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Across Missouri thousands of abandoned drinking water wells pose a significant threat to the quality of groundwater upon which public water systems and private well owners rely for safe, dependable drinking water. The total number of abandoned drinking water wells in Missouri is unknown, but estimates suggest that as many as 500,000 or more of these potential hazards dot our landscape, In addition to posting a physical hazard to humans and wildlife, alike, these abandoned wells constitute a serious threat for the contamination and impairment of our subsurface waters.

MDNR recognizes the value in protecting these underground reserves and has a mission to protect them for the use and enjoyment of Missourians for generations to come. Remediation of a contaminated aquifer can cost millions of dollars to a community or region that depends on groundwater for drinking water and other uses such as industrial, agricultural, or recreational applications. Preventing an aquifer from becoming contaminated is more efficient and much less constantly than having to remediate a contaminated groundwater source.

The department is pleased to announce that it is developing an opportunity to provide community public water systems in Missouri that utilize groundwater as their primary water source funding to properly plug abandoned water wells that occur within or near their source water areas.

For general questions about source water protection or additional information about this opportunity please contact Kenneth P. Tomlin of the Public Drinking Water Branch, Water Protection Program, Division of Environmental Quality, MDNR at 573-526-0269 or via email at ken.tomlin@dnr.mo.gov.

(Missouri Department of Natural Resources Staff, Missouri Water Lines, July 2010, pg.13)

Few things are as dramatic as a levee break or a bridge collapse. The tragedies associated with Hurricane Katrina and the I-35 bridge failure in Minneapolis have put the serious state of America's public works in the spotlight and sparked renewed discussions about the country's aging infrastructure. Meanwhile, another infrastructure crisis is happening largely out of sight and out of mind: the country’s drinking water, wastewater, and stormwater systems are aging. And while these systems rarely make the national news, the threat that deteriorating facilities pose to hard-won environmental and public health improvements is no less real.

Much of the water infrastructure we rely on today was installed after World War II, although some cities have pipes in the ground dating back to the 1800s. Much of this equipment has reached the end of its useful life and needs to be repaired or replaced. The U.S Government Accountability Office estimates that nationwide up to a $1 trillion investment is needed in drinking water and wastewater systems over the next two decades.

"Infrastructure" refers to the pipes, treatment plants, pumps, valves, water storage tanks, hydrants, and other critical components that deliver safe drinking water to our taps, support fire and emergency services, remove wastewater from our homes and other buildings, and carry away storm water from our streets. This infrastructure helps protect the public health, the environment, and economic activity; contributes to a good quality of life; and likely represents the community's largest capital investment.

What are the Impacts of Aging Water Infrastructure?
Infrastructure malfunction and failure can disrupt any and all water services, and problems are more likely to occur as equipment ages. One of the biggest problems is water loss from leaks or breaks in the drinking water distribution system: the underground pipes that carry water from the treatment plant to the user. Water lost equals money lost, because the water has already been treated. Furthermore, the public health is at risk if harmful organisms enter the pipe and flow to the tap. Broken or blocked wastewater pipes can cause systems to overflow during major rainstorms or heavy snowmelt and discharge raw (untreated) sewage into local waterways. This, along with stormwater discharges, especially during heavy rainfalls, can pollute beaches and waterways making them unsafe for swimming, fishing, and boating.

Local Government Leadership is Key
Providing clean, safe, and affordable water to our citizens is one of the greatest public health achievements of the last century. Local government has been at the forefront, serving as the public entity responsible for providing sewer, water, and storm water services to generations of families in local communities. Below are some key strategies for maintaining and sustaining these critical services.

Learn about the condition of your water infrastructure. An important first step is to discuss with your water and sewer plant operators/managers the condition of the systems. Visit the drinking water system well or surface water intake, treatment plant, points along the distribution system, and storage tanks. Take a look at the wastewater treatment plant and processes, pump stations and other key points along the collection system, inspect the manhole covers and storm drains, as well as the discharge points where treated water or storm water is released into the environment. Get to know how the system operates. Find out if there’s a maintenance plan, what equipment works and what doesn’t, and what can happen as a result. This small investment of time up front can yield better decisions and save time and money in the long run.

Implement an asset management plan.According to the U.S. Environmental Protection Agency (EPA), asset management is a "planning process that ensures that you get the most value from each of your assets and have the financial resources to rehabilitate and replace them when necessary." Assets to consider managing typically include any infrastructure component that has a useful life of more than one year. Asset management involves gathering key information to determine: (1) what you have, (2) where it is, (3) what condition it's in, and (4) how long you can expect it to last. You can then use this information to make timely maintenance, repair, rehabilitation, replacement, capital improvement, rate-setting, financial planning, and other decisions. A utilit'’s existing plans, such as the strategic, long-range, operations and maintenance, or capital improvement plan can be integrated or aligned with the asset management plan.

Any size system can benefit from asset management planning. For example, the asset management plan may indicate that it's more cost-effective to replace a piece of equipment now, rather than spend money maintaining it for several more years. It can also help identify the cost to replace and maintain all equipment over the next 10 or 20 years, and help calculate how much money to set aside in reserve each year to cover these future expenses. In the long run, asset management can help you move out of crisis management mode, extend the service life of equipment, reduce system down-time, identify repair and replacement costs, give you more time to plan and research cost-effective solutions for replacing and rehabilitating assets, improve your ability to comply with regulations, show the public and investors that you are using their money effectively and efficiently, enhance your opportunity for obtaining financing, and enable system personnel to use their limited time and resources most efficiently. Asset management resources are listed at the end of this article, including streamlined approaches for small systems.

Educate the public. When it’s time to repair, rehabilitate, or replace your water infrastructure, it's important for the public to understand and support your goals because taxpayers and ratepayers may be affected. Public education is a proactive way to inform the public about the value of the infrastructure, its condition and needs, and what's required to keep water services up and running. Research suggests that people prefer to learn about water issues by reading printed fact sheets, bulletins, and brochures; reading a newspaper article or watching television coverage; and visiting a Web site.

Where to go for information. Your state regulatory agencies can help identify opportunities to finance drinking water and wastewater infrastructure projects. State revolving loan programs, funded by the U.S. EPA, are administered by state regulatory agencies to provide low or no-interest loans, or in some cases grants, to assist public water and municipal waste system construction projects. The American Recovery and Reinvestment Act increases the amount of money available through state revolving funds. See the"References and Resources" section below for Web links.

Though largely out of sight and out of mind, water systems are aging and need attention. Whether the challenges call for immediate action or require long-term planning, local leadership is essential to success. Communicating with water utility managers and operators, implementing an asset management program, and educating the public are proactive strategies that will help save time and money in the long-run, and help ensure that your utilities continue to provide clean, safe, affordable water.

Sandra Fallon & Mark Kemp-Rye

References and Resources
Asset Management: A New Frontier for Utilities (Spring 2005)by C. Falvey. In Small Flows Quarterly, Volume 6, Number 2. National Environmental Services Center.

www.nesc.wvu.edu/old_website/nsfc/Articles/SFQ/SFQ_sp05/SFQ_Sp05_assmanage.pdf

Asset Management for Local Officials (2008), fact sheet describing the basics of asset management and the local official’s role in implementing a successful program. U.S. EPA.
www.epa.gov/safewater/smallsystems/pdfs/guide_smallsystems_assetmanagement_localofficials.pdf

Asset Management: A Handbook for Small Water Systems (2003), free step-by-step guidebook, with worksheets and examples, for implementing an asset management plan. U.S. EPA.
www.epa.gov/ogwdw/smallsystems/pdfs/guide_smallsystems_asset_mgmnt.pdf

Check Up Program for Small Systems (CUPPS), free asset management software for small drinking water and wastewater systems. U.S. EPA. CUPPS information available at:
www.epa.gov/cupss/index.html; CUPPS software (downloadable or CD-ROM versions) available at www.epa.gov/cupss/software.html

Estimated Use of Water in the United States in 1995. U.S. Geological Survey.
http://water.usgs.gov/watuse/pdf1995/pdf/public.pdf

Fact Sheet: Asset Management for Sewer Collection Systems (2002), describes an asset management approach for public wastewater facilities. U.S. EPA.
www.epa.gov/npdes/pubs/assetmanagement.pdf

“Green Requirements Grow Economy, Benefit Environment”(Summer 2009) by C. McKenzie. In On Tap, Volume 9, Issue 2. National Environmental Services Center. www.nesc.wvu.edu/pdf/DW/publications/ontap/GreenRequirementsARRA.pdf

Liquid Assets: The Story of Our Water Infrastructure (2008), a 90-minute documentary available to local government and education cable stations, community education programs, and schools. Web site includes a Community Toolkit. Produced by Penn State Public Broadcasting. http://liquidassets.psu.edu/

Out of Sight, Out of Mind: America’s Aging Infrastructure Desperately Needs an Overhaul (Summer 2008) by M. Kemp-Rye. In On Tap, Volume 8, Issue 2. National Environmental Services Center.
www.nesc.wvu.edu/pdf/dw/publications/ontap/magazine/OT_SU08.pdf

Physical Infrastructure: Challenges and Investment Options for the Nation’s Infrastructure (5/8/2008). Testimony before the Committee on the Budget and the Committee on Transportation and Infrastructure, U.S. House of Representatives. U.S. Government Accountability Office. Statement of P. A. Dalton, Managing Director, Physical Infrastructure Issues.
www.gao.gov/new.items/d08763t.pdf

Water is Life, and infrastructure makes it happen. Web site includes a toolkit and resources for educating the public. Water Environment Federation. http://208.88.129.72/wil.aspx?ekmensel=c57dfa7b_82_0_154_1

Water Issues in the Four State Heartland Region: A Survey of Public Perceptions and Attitudes about Water (2007) by L.W. Morton and S.S. Brown. Technical Report SP 289, Iowa State Univ., Aimes, IA.
www.extension.iastate.edu/store/ItemDetail.aspx?ProductID=12582&SeriesCode=&CategoryID=&Keyword=water%20issues

State Drinking Water Program and State Revolving Fund Contacts
Local Drinking Water Information, U.S. EPA Web site with information and links to state drinking water programs:
www.epa.gov/safewater/dwinfo/index.html

Drinking Water State Revolving Fund Agencies and Contacts, U.S. EPA:
www.epa.gov/ogwdw/dwsrf/nims/dwagency2.pdf

Drinking water homepages and state primacy agency links, Association of State Drinking Water Administrators:
www.asdwa.org/index.cfm?fuseaction=Page.viewPage&pageId=487

State Wastewater Programs and Clean Water State Revolving Fund Contacts
Municipalities and Wastewater Treatment Plants State Contacts, U.S. EPA:
http://cfpub.epa.gov/npdes/contacts.cfm?program_id=13&type=STATE

Clean Water State Revolving Fund State Contacts, U.S. EPA:
www.epa.gov/OW-OWM.html/cwfinance/cwsrf/contacts.htm or
www.epa.gov/OWM/cwfinance/cwsrf/cwnims/pdf/agency2.pdf
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When you consider the services of a Civil Engineer, what exactly are you hoping to get?How will you know if you have made the right selection for your project?

After all, engineering a water system, a new road or a site for a new building requires technical expertise and attention to details, but what of the intangibles?

There are two basic approaches Engineers take when performing for a job. We will call the first and most common approach the project-driven approach. The second, not so common, approach is the client-driven approach.

To be the most effective, we will compare and contrast these two approaches by examining five rubrics of the engineering process and relationship. These five rubrics include;

1. Bottom line motivation
2. Time and energy investment
3. Deliverables and contractual obligations
4. Consultation
5. The sell

BOTTOM LINE MOTIVATION

What motivates an Engineer to seek a specific project? How does the Engineer view the bottom line?

For the project-driven Engineer, the end goal or bottom line is profit margin. They want to know if they can make money on any given project. Very close second motivations to profit margin are reputation and resume building. These three bottom line issues drive the decision-making process and ultimate performance of a project-driven Engineer.

While client-driven Engineers are also interested in profit, reputation and resume building, they have three other issues that come before any other; relationship, trust and longevity. These rare Engineers recognize that people are more important than projects, and they prioritize their tasks and responsibilities accordingly.

TIME & ENERGY INVESTMENT

How is an Engineer going to determine their time and energy investment into your project? Are there certain tasks that are “extra mile” non-billable tasks that improve the quality of your project?

When an Engineer is project-driven they invest a strong initial surge of time and energy in order to win the job. Once they complete the project design, their billable work, they disappear until the next project comes along. Their interest in the final product is minimal because they are interested in spending their time searching out new projects.

When an Engineer is client-driven their time and energy investment is strong throughout the relationship with the client, with or without a project. These Engineers are always available and take an interest in the client and the client organization whether or not there is billable work available.

DELIVERABLES & CONTRACTUAL OBLIGATIONS

What is an Engineer actually going to deliver and how will that be determined? What can a client reasonably expect when it comes to “extras” or non-billable tasks?

If the task is not a deliverable or contractually obligated, a project-driven Engineer is likely to balk and remain aloof. They have a narrow-minded focus on what is in the contract and consider “extras” as non-billable and therefore, not profitable. Even if “extras” are billable it may be difficult for these Engineers to follow through.

The client-driven Engineer will be consistent on deliverables plus an “extra mile” factor of service beyond the contract. They will inform clients on what “extras” may cost, if anything, because they are interested in building informed relationships which are mutually beneficial.

CONSULTATION

When you contract the services of an Engineer, how do you know if you have hired an Engineer or a politician? How will you know if what you are being told is the whole truth or what is expedient for the Engineer?

Politicians tell people what they want to hear because they want you to be happy with them. Similarly, project-driven Engineers will coat your ears with what pleases you because they are afraid that if they upset you, they will be fired and lose money. They may withhold vital information until the completion of the project so as to buffer themselves from conflict or difficult decisions.

When consulting with a client-driven Engineer, you will be told what you need to hear based on all the facts. This remains true, even when the facts are troubling or difficult, because these Engineers trust their clients and are looking out for the client’s interests. Clients who are armed with knowledge will prove to be successful in the long run.

THE SELL

What are you actually buying when you contract the services of a Civil Engineer? Where is the focus of tangible results, people or profit margin?

The sell for the project-driven Engineer is engineering. It stands alone as its own service, which is the service of designing public infrastructure. These Engineers can be brilliant and innovative producing a top notch design. After all, most Engineers are intelligent people with a gift for seeing the necessary details that make infrastructure work. However, engineering does not stand apart from people.

The sell for the client-driven Engineer is an advisory relationship based on the principles and methods of engineering. The focus is the relationship, not just the engineering. These professionals are in the business of serving people and the method for service is professional engineering. They understand that their designed infrastructure serves people, so they do whatever it takes to deliver the best product!

. . . so what of the intangibles?

What would you think of a restaurant that serves fabulous tasting food, but serves that food with a rude waiting staff that never smiles and could care less about your dining experience?

What good is a reliable car, even a high-end luxury vehicle, if the dealer takes three or four tries just to recharge your air conditioning or fix an electronic issue, charges you a fortune to do it, and keeps your vehicle three days longer than expected?

There is value in service! And there is value in hiring a client-driven Engineer!

Last week was Local Government Week in Missouri, May 3-7. It gives TSE good reason to celebrate our local municipal governments that we have worked with over the past thirty years. Our company has enjoyed working for over 25 Missouri cities, towns and villages, mostly in the southwest corner of the State. A number of these municipalities have been with us, using our engineering and surveying services, for almost as long as we’ve been in business. We would especially like to thank these long-standing clients for their commitment to quality engineering and our company.

The City of Anderson has been working with TSE for over 22 years. This beautiful City enjoys hosting McDonald County High School, and boasts one of Missouri’s most scenic and pristine waterways, Indian Creek.

The Village of Airport Drive has been partnering with TSE for over 20 years. Nestled between the Joplin metro area and Carl Junction, MO, the Village of Airport Drive has served as a bedroom community with lovely suburban neighborhoods and a bustling commercial hub known as Stone’s Corner.

The City of Pineville has hired TSE for numerous engineering jobs for over 18 years. Pineville is proud to be at the heart of nature with Elk River and Big Sugar Creek converging, two popular Missouri canoeing rivers. Pineville also serves as the county seat for McDonald County.

The City of Carthage employed TSE as their contract City Engineer for 10 years, from 1993 to 2003. The Maple Leaf City is an all-American small town with both Civil War history and bed and breakfast charm. Carthage is also home to Leggett & Platt, a Fortune 500 company.

The City of Joplin is the economic hub for an eight-county area. These counties make up a Tri-State Region in Missouri, Kansas and Oklahoma. TSE has enjoyed serving the City of Joplin for over 16 years. We have performed numerous public works projects as well as establishing literally hundreds of new subdivisions as the City has grown.

Since 2002, TSE has been serving the City of Duquesne for various transportation infrastructure projects. Duquesne boasts a new innovative roundabout intersection to accommodate the increased traffic to East Middle School, constructed in 2008-2009.

TSE has performed municipal projects for the City of Webb City for approximately 5 years. Most recently, Webb City has been improving their transportation infrastructure with two roadway improvements and one new roadway. This historical mining town has become a high school football powerhouse in the State as well as a vibrant growing community in the Joplin Metro Area.

Thank you to our municipal partners for their continued trust and confidence in TSE. We enjoy working with small to mid-sized towns and hope to continue “Designing Better Communities” in Missouri and the Tri-State Region.

What is under the skin anxiously gnawing at every City Manager, Mayor and City Council right now? FUNDING! It seems that everyone I have been talking to lately tells me the same worrisome news that tax revenues are down, way down. Their infrastructure projects for design are only the ones with committed funds from external sources. Otherwise, everyone is just standing still with baited breath hoping the next report on revenue starts ticking back up. So how can a City grow, continue to improve the lifestyle and well-being of its citizenry, when the budget keeps shrinking?

To start, there are numerous innovative sources of funding for infrastructure projects for municipal governments. What is tricky is being ahead of the curve and prepared to grasp these funds when they become available. Everyone learned a valuable lesson when the ARRA funds hit the pavement last year with a “shovel ready” qualifier. A lot of City officials we talked with had plenty of projects, but very few, if any, were designed or “shovel ready.” Many lost a golden opportunity to keep their communities moving during the recession.

Lesson? Sometimes, it is valuable to have a few projects designed and on the shelf ready for bids when the money becomes available.

TSE Engineers are flexible and accommodating to work with multiple funding sources to get a project moving from conceptual design to construction completion. There are numerous approaches to a construction project which can contain innovative funding. Alternative delivery methods provide for alternative funding sources and quicker project implementation. Design-build, integrated project delivery (IPD), engineer/procure/construct (EPC), owner’s engineer (OE) or public-private partnerships (P3) are just a few ways to deliver a project to accommodate innovative funding.

Following is a brief list of funding mechanisms used for municipal infrastructure projects;

1. Federal Line Item Appropriations
2. TIGER Grants
3. Surface Transportation Program (STP) funds from State DOT’s
4. EECBG Grants
5. Tax Increment Financing (TIF)
6. Economic Development Agreement with private developers
7. Transportation Enhancement Programs
8. Community Development Block Grants (CDBG)
9. County sales tax
10. Foundations
11. USDA Rural Development Loan/Grant
12. Bonding for Capital Improvements

The bottom line is this; TSE will explore all options for funding and work with multiple agencies and programs to see a project through to completion. We will assist the City within our areas of expertise and experience to accomplish a reasonable plan for funding infrastructure capital improvement projects!