Comprehensive Renewal Program Addresses Aging Water
business factorsRa l ph Te rr e r o , V i n c en t e E . Arr ebo l a, L u i s A g u i a r ,Ro d J. L ov e tt, R i c h a rd A . C o at esComprehensive renewalprogram addressesaging water and sewerinfrastructureBy taking a “fix-it-first”approach and adoptinga proactive infrastructurerenewal program, theMiami-Dade Water andSewer Department ismaking the most of limitedreplacement funds andextending the life ofits infrastructure.72Water and wastewater infrastructure—most of which isreaching the end of its planned life—will be a major challenge for the United States during the next two decades.One industry study estimates that 1 trillion will beneeded between now and 2035 to upgrade and renewwater and wastewater infrastructure across the United States; most utilitiesdo not have the capital to meet this need.As industry studies continue to highlight the issues surrounding aging waterand sewer infrastructure, policymakers at the local, state, and national levelsof government are beginning to recognize the problem and make infrastructure renewal programs a priority.Aging water and wastewater pipelines are of particular concern within theoverall need for infrastructure renewal. In the United States, there are about650 water main breaks per day, and more than 240,000 per year; 7 bil gal ofwater is lost each day, and 16% of treated water never reaches the tap; in1980, only 10% of pipes were in “poor shape.” In 2010, that number hadreached almost 50% and continues to rise. It is estimated that 2.6 billion inunneeded losses could be avoided by upgrading and repairing the nation’swater pipeline infrastructure.The situation is similarly bleak for sewer force mains across the countrythat are aging and beginning to degrade in a manner similar to water infrastructure. In addition to the renewal needs, failures of wastewater pipelinescan have more catastrophic results than a water transmission main becausethe structural damage is exacerbated by wastewater being released into theenvironment and surrounding communities.The state of wastewater pipelines specifically, coupled with their highconsequence of failure, has led to more government regulations surround-JUNE 2013 JOURNAL AWWA 105:6 TERRERO ET AL2013 American Water Works Association
ing inspection and renewal, leavingutility operators with the challengeof finding reliable inspection methods for pipelines that often have noredundancy and thus cannot beshut down.OVERALL STRATEGY EXTENDSDOLLARS AND INFRASTRUCTURELIFEAlthough the water and wastewater infrastructure challenges facingutilities across the United States aresignificant, adopting an asset management approach for infrastructurerenewal can help utilities workwithin their capital budgets to identify areas that are most in need ofrepair. This “fix-it-first” approachties into an overall renewal strategyby dealing with rehabilitation needsproactively in order to prevent costlysystem failures and service disruptions, while planning the rehabilitation and assessment of an entire system over the long term.Implementing a proactive infrastructure renewal strategy is the philosophy of the Miami-Dade Waterand Sewer Department (WASD) asthe department approaches a criticalpoint in the life cycle of its infrastructure. By identifying and rehabilitating the most critical areas first,WASD hopes to continue providingreliable service to its customers whileextending the useful life of its assetsin a long-term renewal program.Overview of utility organization.WASD is one of the largest utilitiesin the United States. The department’s water system serves approximately 418,000 retail customers and15 municipal wholesale customerswithin Miami-Dade County, Fla.Water is drawn primarily from thesurficial Biscayne Aquifer, a nearsurface aquifer that underlies anarea of about 3,200 sq mi in MiamiDade, Broward, and Palm Beachcounties. The water system consistsof three regional water treatmentplants and five small auxiliary treatment facilities that service the southernmost area of the county. Thereare eight major wellfields compris-An electromagnetic tool is inserted into a live pipeline to identify prestressing wire breaksin one of Miami-Dade Water and Sewer Department’s prestressed concrete cylinder pipes.ing 100 individual wells that supplyraw water to the treatment facilities.Distribution throughout the servicearea of more than 400 sq mi is performed via seven remote finishedwater storage and pumping facilitiesthrough 7,490 mi of water mainsranging in size from 2 to 120 in. indiameter. In total, WASD providesan average of 312 mgd of finishedwater to its customers.WASD’s sewer system has a treatment capacity of 368 mgd throughthree wastewater treatment plants.These plants process effluent from340,000 retail customers and 12municipal customers. The countyoperates and maintains 1,000 pumpstations and more than 6,000 mi ofsewer mains—900 of which areforce mains.Miami-Dade County has 35 incorporated cities and many unincorporated areas. The northern, central,and eastern portions of the countyare heavily urbanized with manyhigh-rises up the coastline; thecounty also includes downtownMiami. The southern portion of thecounty includes the Redland andHomestead areas, which make upthe agricultural economy of Miami.As a result of the combination ofmany cities and regions, WASD hasTERRERO ET AL 105:6 JOURNAL AWWA JUNE 20132013 American Water Works Association73
Nondestructive, free-flowing electromagnetic technology is used as part of an annual leakdetection program that assesses pipes without shutting them down.a complex water and wastewatersystem with varying degrees of infrastructure quality. Before MiamiDade WASD was created, politicaltensions and differing standardsthroughout the regions caused waterand wastewater systems to be highlyinconsistent; this posed a challengefor WASD after it acquired smallerutilities and began regional controlof water and wastewater collectionand treatment. Much of WASD’sinfrastructure was also built in themunicipal systems, with the remainder being incorporated into WASD.Many of these systems were createdin the most cost-efficient mannerwithout significant planning for thefuture life of the system. Now thatWASD operates many of them, it isalso responsible for the maintenanceand renewal of systems, even if theywere not built to WASD standards.The department operates threewater treatment plants (WTPs)—theJohn E. Preston WTP, the AlexanderImplementing a proactive infrastructure renewalstrategy is the philosophy of the Miami-DadeWater and Sewer Department as the departmentapproaches a critical point in the life cycle ofits infrastructure.post-World War II boom through tothe 1970s; many of the assetsinstalled in the postwar period arenow coming to the end of their useful life, meaning much of WASD’sinfrastructure is in need of renewalat the same time.In 1970, there were more than 40public water utilities in the county.This has now been reduced to 1574ORR WTP, and the Hialeah WTP—that supply water to more than 90%of Miami-Dade County. The plantsare 45, 56, and 87 years old, respectively, and are expensive and difficultto maintain because the companiesthat provided replacement parts areno longer in business. Water treatment regulations that are constantlychanging are also an issue in olderJUNE 2013 JOURNAL AWWA 105:6 TERRERO ET AL2013 American Water Works Associationplants, because it is more difficult—and costly—to adapt the archaic technology to changing regulations.Similar to the water department,WASD’s sewer operations werehighly fragmented during development and didn’t become a countywide operation until 1973. Most ofits infrastructure was also installedin the post-World War II boom.Until its consolidation into WASD,sewage in Miami-Dade was oftenimproperly treated and disposed ofby regional operators into the Biscayne Bay and Miami River, causingsignificant environmental concernsthat led the push for the development of a countywide operator.Environmental concerns also need tobe addressed. In 1995, WASD and theUS Environmental Protection Agency(USEPA) drafted a consent decree toguide sewage policy in Miami-DadeCounty in order to address environmental concerns and improve sewerservices. This agreement required theMiami-Dade County government tospend 1.1 billion to overhaul itswastewater treatment system. Thisconsent decree was ratified onlyshortly after the Florida Departmentof Environmental Protection and theUSEPA required the county to replaceits 40-year-old pipeline that carriedsewage 5.3 mi across the Biscayne Bayto the Virginia Key Treatment Plant.These regulations were broughtforth so that WASD would upgradeits large wastewater collection system and ensure the safe disposal ofwastewater for environmental preservation. In response to additionalregulations, WASD started doingassessments on its gravity lines in1992 and started a program of pressure pipe inspection by human entryin 1995. This program involved theroutine inspection of all large-diameter force mains that could be shutdown and inspected, but it could notassess force mains that are nonredundant. Although this was anattempt to maintain the structuralintegrity of sewer pipelines, it wasunable to address a large number offorce mains because the majority of
force mains in Miami-Dade—andacross the United States in general—do not have redundancy.Because of increasing concernsabout aging infrastructure, theMiami-Dade Board of County Commissioners requested a reportaddressing the county’s aged anddeteriorating water and sewer infrastructure in 2009 and 2010. Thereport identified the most deteriorated and vulnerable sections of thewater and sewer infrastructure, estimated the cost to rehabilitate orreplace the identified parts of thesystem in each commission district,including pipes, treatment plants,and pump stations, and providedrecommendations on whether torepair or replace the identified infrastructure, including possible sourcesof funding.WASD’s infrastructure reporthighlighted several areas of concern,including the need for transmissionmain redundancies to lower the consequence of failure and reduce thedependency on certain pipelines,upgrades to water and wastewatertreatment plants and pump stations,and reliable inspection and management strategies for prestressed concrete cylinder pipe (PCCP), whichmakes up the majority of WASD’slarge-diameter pipeline network.All of the projects identified in thereport are currently included in thedepartment’s multiyear capital plan.For example, after the completion ofan engineering analysis with consultants, short- and long-term recommendations were made for WASD’saging WTPs.Although complete replacementwould be ideal, the capital cost estimate associated with a full-scalereplacement is extremely high.WASD is currently working to keepthe plants operational and effectivein the short term, while exploringlong-term solutions that allow forthe eventual replacement of its majortreatment facilities. Currently theconstruction of a new 577 millionWTP is planned to replace the nearly100-year-old Hialeah plant.After free-flowing leak detection inspections are completed on large-diameter pipelines, thetools are retrieved and leak locations are recorded for repair and to determine sections withhigh failure rates.To fund ongoing infrastructurerenewal projects, WASD aims toraise water and sewer rates to offsetsome of the costs as well as to sellbonds to raise money for the futuremanagement of its water and wastewater networks. Although increasing rates in the short term places aburden on ratepayers, successfullypreventing costly pipeline failuresand improving the efficiency ofwater and wastewater services willstabilize the budget in the long term.Between 2012 and 2022, the overallcapital improvement project budgetfor water infrastructure is almost 3.9 billion for water infrastructureand almost 9.3 billion for sewerinfrastructure.Although WASD has made stridesin planning to refurbish its water andsewer treatment facilities, it has alsomade significant improvements inpipeline reliability with the adoptionof an asset management approachfor the long-term management of itslarge-diameter water and wastewaterpipeline infrastructure.In total, WASD has more than7,000 mi of mains and service lines,40% of which are more than 40years old; currently, these assets aredeteriorating at a faster rate thanthey are being renewed. As the system continues to age, a greater number of pipelines need to be replacedor rehabilitated to preserve the lifeof the system.The majority of WASD’s largediameter water and wastewater pipelines are made of PCCP. In total,WASD has more than 250 mi of48-in. and larger diameter PCCP thathas been installed since 1949. Overtime—as with all materials—PCCPmay deteriorate as the steel prestressing wire used to preserve its structural integrity deteriorates fromexternal corrosion and hydrogenembrittlement.In 2010, a failure occurred on a54-in. PCCP water transmissionmain in Miami, requiring immediatepipeline inspection, repair, andreplacement. The failure also causeda massive 40- 40-ft sinkhole in themiddle of an intersection, causingsignificant collateral damage forWASD. Overall, the incident cost 2.5 million to remediate. Shortlythereafter, a 72-in. PCCP force mainalso failed in a similar fashion, dispensing wastewater into the environment and resulting in expensive reactive maintenance.LARGE-SCALE INFRASTRUCTURERENEWAL PLAN ADOPTEDThe predominance of PCCP in itswater and sewer pipelines is one reason that WASD has embarked on alarge-scale infrastructure renewalTERRERO ET AL 105:6 JOURNAL AWWA JUNE 20132013 American Water Works Association75
project that includes inspection,rehabilitation, and monitoring of itslarge-diameter PCCP pipelines.The pipeline failures of 2010 initiated Florida’s Infrastructure Assessment and Replacement Program(IAARP) which strives to find andimplement the best available inspection and rehabilitation technologiesto address potentially damagingdeficiencies in the large-diameterburied pipe of its pipeline network,including a technology that locatesbroken wires in PCCP that indicatethat a pipeline might eventually fail.Regular leak detection on largediameter pipelines is an importantprescreening function of a pipelinemanagement program because leaksare often a preliminary indication ofpipeline failure. Early identificationof leaks helps to identify weak areason a pipeline but also has the additional benefit of reducing the amountof nonrevenue water.WASD currently conducts anannual leak detection program thatsurveys more than 8,000 mi of various pipe materials and locates morethan 1,400 leaks. The locations areThese regulations were brought forth so that theMiami-Dade Water and Sewer Department wouldupgrade its large wastewater collection systemand ensure the safe disposal of wastewaterfor environmental preservation.Finding these technologies was onlypart of an overall infrastructurerenewal program adopted by WASDto upgrade all of its infrastructurefrom distribution and large-diameter pipelines to water and sewagetreatment plants.Through the IAARP, WASD hopesto prevent failures to PCCP pipelinesand gain valuable information on thecondition of its pipeline network tomake prioritized rehabilitation andreplacement plans.Four tasks make up renewal program. Within the program, WASDperforms four main functions withthe help of pipeline engineering consultants to manage large-diameterPCCP pipelines. The functions areregular leak detection on large-diameter transmission mains, electromagnetic condition assessment usingadvanced nondestructive technologies, structural risk analysis, andongoing monitoring of PCCP pipelines through acoustic fiber-opticmonitoring technology or regularre-inspections.76recorded for repair or to determinewhich areas of pipeline have thehighest failure rates.Advanced technology is a key to program success. To determine the baseline structural condition of its PCCPinventory, WASD uses advanced nondestructive electromagnetic (EM)technology to determine the locationand quantity of wire breaks.Although manned inspections oflarge-diameter pipelines have beendone for years, it was important forWASD to find an inspection methodthat eliminated shut-down time(because of limited access points andpipeline redundancy in the system)and reduce overall labor and costs.In a way similar to pigging performed in the oil and gas pipelineindustry, by adopting a free-flowingmethod WASD is now able to assessmore pipelines in a shorter timewhile collecting reliable data. Inaddition, nonredundant pipelines arenow able to be inspected because thetechnology operates while the pipeline remains in service.JUNE 2013 JOURNAL AWWA 105:6 TERRERO ET AL2013 American Water Works AssociationThe primary advantage of thisapproach is that advanced EM technology provides the wire-break estimates on each individual section ofPCCP, which is the best indicator thatthis type of pipe will fail. This allowsfor one deteriorated pipe to be identified within an entire pipeline that isin good condition overall and alsoprovides the baseline condition of allpipes in the inspected distance.Structural analysis helps prioritizerepairs. After completing the assessment, WASD has identified all distressed pipe sections in a given pipeline and the position and magnitudeof the distress. A structural analysisthen provides staff with a recommendation as to which pipes requireimmediate rehabilitation, whichreplacements can be delayed until afuture date, and which pipes requireno action at this time.Although consultant analysis andrecommendations are useful, theWASD staff is the most equipped tomake repair, rehabilitation, andreplacement decisions. As such,external recommendations, though akey element, are only a starting pointin determining what rehabilitativeaction should be taken for theseassets after the WASD staff determines the risk and consequence of afailure for each pipe segment.The rehabilitation of pipelineassets typically includes one of thefollowing: an internal replacementusing a carbon-fiber reinforced polymer, installing a pipe liner, or a complete replacement of the sectionusing new pipe materials. Low orundamaged sections of the pipelineare re-inspected periodically or, if athigh consequence of failure, monitored continuously using fiber-optictechnology.Fiber-optic monitoring of PCCPtracks the deterioration of each pipesection by recording wire breaks asthey occur. When a prestressed wirebreaks, a sound is created, and theresulting mechanical sound wavepropagates away from the break.This mechanical wave interacts withthe electromagnetic light wave that
is moving through the fiber-opticcable. This interaction is sensed andfiltered by the data-acquisition computer system and a notification ismade to WASD staff members,allowing them to track deteriorationas it happens. The data collectedthrough monitoring is then combined with the wire-break estimatesmade during the initial EM inspections, which allows WASD to see thetotal wire breaks on each section andintervene before a pipe section fails.WASD has considered the complete replacement of some of itsPCCP pipelines because therenewal option has the potential tobe extremely challenging. In termsof practicality, pipeline replacement is difficult and expensive, andany replacement would require tieins to the existing system, shutdowns, and continuing inspectionof the sections that were notreplaced. The estimate of a complete replacement program forWASD’s entire PCCP infrastructure—assuming a replacement costof 1,500 per linear foot—wouldbe roughly 2.5 billion. Because ofthe challenges and costs associatedwith replacing large sections of apipeline, installing 2 mi of newpipeline per year would be considered a successful and manageablereplacement program for WASD.To put this in perspective, replacingWASD’s entire PCCP inventory ofmore than 250 mi would takenearly 200 years. Another factorWASD must address when pipelinereplacement is being considered iswhere to locate new pipelines.Because the county has limitedspace and many of the pipelinesserve a large number of customersin urban areas, replacement projectsare difficult to plan and execute.As WASD inspects its PCCP assetseach year, the typical number of segments showing any type of degradation has not exceeded 2.5% on average; less than 1% requires some sortof rehabilitative action with no partsof the system being immune to rehabilitation, regardless of their age ormanufacturer. Considering that lessthan 1% of pipes require immediateaction, a full replacement programwould end up replacing pipelinesthat for 99% of the system have asignificant remaining useful life.Getting the most from existing infrastructure. With respect to PCCPwater transmission and sewer forcem a i n s , WA S D ’s “ f i x - i t - f i r s t ”approach maximizes the useful lifeof this portion of the department’scritical infrastructure. Ideally, a similar approach can be taken towardother WASD assets so that the capital budget can be maximized andfunds are not used on unnecessaryrehabilitation.Although the pipeline management program is only part of theoverall infrastructure renewal plan,it acts as an exemplary model ofhow successful renewal of infrastructure can increase reliability andtackle the problem of aging infrastructure with a manageable capitalbudget. By beginning an overallrenewal program, WASD aims toprevent major system failures,increase service reliability, andextend the useful life of its assetswhile renewing its entire water andwastewater systems in the long term.WASD has received strong supportfor the infrastructure renewal project throughout the department,while the recognition of aging infrastructure and support of renewalprograms is growing at the differentlevels of government throughout theUnited States. In many respects,WASD is ahead of the infrastructurerenewal curve because aging infrastructure has only recently becomea priority for policymakers at thehigher levels of government.Despite strong support, it will stillbe difficult to achieve all the fundingrequirements requested for the program; however, the department ismoving toward a structure that hasthe processes and protocols in placeto complete infrastructure upgradesand manage its capital projects in anefficient manner if and when thefunding is available.PROVIDING A MODEL FOR OTHERDISTRICTSIf the pipeline assessment andmanagement program is any indication, the initial reviews show thatWASD’s water and wastewater systems are in better condition thanexpected based on their age andoperating capacity. Much of this canbe credited to WASD employees whohave very high standards and alwaysplan for more than they can accomplish in any given year.As local politicians take notice ofthe nationwide initiative to addressaging infrastructure in the UnitedStates, WASD is now able to provideanswers of how it can solve specificlocal infrastructure issues as a resultof the early adoption of a renewalstrategy. With plans already inmotion, the department feels it has asolid grasp on what the renewal process entails and can now plan theprogram details so that current andfuture residents of Miami-DadeCounty have reliable water andsewer service.ABOUT THE AUTHORSRalph Terrero (towhomcorrespondenceshould beaddressed) is theassistant director–water operationsfor the MiamiDade Water andSewer Department, 3071 SW 38thAve., Miami, FL, 33143; terrero@miamidade.gov. Vicente E. Arrebolais assistant director–wastewatersystem operations, Luis Aguiar ischief, Rod J. Lovett is chief–wastewater collection, and RichardA. Coates is a professional engineer,all with the Miami-Dade Water andSewer 5.0084Journal AWWA welcomescomments and feedbackat journal@awwa.org.TERRERO ET AL 105:6 JOURNAL AWWA JUNE 20132013 American Water Works Association77
water treatment plants (WTPs)—the John E. Preston WTP, the Alexander ORR WTP, and the Hialeah WTP— that supply water to more than 90% of Miami-Dade County. The plants are 45, 56, and 87 years old, respec-tively, and are expensive and difficult to maintain because the companies that provided replacement parts are no longer in business. Water .
Aging Facility (AP) Foundation Design 170-DBC-AP00-00100-000-00A 1. PURPOSE The purpose of this calculation is to perform a preliminary foundation design for aging pad 17P, shown in 170-P10-AP00-00102-000, Aging Facility General Arrangement Aging Pad 17P Plan (Reference 2.2.2), and for aging pad 17R, shown in 170-P10-AP00-00103-000, Aging Facility
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