to-exceed price of $67,495.
• Approved Nominations for AWWA
National Awards as follows –
 Alan Rimer for Distinguished
Service Award
 Lindsay Roberts for Jack
Hoffbuhr Award
 Pam Moss for Diversity Award
 High Point City Lake Dam for
American/Canadian/Mexican Water
Landmark Award
 Mark Krouse for Meritorious
Operator Award
• Ratified board e-vote of August
25 in support of NC AWWA-WEA participation in a pilot AWWA
Philanthropy Study.
• Approved the Sponsorship Plan for
FY 2015.
• Approved the amendment of the
Sponsorship Policy.
• Approved $5,000 appropriation from reserves as ‘match’ for Endowment fundraising, contingent on Endowment
Committee raising $5,000 of new funds.
• Authorized a Money Market account at Regions Bank for transfer of AWWA checking account funds above the
FDIC insurance limit of $250,000.
3. Chair’s Report:
• Career Ladders –
Regarding the
A work plan has been developed for the implementation of the new program; training is scheduled for rollout in July for the
Collection Distribution School.
• Institute Program – City of
Raleigh; City of Winston-Salem; Two
Rivers; Concord and WSACC have expressed interested in scheduling for 2015.
4. Executive Director’s Report:
• NC AWWA-WEA office has moved across the hall. Address remains the same.
• Annual Conference Chair’s Agenda was distributed.
• Membership Report – Was provided and reviewed by the Board.
5. Consent Calendar – approved the following:
• Minutes of the Board meeting of
August 1, 2014.
• Treasurer’s Report reflecting total assets as of August 31, 2014 of
$1,294,297.70 with $1,271,735.53 in checking/savings, of which
$333,967.29 is endowment funds.
The balance of unrestricted net assets (Checking minus Endowment) is $937,768.24
• Committee Reports – as provided to George Simon through
September 7, 2014.
• WEF Report – Jackie Jarrell will be installed as a Trustee on the WEF
Board at WEFTEC.
• AWWA Report – Mike Simpson will be the AWWA Visiting Officer at the
Annual Conference.
6. Next meeting: November 16, 2014, in Winston Salem.
18 NC Currents Winter 2014/15
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NC Currents.indd 1 10/10/12 7:21 AM

2015 Committee Chairs and Board Liaisons
For more committee information visit individual
committee web pages on www.ncsafewater.org.
COUNCIL CHAIR: Chuck Shue
AC Local Arrangements Adrianne Elder
2015 Spring Conference Christene Mitchell
Exhibits Jim Anderson
Sponsorship Julie Taylor
Awards Committee Steve Shoaf
Nominating Jackie Jarrell
McKim & Creed
McKim & Creed
HDR
Daparak
Arcadis
City of Asheville
(704) 841-2588
(919) 233-8091
(757) 222-1540
(704) 323-7031
(336) 292-2271
(828) 259-5955
Charlotte-Mecklenburg (704) 391-5181
Utility Department cshue@mckimcreed.com
aelder@mckimcreed.com
christene.mitchell@hdrinc.com
janderson@daparak.com
julie.taylor@arcadis-us.com
s shoaf@ashevillenc.gov
jjarrell@charlottenc.gov
COUNCIL CHAIR: Leslie Jones
Communication Sherri Moore
Constitution & Bylaws Chuck Willis
Endowment Carlos Norris
Membership Jana Stewart
Public Education Maggie Pierce
Water For People Nick Dierkes
Young Professionals Derek Dussek
GHD
City of Concord
Willis Engineers
Crowder
Arcadis
Hazen and Sawyer
Brown and Caldwell
HDR
(704) 342-4915
(704) 920-5415
(704) 338-4668
(919) 367-2000
(336) 292-2271
(919) 863-9259
(70) 445-1491
(919) 232-6603 leslie.jones@ghd.com moore@concordnc.gov
chuck@willisengineers.com
cnorris@crowdercc.com
jana.stewart@arcadis-us.com
mpierce@hazenandsawyer.com
ndierkes@brwncald.com
derek.dussek@hdrinc.com
COUNCIL CHAIR: Betsy Drake eLearning Task Force Betsy Drake
SC Program Ben Kearns
AC Program To be announced
Seminars and Workshops Erika Bailey
Town of Cary
Town of Cary
CFPUA
HDR
(919) 481-5093
(919) 481-5093
(910) 398-4311
(919) 785-1118 betsy.drake@townofcary.org
betsy.drake@townofcary.org
ben.kearns@cfpua.org
erika.bailey@hdrinc.com
20 NC Currents Winter 2014/15
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SEMINARS AND WORKSHOPS COMMITTEES:
Automation Greg Czerniejewski CDM Smith
Collection & Distribution Systems Barbara Moranta CDM Smith
Industrial
Resource Recovery and Reuse
Katie Jones Dewberry
Co-Committee Chairs Jean Creech
Marla Dalton
Risk Management Barry Parsons
(919) 325-3500
(919) 325-3500
(919) 424-3723
Charlotte-Mecklenburg (704) 336-3588
Utility Department
City of Raleigh
City of Greensboro
(919) 996-3700
(336) 373-7643 czerniejewskiga@cdmsmith.com
morantaba@cdmsmith.com
kljones@dewberry.com
jgcreech@charlottenc.gov marla.dalton@raleighnc.gov
barry.parsons@greensboro-nc.gov
Regulatory Affairs To be announced
Sustainability Jacob Vandenbosch McKim & Creed
Utility Management
Co-Committee Chairs Joe Stowe
Jackie Jarrell
Utility Department
(704) 575-0762
Charlotte-Mecklenburg (704) 391-5181 jvandenbosch@mckimcreed.com
jstowjr@gmail.com
jjarrell@charlottenc.gov
COUNCIL CHAIR: Steve Drew
Wastewater Operators Schools Billy Allen
Collection & Distribution Schools Troy Perkins
Wastewater Laboratory Analyst Schools Debra Collins
Plant Operations & Maintenance Schools Dell Harney
Professional Wastewater Operators Michael Wiseman
Wastewater Board of
Education & Examiners David Wagoner
Water Board of Education & Examiners Daniel Williams
City of Greensboro (336) 373-7893 steve.drew@greensboro-nc.gov
Charlotte-Mecklenburg (704) 553-2124 x222, ballen@charlottenc.gov
Utility Department
Greenville Utilities
(704) 400-7322
(252) 551-3301 perkintm@guc.com
Commission
City of Wilson
City of Greensboro
City of Asheboro
(252) 399-2494
(336) 373-7900
(336) 672-0892 dhcollins@wilsonnc.org
dell.harney@cigreensboro.nc.us
mwiseman@ci.asheboro.nc.us
CDM Smith (704) 302-3301
(252) 726-6853 wagonerdl@cdmsmith.com
mcwater@bizec.rr.com
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www.ncsafewater.org
21

The first time Courtney Driver served on the Local Arrangements Committee was in 2010 when the Conference was in Winston-Salem. That year, she was involved with the Host Welcoming Sub-Committee, ensuring the visitors’ booth was set up and staffed, coordinating certain items for the opening session such as the Mayor’s welcoming speech and flag presentation, lining up invocations for each meal and opening session, arranging for gift baskets for the visiting officers, and taking care of a host of other items to help prepare for the conference. “Since then, we’ve broken out the committees, so there are fewer responsibilities for one person,” says Driver, deputy director of Winston-Salem/Forsyth
County Utilities and the 2014 chair of the
Local Arrangements Committee (LAC) for the Annual Conference, which was, once again, held in her city.
The LAC now counts 17 sub-committees, the latest addition, responsible for coordinating the Exhibitor Demonstrations, which were added in 2013. “It’s a great way to attract people to the exhibit booths,” says Driver. “Plus, participants can get CEUs.”
A new component at the 2014 Annual
Conference was the addition of a Safety
Event at the Operators Challenge. This meant finding new materials, including scaffolding and a gas monitor. The Association tries to keep costs down for the
Operators Challenge and Pipe Tapping
Competitions by sourcing donated equipment and materials.
This was one of several tasks for the
44 members of the Local Arrangements
Committee, many of whom were at the first committee meeting, held in person in Winston-Salem at the beginning of the planning process. After that, members rotated in and out of the monthly teleconference calls, depending on the tasks at hand.
“Other people wanted to get involved but everything was spoken for by the time they arrived,” notes Driver. “Some of them listened in on the meetings and will hopefully get involved in 2015.”
As vice-chair of the committee in 2013,
Driver shadowed Chair Lori Brogden in the lead-up to the Annual Conference in Concord. This was excellent preparation for her role this past year.
Driver notes that she has learned a lot about the Association through her involvement with Local Arrangements. “I didn’t realize that there were so many committees and that the Association was involved in so many different things,” she says. “There are so many ways to get plugged in.”
She also underlines how much she appreciates NC AWWA-WEA staff, such as
Lindsay Roberts and Catrice Jones, who are instrumental in organizing the Annual
Conference and supporting the work of the LAC. “At the same time, I would like to thank all the volunteers who take on these responsibilities in addition to your everyday job. You truly go above and beyond your roles as members of the Association,” adds Driver.
Adrianne Elder, who served as vice-chair in 2014, will head the Local Arrangements as the Annual Conference moves back to Raleigh in 2015. The committee will meet monthly to plan the details of the conference, with location and time to be determined. “Hopefully my previous term as
LAC chair for the Raleigh 2012 Conference will help the committee to hit the ground running,” says Elder. She encourages anyone interested in contributing to the
2015 conference in Raleigh to contact her at aelder@mckimcreed.com or
919-451-9720.
Every year, the Annual Conference
Program Committee reviews and selects the presentations for the five tracks of the
Annual Conference: Water, Wastewater,
Collection & Distribution, Special Topics, and Policy & Management. Last year, between 180 and 190 abstracts were submitted for 120 slots.
The committee has approximately
25 active members, five of whom are track chairs. While a vast majority of members are consultants, there are also a few members from municipalities and the occasional vendor. “We would like to see more people come from the municipalities,” notes Chuck Shue, outgoing chair of the Annual Conference
Program Committee.
Once all the abstracts have been submitted by the deadline in May, members elect to review papers submitted for one of the tracks. Reviewing and scoring the papers takes a week or two to complete, after which the track
22 NC Currents Winter 2014/15
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Committee Spotlights chairs tally the scores to determine which papers will be presented at the conference and which will be put aside as alternates. It is then up to the track chairs to ensure that the bios and papers are submitted, and that there are no outstanding issues related to copyright.
Aside from quality of the abstract and pertinence to the track, several unofficial policies guide selection. There is a limit of one presentation per person and 10 presentations per organization. As well, presentations must not unduly promote a particular brand or product. “It would be good to have those rules in writing,” notes Shue, adding that this is something the committee is hoping to pursue in the future.
A third unwritten rule is increasingly presenting challenges. In order for selected presenters to be confirmed for a slot at the conference, they must also follow up their abstracts with a written paper. “Our board’s point of view is that the act of writing the papers leads to better quality presentation,” explains Shue, noting that many other associations, including the
WEF and the AWWA, do not have the same stipulation.
In 2014, more presenters than usual were disqualified from the Annual Conference for failing to provide papers. As a result, the committee had to turn to approximately 15 alternates in order to complete the program. In light of this situation, the committee’s vice chair, Brian
Tripp, is investigating the ongoing viability of the written paper rule, including the impact any changes would have on presenters obtaining professional development hours (PDHs) or continuing education units (CEUs). Another concern is that, by forgoing the process of preparing a paper, more presentations might subsequently fall short of the 30-minute mark. Already, the committee is looking at asking presenters to pre-submit questions for the moderator to ask in case there are not enough participant questions to complete the session.
Another of the committee’s responsibilities involves working with the Local
Arrangements Committee to identify and confirm the keynote speaker. The 2014
Annual Conference also revived the tradition of the Sunday afternoon panel, which brought together a variety of speakers to address the issue of the Dan River Coal
Ash Spill, including keynote Mark McIntire, director of environmental policy & affairs at
Duke Energy Corporation.
Once the Annual Conference program is finalized, committee members have no further responsibilities except for acting as moderators if they wish. Shue adds that there is a natural rotation of people on the committee, with one to three new track chairs each year. He notes: “We always look for and welcome new members.”
Planning is well under way for the 2015
Spring Conference in Wilmington, with the committee planning to try out, for the first
Brian Eaton
Tel: 919.491.9015
beaton @ mastermeter.com www.ncsafewater.org
23
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Committee Spotlights time, the elimination of vendor booths at the event. “This was at the request of the vendors,” says committee co-chair
Jonathan Ham, “and we are obliging.”
Among other things, this means that vendors will be able to participate in the new tailgate-themed social event that was launched at the 2014 Spring Conference. “That seemed to go very well,” says co-chair Christene Mitchell. “People were having a great time.”
Another initiative launched in 2014 was a new shadowing program. The purpose of the program was for consultants to work with operators to help share best practices and tricks of the trade with other operators. However, challenges arose when an operator wanted to present something about a facility the consultant did not design. “This year, we are stating more clearly the purpose of the shadowing program, but we are not doing the pairing,” says Ham. “This should allow for the consultant to be able to work with an operator on a facility they are familiar with, and will hopefully provide a stronger pairing and better results.”
Overall, events at the 2014 conference were well attended, including the Tuesday forums, which normally see an attendance drop as attendees leave early to return to their cities and towns. The return to an operations focus appeared successful.
“To continue, and hopefully enhance, our operations focus, we are soliciting handson training performance to be held in the
Exhibit Hall throughout the conference,” says Mitchell. “We would like to provide opportunities to our attendees to not only hear about the best way to do their jobs, but also be able to see it done and maybe even try it for themselves.”
To prepare for the Spring Conference, the entire planning committee meets five to seven times during the year, with the first meeting held immediately after the last Spring Conference and the last being a couple weeks before the event. “The first meeting is a review of the last Spring
Conference to discuss what went well and where we need to improve,” explains
Mitchell. “The last meeting is a final check that all is in order.” Overall planning discussions related to such issues as the conference theme, keynote speaker, forum, general activities, and responsibilities are done in other meetings. All planning committee meetings are done via conference calls, as the committee is spread throughout the state and even beyond.
Other “sub” committee meetings are held by those responsible for specific tasks, such as presentation selections, forum development, and activity planning. Those smaller meetings may be in person or via conference call, depending on the location of the volunteers for that specific task.
The Spring Conference Program
Committee is currently soliciting both demonstrations and presentations for the
2015 Spring Conference. For the first time, there will be no exhibitors or vendor booths at the event. Instead, vendors are invited to prepare and deliver a demonstration of new technology, processes, applications or tricks of the trade.
In the past, conference participants had to fit in a visit to the vendor booths in between the presentations. “Last year, there were booths where I really wanted to spend time, talk to the exhibitors and really drill down into what they were showing, but I had to get to the next presentation,” says Ben Kearns, who co-chaired the
Spring Conference Committee, with
Crystal McNeely. “We thought it would be more beneficial for exhibitors to have 30 minutes to fully demonstrate a concept or process for a group of 20 people.” The goal is to provide a more operations-based approach, in keeping with the objectives of the Spring Conference. Exhibitors can download the Spring Conference
Demonstration Submission Form from http://www.ncsafewater.org/events_ education/conferences/spring/ .
After sorting through the submission forms for demonstrations and presentations, the committee chairs distribute them to the appropriate track chairs for more in-depth examination. Once again, the committee is encouraging consultants to collaborate with administrators and operators in delivering presentations on projects where they have worked together. “This year, we are leaving it up to presenters to decide what approach works best for their particular topic,” explains Kearns.
The Spring Conference provides operators, consultants, and municipal leaders with a knowledge base that is invaluable when entering into a water or wastewater project. “We want staff to have something practical to take away from the conference,” says Kearns.
He adds that sending their operators or administrators to the Annual Conference – even for a continuing education unit – can be a big expense for a utility.
The smaller, more localized Spring Conference is a wonderful secondary option for members of the industry to gain valuable knowledge.
The Program Committee works closely with the Spring Conference
Committee, which determines whether activities are feasible, establishes timelines, secures venues and supplies, and arranges for funding from the
Association. “We put together the entertainment and the sessions and then coordinate with them to organize a program of activities during the day and in the evening,” confirms Kearn.
“We are responsible for the flow of the conference.”
“When members of the group have a good idea, we let them run with it,” he adds, noting that Mike Richardson most often takes care of the entertainment for the social aspect of the event.
The Spring Conference Program
Committee primarily meets via phone conference. The full group (track chairs and others) meets at least three times, starting in May. Meetings in October and
November involve only the track chairs.
There are four more meetings of the entire group to finalize outstanding items as the conference draws near.
Now in its 14th year, the Spring
Conference will be held in Wilmington for the last time before moving to the western part of the state in 2016.
For many years, the Exhibits Committee has been responsible for organizing and managing the exhibit hall at both the
24 NC Currents Winter 2014/15
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Committee Spotlights
Annual and Spring conferences. Over the past year, one of the key decisions in which the committee was involved concerned the elimination of exhibits from the Spring Conference. “It was a difficult decision for the Association to make, but the feedback from the exhibitors and dwindling booth sales indicated the exhibits are not going to sell,” explains
Chair Jim Anderson, who has seen many changes during more than 10 years as a member of the committee. The exhibit will be replaced by vendor demonstrations interspersed throughout the Spring
Conference sessions. Attendees to the demonstrations will qualify for continuing education units (CEUs) or professional development hours (PDHs).
In the past two years, members attending the Annual Conference have also had the opportunity to obtain CEUs/
PDHs thanks to an Exhibit Hall CEU
Program organized by the committee.
Attendees who registered for the hall pass option met at a scheduled time – concurrent with the technical sessions – and rotated through four 15-minute presentations in any of three tracks they pre-selected.
“The Association’s Catrice Jones was instrumental in organizing the Exhibit Hall
CEU Program,” notes Anderson.
Association staff also assisted the committee in organizing and managing the Exhibitor Service, which allowed exhibitors to register booth personnel preshow, eliminating the need for waiting in line to register onsite. Other committee responsibilities include exhibitor check-in, assisting exhibitors to find their booths, and ensuring they have access to electricity, water, or any other amenities they require.
The committee meets twice a year at each of the conferences, communicating in between by email and conference calls, as needed.
The new chair for 2015 is Wendy
Banks, with Matt Mancusco serving as vice-chair. Anderson will continue to serve as a member of the committee in a supporting role.
The Association’s awards program is designed to recognize individuals and organizations that go above and beyond expectations. An Awards Committee chair coordinates the work done by committees selecting the recipients for various awards. The 2015 Awards
Committee chair is Steve Shoaf,
Director of Water Resources for the
City of Asheville.
“In order to stay on top of the Awards
Committee efforts, we try to check in as a committee at least every other month,” says Shoaf. “As we approach deadlines for submission we will have one-on-one contacts as well as group brainstorming sessions. By dividing the workload, the time commitment is manageable.”
Much of the committee work is typically done by conference call,
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25
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Committee Spotlights during which individual assignments are identified and target dates for completion established. The committee always tries to meet in person at least once, usually at the Annual Conference. As well, committee members will cross paths at other Association events and can discuss any pressing Awards Committee issues at that time.
Each award has a description and certain information that must be collected to complete the application.
A committee member may be assigned one award for national recognition and also assigned as a liaison to one or more committees to complete the nomination and selection process for state-level recognition. “As a committee, I would like committee participation to continuously improve and the awards and recognitions process to be documented,” says Shoaf.
“Participation on the Awards Committee is a great way to recognize individuals in our industry and encourage others to realize their potential.”
Over the years, the awards and recognitions program has expanded both in the number of recipients and the scope of activities that are being recognized. In
2015, the Association marked a record year in terms of the number of awards. At the same time, the Committee is well on the way to documenting processes and protocols to ensure the sustainability of the awards program. “We will continue the goal set by Adrianne Elder to try and involve ‘seasoned’ professionals, develop a nomination process that is easy to follow, emphasize the importance of recognizing our own peers for their outstanding work, and promote the role of the Awards Committee,” says Shoaf.
One of the visible improvements developed by the committee over the past couple of years is the awards brochure that is included as part of the registration at the Annual Conference. The brochure is a great way to publicize the awards and award winners.
In 2015, the committee plans to review all the awards that are offered by the Water Environment Federation and the American Water Works Association to determine if the Association includes members who match the criteria for those awards. “We want to bring as much recognition to our members as possible,” says Shoaf. “Hopefully we will be able to submit applications for awards that we have not applied for in the past.
We will also work more closely with the committees of the NC AWWA-WEA to make sure that we have a competitive awards process, and a full roster of awardees.” Another initiative being considered, pending approval by the board of trustees, is an informal gathering to provide recognition to award winners past and present.
The Partnership is an alliance of six prestigious drinking water organizations.
26 NC Currents Winter 2014/15
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Member Portrait
W ho would have thought 35 years ago that Barry Parsons would become so dedicated to expanding his knowledge of water treatment? “I’m pretty passionate about water,” admits the water supply manager for the City of Greensboro. “Our team likes to develop a good, safe, product for our citizens. I occasionally remind staff that we’re responsible for the health of 277,000 people. It’s a huge responsibility.”
Initially, Parsons had a much different reaction when, in his fourth week of basic training with the Air Force, he was given a pamphlet about his new role as environmental support specialist. “It was a surprise,” he recalls, noting that he had enlisted in the open mechanical category. “At first I said, this is cool, I will be working on environmental support systems in aircraft.”
Then he opened the pamphlet and started reading the summary. Raising his hand, he said to the drill sergeant, “There’s something wrong here. There’s a wrong page in here.”
When the drill sergeant laughed, Parsons read further. In the Air Force, environmental support meant water and wastewater not environmental systems on aircraft.
He began to realize that there was a lot of chemistry and environmental knowledge involved in water and wastewater work and recalled that, in fact, he had like science while in high school.
When he arrived at the technical school on the Sheppard Air Force Base in Texas, he was even happier. “It’s a huge civil engineering school,” he notes, “not a school for professional engineers but a technical school for hands-on training in many different career fields related to civil engineering.”
After 12 weeks of training in water, wastewater, and solid waste, he was assigned to Andrews Air Force Base in Maryland. Initially, he started out as a wastewater plant operator and later became a lab technician. From there he moved to the water side and worked with the pumping stations and as an operator for a couple of years.
For several years, Parsons moved frequently. In 1983, he was assigned to
Korea, where he worked as a water plant operator/shift supervisor at a combined water and wastewater treatment facility.
After Korea, he spent six years at the Clark
Air Force Base in the Philippines, wearing many hats in his division. From there, he was assigned to a Wyoming missile base in 1990.
Not long afterwards, the Air Force decided to combine plumbing with the water and waste operators into a new career field called ‘utilities systems specialist.’ “It was harder for the plumbers to make the transition than it was for us,” recalls Parsons. “There was a lot of training we had to do for the plumbers. It was easy for us because we did plumbing anyway.”
Parsons was in Cheyenne, Wyoming for a total of four years before he returned to Korea in 1994, as the manager of water and wastewater, including lift stations.
“It was a whole different perspective,” he says, adding that during the 11 years since he had first been there, the plant had become quite run down. “When I arrived, there was a plumber in charge.” Fortunately, the base was run in conjunction with the Korean Air Force so Korean civilian operators had kept the plant going.
Parsons explains that the base had been scheduled for closure but, when
Pinatubo erupted in the Philippines, the US decided to keep it open. Upon his return, he worked closely with the Army Corps of
Engineers to add new treatment equipment such as ‘clarifloculators,’ circular sedimentation basins with upflow clarifiers.
“The water we received from a shallow reservoir off-base wasn’t exactly the best,” he notes.
Collected mainly from precipitation and open wastewater ditches, the water was used for irrigating rice paddies. At the same time, a car manufacturer had moved its operations from Seoul to the region, boosting the population of nearby Kunsan
City from 250,000 to almost two million. “It was a challenge,” says Parsons.
Equally challenging was the fact that he was on remote assignment, which meant he would not see his wife and children for a year. Parsons recalls working almost non-stop. During the 12-month posting, he was able to move the plant forward to take advantage of the newest technology. Today, the Koreans boast the latest treatment equipment, as good as anything available in neighboring Japan.
Returning from Korea, Parsons was posted at the Shaw Air Force Base in
South Carolina as a utility manager. After a couple years, he was recommended and selected to attend the First Sergeant’s
Academy in Alabama.
After graduation, Parsons was assigned to the Mission Support Squadron as its first sergeant. Working directly for the commander, he was responsible for the discipline, morale, health, and well being of over 450 enlisted personnel, including the enlisted staff of the Base and Wing Commanders. In 1999, with over 20 years on active duty, Parsons retired to Burlington,
28 NC Currents Winter 2014/15
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Member Portrait
NC where he now lives with his wife and three of his five children.
Retirement from the Air Force only proved to be an opportunity for Parsons to continue his career – his career in water, that is. “I had already applied and accepted an operator position for the City of Graham,” he explains. Then, after six months, he tried his hand at the private sector, installing residential water treatment equipment in 26 counties across North
Carolina. It only took him a year to realize that he did not want to be crawling under houses for his second career.
Soon, Parsons found a position as a relief operator for the Burlington Wastewater
Treatment Plant, moving again after only a year to Greensboro with the same title but in water treatment. Six months later he was a pumping distribution supervisor.
In early 2008, Parsons became a superintendent of both of Greensboro’s water treatment plants. That same year, he earned his bachelor of science degree in business management, and in 2009, his bachelor of science degree in public administration. Then on December 6,
2010, he assumed the role of interim water supply manager, a position that became permanent eight months later.
As water supply manager, Parsons oversees the work of 61 staff members, including chemists, laboratory personnel, operators, mechanics, maintenance workers, rosters, temps, and electronic technicians. “I feel so fortunate to be part of the division,” he says. “You couldn’t ask for better staff and better people.”
Serving approximately 277,000 citizens, the division encompasses two plants, a distribution system, booster stations, and elevated tanks. Responsibilities also include maintaining distribution water quality, for which the flushing crew is a valuable asset.
Parsons reflects that water treatment and distribution have come a long way from the days when he was growing up in rural Virginia. In those days, water came to his house via a polypropylene pipe, running down from a spring in the mountains.
“Every so often, it would clog so we would have to climb up and clean out the spring box,” he recalls.
Since then, technology has come a long way. In fact, Parson finds that one of his biggest challenges is keeping up with the pace of those advances. “Every day you learn something new,” he explains.
“We have some brilliant engineers and consultants out there that I’ve learned a great deal from since I’ve been in this career. My goal is to learn everything I can. If I don’t learn something each day,
I’m not doing it right – because nobody knows everything.”
In fact, the primary reason that he joined the NC AWWA-WEA was for networking and learning. “There is a lot of knowledge within the Association,” says
Parsons. “I like meeting new people and learning from different people and learning new techniques.”
He is currently serving his second of a two-year term as chair of the Risk
Management Committee, for which former chair Jack Moyer continues to act as a mentor and invaluable resource. “I think
NCWaterWARN and risk management go hand in hand,” explains Parsons.
“NCWaterWARN is probably the most important part of risk management.”
Mike Richardson, the chairman and
NCWaterWARN guru has almost single handedly established the NCWaterWARN network for the entire state. Parsons strongly advises utilities to become
NCWaterWARN members and attend both risk management and NCWaterWARN seminars sponsored by NCAWWA-WEA.
He notes that Greensboro staff members who have started attending report how enjoyable and beneficial the experience continues to be.
From cyber security to natural disasters, both natural and manmade, risk management is at the forefront of industry priorities, adds Parsons. “One thing that I like about Greensboro is that, the city council, city manager, and the water resources director realize how important water is,” he continues. “Every division gets 100% support from the director when it comes to water and wastewater quality. All seven divisions are knowledgeable about what it takes to run a water system like this.”
He points out that the division frequently gives tours of the plants to colleges, high schools, and grade schools. “I really think the Water Supply Division and Water
Resources water education is second to none,” says Parsons.
One indication of how happy he is in his current position is the fact that this is one of the longest periods in his career that he has worked at the same location. “The key is learning,” he notes. “I like being in the thick of things. My goal is to learn and give back a little to those that have supported and mentored me throughout my career.
There is so much to learn about.” With all the opportunities available both in
Greensboro and the Association, North
Carolina should be fortunate to benefit from Parson’s knowledge and passion for many years to come. www.ncsafewater.org
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Member Portrait
R yan LeBlanc hopes to one day be a mentor for the Student Design
Competition because he believes investing in young professionals is essential to the future of the water and wastewater industry. After all, it was only seven years ago that he himself first joined the Student and Young Professional Committee.
Becoming a member of the NC AWWA-
WEA allowed him to become familiar with the industry and with people who share his passion for water.
Growing up on the coast of Massachusetts, LeBlanc recalls joining his father and a local group of volunteers involved in the cleanup and water quality testing of the
Saugus River Watershed. “Water-related projects also interested me when I was in college,” he adds.
In 2007, LeBlanc graduated from the
University of Massachusetts Amherst with a bachelor’s degree in civil engineering. At a career fair during his last year of college, he gave his resume to a representative from Black & Veatch. A couple of weeks later, a friend suggested he join him in
Charlotte to look for a job. LeBlanc was thinking the idea over when he checked his email later that day. It was from Black &
Veatch, offering him an interview for a position in Charlotte!
For the next seven years, LeBlanc worked at Black and Veatch doing detailed design and construction administration work. Projects included pipelines, sewer condition assessments, and treatment plants, most memorably the large Thomas
Water Treatment Plant Improvement
Project. “I worked a little bit on the design, but spent three years on the construction,” recalls LeBlanc. “We essentially decommissioned and demolished the old plant and
built a brand new one, with an 18 million gallons per day capacity. It was exciting to see a project go from paper to completed construction and commissioning.”
While helping to bring projects to life, he continued to advance in his career, earning his professional engineer (PE) designation in 2011.
Shortly after joining Black & Veatch and moving down to Charlotte, LeBlanc also became involved with the NC AWWA-
WEA. “I wanted to become more involved in the industry,” he recalls. “Being new to the area, I wanted to meet people working in water and wastewater, people who I wouldn’t typically have a chance to meet and interact with.”
He is currently serving his third year on the Annual Conference Program Committee and his second year on the Local
Arrangements Committee, but it is the
Young Professionals Committee on which he has served the longest. As co-chair he supports the student chapter at UNC
Charlotte, helping them with their activities and promoting the Association to students.
Events have included last year’s successful panel discussion. “We spoke on various topics related to water and wastewater,” explains LeBlanc, who was one of the members on the panel. “Then we opened up the floor to any career or industry-related questions. It was a very successful event.
We are looking to do something like that again in the near future.”
LeBlanc is also involved in organizing the student activities at the Annual
Conference, such as coordinating the poster competition and registration; finding a guest speaker for the student lunch; and organizing the student guide program. “I enjoy helping the students as much as possible,” he says. “Hopefully at some of our social or networking events, we help students connect with people for jobs and internships.”
Meanwhile, his career has continued to evolve. Since mid-2014, LeBlanc has worked at HDR, mainly on a gravity sewer project in Stanley, North Carolina. “It’s a big project which involves the decommissioning of the wastewater treatment plant and transferring all their wastewater flow to Two River Utilities in Gastonia,” he says, noting the plant in Gastonia – which has excess capacity – treats wastewater to a higher standard, which will be better for the watershed. He explains that, in
North Carolina, there has been a big push toward regionalization, diverting flows from small or package plants to larger facilities.
Projects like this often qualify for loans or grants through the State Revolving Fund.
The last year and a half has brought many changes in the life of the young project engineer. Along with a new job,
30 NC Currents Winter 2014/15
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Member Portrait
LeBlanc has become a father for the first time, as he and his wife welcomed baby
Henry into their lives. He was also nominated to the position of trustee on the board of directors, a position he assumed right after the Annual Conference in Winston-Salem.
“It will be great to see what goes on behind the scenes at the NC AWWA-WEA,” says
LeBlanc. “We have struggled with getting young professionals involved with the Association. Hopefully, I can continue to help to work on ways to improve that.”
He explains that many of the benefits of belonging to the Association – such as obtaining professional development hours
(PDHs) or continuing education units (CEUs) from attending workshops and sessions – are associated with operator licensing or PE renewal. “That’s when many of the benefits kick in,” explains LeBlanc. “Hopefully we can find a way to provide more benefits to YPs and get them more involved in the
Association. There are YPs who are already heavily involved but we would like to see even more.”
Over the past few years, interest from students and young professionals has steadily increased as evidenced by an improved committee structure, including a succession plan. “In years past, the chairs had to nominate someone to take over their role,” explains LeBlanc. “Now we have enough interest to have vice-chairs who know they are going to take on the role of co-chair going forward.”
He would also like to see the expansion of the Student Design Competition, launched in 2012 and currently limited to
NC State University. The Student and Young
Professionals Committee provides guest speakers, along with professionals to judge the competition, and mentors for each team. The Association then sponsors the winners to attend the Water Environment
Federation Technical Exhibition and Conference (WEFTEC) and compete nationally.
“Ultimately our goal is to have a state-wide competition, like other states do,” says LeBlanc, adding that, hopefully, this will happen by the spring of 2015.
“It’s a benefit for both students and municipalities.” Currently the committee is working with the NC Agricultural and
Technical State University and with the
University of North Carolina in Charlotte to bring them on board. Committee member Courtney Licata has worked with the Town of Pittsborro to produce this year’s problem statement and coordinate volunteer involvement at
NC State University. LeBlanc notes that the chair and executive director of the
Association have been very supportive throughout the process. Their support only confirms what he has known all along: the NC AWWA-WEA is firmly committed to investing in its students and young professionals. It’s a cause he is proud to endorse.
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31

By Kit Eller, PE /Charlotte-Mecklenburg Utility Department Senior Project Manager and Kim Neely/ORC
Edited by David Hamilton, PE/ARCADIS (NC AWWA-WEA Plant Operations & Maintenance Committee)
Charlotte-Mecklenburg Utilities
Department (CMUD) was established in 1972 when the City of Charlotte and
Mecklenburg County combined their water and sewer systems. Today, CMUD is one of the largest public utilities in the
Carolinas, serving an estimated population of 818,000 with more than 255,000 water service accounts and over 8,000 miles of water and sewer lines. CMUD operates five wastewater treatment facilities that treat an average of over 83 mgd.
The McAlpine Creek Wastewater
Management Facility (MCWWMF) was constructed in 1966 with a treatment capacity of 10 mgd. It receives flow from the southern and western regions of Mecklenburg County and has been expanded numerous times over the years to its current rated capacity of 64 mgd.
The source of the influent wastewater is approximately 95% domestic, 5% industrial.
The MCWWMF operates 24-hours a day and currently has an average daily flow of approximately 49 mgd, a max day flow of approximately 77 mgd, and a peak flow of 140 mgd. The Operator in Responsible
Charge (ORC) of the MCWWMF manages and annual operating budget of $11 million.
The major treatment processes at
MCWWMF are identified below:
P reli minary Treatment
• Headworks No. 1 includes four mechanically-cleaned climber screens with a capacity of 50 mgd and two more
Consolidated influent.
with a capacity of 30 mgd, for a total of six climber screens. All screens have a spacing of 3/8-inch.
• Four of the screens feed the consolidated influent pumping station
(CIPS) and two feed the equalization pump station (EQPS) when the plant is operating in wet weather mode. Four vortex grit removal units, two rated for
30 mgd and two rated for 50 mgd, are also included in Headworks No. 1.
• The CIPS houses 10 submersible pumps in two side-by-side self-cleaning, trenchstyle wet wells, with a total capacity of approximately 180 mgd. The six pumps in the south wetwell each have a capacity that ranges from 12.8 mgd to
16 mgd depending on the operating level of the wetwell. The four pumps in the north wetwell each have a capacity that ranges from 16 to 21 mgd depending on the operating level of the wetwell.
• During wet weather events, the EQPS is activated to transfer flow to the four equalization basins that provide a total storage capacity of 80 to 85 million gallons. The EQPS consists of nine submersible pumps. Seven of these pumps are rated for 20 mgd and the remaining two are rated at 10 mgd. The three EQPS vortex grit removal units are each rated for 50 mgd.
• Headworks No. 2 receives flow from the McAlpine Creek Relief Sewer and includes three mechanically cleaned climber screens with 3/8-inch spacing.
These screens feed the low lift pumping station (LLPS).
• The LLPS houses seven submersible pumps in two side-by-side selfcleaning, trench-style wet wells with a total capacity of approximately 110 mgd. This station pumps flow to either the EQPS or the CIPS depending on whether the plant is in the dry weather or wet weather mode of operation.
32 NC Currents Winter 2014/15
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EQ PS and odor control.
Headworks grit removal.
Primary Treatment
• The north plant has four 130-ft-diameter and the south plant has four
125-ft-diameter primary clarifiers. All are equipped with aluminum covers for odor control.
Secondary Treatment
• The north plant has twelve aeration basins measuring 28-ft to 31-ft in width and approximately 288-ft in length. The south plant has a total of
16 aeration basins. Thirteen of those are the same dimension as the north basins and the remaining are 56-ft wide by approximately 288-ft in length. All basins utilize fine bubble diffuser equipment.
• The north plant includes two
95-ft-diameter and four 125-ft diameter secondary clarifiers. The south plant has four 95-ft-diameter, four 105-ft-diameter, and two
125-ft-diameter secondary clarifiers.
of four or five to facilitate maintenance and repairs without taking the whole complex offline at once. The filters have a pumped backwash system. Chemical feed systems add sodium hypochlorite for cleaning, magnesium hydroxide to supplement alkalinity, and ferric chloride to assist with phosphorus removal.
Solids Treatment
• Biosolids are treated in two separate digester facilities. One facility has four 95-ft-diameter, 2 MG anaerobic digesters and the other has four
105-ft-diameter 2 MG anaerobic digesters. Each digester has a fixed concrete cover and a single mechanical mixer. Spiral heat exchangers are used to maintain adequate temperature.
Tertiary Treatment
• The effluent filter facility is made up
19 mono-media, deep bed, declining rate filter cells each measuring 20-ft by 40-ft with a minimum treatment capacity of 72 mgd maximum month average day flow (MMADF). Isolation gates are strategically installed to allow the filters to be taken offline in banks
Secondary clarifier.
Disinfection
• Sodium hypochlorite and sodium bisulfite are applied to the effluent flow for disinfection. Two chlorine contact basins provide treatment capacity of
40 mgd each, for a total of 80 mgd.
The MCWWMF is divided in two separate liquid treatment trains, commonly referred to as the north and south plants.
The MCWWMF has a bubble permit (a permit that covers an aggregate loading of several point sources to fall within the permit limit) for phosphorus removal with a limit of
826 lbs/day based on a 12-month rolling average. To comply with the phosphorus limit, an enhanced biological phosphorus removal system (EBPR) was put into operation in early 2006 as the primary means of phosphorus removal. This process uses an initial anaerobic zone followed by six aerobic zones with varying dissolved oxygen (DO) levels. In addition to the EBPR, the MCWWMF has chemically enhanced primary treatment
(CEPT) to supplement the EBPR by adding ferric chloride and polymer to improve removal efficiencies of the primary clarifiers when necessary. Phosphorus levels can also be trimmed by adding ferric chloride to the dewatering centrifuge feed, to the secondary clarifier effluent, and the plant effluent as well.
Liquid Processes
Flow enters the McAlpine Creek Wastewater Management Facility through the plant’s two headworks facilities, passing through mechanically cleaned climber screens and vortex grit removal equipment. Recycle streams that include the filter backwash, and dewatering/waste activated sludge
(WAS) thickening-centrate combine with the plant influent at the CIPS. Screenings and grit removed from the influent flow are disposed of in a permitted landfill. Flow equalization is also provided for diurnal peak shaving and wet weather events.
Flow to the north plant begins with the flow entering four primary clarifiers. Primary effluent is then distributed among 12 aeration basins. Mixed liquor from the aeration basins continues to the secondary clarifiers.
Six secondary clarifiers are used to separate the mixed liquor. Return activated sludge
(RAS) drawn from the clarifiers is returned to a splitter box ahead of the aeration basins.
Flow to the south plant begins with the flow entering four primary clarifiers. Primary effluent is then distributed among 16 aeration basins. A total of 10 secondary clarifiers are used to separate the mixed liquor. RAS drawn from the clarifiers is returned to a splitter box ahead of the aeration basins.
A junction structure combines secondary clarifier effluent from the north and south treatment systems, which are combined and filtered by the deep bed sand filters. Filtered effluent flow is metered and disinfected www.ncsafewater.org
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with sodium hypochlorite. Dechlorination is accomplished with sodium bisulfite prior to discharge into McAlpine Creek.
Solids Processes
Primary sludge from the north and south plants, as well as the Sugar Creek WWTP
(SCWWTP), is thickened in two 45-ft-diameter and two 60-ft-diameter gravity thickeners. Effluent from the gravity thickeners is pumped to a splitter box ahead of the north and south aeration basins where the RAS is mixed with the primary clarifier effluent.
WAS from the north and south secondary clarifiers, in addition to WAS from the
SCWWTP is thickened with three thickening centrifuges. The WAS is thickened to approximately 5% solids. Thickening centrate from the centrifuges is recycled back to Headworks No. 1. The thickened
WAS (TWAS) and thickened primary sludge
(TPS) then enter the anaerobic digesters.
The TWAS and TPS are combined and mixed in eight anaerobic digesters. Once digested, the solids are held in two 2 MG holding tanks prior to dewatering. Three centrifuges are available for dewatering of the biosolids. The dewatered cake is thickened to approximately 20% solids.
Dewatering centrifuge centrate is recycled back to Headworks No. 1.
Septage is trucked by independent haulers to the MCWWMF where it is received and controlled at the septage receiving station.
Septage volume is measured, screened and then routed to Headworks No. 1.
Biosolids residuals are permitted, managed and disposed of by a private contractor through either land application or land filling at a permitted landfill.
Automation
The size and complexity of the MCWWMF requires a fully automated control system, allowing for permit requirements to be met with an optimal number of staff. The control system helps the staff optimize processes like flow control, air production, chemical feed, dewatering, and power usage. The control network consists of a redundant fiber ring, managed switches, programmable language controllers (PLCs), supervisory control and data acquisition (SCADA) workstations and various types of on-line instrumentation that provides operations staff the ability to monitor and control equipment and processes from strategic locations throughout the facility.
Expansions and Upgrades
In 2014 CMUD completed the effluent filter expansion, which increased the capacity of the filters from 40 mgd to 72 mgd. The previous expansion to the McAlpine Creek
WWMF occurred in 2000 when the permitted treatment capacity was increased from
48 mgd to 64 mgd. There are no further expansion plans at this time. However, ongoing upgrades include the effluent filter expansion project adding nine deep bed filter cells to the existing filters will increase filter capacity from 40 mgd MMADF to
72 mgd MMADF.
Employees
The personnel of the MCWWMF include an operations staff of 23, a maintenance staff of 12 and one administrative position. All operations staff members are certified as a biological water pollution control system operators in North Carolina and are required to ultimately gain a Grade IV certification.
The maintenance staff has six certified maintenance technologists, two of whom are certified at Grade III.
The plant operates 24 hours a day.
Operations staff works eight-hour shifts during the week and 12-hour shifts on the
Anaerobic digesters.
weekend. This schedule allows more operators to have weekends off and provides those that work the weekend to have 3 days off during the week.
Safety and Health
CMUD’s Environmental Management Division
(EMD) administers a safety and health program for the employees of all five wastewater treatment facilities in the CMUD system.
EMD’s safety coordinator is responsible for developing, updating, and implementing
EMD’s safety and health program. Employees are responsible for staying current with their own safety training. CMUD offers significant portions of the required training on-line. The intent of the program is to comply with all applicable laws and regulations, including the federal Occupational Safety and Health Act, regulations and standards issued by the Occupational Safety and Health Administration, and state and local laws.
Operations Challenge
CMUD has participated for over 10 years in the operations challenge at the state level.
CMUD has an outstanding record including three first-place overall finishes.
Since 1999, the employees of the MCWWMF have received a Silver Level Peak Performance
Award or higher from the National Association
Thickeners and digesters.
34 NC Currents Winter 2014/15
Filters.
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of Clean Water Agencies (NACWA). Last year, they received their second consecutive
Platinum Level Peak Performance, for six consecutive years of perfect compliance.
With a rated capacity of 64 mgd, the
MCWWMF is the workhorse of the CMUD wastewater treatment system and has overcome (or helped other facilities overcome) many challenges over the years. A few notable challenges are described below:
The Sugar Creek WWTP and the
Irwin Creek WWTP (ICWWTP) have the capability to bypass flow to the MCWWMF.
When these facilities have experienced difficulties or disruptions in treatment due to construction, wet weather, or unforeseen conditions; they have been allowed to bypass their flow to the MCWWMF to assist them with maintaining permit compliance.
In the late 1990s CMUD decided to cease treating biosolids at the SCWWTP.
As a result, primary sludge and WAS is pumped daily to the MCWWMF. Variability of the sludge concentration can create challenges in management of thickening and dewatering operations. Through efficient communication with the other facilities, careful planning, and good process management, the MCWWMF frequently helps the SCWWTP and the ICWWTP deal with the challenges they face.
In the early 2000s the South Carolina
Department of Health and Environmental
Control (DHEC) raised concerns about the need to reduce phosphorus loadings in the Catawba River. After negotiations with
North and South Carolina regulators, CMUD ultimately agreed to a National Pollutant
Discharge Elimination System (NPDES) permit limit for phosphorus. The permit limit of 826.0 lbs/day is based on a 12-month rolling average and applies to the SCW-
WTP, the ICWWTP and the MCWWMF. An evaluation to decide the most cost effective method of meeting the new limit concluded biological phosphorus removal would be implemented only at the MCWWTF. In
2006 the MCWWMF Phosphorus Removal
Project was completed to help overcome the challenge of meeting the new phosphorus limit. This added responsibility increases pressure on the operations and maintenance staff to ensure everything is working as designed. As can be seen from NACWA
Awards, the staff has handled the pressure exceptionally well for years, without issue.
Construction Contracting
The MCWWMF was continually expanding and making improvements from the mid-
1980s through the mid-2000s. During this time, there was only one 18-month period when there were no major construction projects underway.
In 2007, CMUD obtained special state legislation to allow the use of alternative project delivery (APD) methods for water and wastewater treatment projects in
North Carolina. In November 2012, CMUD broke ground on the MCWWCF Effluent Filter Expansion Project. In August of
2014, it became the first major municipal wastewater project completed in the state using an APD. The progressive designbuild delivery method was used for this project that added nine deep bed filter cells to the existing filters, increasing their capacity from 40 mgd MMADF to 72 mgd
MMADF, along with other miscellaneous improvements.
Wildlife
The MCWWMF sits on 264 acres and is home to a significant wildlife population including beaver, turkey, deer, fox, coyotes, and various waterfowl among others.
The waterfowl congregate in the large equalization basins where members of the local Audubon Society occasionally visit to observe the many different species that frequent the facility.
Kim Neely, WWMF ORC kneely@charlottenc.gov
Ph: 704.542.0736
/ /
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36 NC Currents Winter 2014/15
Consulting • Engineering • Construction • Operation I www.bv.com
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TH
T he 94th Annual Conference was a memorable success, with over 1,200 water and wastewater professionals and
110 exhibitors throughout North Carolina arriving at the MC Benton Convention Center in Winston-Salem, NC on November 16 to kick off this event.
Three days of educational and recreational activities provided the perfect backdrop for exchanging ideas. Attendees gained a national perspective from guests
Michael Simpson, AWWA 2013-15 vice president, and Eileen O’Neill, WEF executive director.
Papers presented during technical sessions on Monday and Tuesday gave attendees the opportunity to learn from others’ experiences. Technical sessions running all day with no formal lunch break allowed attendees to attend even more sessions and stop for a buffet lunch when they were ready. A pre-conference workshop introduced a theme of “Expect the Unexpected” with a discussion of the Implication of the
Dan River Coal Ash Spill, and the theme was continued at the Wednesday forum where Emergency Response to Illicit Discharges was the topic. If you were unable to attend, or would like to review a paper presented at the conference, most of the papers are available on the Annual Conference page of www.ncsafewater.org.
There were plenty of activities for attendees with a competitive spirit, including
Michele Burton from the City of Raleigh with Johnny the Running Toilet and Sir Water Raleigh.
the addition of the Safety Event to the annual
Operations Challenge. Refer to the following pages for winners of the golf tournament, pipe tapping contest, operations challenge, and best tasting water contest.
Many people and organizations were recognized for their achievements throughout the conference.
(Refer to the following pages for a list of award winners.) Among those recognized were the 5-S inductees who continued the tradition of collection money for the NC Safewater Endowment.
Their efforts earned $2,086.26 to add to the annual scholarship fund.
Thank you to everyone who worked to coordinate the conference and to everyone who attended, including the exhibitors and sponsors. Working together, we created a great conference!
Mark your calendars now and plan to join us for 95th Annual Conference
November 15-18, 2015 in Raleigh, NC!
Exhibit Hall.
Betty Francisco, Charlie WIllis, and Richard Tsang looking at Endowment Auction items.
Ray Cox entertained guests at the
Chair’s Endowment Reception on
Monday evening.
Several committee set-up tables to let conference attendees know more about their activities.
www.ncsafewater.org
37
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1st: Ling Wang, NC State University
3rd: Sewer Rats, Union County 2nd: Smokin’ Bits (City of Concord)
2nd: Janie Gina Locklear,
NC A&T University
3rd: Catherine McMillan,
NC State University
Overall Results
1st: Operational Hazards, Charlotte-
Mecklenburg Utility Department
2nd: Flow Motion, MSD Buncombe County
Collections Event
1st: Sewer Rats, Union County
2nd: Operational Hazards Charlotte-
Mecklenburg Utility Department
2nd: Sewer Rats, Union County
3rd: Flow Motion, MSD Buncombe County
Maintenance Event
1st: Operational Hazards, Charlotte-
Mecklenburg Utility Department
2nd: Sewer Rats, Union County
3rd: Flow Motion, MSD Buncombe County
Process Control
1st: Flow Motion, MSD Buncombe County
2nd: Sewer Rats, Union County
3rd: Operational Hazards, Charlotte-
Mecklenburg Utility Department
Lab Event
1st: Operational Hazards, Charlotte-
Mecklenburg Utility Department
2nd: Flow Motion, MSD Buncombe County
3rd: Sewer Rats, Union County
Safety Event
1st: Flow Motion, MSD Buncombe County
2nd: Sewer Rats, Union County
3rd: Operational Hazards, Charlotte-
Mecklenburg Utility Department
Guest Team
1st: Terminal Velocity
Men’s Division
1st: Raleigh Tapping 101
3rd: Union County Shockers
Women’s Division
1st: Raleigh Pretty Tough Tapper
Guest Team
1st: Zapper Tappers (Greenwood, SC)
1st: Neuse Regional Water & Sewer
Authority – Kinston, NC
2nd: City of Raleigh EM Johnson
Water Treatment Plant
3rd: City of High Point Water
Treatment Plant
38 NC Currents Winter 2014/15
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Recognizes individuals who are significant contributors to the advancement of the Systems Design, Education, Training,
Certification, Construction, Operations,
Maintenance, and Management of Water
Distribution Systems or Wastewater Collection Systems.
Jeff Cruickshank, Hazen & Sawyer
Robert H. Bald, Jr., City of Greensboro
Micro System: Durham County
Paul Langfield
Recognizes municipalities that protect the public health through proactive practices of management, operations, and maintenance of their water distribution system beyond minimum standards.
Large System: Brunswick County
Chuck Shue, Tom Bach, Nici Banks,
George Simon, Carolyn Ross, David Saunders
Given to an individual who has contributed to the successful operation and maintenance of a sewage collection system.
Ben Reeves, MSD Buncombe County
Jeff Cruickshank Robert H. Bald
Recognizes municipalities that protect the public health and the environment through proactive practices of management, operations, and maintenance beyond what is required of its NC DENR collection system permit.
Large System: Charlotte-Mecklenburg
Utility Department
Jerry Pierce
Medium System: Town of Mooresville
Given to an individual who has contributed to the successful operation and maintenance of a water distribution system.
Randy Rhodes, City of Asheville
Water Resources
Medium System: City of Concord
Jeff Warfield
Recognizes long and faithful service to the Association.
Carolyn Ross, Charlotte-Mecklenburg
Utility Department
Chuck Shue, McKim & Creed
David Saunders, HDR Engineering
Tom Bach, City of Concord
George Simon, McKim & Creed
Nicole Banks, NC AWWA-WEA
Recognizes outstanding ability, devotion, and technical expertise in the operation of an Industrial Wastewater Treatment Facility.
Dwayne Russ, Smithfield Farmland Corp –
Tar Heel www.ncsafewater.org
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Presented to utilities in acknowledgment of outstanding achievement in advancing disaster preparedness initiatives, thereby strengthening our preparedness.
Cape Fear Public Utility Authority
Mike Richardson
Awarded for outstanding plant operation and maintenance efforts, according to the best use of the resources available to that facility.
Eastern Region: City of Wilson WWTP
Recognition of special performance.
Mark Krouse, Charlotte-Mecklenburg
Utility Department
Ray Cox, Highfill Infrastructure Engineering
Recognizes individual members who have provided valuable service and support for
AWWA programs and goals through their long-standing Association membership.
Life Members (30 years of cumulative membership and at least 65 years of age)
James Moorefield, Jr.
Linda Vaughn
Silver Water Drop
(Maintained membership for 30 years)
Mack Edminsten
Barry Gullet
Barry Shearin
Linda Vaughn
James Moorefield, Jr.
Jack Moyer
Barry Parks
Robert Walters
Ronald Weathers
Dave Zimmer
Barry Gullet Jack Moyer
Recognizes individual members with 35 cumulative years of membership who are at least 65 years of age.
Stanley Boyd
Anthony Rolan
J. Rex Vorhees
Arthur White
Barry Shearin Robert Walters
Jimmy Pridgen
Central Region: North Durham WWTP
John Dodson
Western Region: City of Cherryville WWTP
Stanley Boyd
Ronald Weathers
The Maffitt Membership Cup is awarded in honor of Mr. McKean Maffitt to that member of the North Carolina Section AWWA who secures the greatest number of new members during the year.
Steve Shoaf, City of Asheville
Anthony Rolan
Larry Wright
40 NC Currents Winter 2014/15
Arthur White
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Jackie Jarrell, Charlotte-Mecklenburg
Utility Department
Crystal Broadbent, Hazen & Sawyer
David Saunders, HDR
Chris Parisher, retired
Jeff Payne, CDM Smith
2014 Nominating Committee Chair
John McLaughlin, GHD
Given to a member of NC AWWA-WEA whose efforts and contribution have demonstrated outstanding service to NC
AWWA-WEA
Tyler Highfill, Highfill Infrastructure Engineering
Betsy Drake, Town of Cary
Kelly Boone, CDM Smith
Dell Harney, City of Greensboro
Betsy Drake Kelly Boone
Board Chair 2013-2014: Mike Osborne,
McKim & Creed
The Environmental Manufacturer’s
Representative Scholarship Fund:
Sara Christine Troutman, NCSU
The Carol Bond Fund/The Lynn and Lars
Balck Water Environment Stewardship
Fund/The Rivers & Associates, Inc.
Clean Water Education Fund:
Jacqueline Annette Batts,
NC A&T State University
The Carol Bond Fund/Safewater Fund
Community College:
Timothy Douglas Straw, Wake Technical
Community College
The Frank and Susan Stephenson
Water Environmental Scholarship Fund:
Meredith Grace Bullard, NCSU
Raftelis Foundation Elementary
Education Scholarship: Jenny Fritts
Waisner, City of Salisbury
Stormwater Division
Margaret Pan, NC School of Science & Math
Our Members at Work:
Bountham Vannavong, City of High Point
Environment: Amanda Hill,
City of Mebane
Structures: Bountham Vannavong,
City of High Point
Critters Around Us: Sharon Simpson
Recognizes an individual for outstanding performance, professionalism and contributions to the water quality analysis profession.
Jason Parker, Town of Cary
Recognizes an individual who pursues the advancement of the art and knowledge of wastewater treatment.
Michael Wiseman, City of Asheboro
Acknowledges extraordinary personal service to the WEF member association based on organizational leadership, administrative service, membership activity, stimulation of technical functions or similar participation.
Jackie Jarrell, Charlotte-Mecklenburg
Utility Department
Jeff Payne, CDM Smith
Presented to an individual that has demonstrated commitment, leadership, and an understanding of significant water environment issues, providing an outstanding or unique improvement in the water environment at the local, regional, national or international level.
William (Bill) Holman, The Conservation Fund www.ncsafewater.org
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Encourages an active and effective safety program in municipal and industrial wastewater facilities, and stimulates the collecting and reporting of injury data.
City of Asheville
AWWA member that has demonstrated outstanding service to the Association through leadership and active participation.
Anthony (Terry) Rolan
Honors an individual for outstanding service to Water For People.
Albert E. Gallaher, III, Charlotte-Mecklenburg
Utility Department
Sara McHorne and Steve Shoaf
Presented to a member of AWWA for distinguished service to the water supply field in commemoration of sound engineering skill, brilliant diplomatic talent, and the constructive leadership, which characterized the life of George
Warren Fuller.
Angela Lee, Charlotte-Mecklenburg
Utility Department
Recognizes an act of heroism where water utility professionals place themselves at risk to aid someone else.
Darlene Barnwell, City of Asheville
Presented to the member who has made significant contributions to the practice of operating a water distribution or wastewater collection system.
Troy Perkins, Greenville Utilities Commission
Recognizes those whose careers in the water works industry exemplify vision, creativity, and excellent professional performance characteristic of Abel Wolman’s long and productive career.
Phil Singer, UNC Chapel Hill
Recognizes initiatives that educate water industry personnel, the public, students, or other groups about water and to disseminate guidelines to enable other AWWA Sections to conduct comparable educational activities.
NC Section mobile backflow trailer for cross connection training
Given annually to a member who demonstrates outstanding service to the Association and industry through education and training of water and wastewater professionals.
Helene Hilger, UNC Charlotte – retired
Honors Gordon Maskew Fair and recognizes accomplishments in the education and development of future engineers.
Helene Hilger, UNC Charlotte – retired
Recognizes the hard working maintenance professionals involved in the day-to-day maintenance and upkeep of our state’s plant assets.
Barry Thornton, City of Raleigh
42 NC Currents Winter 2014/15
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A & W Electric, Inc.
A.C. Schultes of Carolina, Inc.
Advanced Drainage Systems, Inc.
AMD Solutions, Inc.
Aqualitec Corp
Aqua-Pipe/Sanexen Environmental Services
Asahi/America, Inc.
Atlantic Valve & Equipment, Inc.
Backflow Solutions, Inc.
Beck Sales And Engineering Co.
BECK, Harold & Sons Inc.
Bio-Nomic Services, Inc.
C2I Control Instruments, Inc.
Caldwell Tanks, Inc.
Carolina Management Team, LLC
Carolina Meter and Supply
Carolina Pumpworks, LLC
Carotek Inc.
CB&I Inc.
Charles R Underwood, Inc.
City of Charlotte, Charlotte-Mecklenburg
Utility Department
Clearwater Inc.
Columbia Southern University
Combs & Associates Inc
Consolidated Pipe & Supply
Covalen
Crowder Construction Co
Daparak Inc.
DataFlyte
Dixie Electro Mechanical Services Inc.
Dorsett Technologies
Ductile Iron Pipe Research Association
Duke’s Root Control, Inc.
Eason Diving & Marine Contractors, Inc.
EMA Resources, Inc.
EW Process
EW2 Environmental, Inc.
Fortech
Frazier Engineering PA
Freese and Nichols, Inc.
Garney Construction
GEL Engineering of NC, Inc.
Hach Company
Haskell
Heyward Inc.
Heyward Instrumentation
HOBAS Pipe USA
Hydrostructures, P.A.
Interstate Utility Sales Inc.
Jack Moore & Associates, Inc.
K.L. Shane, Inc.
Kemp Inc.
Kimley-Horn and Associates, Inc.
Kusters Water
Lakeside Equipment Corporation
LBA Group
Logan Clay Products
Matchpoint, Inc.
MBD Consulting Engineers, P.A.
McGill Associates
Mechanical Equipment Company
Metrohm USA
Municipal Engineering Services
Company, P.A.
Netzsch Pumps
North Carolina Rural Water Association
Parker Hannifin
PC Construction
Perkinson Company Inc.
Perma-Liner LLC
Pete Duty & Associates Inc.
Pittsburg Tank & Tower Maintenance Co.
Precon Corporation
Preferred Sources Inc.
Premier Water, LLC
Pure Technologies
Rivers and Associates, Inc.
Robert H. Wager Company, Inc.
Roberts Filter Group
S&ME, Inc.
Salmons Dredging, Diving & Marine
Construction
Sauereisen
Sealing Systems, Inc.
Sherwin Williams
Southern Corrosion, Inc.
Southern Environmental Systems, LLC
Southern Flow Inc.
Specialty Valve
Spectrashield Liner Systems
Synagro
Tank Industry Consultants
TC&M Systems, Inc.
Team Industrial Services, Inc.
Tencarva Machinery Company
Tetra Tech Engineering, PC
The Crom Corporation
TNEMEC
Trihedral Engineering Limited
Trumbull Manufacturing
Turtle Plastics
US Pipe and Foundry
Ulliman Schutte Construction
USABlueBook
Vaughn & Melton Consulting Engineers
Veolia
W. K. Hile Company, Inc.
Water Guard, Inc.
WC Equipment Sales
WEDECO a xylem brand
Willis Engineers
Xylem, Flygt Products
Xypex Chemical Corporation
755 Yadkinville Rd.
Mocksville, NC 27028
336.751.1441
336.751.1442 Fax www.emaresourcesinc.com
Contact:
Erik Blankenship - President
Providing “Turn-Key” Biosolids
Management Programs for municipalities and industries throughout the Carolinas.
• Land Application
• Monitoring & Reporting
• Biosolids Sampling & Analysis
• Permitting
• Public Relations & Education
• Alkaline Stabilization
• Dredging & Pumping
• Digester & Lagoon Cleaning
• Mobile Mechanical Dewatering
& Transportation
Water_Ad_Alpharetta-1.indd 1
tel: 770-521-6542 dnason@CBI.com
www.CBI.com/water
CB&I • 11560 Great Oaks Way, Ste 500 • Alpharetta, GA 30022 www.ncsafewater.org
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®
C
PIPE & SUPPLY COMPANY
44 NC Currents Winter 2014/15
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Alternative Delivery Methods
(Session Law 2013-401, HB 857)
By Kelly R. Boone, PE, CDM-Smith, and Marco R. Menendez, PE, McAdams
What are the basics of the new law?
The legislation allows for three new methods, without the requirement of special legislation for each project:
1) Design-Build Contracts.
The law allows the owner two options: owner to select the design-builder solely on qualifications, or select a design-builder based on bids following 35% design
(see Design-Build Bridging).
2) Design-Build Bridging Contracts.
This method is currently used by some federal departments. The owner utilizes a designer (design criteria design professional) to develop a 35% design package. Design-build teams then submit their qualifications along with a
Guaranteed Maximum Price (GMP). The top three qualified firms are selected by the owner, followed by selection of the top firm based on lowest bid.
3) Public-Private Partnership
Construction Contracts (P3).
This is an alternative financing mechanism.
The private developer must finance at least 50% of the project cost.
What events or concerns led to the passage of this bill last session?
More local governments were asking to use design-build and public-private partnerships. Also, engineering, architecture, and contractor groups saw design-build as inevitable and wanted to be involved in crafting the legislation.
The engineering community wanted to fix the qualifications based selection (QBS) process loophole for fee-based proposals.
Small and medium firms saw a lot of
Construction Management At Risk (CMAR) work going only to large international firms and wanted to have better opportunities.
Are sole-source professional services contracts still allowed?
Yes, the law allows sole source professional services (licensed surveyors, architects, engineers) contracts up to $50,000 (up to
$30,000 previously).
What else does the law do?
It includes a study of prequalification requirements.
Are there any specific requirements of public entities using these methods?
The law requires public entities to file a report with the state explaining why this method is being used, why the firm was selected, terms of contract, other firms considered, a report on the form of bidding used, and an explanation of why a particular delivery method was used including the anticipated benefits.
(in Reference to Public Contracts and Procurement in North Carolina)
Qualifications-Based Selection (QBS) – a competitive contract procurement process in which selection of a firm is based on qualifications, without regard to fee.
Design-Build – a design and construction delivery method in which a firm is under a single contract to provide professional engineering and/or architecture services in addition to providing general contracting services.
Design-Build Bridging – a design and construction delivery method in which the
QBS process is utilized to select a firm, or an individual, to act as the representative of a government entity (owner) throughout the life of the project, from design-builder procurement process, through design and construction.
Design Criteria Design Professional – the firm, or individual, selected as part of the design-build bridging project delivery method, that is independent of the design-builder, and acts as the representative of the government entity (owner).
Design Criteria – the 35% design package that the design criteria design professional is required to provide as part of the design-build bridging process in order for designbuilders to submit responsive bid proposals.
Public-Private Partnership (P3) – a design and construction delivery method in which the QBS process is utilized to select a private developer to enter into a development contract with a government entity (owner).
Construction Management At Risk (CMAR) – a project delivery method in which the QBS process is utilized to select a firm, or an individual, to guarantee the project construction cost, and provide construction management services and management of the bidding process for subcontractors. www.ncsafewater.org
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Alternative Delivery Methods
What is the difference between design-build and design-build bridging project delivery methods in reference to the new law?
Design-build can be utilized with or without design-build bridging.
When the design-build method is used without design-build bridging, the selection of the design-builder is purely qualificationsbased (QBS), with the top three designbuilders ranked, and the top design-builder selected (interviews from some or all RFQ responders may be requested). Following selection, the negotiation process between the government entity and the selected design-builder takes place.
When the design-build method is used with design-build bridging, a design criteria design professional is selected prior to, and independent of, the design-builder. The design criteria design professional acts as the representative of the government entity from design-builder procurement through design and construction. The design criteria design professional is also responsible for preparing the design criteria package,
or 35% design, as part of a request for proposals (RFP) package, in order for design-builders to make a responsive bid proposal. The design-builder proposals are initially ranked based on qualifications
(QBS), with the top three identified. From the top three qualified design-builders, the lowest responsive, responsible bidder is selected (without an interview process).
How is a private developer selected with the public-private partnership
(P3) project delivery method?
The government entity must initially advertise the project for private developer qualifications response, and make available the requirements for the facilities or improvements included in the project. Qualifications statements are then submitted by private developers, followed by a qualificationsbased selection process (QBS). Once the private developer is selected, and the development contract is drafted, the governmental entity is required to advertise the terms of the contract at least 30 days prior to entering into the development contract.
For additional details associated with the new North Carolina Design-Build and
Public-Private Partnership Law , reference
North Carolina General Statutes Chapter
143, Article 3D and Article 8 .
About the Authors
Kelly R. Boone, PE is with CDM-Smith, and Marco R. Menendez, PE is with
McAdams.
american-usa.com
1-800-326-8051
48 NC Currents Winter 2014/15
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Alternative Delivery Methods
By Brian Thorsvold, PE – HDR; Mary Knosby, PE – HDR; and Kit Eller, PE - Charlotte-Mecklenburg Utility Department
Introduction
Because of the reported benefits of alternative delivery methods, Charlotte-
Mecklenburg Utility Department (CMUD) was interested in executing a design-build
(D-B) project. In order to utilize design-build
(D-B) in North Carolina prior to House Bill
857 (2013), CMUD needed to get special legislation passed, which they did in 2007.
The D-B delivery method is used by many utilities in the United States for water/ wastewater treatment projects; however the
McAlpine Creek Wastewater Management
Facility (WWMF) Effluent Filter Expansion was one of the first water/wastewater treatment projects to use this method in North
Carolina. CMUD reviewed multiple alternative delivery methods including construction manager at risk (CMAR), prescriptive D-B, and progressive D-B. Since progressive D-B allows the owner to maintain a high level of involvement during the entire project, it was selected as the alternative delivery method.
This specific project at the McAlpine Creek
WWMF was selected to utilize progressive
D-B because the timing, complexity, and sizing of the project made it an ideal test case for CMUD. The purpose of the project was to expand the effluent filter capacity from 40 million gallons per day (mgd) maximum month average daily flow (MMADF) to
72 mgd MMADF, as well as other miscellaneous improvements.
A multi-step process was used for the procurement, including selection of an owner’s representative and a qualifications-based selection for the D-B team.
Ultimately, Black & Veatch (B&V) was selected as the owner’s representative and
Crowder Construction Company and HDR were selected as the D-B team. The D-B contract was approved in February 2012.
The guaranteed maximum price (GMP)
Construction began based on permitted foundations package drawings developed at the time of the GMP. Above photo shows status of the construction when the 100% design was completed and submitted for final permitting.
was agreed to in October 2012 and construction began in December 2012. Final design was completed in March 2013 and final completion was achieved in August
2014. CMUD was an involved and integral part of the D-B team through collaboration, communication, and development of technical solutions that resulted in a successful project that ultimately provided the best value for CMUD. As an additional benefit,
CMUD gained invaluable experience and this project will provide CMUD with a good template for future D-B projects.
Progressive Design-Build Process
The progressive D-B process began with the establishment of a collaborative working environment between CMUD, the owner’s representative, and the D-B team. This collaborative working concept proved critical to the success of the project. This began with a formal partnering workshop, but was extended throughout the design through team meetings, discussions, and decision making. At the initial formal partnering workshop, the team worked with a partnering facilitator that was familiar with the design-construction industry. The initial partnering workshop focused on establishing team goals that were deemed critical as a gage to the ultimate success of this project. While many of these goals are common to most construction projects, one of the key goals was to prove the value of the progressive D-B process by delivering a project that achieved all process performance objectives, and also returned project contingency money to CMUD at the end of the project. Two subsequent partnering workshops were also held at transitional times during the project to make sure all levels of each organization were informed on project status and to confirm that all agreed the project was meeting established goals and would be considered successful when the project was complete.
The first significant milestone for the
D-B process was the development of the
60% design, which was used to establish the GMP. The D-B team worked closely www.ncsafewater.org
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Alternative Delivery Methods with CMUD to develop the 60% design.
Specific meetings and workshops were held to address key design issues including filter layout, slope stabilization, and filter operating area enclosures.
When the team addressed key design issues, the progressive D-B process allowed significant input by CMUD engineering and operations staff, with open feedback and discussions from the construction team.
This led to opportunities to develop a design which optimized construction costs, balanced with the operations and maintenance needs of the facility.
Throughout the 60% design, the D-B team worked closely with CMUD on the selection of major process equipment. Through an open-book process, the D-B team would develop design packages for major process equipment, which were then provided to vendors to solicit pricing. For each type of equipment, the D-B team and CMUD were able to make selections of equipment vendors based on more than just lowest price. Factors such as overall O&M costs, commonality with other systems, and experience with the proposed products were factored into the selections. This type of selection allowed CMUD and the D-B team to select equipment which provides the best value to the project.
Permitting Approach
Since this project was the first municipal progressive D-B in North Carolina, one area that required particular care was the permitting process. A key concern was that
Package
Civil Site / Foundation
Authorization to Construct (ATC)
Final ATC Permit Package
Table 1
Date Submitted Approval Notes
Sept 2012
March 2013
Nov 2012
May 2013
Concurrent with Design to 90%
Construction well underway, foundations poured, walls formed and poured. permit review comments obtained from
North Carolina Department of Environment and Natural Resources (NCDENR) regulators after the GMP was established could be so extensive as to require a change order. The following permits were required for this project.
• NCDENR Erosion & Sedimentation
Control
• NCDENR Authorization to Construct (ATC)
• Mecklenburg County Building Standards
– Building Permits
After the D-B team was selected, a meeting was held in Raleigh with NCDENR review staff. This was a new and different approach for the NCDENR staff, but they were committed to working together with CMUD and the D-B team through the design and permitting process. Obtaining phased permits to start construction prior to final design was critical to maintaining the schedule.
The D-B team submitted permit packages to NCDENR as shown in Table 1.
The same approach was utilized with
Mecklenburg County, and phased permits were successfully obtained.
1301 Industrial Drive Matthews, NC 28106
Establishment of
Guaranteed Maximum Price
With the 60% design complete and submitted to the permitting agencies for review, the D-B team worked to develop the GMP.
Portions of the GMP were developed through a series of à la carte menu discussions, based on firm vendor pricing on major equipment.
The GMP was developed with three parts.
• Cost, based on preliminary engineering report (basic functionality)
• Recommended scope additions
(recommendations provided by D-B team and CMUD)
• Additional value-added considerations
During the GMP development process, the owner’s engineer developed a parallel cost estimate to validate the overall process.
Through a series of collaborative meetings and discussions, the team was able to make selections that were both costeffective and met the needs of CMUD.
Overall, the development of the GMP represented the right cost for this project.
During the negotiations for the GMP, the
D-B team was able to provide a GMP which met the basic functionality requirements and
50 NC Currents Winter 2014/15
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Alternative Delivery Methods included many recommended scope additions to enhance filter operations for a final
GMP of $25,500,000. As a point of comparison, the original preliminary engineering report, which did not include any of the recommended scope additions, provided an opinion of probable construction cost of approximately $30,400,000. It should be noted that while the permit review agencies did have a few review comments that added cost to the project, none were significant.
Flexibility During Design and Construction
The progressive D-B process continued to provide for detailed owner input and flexibility as the design process transitioned into construction and start-up. Examples of flexibility during design included selection of equipment based on best value selection of vendor quotes and the ability to change some construction sequencing. CMUD was also able to pilot test equipment such as an insert venturi flowmeter in the filter influent piping and a closed circuit television (CCTV) monitoring system during design prior to incorporating them into the project. Installing the pilot venturi flowmeter in particular would have been difficult and costly without having a contractor already mobilized on site with the equipment and personnel necessary to install the meter.
One of the key advantages to the progressive D-B process is the ability to efficiently coordinate the best cost-saving solutions that achieve the project’s goals. The contractor, engineer, and owner are able to collaboratively discuss each of their true goals and objectives. When trust comes from an open book process and there is confidence in the costs of what each change will entail, it is much easier to brainstorm solutions as a group and develop the most efficient solution that best meets the project’s needs. There were many times that the group met to discuss operational, construction, or cost-related challenges and the group worked as a team to solve them to the maximum benefit of the project.
Conclusions
This project delivered everything documented in a previously prepared preliminary engineering report as a required improvement and, in addition, included many value-added items not in the original scope. The project was also completed with approximately $375,000 remaining and available to be returned to CMUD. The progressive D-B method utilized for this project provided multiple advantages over the traditional design-bid-build method.
Some of these advantages are listed below.
• Actual cost-based decisions during each phase of the design and construction process resulting in highvalue project scope.
• Field verification testing of scope items of uncertain value without delaying the project.
• Greater project scope for less money than the engineer’s estimate.
• A single point of accountability between the owner and D-B team.
• Equipment selection based on the best value to the project.
• Team based decision-making allowed for highly successful brainstorming sessions where everyone worked together to come up with the best solution in every aspect of the project – from design to construction sequencing, and planning plant shutdowns.
This test case for CMUD has clearly proven to deliver on the benefits associated with employing the progressive D-B process.
About the Authors
Brian Thorsvold is a professional associate with HDR. He has a bachelor’s and master’s degree from NC State
University in civil and environmental engineering, respectively. He has worked as a water/wastewater design engineer and project manager since 1997 and has been with HDR since 2003.
Mary Knosby is an associate vicepresident with HDR. She has a master’s degree from University of North Carolina at Charlotte in civil engineering. She has worked in consulting engineering since
1999 and has been with HDR since 2009.
Kit Eller is a senior project manager for
Charlotte-Mecklenburg Utility Department
(CMUD). He graduated from the University of North Carolina at Charlotte with a BSCET.
He worked in consulting engineering from
1988 until 1999 prior to working for CMUD.
Leak testing the filters during construction.
www.ncsafewater.org
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1111 Burma Drive
Apex, NC 27539
919-367-2000

Alternative Delivery Methods
By Jeff Coggins, Kent Lackey, and Ervin Myers, Black & Veatch Corporation
On August 23, 2013 the General
Assembly of North Carolina passed
House Bill 857 (HB 857) titled “An Act
Authorizing Public Contracts to Utilize the
Design-Build Method or Public-Private
Partnerships Con-struction Contracts.”
The legislation specifically acknowledges that delivery of projects can have more efficient delivery of quality design and construction and improved collaboration over the entire design and construction process. Guidelines and requirements for design-build, design-build bridging, publicprivate partnership (P3) contracts, and construction management at risk (CMAR) contracts are provided in the legislation.
Now, North Carolina owners can choose among a number of delivery methods to meet their project objectives and priorities. Each delivery method has advantages and disadvantages, and it is very important that project owners evaluate and determine their drivers and goals to make sure the delivery method selected meets those goals. Typical drivers in the municipal marketplace include schedule, cost, quality, innovation, risk management and staffing, among others. Understanding project drivers and goals allows an owner to begin a path forward to developing a design-build contract that promotes a project delivery that will meet project goals.
Figure 1 , taken from the Water Design
Build Council’s (WDBC) “The Municipal
Water and Wastewater Design-Build Handbook,” illustrates the primary design-build and CMAR delivery methods, as well as the traditional design-bid-build delivery method.
P3 delivery methods inclusive of private financing are not illustrated in the figure.
Design-Build
Design-build is a collaborative project delivery model that differs from traditional design-bid-build (DBB) in several ways:
• The contractor is selected on qualifications, approach, and other non-price factors or a combination of qualifications, approach, and costs.
HB 857 defines what cost factors can be incorporated into the selection process in North Carolina.
• Owners have a single point of accountability for both design and construction of the project. Accordingly, owners can transfer additional risks to the design builder, including performance guarantees for the installed facilities, which are typically not available with DBB.
• Input from construction personnel is available to owners at earlier stages in the project, and that input can be integrated into the overall design and construction strategies.
• Some owners choose to use an owner’s engineer (OE) to help them develop their design-build procurement documents and serve in an advisory role over the course of the project.
The scope of this role can vary, based on the owner’s past experience and expectations when using design-build.
The legislation enacted in August 2013 effectively allows for two variations of procuring design-build services: designbuild and design-build bridging contracts.
Both alternatives are variations of what is commonly referred to as progressive design-build (PDB) in the project delivery marketplace. An overview of the PDB delivery model is shown in Figure 2 .
Owner Benefits When Using
Progressive Design-Build
PDB offers several advantages to owners when compared to DBB. Owners routinely indicate that their overall project experience was more positive and collaborative when contrasted to traditional DBB delivery.
Benefits that owners can realize by properly planning and executing a project with a
PDB delivery method include:
• Early understanding of total project costs.
• Single point of accountability; one contract to manage and one entity to be responsible for design, construction, commissioning, and warranty.
• Flexibility of risk transfer to assign project elements/risk to the parties best suited to manage those risks.
• Reduction in “scope creep.” Engineering and construction teams are one and the
Figure 1: Project Delivery Methods per The WDBC Municipal Water and Wastewater
Design-Build Handbook, Third Edition ( waterdesignbuild.org
).
www.ncsafewater.org
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Alternative Delivery Methods
Figure 2: Overview of Progressive Design-Build Process per The WDBC Municipal Water and Wastewater Design-Build Handbook, Third Edition ( waterdesignbuild.org
).
same and are working to deliver the project within the owner’s budget.
• Early start and schedule efficiencies; some construction activities and procurement can begin prior to design completion.
• Cost savings associated with reduced overall schedule and contractor input during design.
• Improved constructability because engineer and construction teams can proactively identify and resolve potential construction conflicts, sequencing issues, and quality issues prior to beginning work.
• Increased efficiencies during construction, as the engineering and construction teams are one and the same.
• Performance guarantees for treatment systems.
preliminary design and procurement process, the overall DB entity procurement costs could be greater than the traditional procurement of design engineers and general contractors.
• Additional time to procure a designbuild team. For utilities that have not been through a DB procurement, there could be additional time necessary to educate purchasing and procurement departments on the process and establish any necessary policies and procedures. This should be a temporary issue and once the policies/ procedures are in place, procurement time will be similar or shorter than traditional procurement times for engineers and contractors.
• Loss of owner control. In a PDB model, the owner has input to the design similar to DBB. If the guaranteed maximum price (GMP) is developed before the design is advanced to completion
(which is common but not necessary), there will be limitations to the amount and significance of design changes that can be accommodated without cost impacts to the GMP.
• There is a potential to be unsuccessful at negotiating a GMP with the design builder; however, PDB agreements should include “off-ramp” provisions that clearly define the procedures, should a
GMP agreement not be reached. These provisions often give the owner the ability to hard bid the project in a DBB fashion.
Construction Management At-Risk
CMAR is similar to the traditional DBB delivery model but includes some of the collaborative elements and benefits that can be obtained from design-build. Key features of CMAR and differences with design-build are as follows.
• The owner will have both a design contract and construction contract with two distinct and separate entities.
• The owner retains the design risk; however, the CMAR is typically involved in the project during the design process.
• CMAR contracts typically have two phases: pre-construction services and construction.
An overview of the CMAR delivery model is shown in Figure 3 .
Potential Disadvantages When Using
Progressive Design-Build
While PDB offers several advantages to owners, there are potential disadvantages that can be important to municipalities. The importance or weight of these issues will vary widely for each utility and need to be carefully considered when determining if a
PDB delivery method is the best delivery method for a particular project. Potential disadvantages include:
• Higher procurement costs. While not necessarily the case, if extensive thirdparty services are used as part of the
Figure 3: Overview of Construction Management At-Risk Process per The WDBC Municipal
Water and Wastewater Design-Build Handbook, Third Edition ( waterdesignbuild.org
).
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Alternative Delivery Methods
Consideration
Schedule
Regulatory Issues
Treatment Options
Reliability/Flexibility
Lower/Sustainable Costs
Budget constraints
Risk Management
Accountability
Delivery Driver
Project delivery must emphasize schedule certainty and time as a priority.
Finished project must emphasize and demonstrate performance certainty.
Project delivery should promote innovation.
Finished project should provide overall best value to utility, including operational considerations.
Project development and delivery must emphasize life cycle costs and reflect potential variability to operations and maintenance (O&M) cost components.
Project delivery must provide for cost certainty early in the project development.
Project delivery must be flexible to distribute unique project risks to the parties best suited to manage those risks.
Does the owner desire a single point of accountability for design and construction?
Table 1: Typical Owner Project Considerations and Drivers.
Owner Benefits When Using CMAR
CMAR offers similar (but not all) benefits to
PDB. Like PDB, owners routinely indicate that their overall project experience was more positive and collaborative when contrasted to traditional DBB delivery. Benefits of a CMAR project delivery include:
• Early understanding of total project costs.
• Reduction in “scope creep.”
Engineering and construction teams should work together during design to develop a project within the owner’s budget.
• Early start and schedule efficiencies; some construction activities and procurement can begin prior to design completion if a GMP is established prior to completion of design.
• Cost savings associated with reduced overall schedule and contractor input during design.
• Improved constructability because engineer and construction teams can proactively identify and resolve potential construction conflicts, sequencing issues, and quality issues prior to beginning work.
• Owner can switch to a DBB delivery method if an acceptable GMP cannot be negotiated.
Potential Disadvantages
When Using CMAR
There are potential disadvantages to
CMAR project delivery that can be important to municipalities. The importance or weight of these issues will vary widely for each utility and need to be carefully considered when determining if a CMAR delivery method is the best delivery method for a particular project. Potential disadvantages include:
• Additional time to procure a CMAR team. For utilities that have not been through a CMAR procurement, there could be additional time necessary to educate purchasing and procurement departments on the process, and establish any necessary policies and procedures. This should be a temporary issue and once the policies/ procedures are in place, procurement time will be similar or shorter than traditional procurement times for engineers and contractors.
• Higher procurement costs. In DBB project delivery, the costs to procure a general contractor are well known and understood by municipalities and require minimal effort and cost. The procurement of a CMAR will take more utility staff time to administer a procurement process. Utilities may also choose to have input from their design engineer or other third party regarding the CMAR procurement, which could also increase the overall procurement costs.
• Owner retains design risk. While the CMAR delivery method is more collaborative than DBB and is reported to have fewer claims, the owner still retains the design risk in the same manner as DBB. weight the project considerations and drivers commensurate with the importance of each. For example, if an owner was planning a wastewater treatment plant project that had no regulatory drivers requiring unique or specific treatment performance, the regulatory category could be weighted low. Some common questions that can be asked to help assess the weighting of each consideration are as follows.
• How quickly must the project be completed? What are the consequences to my utility if the project schedule slips?
• How are capital costs versus life-cycle costs to be considered when evaluating project solutions?
• Are there other benefits to my utility if the project can be delivered ahead of schedule and less than budget?
Selecting a Project Delivery Model
There are many factors to be considered when evaluating if design-build or CMAR project delivery methods are most appropriate to implement a project.
Table 1 summarizes common drivers that owners consider when evaluating different project delivery methods.
When evaluating different delivery models, it is recommended that owners www.ncsafewater.org
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Alternative Delivery Methods
• Are there technical elements of the project that are new and/or unknown to my utility staff?
• Are there performance requirements for the project that are being driven by a regulatory agency or other governing body? Are those requirements unique or new to my agency, and what are the consequences if those requirements are not met?
• Do I have a fixed budget for the project or can the budget be modified to achieve the overall project goals?
When do I need cost certainty for the project?
• Are there any significant and/ or unique risks associated with the project that my agency is not accustomed to addressing?
Summary
Owners that use design-build and
CMAR delivery typically report a more collaborative environment from start to finish of the project. When determining if design-build or CMAR are appropriate for delivering a capital project or program, one must consider and evaluate the project drivers against the ability of a delivery method to successfully meet those drivers.
When properly planned and executed, design-build projects can deliver highquality solutions to complex projects with aggressive schedules. Alternative delivery also allows owners to assign project risks to the parties that are best suited to manage those project risks.
About the Authors
Jeff Coggins is a senior project manager and associate vice president at Black & Veatch in Charlotte, North Carolina. He has been very active in leading traditional and design-build projects in the water industry in his 25-year career, including managing several water treatment design build projects. He is an active member of AWWA and a licensed engineer in North
Carolina. He has a BS and MS in civil engineering from North Carolina State University.
Kent Lackey is a senior project manager and associate vice president at Black & Veatch in
Charlotte, North Carolina. He is an active member of EJCDC, WEF, and AWWA, specializing in water and wastewater system design and construction. He is currently a member of the
EJCDC Design-Build Sub-committee supporting the developing of standard contracts for use in fixed price and progressive design-build projects. He has a BS and MS in civil engineering from Clemson University.
Ervin Myers is a director for design-build and CMAR and an associate vice president at Black
& Veatch. He is a member of DBIA and AWWA, and is a licensed engineer in Florida. He has a
BS in civil engineering from Penn State University and a master’s of science in environmental systems engineering from Clemson University.
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Alternative Delivery Methods
By Kevin C. Irby, PE, Vice-President, CDM Smith, Ken Flatt, Director, Dare County Water Department,
Yaribell Hernandez, PE, DBIA, Associate, CDM Smith
Often called the Lost Colony, Roanoke
Island was the first English colony settled in the New World in what was then Virginia.
The tiny island – just 11 miles long and 2 miles wide – is now part of North Carolina’s
Dare County. Nestled between the mainland and barrier islands near Nags Head, the island is a popular tourist attraction for both its history and natural beauty. The Outer
Banks beaches are a coveted destination in the summer, when the island’s population swells from 10,000 year-round residents.
Saltwater intrusion is an ongoing challenge in the Outer Banks, but Roanoke
Island presents a particular problem. The
Dare County Water Department’s 6-mgd
Skyco ion-exchange treatment plant serves the town of Manteo and limited unincorporated areas in the central part of the island, but residents in northern Roanoke Island, the southern area of Wanchese, and other unincorporated areas rely on private wells
Figure 1: The first settlers came to Roanoke
Island in 1585. Like the Dare County Water
Department’s other 12 service areas, the
18-square-mile island between North Carolina’s coast and the Atlantic Ocean experienced chronic saltwater intrusion. supplied by two aquifers. Tourist attractions including the Lost Colony, Fort Raleigh, and an historic fishing village in Wanchese also are in these unserved areas.
For many years, the private wells supplying these areas have experienced low water levels and saltwater intrusion, a common problem where groundwater is pumped from coastal wells. Because the private wells provided no reliable fire protection, public safety was another concern. Local fire departments had asked the county board of commissioners to expand public water service to ensure adequate supplies for fire suppression.
The county replaced many of the shallow wells in Wanchese with deeper wells in the 1980s, but saltwater again became an issue in the late 1990s. A study concluded that well water quality was deteriorating because the replacement wells were poorly constructed. But extending municipal water service to the rest of the island, which would be the county’s largest water services project since the early 1950s, wasn’t without issues, either. There was the potential impact of widespread construction on tourism, the island’s primary industry, as well as wildlife and wetlands, to consider. Like many communities, Dare County faced revenue shortages and budget concerns. Finally, retrofitting homes – some 50 years old – with new pipes would pose logistic and communication challenges.
Modeling Strategic Improvements
For more than 20 years, the county has collaborated with CDM Smith on water supply, treatment, and distribution projects.
In 2005, the Water Department enlisted the consulting engineering firm to conduct a system planning study to determine what improvements were necessary to expand water distribution on Roanoke Island. The firm developed existing and future demand
Figure 2: The Dare County Water Department construction manager at risk (CMAR) project included installation of more than 50 miles of distribution piping.
projections, created a hydraulic model, and recommended infrastructure improvements based on projected water demands through 2025.
To assess the county’s needs, a computer model of the distribution system was developed using billing data, population projections, parcel data, and land use data. Projected conditions – including average day, maximum day, maximum day plus fire flow, and peak hour demands — were simulated and observed. Because the Skyco plant’s existing storage tank and mains would not meet the projected daily demand of 2.83 million gallons, the firm’s
2006 recommendations included:
• Improving the facility’s high-service pumps and piping
• Building a 300,000-gallon elevated storage tank to supplement an existing
200,000-gallon tank, which will remain in service
• Building a 3-million-gallon ground storage tank
• Installing more than 50 miles of distribution piping.
Minimum fire flow capacities were determined based on standards by the
Insurance Services Office (ISO), a private rating service that insurance companies www.ncsafewater.org
57
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Alternative Delivery Methods use to establish fire flow requirements for communities. Flows are based on maintaining a residual pressure of 20 psi to overcome frictional losses through the hydrant and hoses and to maintain positive pressure on the suction side of a fire department pumper truck.
For residential areas, ISO recommends fire flow capacity of no less than 750 gallons per minute (gpm) for one- and two-family dwellings not exceeding two stories in height and spaced 31 to 100 feet apart. This describes the majority of structures in the service area. Requirements for commercial and industrial areas are generally higher, so CDM Smith developed specific flow requirements for commercial and industrial developments as well as public facilities such as schools, hospitals, and nursing homes.
Structuring Bid Packages
In 2009, the Dare County Board of
Commissioners saw an opportunity to address the island’s water issues and
Figure 3: Horizontal directional drilling has been used to install 1,010 linear feet of 16-inch HDPE pipe over three locations and jack-and-bore for 36 road crossings in carrier sizes from 6 to 16 inches. This is a pipe-jacking heading east from the northwest corner of an intersection on Roanoke Island.
reinvigorate the economy. Aided by a
$500,000 North Carolina Rural Economic
Development Center grant, they decided to move forward with the proposed expansion. In addition to providing high-quality water, the project would
Charlotte-Mecklenburg Utility
Department’s Sugar Creek WWTP
200-mgd Self Cleaning Influent
Pump Station and Screening Facility
Offices in Raleigh and Charlotte support local businesses and create much-needed jobs on the island.
In March 2009, through a qualificationsbased selection process, the Water
Department selected CDM Smith as the design engineer; and in August 2009, through a separate qualifications-based selection, selected CDM Constructors as the construction manager at risk (CMAR).
“From experience with three previous projects, we believe CMAR provides a high level of coordination early in the project, resulting in improved schedule management and controlling project costs,” says Dare County Finance Director
David Clawson. “In addition, references are essential for firms to be able to obtain future work – an incentive to provide a quality project.”
In November 2010, at approximately the 30% design level, CDM Smith’s team developed a guaranteed maximum price
(GMP) of $20,387,815, and in January
2011 began construction.
The CMAR approach offered a number of advantages over traditional design-bidbuild methods. Establishing a GMP early, while the bidding environment was favorable, ensured the county would not be affected by economic factors that could increase costs. These savings will ultimately be passed on to ratepayers.
In addition, the procurement method provides flexibility that streamlines the design process, which at 50% completion
58 NC Currents Winter 2014/15
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Alternative Delivery Methods
Figure 4: In addition to 56 miles of 6- to 16-inch pipeline, the Dare County Water Department’s construction manager at risk (CMAR) contract with CDM Smith includes improvements that will increase pumping capacity from 800 - 900 gpm to a maximum 1,950 gpm under typical operating conditions. New 100-hp pumps have replaced two 30-hp high-service pumps; transmission pumps have been rehabilitated.
Figure 5: This project more than doubles the
Dare County Water Department’s Roanoke
Island storage capacity. This new 300,000-gallon tank is located at an abandoned county facility.
is estimated to have saved $900,000.
In one instance, the CDM Smith team coordinated with electrical and mechanical pump room subcontractors and Water Department employees to develop a sequence of work that required only short-term shutdowns. Existing water systems remained operational while the new pumping system was installed, avoiding costly bypass pumping and saving nearly $100,000. And in several areas of the distribution system, the firm’s team worked with pipeline subcontractors and the local Department of Transportation (DOT) to make minor revisions to the alignment and reduce pipe lengths or repaving.
These savings have helped offset other unforeseen conditions and keep the project on budget. Unexpected issues included pavement that was found to be
12 inches thick from several overlaying treatments over the years. In other instances, work restrictions or additional paving were needed to work around areas where easement could not be obtained without condemnation.
The method also generated subcontracts in a size range that was both attractive to and manageable by local contractors. The project was divided into five design packages that were then divided into more than 15 separate procurement and construction packages.
The first design package included the pump room improvements and new ground and elevated storage tanks. The remaining four design packages included the 56 miles of water main, which were divided up geographically.
It has worked: At the halfway point, nearly 85% of the work has gone to regional subcontractors and allowed approximately 60% of the construction work to be performed by subcontractors located in Dare County.
With a great deal of construction taking place on private property, the level of communication CMAR requires has greatly facilitated resolution of right-of-way issues. The CDM Smith construction team and county quickly identified areas where easements were unavailable. Working closely with pipeline subcontractors and the local
DOT has averted costly condemnation proceedings. To date, the county has not had to condemn a single easement. All easements have been obtained through negotiations or avoided by modifying construction means and methods.
Throughout the project, construction continues to be guided by the county’s desire to protect the island’s wildlife and wetlands. An environmental assessment was performed to identify habitats and areas considered environmentally sensitive. Where possible, trenchless technology is being used to install pipelines – under a stream or designated wetland, for example – in ways that do not disturb sensitive areas.
In November 2011, residential customers were brought online, and in December the Dare County Justice
Center and municipal complex was connected to the system – both key milestones. When finished, the project may provide the additional benefit of lowering fire insurance premiums for county residents and businesses.
© 2012 Hanley Wood, LLC. All Rights
Reserved. Republication or dissemination of “Bringing drinking water to an island community” (Public Works Magazine,
March 2012, pages 49-55) is expressly prohibited without the written permission of Hanley Wood, LLC. Unauthorized use is prohibited. NCAWWA-WEA magazine is publishing “Bringing Drinking Water to an
Island Community” under license from
Hanley Wood, LLC.
About the Authors
Kevin Irby ( irbykc@cdmsmith.com
) is a vice-president with CDM Smith; Ken Flatt
( kenf@darenc.com
) is the Dare County
Water Department’s Director; and Yaribell
Hernandez ( hernandezy@cdmsmith.com
) is an associate with CDM Smith.
www.ncsafewater.org
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Alternative Delivery Methods
By Linnell Stanhope, Crowder Construction Company
In today’s marketplace, the choices regarding project procurement are becoming more and more varied. Not so many years ago, an owner’s decisions were limited to choosing a designer followed by the selection of a contractor. Procurement options have now broadened drastically. Not only have means, methods and procedures expanded, but the selection and administration process alternatives have become virtually limitless. Alternate delivery is becoming the norm as opposed to the alternative to traditional design-bid-construct methods.
Alternate delivery is not a new concept for procuring work. Many of man’s greatest accomplishments in engineering and construction were procured and delivered through an alternative method. The Egyptian Pyramids, the Great Wall of China, the
Panama Canal, the White House, and the
Brooklyn Bridge are impressive examples of early alternative delivery projects.
For centuries design professionals have offered their clients much more than just engineering. Until the early 1900s, design professionals were engaged in providing a field-constructed, turnkey project rather than just a set of plans and specifications.
These professionals relied on their reputations as ‘master builders’ to secure their next project, rather than whether or not they could simply be the low bidder.
Quality of the Master Builders’ projects was insured with their lives. For bridge projects, it was required by ancient
Roman law that the builder (who was also the designer) stand beneath the bridge arches as the forms were removed. If a failure occurred, the builder met his fate and, in theory, the flawed design or faulty construction would not be repeated. If a failure occurred at a later date and any
Roman citizens were killed, then the builder and a number of the builder’s craftsmen equal to the number of citizens killed were put to death. It is not surprising that some of the ancient bridges still stand to this day.
The concept of separating design and construction was, for the most part, a result of the labor movement. Organized labor demanded that construction projects be competitively bid. It was too difficult to competitively bid the design work since the scope of the designer’s task was difficult to define to a level that would accurately depict the needs of the client. In fact, to this day, it is illegal in most states for owners to select their design professionals through a competitive bid process. Hence, a separation of the design and construction industries occurred.
The separation was reinforced in the
‘heyday’ of federal government spending.
After the depression, federal funding of public and some private projects exploded.
Interstate highways, airport systems, military projects, clean air and water programs were all seeking federal funding. Along with the federal dollars came strict requirements for competitive bidding.
In the late 1900s, a trend to reduce the size and scope of federal government was emerging. This trend led to reductions in federal spending, including federal funding of public projects. With the reduction in federal funding came increasing pressures on local governments to complete projects as efficiently as possible while maintaining the levels of quality that are consistent with taxpayer demands. This trend placed a new emphasis on design-build and similar systems as viable alternatives to the traditional approach of design – bid – construct.
We have come full circle, with the exception that, today, quality is governed by our reputation as opposed to our lives.
We are now faced with change and continuity.
As designers and constructors, we have been challenged to do more than we have in the past – and to do it better, faster, and for less money. We are compelled to change how we relate to each other, and we must adapt together to form relationships that will meet the needs of our clients. We are expected to perform as a unit, providing a single point of responsibility for design and construction. This expectation requires changing the typical relationship that has existed between designer and constructor, which has commonly been adversarial due to the differing agendas that naturally exist. Strategic alliances are necessary, but these alliances pose special challenges that require a shift from traditional management practices. Conventional management advice from experts has consistently told us to:
• Create a solid business plan
• Develop a detailed contract
• Define metrics for assessing the value of the relationship
• Establish formal systems and structures
• Seek common ground
All of these recommendations are logical; however, the relationship that must be formed to create a true partnership is more than just a business arrangement. These partnerships require two companies to cooperate with one another while simultaneously competing in the same market. At the same time, the participants must navigate often-maddening differences in operating styles. Success with alternate procurement methods requires shifting your focus to a complementary set of principles.
A relationship of trust must be built while maintaining a high degree of interdependence between companies that may compete against each other or sit across the table from each other on future projects. The relationship may need to navigate – and sometimes leverage – significant differences between partners’ strengths and operating styles. The new methods for delivering a design and construction project demands looking at relationships from an alternate view. Conventional wisdom could cause us to miss the most important drivers of success.
It is obviously important to choose the right partner when a project opportunity
60 NC Currents Winter 2014/15
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Alternative Delivery Methods presents itself, but when a partnership is agreed upon, the relationship may pose special challenges that make traditional management practices irrelevant. So the following are my alternative delivery
‘lessons learned,’ although the learning continues with each new project.
In my opinion, the most relevant attributes for an alternative delivery team to deliver a highly successful project are:
• Trust. Alternative delivery methods are based on trust. Success depends upon trust – first and foremost. When
I say trust, I am referring to confidence that the other party can be relied upon, that the relationship will not be exploited by either party, and that the partner, client and project that are jointly served remain a priority, with extra effort being consistently made to deliver as promised. When trust is present, the parties involved: o Help each other out of difficult situations.
o Fulfill respective obligations.
o Share information relating to project needs without feeling a need to protect oneself.
• Commitment.
There must be a complete commitment to jointly risk, share, and win as a unit. A true winwin attitude is an absolute necessity if an alliance is to endure the ups and downs, the challenges and the successes of a typical construction project.
o The relationship is valued by management of both parties and is extended to all levels of both organizations.
o The relationship has a long-term commitment.
o Conflict between individual and joint goals is resolved openly.
o Time is taken to actively build trust.
• Interdependence.
Firms join forces to achieve mutually beneficial goals and objectives. They must acknowledge that each is dependent on the other for their best effort and commitment as a project is pursued.
While the value reaped by each partner may not be perfectly equal, it has to be perceived as fair and sustainable, with both companies getting more out, over time, than they are putting in.
o Give each other work opportunities.
o Have a mutual reliance and respect for each other.
o Treat each other equally as business partners.
• Cooperation.
Each partner must be willing to listen, explore, honestly critique, and openly consider ideas that come from a different perspective.
Recognize that aligned goals remove decisions based on self-interest.
Collaborative and cooperative work not only achieves mutual goals, but often it also results in solutions to issues not originally considered. The following guidelines describe the process. o Cooperate not only out of need, but also out of desire.
o Cooperate in sharing and resolving risk.
o Cooperation reduces the likelihood of opportunistic behavior.
• Communication.
Timely, accurate, and relevant information is essential.
Alternative delivery proceeds at a more rapid pace than traditional procurement methods making communication critical to success. For the most effective communication it is important to: o Maintain openness in order to prevent hesitation, reservation, or other defensive behavior.
o Communicate openly and with trust in mutually pursued opportunities and when solving problems and conflicts.
o Consult each other before making key decisions.
• Joint Problem Solving. Open and honest communication of relevant information leads to constructive resolution of conflict. The goal is resolution and keeping the project moving in a positive direction.
Keep in mind the following: o Problems and conflicts are a natural part of teamwork – they can be expected.
o Admit difficulties even when they relate to uncomfortable issues.
o When problems occur, concentrate on solving them rather than trying to blame them on someone.
The message I would like to leave is that, while it may seem counterintuitive, the recipe for success in the alternate delivery market may include focusing less on the business plan and more on the partnership’s working relationship. Rather than suppressing disagreements, respectfully exploring conflicts may provide innovative solutions and sources of value in differing perspectives. Finally, trust is fundamental to the success of the partnership.
Barriers to trust are mixed messages, broken commitments, and unpredictable, inconsistent behavior. Maintaining a strategic relationship benefits the partners, the client and the project opportunity.
Dedicate the time to your relationship that it deserves, or it will not exist for future opportunities.
Our industry is richer as a result of collaborative relationships. I believe that if you and your partner have common values, mutual respect and a shared vision, you have the essential ingredients of a great collaborative experience. www.ncsafewater.org
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Port Royal, SC
(843) 522-9600
Hendersonville, NC
(828) 692-4511
Greensboro, NC
(336) 455-2871

By Alesandra Reed, CDM Smith
E ach year, the North Carolina Water
For People Committee organizes a 5K
Run to raise funds and awareness in support of Water For People’s cause to bring clean water and sanitation infrastructure to communities across the globe. This year’s
5K was our most successful yet, thanks to our efforts to diversify our support network, involve local businesses, and utilize social media. The lessons learned from this year’s
Water For People 5K are applicable to community-based fundraisers all across our beautiful state. Consider these tips for your next charity event:
This goose wanted in on the fun!
Branch Out
Year after year, our loyal friends from the water/wastewater industry have supported us: local municipalities, engineering consulting firms, equipment vendors, and regulating agencies. This year we invited folks from beyond our industry’s social circle.
We reached out to local breweries, running clubs, and fitness apparel shops, among others. The partnerships we formed were mutually beneficial: increased visibility of our cause and our partner’s business.
When our committee pooled their social resources, we realized that we had friends who were photographers, tee-shirt makers, and business owners, who were generous enough to donate their venue, their time, and/or their skills.
If you are planning a bake sale fundraiser, consider asking a local coffee shop to donate a couple bags of coffee beans.
If you are cleaning up a local waterway, inquire to a nearby home improvement store about discounted trash bags. If your event
Water For People is an international nongovernmental organization with a vision of a world where everyone has access to safe drinking water and sanitation.
revolves around a musical performance, consider asking local musicians to display promotional material of your event on their website. It took the generosity of our entire community to make our 5K the success that it was.
In years past, the 5K was only held in
Charlotte, NC. This year we teamed up with friends in Raleigh, NC and helped them to plan an additional 5K there, hosted on the same day! Our message was heard all across the state, and the result was a greater number of participants than in any year prior. thank our participants with gift certificates that appealed to their athletic spirits. Some gift certificates were redeemable at local fitness apparel retailers, yoga studios, and indoor rock climbing gyms.
Each year, we encourage groups of people to register as a team. Fostering team spirit makes the event more fun for the participants, who are thus surrounded by their friends, family and colleagues. It also empowers registrants to make the event their own by joining the effort to spread awareness and increase participation.
Get Competitive
This year, we had great prizes for our fastest male and female runners. Valuable prizes are a great way to encourage people to register for your event, thank your ‘winning’ participants, and encourage all to return again next year for a chance to win. Prizes can be expensive, though, and divert funds away from the charity we are trying to support. So, we called local businesses and asked them to make a donation to Water For People in the form of gift certificates to their place of business. From the business’s perspective, their donation equates to increased foot traffic, the potential to earn a repeat customer, and guaranteed promotion of their business’s name to all participants of the event.
Without spending a dime, we were able to
Jump Online
Taking advantage of today’s pervasive connectivity, we put our event online. Taking your cause to the web helps you reach a broader audience and makes it easier for supporters to sign up and donate. With just a few clicks, one team of 35 participants was able to register online for our 5K, as opposed to coordinating 35 separate, mail-in forms. Making it easy for donors to register online contributed to this year’s increased participation. The extra donations received greatly overshadowed the small fee collected by our website’s host. We were fortunate to have the help of techsavvy NC AWWA-WEA staff to manage our website. By exploring the social resources of your co-organizers, you are certain to find
64 NC Currents Winter 2014/15
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Charlotte-Mecklenburg Utility Department displayed their team spirit with matching t-shirts!
It was a beautiful day for a run at Frank Liske Park in Concord, NC.
someone with the media skills you need to take your cause online.
Plan Ahead
On the weekend of our big event, 14 other races were hosted in Charlotte alone! This is why it is important to pick a date and reserve a venue, first thing. Next, create a checklist of everything your team wants to accomplish. The more details we had on paper
(‘Who is bringing bottled water?’ and ‘Where will we print our fliers?’), the less we worried about loose ends going untied. Consider using a spreadsheet to keep track of potential sponsors, their contact information, and if a donation was received. This will make it easy to thank your donors and remember who to contact for next year’s event. After our 5K, our organizers came back to the table to take inventory of lessons learned. Next year we can hit the ground running and avoid reinventing the wheel.
We would like to thank all of this year’s supporters. With your generous contributions, we exceeded our fundraising goals and promoted awareness of the globallyfelt need for clean water and sanitation.
Thank you!
For more information about Water For
People or to volunteer with our 5K planning committee next year, please contact Keller
Schnier ( SchnierKW@CDMSmith.com
) or
Nick Dierkes ( NDierkes@Brwncald.com
).
Happy Fundraising!
About the Author
Alesandra Reed was a co-chair on the
2014 planning committee for the NC Water
For People 5K. She is a graduate of the
University of Florida and an environmental engineer at CDM Smith.
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This year’s competition was fierce!
Congratulations to all our winners.
www.ncsafewater.org
65

®
®
®
Sanitaire is a brand of Xylem, whose 12,000 employees are addressing the most complex issues in the global water market.

The NC Safewater Endowment was created to help produce a sustained, educated, and trained workforce for the water industry. As more
Association members contribute to the program, we are able to increase both the number and the monetary value of the scholarships that we offer. Scholarships are available for community college students, teachers, and university students in a water-related concentration.
The table below summarizes scholarships available in 2015. More information about each scholarship, and scholarship applications are available at www.ncsafewater.org/scholarships . All scholarship applications are due February 28, 2015.
As a member of NC AWWA-WEA, we are asking you help secure the future of our industry workforce by promoting these scholarships.
Please take a few minutes to consider if you have a family member, friend, neighbor, or colleague that may qualify, or if they may know someone who qualifies for one of these opportunities. If you do not know a potential applicant, maybe you know someone connected to a school, community college, or university that could assist with getting this scholarship information directly to students or teachers.
Additionally, you can help increase the number and monetary value of our scholarships by making a tax-deductible donation directly to a specific fund, or to the general NC Safewater Fund. The donation form and instructions are posted at www.ncsafewater.org/scholarships .
Source of Award 2
The Carol Bond Fund
Community College Scholarship
Award Amount General Criteria 1
$1,000
Awarded to a community college student pursuing a degree in environmental sciences or environmental education at a community college in North Carolina.
The Carol Bond Fund/The Lynn and
Lars Balck Water Environmental Stewardship
Fund/The Rivers & Associates, Inc.
Clean Water Education Fund Scholarship
The Environmental Manufacturer’s
Representative Scholarship Fund
Scholarship
The Frank and Susan Stephenson Water
Environmental Scholarship Fund Scholarship
The Les and Elaine Hall Water Environmental
Stewardship Fund Scholarship
The NC Safewater Fund/GHD
Clean Water Fund Scholarship
The NC Safewater Fund Scholarship
$2,000
$1,000
$1,000
$1,000
$2,000
$1,500
Awarded to a rising junior majoring in engineering with a concentration in the water environment in an ABET accredited curriculum at one of the
UNC campuses.
Awarded to a student studying engineering with a concentration in the water environment in an ABET accredited engineering curriculum at one of the UNC campuses.
Awarded to a first year freshman studying engineering or science with a concentration in the water environment in an ABET accredited engineering curriculum or a science curriculum at one of the UNC campuses.
Awarded to a rising junior studying engineering with a concentration in the water environment in an ABET accredited engineering curriculum at one of the UNC Campuses.
Awarded to a first year graduate student who is studying engineering with a concentration in the water environment in an ABET accredited engineering curriculum at a North Carolina University.
Awarded to a student pursuing a degree in a curriculum that emphasizes the protection of public health by providing healthful drinking water and /or protecting the quality and integrity of the water environment at an institution of higher education located in North Carolina.
The Crowder Construction Company
Scholarship Fund Scholarship
Raftelis Financial Consultants Environmental
Finance and Management Fund Scholarship
$1,000
$1,000
Awarded to a full time student who has completed one full year of course work at an accredited college with a career goal of working in the field of water and wastewater construction.
Awarded to a student pursuing an undergraduate or graduate degree with a concentration in environmental finance, environmental management, or related disciplines, in an accredited institution of higher education.
Raftelis Foundation Elementary
Education Scholarship
$1,000
The scholarship program focuses on funding competitive financial awards to elementary educators that have as a major objective, educating elementary students.
1 For application forms and a complete list of criteria, go to www.ncsafewater.org/scholarships.
2 At this early stage of the program, awards are sometimes made by combining the available scholarship money from multiple funds.
www.ncsafewater.org
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The following people became members of NC AWWA-WEA in July, August, and September of 2014 by joining AWWA or WEF and choosing NC as their home state or as an additional membership state, or by joining at the state level with a NC SLAM membership.
We welcome these professionals to the Association and look forward to seeing them at future events and working with them on various projects and committees.
We want to learn more about our members! If you are a NC AWWA-WEA member and would like to introduce yourself to our membership, email your photo and the answers to the following three questions to Nicole Banks at nbanks@ncsafewater.org
, and you may be featured in an eNews email or on www.ncsafewater.org
.
1. Where did you go to school and what did you study?
2. Where do you work, what is your title and what is your main job?
3. Why did you join NC AWWA-WEA?
For information on how to join, and the membership options available, please visit www.ncsafewater.org/about/membership .
Most of the Association’s work is carried out through committees. To learn more about each committee review the list of active committees at www.ncsafewater.org/committees , and click on a committee’s name to learn more about it. To express your interest in learning more about a committee, contact the committee chair directly, or complete the Online Volunteer Form available at www.ncsafewater.org/committees.
Next to some new members names, you may see the name of their endorser or sponsor that recruited them to become a member.
The endorser/sponsor who recruits the greatest number of members may be recognized at the NC AWWA-WEA Annual Conference with one of the following awards.
The Maffitt Membership Cup honors Mr. McKean Maffitt and is given annually to the member of the NC Section AWWA who secures the greatest number of new members.
The William M. Piatt Membership Award honors Mr. William M. Piatt and is given annually to the member of the NC WEF Member
Association who secures the greatest number of new members.
American Water Works Association
(AWWA)
Jason Bailey – Avista Technologies, Inc.
Valerie Baker – Chemware Inc.
Stephen Balmer – City of Raleigh
Rachel Baum
James Behmer – Salisbury-Rowan Utilities
Corrie Bondar – Freese and Nichols Inc.
Dennis Bowersox – City of Salisbury
Ned Briley – City of High Point
Brandon Buckner – City of Asheville
Andrew Cox – Town of Oriental
Lisa Massey-Smith – City of Asheville
(endorser Steve Shoaf)
Amie McElroy
William Pierce – City of Asheville
Florie Presnell – City of Asheville
James Pridgen – City of Wilson
Rachel Rausch – Kimley-Horn and Associates
Brant Sikes – City of Marion
Jimmy Sikes – City of Marion
Tracey Sisco
Dave Spence – County of Currituck
William Stout – CDM Smith
Tory Wagoner – Cavanaugh
& Associates P.A.
Michael West – City of Salisbury
Water Environment Federation (WEF)
Emily Bailey – UNC Chapel Hill
William Carson – Metropolitan
Sewerage District
Amir Gholami
David Hanes
Diandra Hyman – RK&K
John Jones
Amanda Karam
Michael Keen – Civil and Environmental
Consultants Inc.
Chip LaBonte – PC Construction
Ryan LeBlanc – HDR
Christopher Mattox
Blaine McClure – Restoration And Recovery
Sydney Miller – Town of Cary
Jason Parker – Town of Cary
Justin Pescosolido
Chip Pless – Huber Technology Inc.
William Simmons, Jr. – Cavanaugh
& Associates
Jana Stewart – Arcadis
Karen Stone
Randall Tuttle – Restoration and Recovery Services
Michael Wiseman – City of Asheboro
NC SLAM
Waylon Arnold – City of Raleigh
Gary Avery – City of Morganton
Hector Baez – City of Winston Salem
Bill Bailey – City of Raleigh
Donald Bateman, Jr. –
City of Winston-Salem
Marvin Berryman – Town of Cary
Caitlin Bonfiglio – Charlotte-Mecklenburg
Utility Department
Willie Bradsher – City of Roxboro
Quintten Burnette – City of Greensboro
Brandon Butler – City of Winston-Salem
Jason Cagle – City of Albemarle
Eric Canter – City of High Point
Melody Carter – Two Rivers Utility
Jinze Chen – ARCADIS
Sam Cline – Town of Cary
Timothy Coates – Metropolitan Sewerage
District
Zachary Collin – Town of Cary
Barney Compton – City of Roxboro
Susan Copeland – City of Gastonia
J. Crite – Critek Engineering Group P.C.
Richard Cullens, Jr. – Town of Cary
Dillon Davis – ONWASA
Dewayne Elliott – City of Saluda
William Ellis – City of Morganton
68 NC Currents Winter 2014/15
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Kevin Fannin – Performance Fibers
Rebecca Felshaw – ONWASA
Bradley Flynt – City of Greensboro
Dennis Fonville, Jr. – City of Washington
Daniel Gillelan – City of Gastonia
Shaefer Gilliam – City of Raleigh
Bhargavi Golluru – Charlotte-Mecklenburg
Utility Department
Michael Graham – Two Rivers Utilities/
City of Gastonia
Melvin Green – City of High Point
Jeff Greenwood – City of Raleigh
Tara Hart – City of Burlington
John Hawkins – Lincoln County
Terrance Henderson – City of Durham
Randall Hintz – NC DENR-PWSS
Amy Holden – Town of Cary
James Horne – Town of Landis
Andrea Hoss – TP Environmental
Products & Services LLC
Richard King – City of Raleigh
Jennifer Kirby – City of Gastonia
Robert Komar – City of Raleigh
Quinton Lanier – City of Eden
Scott Leonard – Town of Denton
Chad Lewis – City of High Point
Ronnie Locklear – Town of Cary
Charles Love – Union County Public Works
Jeffrey Luck – City of Asheboro
Matthew Magno – Town of Cary
Tristan Meredith – City of Winston-Salem
Olivia Mosier – Two Rivers Utility
Jeremy Newton – City of Raleigh
William Obermiller – City of Saluda
Smith Ogletree – City of Raleigh
Aaron Patterson – City of Raleigh
Ricardo Peterbark – Town of Cary
Stephanie Pinckney – City of Winston Salem
Smith Plancher – Utilities Inc.
Travis Pollock – ONWASA
Aaron Popielarz – Safety Seating Solutions
Barry Putney – ONWASA
Penny Rosser – Town of Cary
Kenneth Savage – McKim & Creed
Keller Schnier – CDM Smith
Robert Shortridge – City of Asheboro
Joshua Shuler – Town of Madison
Amy Simes – NC DENR
Jennifer Skebong – City of Durham
Judy Smith – City of Asheboro
New Members
Tyler Smith – City of Washington
Anthony Stillwell – Clay County Government
Danny Strickland – Town of Grimesland
Lauren Sturre – Broad Creek Public
Service
Timothy Thomas – Town of Cary
Darryl Tilley – City of Eden
Ronnie Tipton – Town of Burnsville
Glenn Trantham – City of Eden
Robert Van Hoy – Town of Cary
Bountham Vannavong – City of High Point
Ransome Watkins – City of Raleigh
Matthew Watt – Dewberry Engineers Inc.
Jeffrey White – DuPont-Kinston
Shannon White – City of Asheboro
Clifton Whitfield – NC DENR Public
Water Supply Section
Erick Whitfield – City of Raleigh
Derek Whitley – City of Albemarle
John Wilson – City of Roxboro
Kevin Wilson – Town of Elkin
Randy Wilson – City of Roxboro
Thomas Worley-Morse
Steven Yates – City of High Point
www.ncsafewater.org
69
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C
C
C
C
Questions provided by the NC AWWA-WEA Plant Operations & Maintenance Committee.
1. When opening the valves on an oxy acetylene tank it is recommended that you: a) open the valves fully c) crack the fitting to bleed off the air b) open the valves ¼ turn d) check for condensation at the needle valve
2. A water plant filtered 384,304,000 gallons of water in a month and used 20,068,000 gallons of backwash water.
Calculate the percent of finished water used for backwashing. a) 5.22% b) 4.73% c) 7.46% d) 6.17%
3. When tightening flange bolts you should: a) tighten them clockwise c) tighten them in a crisscross pattern b) tighten them counter clockwise d) use flange sealant
4. A solenoid is a device that: a) moves electrical current back and forth c) converts electrical energy into a mechanical force b) takes mechanical energy and stores it for later use d) keeps electricity and fluids separate
Answers:
1. b) Reference: Audel p. 352
2. a) Source: Math review
3. c) Source: Audel p. 400
4. c) Source: Industrial Maintenance p. 137
Questions provided by the NC AWWA-WEA Wastewater Board of Education & Examiners.
1. An inverted siphon: a) uses suction to pull water through it b) uses low-head pumps and minimal controls in its design c) uses a combination of gravity, pressure, and suction to operate d) uses only gravity and pressure to operate e) requires a minimum velocity of four feet per second
2. Which of the following pipe materials is not a rigid pipe material?
a) Asbestos cement b) Cast iron c) Concrete d) Ductile iron
3. When marking the locations of utilities match the correct color to the correct Utility.
a) Electric b) Gas c) Communication d) Potable water
1. Blue
2. Green
3. Purple
4. Yellow e) Reclaimed water 5. White f) Sewers 6. Red g) Proposed excavation 7. Orange e) All the above are rigid
4. What is the tolerance zone for excavating near a 36” water line?
a) 84” b) 57” c) 48” d) 36” e) 66”
5. If you were to call NC 811 to request a locate for a given area at 2:00 pm on Wednesday, November 26, 2014, what date should all utilities be marked and safe to dig?
a) Friday, November 28 d) Tuesday, December 2
b) Saturday, November 29 c) Monday, December 1
e) Wednesday, December 3 f) Thursday, December 4
Answers:
1. d) uses only gravity and pressure to operate. See Sacramento Man. Vol. I sixth ed., p. 54.
2. d) DIP is flexible pipe. See Sacramento Man. Vol. I Sixth ed., p. 65.
3. a=6, b=4, c=7, d=1, e=3, f=2, g=5. Source: NC811.org/color-codes. APWA Uniform color code.
4. a) 84” (18+24x2) One-half of the known diameter plus 24” on either side of the designated center line. See NC811.org Tolerance Zone.
5. f) See NC811 Facilities locate by date. Notification before excavation shall be three full working days prior to digging. November 26 is not a full day.
November 27 and 28 are holidays, November 29 and 30 are weekends so Monday would be the first full working day.
70 NC Currents Winter 2014/15
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Questions provided by the
NC AWWA-WEA Water Board of Education & Examiners.
1. The type of backflow-prevention device that is to be used for each installation depends on the _______________ and if the backflow could result from backsiphonage or backpressure. a) location b) water pressure of the system c) degree of hazard d) size of piping
2. A cross-connection exists if a connection leads from a _____________ line to anything other than a _____________ connection. a) potable, non-potable b) non-potable, potable c) potable, potable d) non-potable, non-potable
3. Before any repair is started to a hydrant, the ______________ must be notified. a) fire department b) NC Rural Water c) NC DENR d) NC AWWA-WEA
4. Distribution system pipe should have a pressure rating of ________________ the normal operating pressure.
a) 1.5 to 2 times b) 2.5 to 4 times c) 5.5 to 8 times d) 10 to 15 times
Answers
1. c) Source: Water Transmission & Distribution, 4th Ed, p. 292
2. c) Source: Water Transmission & Distribution, 4th Ed, p. 272
3. a) Source: Water Transmission & Distribution, 4th Ed, p. 177
4. b) Source: Water Transmission & Distribution, 4th Ed, p.19
If you have any questions regarding operator/engineering certification and exams, please contact the appropriate agency.
NC Board of Examiners for Engineers & Surveyors
919-791-2000 www.ncbels.org
Exam Date: 10/24/14
Responsible for Professional Engineers and Professional Surveyors
NC Water Treatment Facility Operators Certification Board
919-707-9040 http://www.ncwater.org/pws/
Exam Date: 2/26/15, 5/28/15, 8/27/15, 10/29/15
Responsible for Drinking Water Certifications
(Surface, Well, Distribution, & Backflow/Cross-Connection)
Water Pollution Control System Operators
Certification Commission
919-807-6353 http://portal.ncdenr.org/web/wq/admin/tacu
Exam Date: 3/12/12, 6/11/15, 9/10/15, 12/10/15
Responsible for Wastewater Certifications
(Animal Waste, Biological WW, Physical/Chemical,
Land Application, Spray Irrigation, Collections, Subsurface, and OIT)
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Raleigh | Greenville | Hickory | Asheboro |
www.ncsafewater.org
71

It’s time to shake off the winter chill and look ahead to warm, sunny spring days at the coast as you make plans to attend the NC AWWA-WEA 14th Annual Spring
Conference, “Spring into Operation!”
Reserve April 12-14, 2015 to join NC
AWWA-WEA at the Wilmington Convention
Center for this fantastic spring event.
Spring Conference Co-Chairs Christene
Mitchell and Jonathan Ham, along with their team of volunteers, has been hard at work making plans. Look for details about the Spring Conference to appear in early
January in the Spring Conference brochure and at www.ncsafewater.org
.
WEF held the 27th Annual Operations
Challenge this past fall at WEFTEC in
New Orleans. NC AWWA-WEA is proud
to have been represented by the
Union County Sewer Rats, who placed first at the NC AWWA-WEA Annual
Conference state Operations Challenge in 2013, and earned the opportunity to represent NC AWWA-WEA at WEFTEC.
The Sewer Rats did very well at the
WEFTEC competition, placing third in the Collections Event out of 44 teams.
The Union County Sewer Rats team members are Matt Hargett, Josh
Carpenter, Dave Denninger, and
Josh Griffin.
If you are unfamiliar with the
Operations Challenge, it is a competition involving four-person teams plus a coach that compete in events that challenge their skills in various wastewater related activities. The winner is determined by a weighted point system. At the National
WEFTEC level, there are five events in the Operations Challenge: Collection
System, Laboratory, Process Control,
Pump Maintenance, and Safety. The
2014 NC AWWA-WEA Operations
Challenge Competition at the November
Annual Conference was the first NC
AWWA-WEA competition to include all five events.
72 NC Currents Winter 2014/15
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In addition to his duties as
Davidson Water’s
Vice President
Construction
& Engineering, long-time member and former NC
AWWA-WEA Board of Trustees Chair
Robert Walters, takes an active role in the national conversation related to water policy, security, and infrastructure. By special appointment, he serves on the
AWWA Water Utility Council, which is responsible for responding to legislative and regulatory policies related to water utilities, and making other AWWA councils and committees aware of policies and procedures that may improve water service to the public. As a part of Robert’s duties on the AWWA Water Utility Council, he also serves as AWWA’s representative on two national councils; the Water Security
Coordinating Council (WSCC) and the
Water Information Sharing and Analysis
Center (WaterISAC).
Defined in their mission statement, the
WSCC’s purpose is “to serve as a policy, strategy and coordination mechanism and recommend actions to reduce and eliminate significant homeland security vulnerabilities to the water sector through interactions with the Federal government and other critical infrastructure sectors.”
Similarly, according to their website, the
WaterISAC “was as authorized by Congress in 2002 and created and managed by the water sector. Its mission is to keep drinking water and wastewater utility managers informed about potential risks to the nation’s water infrastructure from contamination, terrorism and cyber threats. The mission has been expanded to help utilities respond to and recover from all hazards.”
Robert’s roles on these councils have led to his participation in other activities.
He is a member of the Critical Infrastructure Security and Resilience Research and
Development Plan Workshop, and at the time of publication, a meeting is planned for late 2014 at the White House with the
Department of Homeland Security. He is also a design team member for an EPA tabletop exercise as a utility representative from the WSCC, and he is the chair of an
AWWA work group that meets with the
National Rural Water Association.
NC AWWA-WEA is proud of Robert
Walters, and the work he does at the state and national level to promote water and wastewater industry issues and interests.
Congratulations to Brandon Miller and his wife Jessica who welcomed their baby boy Ethan Scott into their family in
August. Ethan was born in August and was 9 lbs. 4 oz. and 22 in. long.
As an association dedicated to providing professional education, it is reasonable that the staff members responsible for carrying out the Board’s initiatives and coordinating volunteer activities should themselves be well trained in their association management duties.
The American Society of Association
Executives (ASAE) is a non-profit association responsible for bringing together professionals in the association management field, and providing them with the latest information on association regulations, best practices, and resources so that they can further the mission of the non-profit organizations for which they work. Every August, ASAE hosts a national conference, which, similar to our NC AWWA-WEA Annual Conference, presents technical sessions and discussions on topics including business operations, legal issues, membership trends, meeting planning, educational
News and Notes program development, and technology.
The ASAE conference also includes an exhibit hall giving attendees the opportunity to talk with vendors and discover new possibilities to bring back to their associations.
This August, three NC AWWA-
WEA staff members (Executive
Director Lindsay Roberts, Educational
Events Manager Catrice Jones, and
Membership Services Manager Nicole
Banks) attended the ASAE conference in Nashville, TN. While there, they attended technical sessions to get new ideas, and looked for new technologies to bring back to NC AWWA-WEA, including testing and then selecting a new association management system to streamline NC AWWA-WEA member’s and customer’s experience.
A proud moment for the staff and NC
AWWA-WEA was when Catrice Jones walked across the stage and officially received her Certified Association
Executive (CAE) certification. The CAE is the highest professional credential in the association industry. Although there are more than 4,000 association professionals currently holding the CAE credential, they represent less than 5% of all association professionals.
To be designated as a CAE, an applicant must have a minimum of three years’ experience in nonprofit organization management, complete a www.ncsafewater.org
73
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minimum of 100 hours of specialized professional development, pass a stringent examination in association management, and must pledge to uphold a code of ethics. To maintain certification, individuals must undertake ongoing professional development and activities in association and nonprofit management. The National Commission accredits the CAE program for Certifying
Agencies (NCCA).
Lindsay Roberts, NC AWWA-WEA
Executive Director, who received her CAE in 1998, says of Catrice, “It has been a great privilege for me to mentor her, and I am extremely proud of her for this accomplishment. I believe that this commitment by Catrice demonstrates a high level of professionalism and dedication to the profession of nonprofit association management and to NC AWWA-WEA, where she has worked for 13 years.”
Nicole Banks is currently working on the CAE curriculum, in preparation for the
CAE exam.
McKim & Creed, Inc., an engineering, geomatics (surveying) and planning firm with offices throughout the South, announces that the following professionals have joined the company’s North Carolina offices. Katie Gralton comes to McKim
& Creed’s Wilmington office as a human resources administrative assistant. Gralton is a graduate of UNC Wilmington with a degree in business administration with a concentration in human resources. In her role with McKim & Creed, she will assist the human resources team with recruitment, new employee onboarding,
HR information system data entry and various other HR projects.
Edwin Suddreth, EI and Zach Trammel,
EI have joined McKim & Creed’s Charlotte office as engineer interns. Suddreth is a graduate of UNC Charlotte with a degree in civil engineering. Previously, he worked with Carlson Engineering as a staff
News and Notes engineer. In his role with McKim & Creed,
Suddreth will be involved with civil/site engineering and land development projects.
Trammel has undergraduate and graduate degrees in environmental engineering from Clemson University. As an engineer intern with McKim & Creed, he will provide technical and design services in support of water, wastewater, reclaimed water and stormwater infrastructure projects.
McKim & Creed is an employeeowned firm with more than 350 staff members in offices throughout the South, including North Carolina, Florida, Virginia,
Georgia and Texas. The company, which is headquartered in Raleigh, offers civil, environmental, structural, mechanical, electrical and plumbing engineering services, as well as airborne and mobile
LiDAR, subsurface utility engineering, and hydrographic and conventional surveying services for the municipal, energy, development and institutional markets.
For more information about McKim &
Creed, visit www.mckimcreed.com
.
74 NC Currents Winter 2014/15
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2219 Leah Drive Hillsborough, NC 27278
Phone: 919-245-5070
Fax: 919-245-5071 www.peteduty.com
Full service, troubleshooting and repair center for all wastewater pumping systems

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NC Currents is the official publication of NC AWWA-WEA. Members, individuals, and committees are encouraged to submit content for the magazine. If you would like to submit an article to be considered for publication in NC Currents please complete the Submission Form & Publication Agreement (available at www.ncsafewater.org
) and email both the completed form and your article to Nicole Banks at nbanks@ncsafewater.org
. Articles must be received by 5:00pm EST on the listed submission deadline.
The editors of NC Currents welcome the submission of all articles related to the water and wastewater industry. Themes serve as general guidance for each issue, but articles are not limited to an issue’s specific theme. Submission of an article does not guarantee publication. The editorial committee will review and select all articles, and authors will be notified of the status of their submission.
Municipality Coordination (Submission Deadline April 6, 2015)
Strong communication and coordination is critical on municipal projects. The ultimate goal of water and wastewater projects should be to create or remediate utilities that protect human health. The goal can be achieved through many different means; however, proper coordination can prove to be time and cost effective. There are many moving parts within a municipality that could affect a project; funding, population forecasts, planning, public input, and changes in regulations are examples of what may need to be considered to deliver a successful project.
NC Currents is requesting articles that highlight municipal coordination and how it has either made your project successful, or lessons learned, from which others can benefit as we all work toward this common goal. Articles may address private-public coordination or inter-agency coordination.
Theme Leaders: Jonathan Ham, Marie Schmader, Tom Bach, Leslie Jones
Trenchless Technology: Not a Boring Subject (Submission Deadline July 6, 2015)
When the conventional method of trenched pipe installation or rehabilitation fails or is just not feasible, trenchless construction can sometimes provide the solution. Whether it is dry bore, pipe jacking, horizontal directional drilling, directional bore, micro-tunneling, tunneling, moling, sliplining, pipe bursting, and other such methods of trenchless installation, this technology is developing and solving tough installation problems with ground breaking advances. In this issue of NC Currents , trenchless technology will feature projects, methodologies, and the application of trenchless installations and innovations.
Theme Leaders: Steve Hilderhoff, Marco Menendez, Sherri Moore, Kelly Boone
78 NC Currents Winter 2014/15
10700 Sikes Place
Charlotte, NC 28277
704.377.9844
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• WATER & WASTEWATER TREATMENT PLANT
DESIGN & OPTIMIZATION
• WATER DISTRIBUTION &
STORAGE SYSTEM DESIGN
• WASTEWATER COLLECTION SYSTEM DESIGN
•
•
PUMP STATION DESIGN
FUNDING ASSISTANCE
•
•
OPERATIONAL PROCEDURE MANUALS
FINANCIAL ANALYSIS & RATE STUDIES
•
•
MASTER PLANNING & FEASIBILITY STUDIES
ENVIRONMENTAL ASSESSMENT STUDIES
• PRELIMINARY ENGINEERING REPORTS
•
•
WASTEWATER DISPOSAL SOLUTIONS
REGULATORY COMPLIANCE ASSISTANCE
• WASTEWATER & WATER SYSTEM ASSESSMENT www.alliancece.com
843 757-5959
704 527-4474
803 779-2078
864 284-1740
Municipal Engineering
Domestic Water
Hydraulics Utility Design Inspection
Wastewater Stormwater Management
Charlotte | Davidson | Gastonia | Raleigh | Salisbury | www.labellapc.com
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www.ncsafewater.org
79

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800-782-6798
A Carylon Company
www.ncsafewater.org
81

The following schedule is current as of October 10, 2014. For updates or more information, please contact the organization listed with each event. If a listed event does not reference a specific organization, the item listed is a NC AWWA-WEA event. For further details concerning all NC AWWA-WEA events, visit the NC AWWA-WEA website at www.ncsafewater.org
or contact the NC AWWA-WEA office directly at (919) 784-9030.
February 2015
16-20 Eastern Biological Wastewater Operators School
Raleigh, NC
17-20 Eastern Maintenance Technologist School
Raleigh, NC
17-20 Physical/Chemical WastewaterOperators School
Raleigh, NC
19 Growing Relationships & Opportunities through
Water Resources (GROW)
Wilmington, NC
26 NCWTFOCB Exams (application deadline 30 days prior)
Kinston, Morganton, and Raleigh
NCWTFOCB (919) 707-9040
March 2015
12 NCWPCSOCC Exams
Kenansville, Morganton, Raleigh, Salisbury, and Williamston
NCWPCSOCC (919) 807-6535
16-20 Coastal Collection & Distribution School
Morehead City, NC
26 Growing Relationships & Opportunities through Water
Resources (GROW)
Raleigh, NC
April 2015
12-14 NC AWWA-WEA Spring Conference
Wilmington, NC
May 2015
5 Lab Tech Day
Raleigh, NC
28
28
NCWTFOCB Exams (application deadline 30 days prior)
Kinston, Morganton, and Raleigh
NCWTFOCB (919) 707-9040
Growing Relationships & Opportunities through Water
Resources (GROW)
Greensboro, NC
June 2015
7-10 AWWA ACE
Anaheim, CA
AWWA, (800) 926-7337, www.awwa.org
11 NCWPCSOCC Exams
Kenansville, Morganton, Raleigh, Salisbury, and Williamston
NCWPCSOCC (919) 807-6535
15- 18 Western Maintenance Technologist School
Morganton, NC
15-19 Western Biological Wastewater Operators School
Morganton, NC
July 2015
13- 17 Western Collection & Distribution School
Morganton, NC
30
30
NC AWWA-WEA Seminar:
Drinking Water Rules & Regulations (tentative)
Location to be announced
Growing Relationships & Opportunities through Water
Resources (GROW)
Charlotte, NC
August 2015
27 NCWTFOCB Exams (application deadline 30 days prior)
Kinston, Morganton, and Raleigh
NCWTFOCB (919) 707-9040
September 2015
10 NCWPCSOCC Exams
Kenansville, Morganton, Raleigh, Salisbury, and Williamston
NCWPCSOCC (919) 807-6535
14-18 Eastern Collection & Distribution School
Durham, NC
24 Growing Relationships & Opportunities through Water
Resources (GROW)
Asheville, NC
26-30 WEFTEC
Chicago, IL
WEF, (800) 666-0206, www.wef.org
October 2015
29 NCWTFOCB Exams (application deadline 30 days prior)
Kinston, Morganton, and Raleigh
NCWTFOCB (919) 707-9040
29 Growing Relationships & Opportunities through Water
Resources (GROW)
Wilmington, NC
November 2015
15-18 NC AWWA-WEA Annual
Conference
Raleigh, NC
December 2015
10 NCWPCSOCC Exams
Kenansville, Morganton, Raleigh,
Salisbury, and Williamston
NCWPCSOCC (919) 807-6535
82 NC Currents Winter 2014/15
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s
3 1/2 X 4 7/8
• Airport Runway/Parking Lot
Golf Course Storm Drains
• Industrial Waste Water
Applications
• Constructed Wetlands
• Landfill Drainage
• Sewer Sludge Compost Pipe
Post Office Box 2068
Roseboro, NC 28382
Phone: 910-525-4046
FAX 910-525-5801
For the Best Quality and Service Call
WEB SITE: www.cpp
pipe.com
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115 SW 140TH TERRACE, NEWBERRY, FL 32669
PHONE: (352) 332-1200 FAX: (352) 332-1199
www.ncsafewater.org
83

COMPANY
Alliance Consulting Engineers
American Flow Control
Analytical Services, Inc.
ARCADIS
Bio Green Services, Inc.
Bio-Nomic Services, Inc.
Black & Veatch
Caldwell Tanks, Inc.
Calgon Carbon Corporation
Carolina Management Team
Carolina Pumpworks, LLC
Carotek, Inc.
CB&I Constructors, Inc.
CDM Smith
CEI Carbon Enterprises, Inc.
CH2M Hill
ClearWater, Inc.
Covalen
Crowder Construction
Charles R. Underwood, Inc.
Crumpler Plastic Pipe, Inc.
Dixie Electro Mechanical Services Inc.
EJ
Electric Motor & Contracting Co., Inc.
EMA Resources, Inc.
Engineered Pumps Inc
Flygt- a Xylem brand
Force Flow
Franklin Miller
Frazier Engineering P.A.
Freese and Nichols
Garney Construction
Harold Beck & Sons, Inc.
Hazen & Sawyer, P.C.
HDR
Heyward Incorporated
Huber Technology, Inc.
Hydro International Wastewater
Infilco Degremont
Jacobs
Kemira
Kimley-Horn and Associates, Inc.
I. Kruger Inc.
Kusters Water
LaBella Associates, P.C.
LEE SUPPLY CO. INC.
Lord & Company, Inc.
Master Meter
McGill Associates
McKim & Creed
84 NC Currents Winter 2014/15
87
3, 86
11
21
19
72
16
D50
81
D56
79
D2
27
8
D59
51
2, 52
D64
83
69
36
D55
43
62, 63
46
D3
43
58
36
6
D32, D33
D52
56
23
81
31
D49
85
79
9
PAGE
79
81
36
36
14
13
48
81
10
83
Advertiser Information Center
WEBSITE www.allianceCE.com
www.american-usa.com
www.asi-lab.com
www.arcadis-us.com
www.biogreensvc.com
www.Bio-Nomic.com
www.bv.com
www.caldwelltanks.com
www.calgoncarbon.com
www.CMTcoatings.com
www.cpwllc.com
www.carotek.com
www.cbi.com
www.cdmsmith.com
www.ceifiltration.com
www.ch2m.com
www.clearwaterinc.net
www.covalen.com
www.crowdercc.com
www.crupumps.com
www.cpp-pipe.com
www.dixieemsi.com
www.ejco.com
www.emc-co.com
www.emaresourcesinc.com
www.engineered-pump.com
www.xyleminc.com
www.forceflow.com
www.franklinmiller.com
www.frazier-engineering.com
www.freese.com
www.garney.com
www.haroldbeck.com
www.hazenandsawyer.com
www.hdrinc.com
www.heyward.net
www.huber-technology.com
www.hydro-international.biz
www.degremont-technologies.com
www.jacobs.com
www.kemira.com
www.kimley-horn.com
www.krugerusa.com
www.kusterswater.com
www.labellapc.com
www.leesupply.com
www.lordandcompany.com
www.mastermeter.com
www.mcgillengineers.com
www.mckimcreed.com
PHONE
704-527-4474
800-326-8051
770-734-4200
919-854-1282
336-940-4544
800-782-6798
407-548-8561
502.964.3361
800-422-7266
828-648-7708
704-504-8804
800-893-6723
800-932-0599
704-822-8444
919-582-5850
407-877-5903
215-968-4600
919-833-7152
704-338-6700
704-583-2305
704-990-2055
866-615-8130
804-756-7600
919-859-5000
800-879-6353
888-542-4636
843-522-9600
704-844-1100
800-543-2938
919-787-5620
800-344-5770
704-544-4040
828-855-3182
877-770-8277
919-367-2000
800-729-2463
800-334-5071
704-332-1116
800-874-4100
757-487-2121
336-751-1441
800-528-4154
919-677-8310
800-264-7005
585-454-6110
800-353-3747
803-802-0060
800-765-6518
828-252-0575
704-841-2588
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COMPANY
Mechanical Equipment Company
Neptune
Oldcastle Precast
Olympus Technologies, Inc.
Pete Duty & Associates
Pittsburg Tank & Tower
Pollardwater.com
Precon Tanks
Premier Water
RK&K
Sanitaire - a Xylem brand
Schnabel Engineering
ShinMaywa (America), Ltd.
Smith & Loveless Inc.
SpectraShield Liner Systems
Tencarva Municipal
The Crom Corp
The Perkinson Company, Inc.
The Wooten Company
Timmons Group
Utility Land Service, LLC
Vesconite Bearings
WC Equipment Sales, Inc.
Willis Engineers
WSG & Solutions, Inc.
PAGE
50
65
4
D61
25
61
71
35
D3
12
83
D50
76, 77
55
88
83
74
79
66
D50
D50
71
D63
78
D62
Advertiser Information Center
PHONE
704-847-2100
281-794-3133
888-965-3227
541-689-5851
704-573-2035
270-826-9000 x330
800-437-1146
352-332-1200
704-907-5474
888-521-4455
414-365-2200
336-274-9456
704-945-7112
800-898-9122
800-422-7266
336-665-0250
352-372-3436
800-833-7375
919-828-0531
704-376-1073
803-730-6635
866 635 7596
678-730-0997
704-377-9844
267-638-3000
WEBSITE www.mechequip.com
www.neptunetg.com
www.oldcastleprecast.com/wastewater www.oti.cc
www.peteduty.com
www.watertank.com
www.pollardwater.com
www.precontanks.com
www.premierwater.com
www.rkk.com
www.xyleminc.com
www.schnabel-eng.com
www.shinmaywa.co.jp/america/ www.smithandloveless.com
www.spectrashield.com
www.tencarva.com
www.cromcorp.com
www.perkinsonusa.com
www.thewootencompany.com
www.timmons.com
www.utilitylandservice.com
www.vesconite.com
www.wcequipment.com
www.willisengineers.com
www.wsgandsolutions.com
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Scan for
Product Line
Call 1-800-264-7005 | kusterswater.com
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