The Whys and Whats of the Statewide General Waste Discharge Requirements for Sanitary Sewer Systems (Part II)

Posted on January 24, 2012 by admin

Authored by Yazdan Emrani, M.S., P.E., Sr. Vice President / Principal  

Part I of this blog series focused on the whys and whats of the regulations adopted by the State Water Resources Control Board known as the Waste Discharge Requirements (WDRs) Order No. 2006-0003-DWQ. Those regulations require that all publicly owned sanitary sewer systems greater than one mile comply. In Part II, we focus on the Sewer System Management Plan (SSMP) that is required for each entity enrolled in the WDR program.     

Program Overview     

Sanitary sewer systems have long been treated as “Out of sight, out of mind” in our profession and funds to fix or upgrade these systems have been few and scarce. So has implementation of the Sewer System Management Plan (SSMP) by some municipalities. The SSMP is required by the State Water Board as part of the WDR.   The SSMP has been treated as an afterthought or even a commodity that any consulting firm should be able to do for the least amount of money. This has led to several negative consequences ranging from putting the agency in hot water with the State Water Board’s Office of Enforcement and Investigation, to having to re-do part or parts of their SSMP at great cost.  Nobody wants to have to “re-do” a task.  In our personal lives we don’t want to have to “re-do” a re-modeling job because it wasn’t done properly nor “re-do” a car repair because of shoddy workmanship. We shouldn’t have to “re-do” any part of the SSMP either. That is why the only good SSMP is the one you do once and maintain over time. In future blog posts we will share some of the Best Management Practices (BMPs) of an effective SSMP.  But first let’s get to the elements of an SSMP.      

Like many programs in our country, SSMP is a “12-step” program! And not all of these steps are created equal from a time and expenditure point of view. Here they are in chronological order:     

  1. Goals
  2. Organization
  3. Legal Authority
  4. Operations & Maintenance Program
  5. Design and Performance 

    The SSMP helps agencies respond to and prevent situations such as a sanitary sewer overflow.

  6. Emergency Response
  7. FOG Program
  8. System Evaluation and Capacity Assurance (SECAP)
  9. Monitoring, Measurement and Modification
  10. Program Audits
  11. Communication
  12. Final Certification

From a State Water Board perspective and depending on the population your agency serves, all SSMPs should have been completed, at the latest, by August of 2010. Many agencies have not complied and that is why the State Water Board has moved into the “audit and compliance enforcement” mode. Hall & Foreman, Inc. recently held a workshop on the status of WDR Overview and BMPs for SSMP implementation. As part of this workshop, Jim Fischer of the State Water Board’s Office of Enforcement and Special Investigation gave a comprehensive overview of his office’s work on auditing agencies’ efforts on WDR compliance. Jim also gave examples of how agencies can perform a “Gap Analysis” to ensure compliance. Our next blog post on this subject will discuss some of the effective and proven BMPs for implementing a successful SSMP.     

In the meantime, contact Hall & Foreman, Inc., if you need assistance with elements of your SSMP or meeting your WDR requirements.

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The Whys and Whats of the Statewide General Waste Discharge Requirements for Sanitary Sewer Systems (Part 1)

Posted on November 15, 2011 by admin

Authored by Yazdan Emrani, M.S., P.E., Sr. Vice President / Principal

On May 2, 2006, the State Water Resources Control Board, (State Water Board) adopted a set of regulations, known as Waste Discharge Requirements (WDRs) Order No. 2006-0003-DWQ designed to ensure proper design, and safe operation and maintenance of the sanitary sewer systems throughout California.  All federal and state agencies, municipalities, counties, districts, and other public entities that own or operate sanitary sewer systems greater than one mile in length that collect and/or convey untreated or partially treated wastewater to a publicly owned treatment facility in the State of California were required to comply with the terms of this Order.

Sanitary sewer collection systems are designed to remove wastewater from homes and other buildings and convey it to a proper treatment facility and disposal location. The wastewater collection system is a critical element in the successful performance of the wastewater treatment process.  The EPA estimates that collection systems in the U.S. have a replacement value of $1 to $2 trillion. 

Poorly designed, built, managed, operated, and/or maintained systems can pose risks to public health, the environment, or both. These risks arise from sanitary sewer overflows (“SSOs”) in the collection system or by compromised performance of the wastewater treatment plant. As one of the most serious and environmentally threatening problems, sanitary sewer overflows are a frequent cause of water quality violations and are a threat to public health and the environment. Beach closings, flooded homes, closed shellfish beds and overloaded wastewater treatment plants are some symptoms of collection systems with inadequate capacity and improper management, operations, and maintenance.

In 2006, the American Society of Civil Engineers (ASCE) Region 9 (California) developed a comprehensive infrastructure report card consisting of nine different categories including wastewater. The overall grade for wastewater was a not too complimentary C+.

To facilitate proper funding and management of sanitary sewer collection systems, the State Water Board mandated the development and implementation of a Sewer System Management Plan (SSMP) for each entity enrolled in the WDR program. To be effective, SSMPs must include provisions to provide:

  • proper and efficient management,
  • operation and maintenance of sanitary sewer systems,
  • adequate capacity to convey peak wastewater flows,
  • minimize frequency of SSOs and mitigate impacts of SSOs that may occur, and,
  • meet all notification and reporting requirements.

Our next blog post will focus on the development and implementation of an effective SSMP.  In the meantime, contact Hall & Foreman, Inc., at info@hfinc.com if you need assistance with elements of your SSMP or meeting your WDR requirements.

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14 Teams, 70,000 Cans, One Night – Orange County CANstruction: A Team Reflects

Posted on September 26, 2011 by admin

Authored by Linda Sandusky, Project Manager / Associate, Juan Angeles, P.E., Project Engineer, and Kelly Teenor, APR, Director of Marketing / Associate

The 4th Annual Orange County CANstruction  competition involved 14 teams from the local architectural, engineering, and construction industry coming together one night to build structures with 70,000 cans of food at the South Coast Plaza in Costa Mesa, California.  The structures were on display for a few weeks before being dismantled. For this event, the Orange County Food Bank was the recipient of all the cans.

Canstruction®,  is a unique charity committed to ending hunger. The philosophy involves using ‘one can’ as a catalyst for change and to help put an end to hunger, one can at a time. 

This event builds pride and camaraderie among the firms that participate. They get to showcase their creativity and ingenuity while giving back to the community.  If you’re considering participating, Team Hall & Foreman says “Go for it. You CAN do it!”  We hope our experiences inspire you and help you become a successful CANstruction participant. 

Our 2011 entry was inspired by the Orange County I-5 Gateway sign.  The entry titled, “Orange County CAN Stop Hunger,” paid tribute to CANstruction’s efforts to end hunger in Orange County and it honored our Orange County-based roots.

Hall & Foreman’s CANstruction® entry was inspired by the Orange County I-5 Gateway Sign. Photo Courtesy of Brian Carter of Pixel That! Photography.

The structure was made of approximately 3,500 cans.  It used six different types of cans including Bush Baked Beans, Chicken of the Sea Pink Salmon, Chunk Light Tuna, Chunk White Albacore, and Bumble Bee Solid White Albacore and Chunk White Albacore. 

As a multi-year veteran of this competition, we’re happy to share our preparation plans:

  1. Select the design early – about 6 months before the competition.  The design should be meaningful to your firm and to the community.
  2. Create a detailed layout. We used a CAD program to layout our concept.
  3. Select the cans. Consider the structural aspects of the cans as well as the label’s aesthetic value. It’s the labels that create the visual impact.
  4. Determine the specific type and number of cans needed.
  5. Get sponsors and donations. Encourage your business partners, clients, employees, and friends of the firm to support your team. We’ve found it easiest to collect cash donations so we can buy the specific cans we need. Also, use your persuasive skills to get donations or cost reductions from the canneries or distributors.
  6. Do a pre-build. It’s critical to test build the structure, in advance, to see how the cans work together.
  7. Build Night. You’ve got limited time to build your structure.  For this event, all structures had to be built at night during the 12 hours the mall was closed.  To be successful incorporate the lessons learned from your pre-build test, get plenty of volunteers, be organized, get your cameras ready, and have fun.

Good job to Team Hall & Foreman which included the families and employees of Juan Angeles, Tom Cannon, Lucas Glauser, Henrik Nazarian, Robert Medina, Mark Oskorus, Eddy Oune, Linda Sandusky, and Dave Stuetzel.  Here are some inspiring thoughts from them:

 What did you enjoy most about CANstruction and why?

“I enjoy CANstruction because it allows me to get to know my co-workers in a non business environment outside the office while providing food for people that need it most.”

“I enjoyed CANstruction because I was able to share my ideas and creativity and interact with my family and co-workers in a friendly, fun and thoughtful event.”

“Knowing that we made a difference and it started with an idea and 1 can.”

What does participating in this community service event mean to you?

“There is nothing better than helping provide a basic need for people that are less fortunate than you.  It makes you stop and appreciate all that you have and how easy it is to share with someone that is in need.  It could be any of us.”

“I know first-hand how it feels to be on the receiving end of this community service. Knowing then that there were people out there willing to lend a hand was a good feeling. Now that I am able to pay it forward, while also showcasing my creativity and all that I’ve learned throughout the years, it’s an even greater feeling knowing that I’ve helped those who are now in need. There is no better feeling than being able to help out your community and at the same time have so much fun with it.”

“Supporting this great cause is a very rewarding experience and the enjoyment building this structure with your co-workers.”

What advice do you have for firms considering participating in the future?

“Come up with a simple, basic design and practice build the structure a couple of times.”

“When coming up with your design, be creative, anything goes. Later you will have a chance to narrow down your selection based on number of cans, type, color, complexity of design, limitations, etc. Have fun with it and remember to always do at least one practice build before the big build night. You can’t go wrong with an event that lets you be creative and allows your firm to shine and be recognized in the community for its work in and out of the office.”

“The success we achieved in filling our structure solid with canned food is a direct result of extreme generosity and dedication to CANstruction 2011.”

We encourage you to get involved in CANstruction in your area. Together we can make a difference and it starts with one can. To feed the hungry. To lift the spirit. To change the world. You CAN do it!

Team Hall & Foreman 2011 CANstruction Sponsors

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Party Time: 5 Reasons to Invite the Project Engineers and Surveyors

Posted on August 10, 2011 by admin

Authored by Kelly Teenor, APR, Director of Marketing / Associate

 Engineers and surveyors appreciate a party invitation. We enjoy attending groundbreakings, topping outs, and even ribbon cuttings. We welcome participating in events that celebrate the milestones of a project.

Recently, the engineers and surveyors at Hall & Foreman, Inc. received party invitations. Our team members proudly attended the groundbreaking ceremonies for the Irvine Valley College Life Science Building in Irvine, the 1111 Wilshire project in the City West area of Los Angeles, and the FedEx Branford facility in the Sun Valley-La Tuna Canyon Community area in the City of Los Angeles.

We love seeing our projects come to life. We’re just as excited as the project owner to see a project move forward.

The development cycle can be a long and tenuous one. In today’s economy, with so many projects stalled or shelved, it is invigorating when ground breaks or the last beam gets placed in a building. Such milestones are cause for celebration by all disciplines who worked on the project.

Hall & Foreman team members attend recent groundbreaking ceremonies for education, mixed-use, and commercial projects.

When a project owner invites the full complement of disciplines and team members to the celebration it creates a win-win for all. Everyone benefits from:

  1. Stronger relationships between team members. People work best with those they know, trust, and have built a bond with. 
  2. Lead generation. Success creates success, so successful teaming on one project lays the foundation for successful future projects.
  3. Networking. Valuable information is exchanged when design & construction experts mix with local dignitaries and politicians. Knowing what’s being talked about and who’s planning what provides insight into future opportunities.
  4. Expanded publicity. Team members can increase visibility for the project through their own promotional efforts.
  5. Professional pride. Acknowledgement for a job well done builds satisfaction in the work completed.

 So to all the project owners out there who are ready to celebrate a project milestone – remember to invite everyone on the team. Acknowledging progress and sharing success creates a win-win situation. Keep the invitations coming. We love a party.

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Need for Sanitary Sewer Inspections

Posted on June 1, 2011 by admin

Authored by Robert Brandom, P.E., Water Resources Project Manager

Cities and agencies are often in need of rehabilitating and upgrading their sanitary sewer collection system. To start the process, they need to know the condition of their system and where major defects are located.  A comprehensive inspection can reveal details about the system’s current condition. The key components of a collection system that should be inspected are:

  1. gravity-flow sewer pipes
  2. manholes that join connecting sewers and provide entryway into the system
  3. lift stations that pump pressurized flows from lower elevations to higher elevations in the system
  4. force mains, which are pipes that transport pressurized flow from the lift stations.

Defect Impacts
Sewer and manhole defects can undermine the integrity of the sewer system infrastructure, can allow wastewater to exfiltrate into the soil and groundwater, and can allow excessive rainwater in the form of inflow and infiltration to enter the sewer leading to potential overflow conditions.

Sewer structural defects include cracked pipe, broken pipe, and offset sewer pipe connections that leave large gaps.  Sewer operation and maintenance (O&M) defects including heavy roots and grease deposits can lead to sewer blockages that can then lead to overflows.  Manhole structural defects include corroded and broken manhole lids and frames, and deteriorated manhole walls.  Manholes located in storm water drainage pathways can provide a pathway for rainwater to enter the sewer system. 

Inspection Process
There are different types of inspection processes that provide insight into the condition of a system. 

Companies can videotape the sewers using closed circuit television (CCTV). They log the video footage in a report, rating the defects observed consistent with a nationally-accepted ratings scale for sewer defects.  The cost is approximately $0.65 to $0.80 per foot of pipe and depends on the diameter of the pipe. 

Manholes can be field inspected.  Digital photographs are taken and an inspection form is filled out to report manhole characteristics and defects. Manholes can be inspected for approximately $40 to $50 per manhole.

Lift Stations can also be inspected in the field to report age, condition, and operations defects associated with the pumps, motors, piping, building, mechanical equipment, and electrical and instrumentation controls.  The cost to inspect a lift station is dependent on the size and type of station.

Force mains, like sewers, can be videotaped (and at the same unit cost.)  Older metal force mains were not lined to help prevent corrosion. Corrosion, in the form of tuberculosis, encrusts the inside of the pipe over time, which reduces the pipe diameter and increases the work load on the pump.

Jack & bore operation during construction for the sewer capacity relief project in Yorba Linda.

After the Inspections
After the inspections are conducted, the deficiencies need to be assessed and prioritized for improvement. Improvement projects then need to be developed, cost estimated, and ordered within a capital improvement program.  Hall & Foreman’s Public Works Division is ready to help cities and agencies improve their sewer collection system infrastructure.  Contact us at info@hfinc.com to learn how we can assist you.

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Saluting Public Works Professionals

Posted on May 13, 2011 by admin

Authored by Jon E. Bourgeois, P.E., Executive Vice President / Principal / Director of Public Works

National Public Works Week, May 15-21, is a celebration of all the men and women in North America who provide and maintain the infrastructure and services collectively known as public works. To celebrate this week, engineering firms, municipalities, and government agencies bring attention to the importance of public works in our communities and our lives.

During these times of unprecedented restraints on funding public improvements, our municipal and agency partners are challenged even more to maintain, repair, and replace our aging infrastructure.  Our role as private engineers is to augment their staff to provide services for development reviews, plan and map checking, on-call services, and project design of capital improvements.  This enables them to maintain basic services while adding contract staff and project-specific expertise when the needs arise.

Hall & Foreman public works projects during construction.

For 50 years Hall & Foreman has supported the public works community by providing engineering and survey services to many of the local municipalities and government agencies. These relationships have lasted for years and are key to weathering the economic cycles in our industry. We appreciate the work our public works clients do and we’re honored to be a part of their team as they work diligently to serve their constituents. 

We salute and thank the public works professionals who keep our communities safe and our infrastructure functioning.

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Entitlements: Putting the Puzzle Together

Posted on April 13, 2011 by admin

Authored by Glenn M. Chung, P.E, Vice President / Principal

Entitlement is a critical piece of development puzzle. This is especially true with a commercial / retail project. Entitlement is the legal method of obtaining approvals for the right to develop property for a desired use.

Depending on the nature of the project, the entitlement process can take just a few months or last many years. The typical process involves the approving agency reviewing five key documents:

  1. The architectural elevations
  2. The landscape architecture plans
  3. The site plan
  4. The tentative map
  5. The Initial study (environmental)

These key pieces to the puzzle provide the approving body with a clear understanding of what the project will look like and how it will function within the community. Much of the information that goes into these documents is obtained during the entitlement process. 

The entitlement process should be led by an entitlement strategist.  The specialist interfaces between the developer or land owner and the governmental agencies which issue the land use approvals. Using an entitlement strategist to assemble the pieces of the entitlement puzzle can save time and money.

When selecting an entitlement strategist, you want someone who understands the needs of the developer and balances the desires of the approving agency. A savvy strategist will know:

  1. The developer’s vision and project goals inside and out
  2. The agencies involved in the approval process, including the agency staff and the nuances of the agency’s submittal requirements
  3.  How to handle the conditions of approval placed on the project. Conditions might include infrastructure improvements to the surrounding areas known as off-site improvements. Common off-site improvements include widening streets and adding traffic signals.

The entitlement strategists at HFI have obtained entitlements for many developers throughout southern California. We are skilled at handling the conditions of approval and have learned which conditions are reasonable and which can be negotiated. One area of caution is the “catch all” condition that does not specifically define the developer’s responsibilities. It appears in wording like “All improvements shall be installed to the satisfaction of the engineering department.”  We advise that conditions and responsibilities be clearly defined. Eliminating ambiguities allows the developer to manage his budget and schedule and it makes obtaining final approvals more definitive.

Time is money when it comes to entitlements. Everyday a business is open is a day it can earn money. If a schedule slips, it can delay an opening. Strategically putting the pieces of the entitlement puzzle together helps create the review documents, it clarifies conditions of approvals, and it expedites the entitlement approval.

If you’d like to talk entitlements contact us at info@hfinc.com or post a comment.

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Life in 1961 When Hall & Foreman Began

Posted on April 1, 2011 by admin

Compiled by Kelly Teenor, APR, Director of Marketing / Associate

The year 2011 marks Hall & Foreman Inc.’s (HFI) 50th year in business. Since its founding in 1961, the HFI presence has been indelibly stamped throughout southern California and beyond.

During the past 50 years, HFI has planned, engineered, and surveyed projects involving more than a quarter million homes; tens of millions of square feet of retail centers, office buildings, and industrial facilities; thousands of miles of roadways and other infrastructure; and scores of schools, college, and civic facilities.

At an employee meeting, our CEO, John Hogan, recapped what life was like for an employee working for HFI in 1961.  The employee might have arrived at our Santa Ana, CA office on 8th Street driving a Dodge Dart Pioneer, Ford Falcon, or Plymouth Fury. The gas in the car would have cost 27 cents per gallon.  However, he quickly put that into perspective by reminding us that the average income was $5,315 and the average cost of a new home was $12,500. 

Employees might have had their radios tuned to The Highwaymen, Chubby Checker, The Shirelles, and Elvis Presley. Gathering around the television at night, families would watch Car 54 Where are You?, The Dick Van Dyke Show, The Bullwinkle Show, and the game show, You Bet Your Life with Groucho Marx. On weekends, they might have gone to the theater to see any of 1961 hit movies such as Breakfast at Tiffany’s, The Hustler, and West Side Story.

On its March 1961 cover,  MAD Magazine noted the year was a rare ‘upside-down’ year.  That means the numbers in the year look the same as when they are rotated upside down.  The last time that happened was 1881 and the next time it happens will be in the year 6009. In 6009, HFI will be celebrating its 4048th Anniversary. The changes HFI and the world will experience during those years will be mind-bogglingly to say the least. 

In the meantime, we invite you to view the HFI historic timeline and share with us your memories of life in 1961 by posting a comment. 

 Source credit: Doug Gilford’s Mad Cover Site

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What it Means to be Named Engineer of the Year

Posted on March 14, 2011 by admin

Authored by Kelly Teenor, APR, Director of Marketing / Associate

American Society of Civil Engineers Orange County Branch Names John Hogan, P.E., LEED AP, as Engineer of the Year

My colleagues and I were thrilled to learn that our CEO, John Hogan, was named the ASCE Orange County Branch Engineer of the Year. 

The American Society of Civil Engineers (ASCE) Orange County Branch is part of the nationwide ASCE organization whose mission is to provide essential value to its members and partners, advance civil engineering, and serve the public good.  The Engineer of the Year award honors an individual for outstanding professional qualities and reputation for engineering leadership and accomplishments. This is similar to a life time achievement award in that the entire career of the winner is recognized.

I interviewed John to get his thoughts about being named Engineer of the Year. Highlights of that interview include him being honored and humbled by the recognition.  The engineering community in Orange County has one of the highest concentration of civil engineers in the nation, so to be singled out is truly a privilege. John noted that the list of past winners reads like a Who’s Who of engineers in Orange County and being associated with such a distinguished group is extremely flattering.    

Throughout John’s 37-year engineering career, he has managed design teams for numerous residential and commercial developments and public works projects throughout Orange County.  Notable among these are Metro Pointe in Costa Mesa, Ladera Ranch in south Orange County, and Koll Center in Irvine.  As CEO of HFI, Mr. Hogan has the honor of leading the firm through its 50th year of operation.  He is currently serving as the President-Elect for the ASCE Los Angeles Section and is past president of the ASCE Orange County Branch. In addition, he is active in numerous professional associations and societies, including the Building Industry Association Orange County Chapter’s Board of Directors.

Congratulations John!  Your Hall & Foreman team is delighted to see you recognized for your technical experience, community service, engineering accomplishments, and commitment to making our communities a better place to live, work, and play.

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Highlights of Recent Storm Water Conferences

Posted on January 21, 2011 by admin

Authored by Gavin Powell, P.E., LEED AP, Project Manager / Associate

Hall & Foreman co-hosted with Rain for Rent a series of one-day Storm Water Conferences that focused on helping project owners understand compliancy for the new Statewide General permit for Storm Water Discharges Associated with Construction and Land Disturbances (New Permit) that went into effect on July 1, 2010.

The conferences brought regulators from cities, counties, and the Regional Water Quality Control Board together with private sector professionals responsible for managing storm water programs.  The attendees enjoyed the face-to-face interaction and received answers to many questions.

The panel of experts led the discussion and brought with them a number of messages.  Most notably was that the New Permit brings with it a number changes from the old permit.  The New Permit has additional requirements, responsibilities, liabilities, and costs.  A project owner needs to consider these when performing their due diligence and during the planning stages of a project.  Depending on the project, complying with the regulations of the New Permit may be the difference between making money and losing money on a project.

General consensus was to have stormwater experts from both the design and construction teams involved in developing and implementing a project’s Stormwater Pollution Prevention Plan (SWPPP).  Having a SWPPP that is realistic and attainable is important for avoiding future violations.

While the language in the New Permit can be scary, the panelists emphasized that their focus in regulating the New Permit will be on good housekeeping and keeping pollutants from leaving a project site.  If rules are followed and the effort is made, then regulators will most likely be reasonable when evaluating a construction site.  On the other hand, cutting corners will likely raise red flags and increase the risk of violations and potential liabilities.

For future storm water conference dates, check our website or follow our Tweets.  Or if you’d like talk with us about compliancy with the New Permit, contact us at stormwater@hfinc.com

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