1、2022 BLACK&VEATCH WATER REPORT|ABOUT THIS REPORT|2About This ReportAdecade since Black&Veatch first launched its annual analysis of the U.S.water sector,the global human infrastructure leaders latest overview of the industry finds it confronting opportunities and challenges some old,some new.Much as

2、 it was 10 years ago,aging infrastructure remains the top challenge among more than 300 U.S.water industry stakeholders surveyed for Black&Veatchs 2022 Water Report.The aging of the sectors workforce also has intensified,with efforts to respond to increasing retirements of skilled staffers complicat

3、ed by tight budgets and a tighter job market.Data so promising in helping utilities do more with less with infrastructure well past its prime has gained remarkably more attention since 2012,but its still not utilized to its full potential in heightening resilience and sustainability.Climate change u

4、nmentioned in the 2012 report but now driving more frequent wildfires,droughts and flooding that threaten water supplies joins evolving regulations and the race to safeguard assets from cyber predators as formidable issues.All of these challenges highlight the need for greater investment in water sy

5、stems,and help is there for willing water utilities with the resources and knowledge required to pursue it.Billions of dollars now available through the American Rescue Plan Act of 2021(ARPA)and the Infrastructure Investment and Jobs Act(IIJA)present a generational,golden moment to invest in water i

6、nfrastructure increasingly under strain from climate stresses,demographic shifts and the growing focus on sustainability.This years report dives into these issues and many more,giving an overview of whats changed and what has not in an industry with enormous potential to accelerate innovation in str

7、ategy,operations and funding.2022 BLACK&VEATCH WATER REPORT|CONTENTS|3C O N T E N T S43About the Authors5Executive Summary As U.S.Water Sector Evolves,Embracing Technology,Sustainability is Paramount9A Decade Later:Water Sector Doing More with Less13The Aging Workforce and the Rise of the Machine16

8、The American Rescue Plan,the Infrastructure Act and You:Whats Your Plan?21Climate Adaptation Strategies Gaining Momentum24Water Utilities Face Decarbonization Challenges,Opportunities29 Water Data in the Digital Age32 Advanced Drinking Water,Clean Water Technologies35 The Equity of Water:Ensuring Se

9、rvices for All Requires Commitment,Political Will37 With Threats on the Rise,Utilities Must Be Aggressive in Bolstering Cybersecurity41 Contaminant Regulation:Lacking Clarity,Proactive Approaches Take Center Stage2022 BLACK&VEATCH WATER REPORT|EXECUTIVE SUMMARY|4Executive Summary2022 BLACK&VEATCH WA

10、TER REPORT|EXECUTIVE SUMMARY|5As U.S.Water Sector Evolves,Embracing Technology,Sustainability is Paramount When Black&Veatch first launched its annual assessment of the U.S.water industry 10 years ago,the sector was dealing with the lingering impacts of the financial crisis.Funding was deemed grossl

11、y inadequate to upgrade infrastructure that was well past its prime,and many communities struggled to match necessary investments with flat or declining revenue.Yet the search for“green shoots”signs of economic recovery yielded some promise.Virtually everyone believed“sustainability”could carry sign

12、ificant benefits,though a unified definition was elusive.Datas vast potential in managing and optimizing assets was on the industrys radar,though actually seeing it in practice was another matter.A decade later,many of those takeaways remain.Black&Veatchs 2022 Water Report based on expert analyses o

13、f a survey of more than 300 stakeholders in Americas water,wastewater and stormwater sectors magnifies how so many things have grown more complex.As infrastructure continues to age,so are the industrys workers,heading in droves into retirement and taking their skills and institutional knowledge with

14、 them,posing formidable staffing dilemmas in a historically tight jobs market.The embrace of data in driving decision-making a key in enabling utilities to do more with less in this new frontier of“digital water”is recognized for its promise but still lags in adoption.“Cybersecurity,”“climate change

15、”and“decarbonization”unmentioned in the 2012 report have emerged as pressures the industry cant ignore.Concerns about evolving regulations are deepening.Yet opportunities and optimism abound.Funding through spending measures such as the American Rescue Plan Act of 2021(ARPA)and the$1.2-trillion Infr

16、astructure Investment and Jobs Act(IIJA)present a generational opportunity to invest in long-overdue water projects.The big problem:Many utilities,while insisting theyll pursue some of that infusion they so craved a decade ago,arent quite sure how to go after it.Welcome to the complicated world of w

17、ater,where old ways of thinking are giving way,albeit relatively slowly,to whats new Welcome to the complicated world of water,where old ways of thinking are giving way,albeit relatively slowly,to whats new and possible in addressing chronic pain points in 2022 the 50th anniversary of the Clean Wate

18、r Act and beyond.ABOUT THE AUTHORMike Orth is president of Black&Veatchs governments and environment business.Before that 2021 appointment,Orth served as executive vice president and managing director of Black&Veatchs water business in the Americas.He has guided the companys growth efforts in supply

19、,storage,treatment and conveyance by delivering projects for clients through both traditional methods and alternative solutions such as design-build,performance contracting and public-private partnerships.2022 BLACK&VEATCH WATER REPORT|EXECUTIVE SUMMARY|6and possible in addressing chronic pain point

20、s in 2022 the 50th anniversary of the Clean Water Act and beyond.Pipes and Peers:The Nagging Challenges of AgeA decade ago,survey respondents were declaring aging water and sewer infrastructure as the industrys foremost concern.That hasnt abated;in perhaps the least surprising data point,nearly two-

21、thirds of respondents 63 percent to this years survey still put it atop the list,down nearly 12 percentage points from a year ago.From there,the latest findings get more telling.Over time,workforce-related issues have ascended in the rankings,with the challenge of hiring qualified staff not included

22、 as a survey option in 2012 and ranked No.14 in 2017 now rising to No.2.The industrys aging workforce jumped three spots to No.4 over the past Figure 1From your perspective,what are the most challenging issues facing the water,wastewater,and stormwater industry today?Source:Black&Veatch A dash indic

23、ates the answer wasnt included in 2012*Managing energy costs and Chemical cost asked in 2021Rank20222012Aging water and wastewater infrastructure1st1stHiring of qualified staff2ndIncreasing/expanding regulation3rd5thAging workforce4th7thFunding or availability of capital5th3rdJustifying CIPs and/or

24、rate requirements6thManaging capital costs7th2ndWater conservation8th11thSystem resilience9thManaging operational costs10th4th/7th*Treatment technology13th6thInformation technology14th9thdecade,just behind increasing or expanding regulations an issue that ranked fifth in 2012(Figure 1).The exodus of

25、 older skilled workers is headache-inducing for many water utilities,who now look to fill the void through automation,outsourcing and an ever-thinning pool of recruits who enjoy more career options and greater leverage for various reasons.Fewer people generally seek out water utility work,and the pu

26、rsuit of their talents has devolved into a bidding war that hamstrings utilities especially the smaller ones saddled with tight budgets.Data:A Path to Resilience,SustainabilityThe unrelenting hands of time that impact all infrastructure systems and those whove managed them are stoking awareness of e

27、verything data can do.Going digital can help water utilities get more efficient and resilient through actionable information to evaluate 2022 BLACK&VEATCH WATER REPORT|EXECUTIVE SUMMARY|7and optimize the asset performance while tipping them off to potentially looming failures.Yet so often,its a miss

28、ed opportunity.Roughly seven in 10 respondents say theyre collecting“lots of data,”though slightly more than one-quarter believe they are leveraging it effectively.Theyre losing out,given that precisely harnessing data and broader artificial intelligence technologies offers abundant rewards,from pro

29、viding a holistic view of the water system to enhancing efforts to track consumption,drive efficiencies,save energy and prioritize investment dollars,heightening resilience and sustainability.Since its absence entirely by name in Black&Veatchs water report a decade ago,sustainability has proven to b

30、e much more than just a buzzword.Some 72 percent of survey respondents now say their enterprise has sustainability goals and the means to measure them,up roughly 7 percentage points from last year.Slightly more than half say separately theyve adopted sustainability goals without pressure from commun

31、ity or regulatory forces.All the while,nearly two-thirds cast sustainability as a critical strategic focus in the water sector,though one-third say sustainability“sounds good”but isnt a priority.Seven in 10 from utilities that serve more than 500,000 customers deem sustainability a priority,compared

32、 with 58 percent of those who serve fewer than that population threshold,showing the elements of divergence that our reports have demonstrated between systems big and small across various technology and workforce fronts.Approaches to greater sustainability vary,with proactive replacement of infrastr

33、ucture leading the way at 72 percent,followed by asset management programs(60 percent)and water conservation initiatives(41 percent).As decarbonization gains momentum across all utilities,nearly 30 percent of water sector respondents say theyre pursuing initiatives involving green energy,with an ide

34、ntical showing for using analytics and dashboards to empower operational discussion(Figure 2).Funding:Welcomed Help from Uncle SamWithout question,inadequate funding and the numbing price tag of needed infrastructure upgrades have been years-long headwinds for the industry.Nearly 40 percent of respo

35、ndents believe funding for capital projects will not be enough over the next five to 10 years.By a two-to-one margin over their bigger counterparts,utilities with fewer than 500,000 customers think thatll be the case.Overall,34 percent say funding will be sufficient,while 16 percent believe itll mer

36、ely meet the requirement.Figure 2What efforts is your utility practicing to enhance sustainability?(Select all that apply)Source:Black&Veatch71.6%Proactive replacing of infrastructure60.2%Asset managment progam40.9%Water conservation initiatives28.4%Green energy28.4%Analytics and dashboards to empow

37、er operation discussions25.0%Industrial and commercial implementation of water reuse23.9%Nutrient removal20.5%High quality wastewater apart of water supplu portfolio19.3%New user rate structures15.9%New personnel training approaches8.0%New financial modes4.5%Stormwater as part of the water supply po

38、rtfolio2022 BLACK&VEATCH WATER REPORT|EXECUTIVE SUMMARY|8But when it comes to confidence or optimism about whether such long-awaited,approved help from federal taxpayers will help turn the tide,results are mixed.Feeding into state revolving funds as part of partnership between states and the U.S.gov

39、ernment,tens of billions of dollars from the IIJA over the next five years will go to critical water investments,including projects involving drinking water and sewers.Billions more are bound for cities and counties under ARPA.A combined 58 percent of respondents say theyre pursuing ARPA funds,with

40、one-third intending to seek IIJA money intended for water infrastructure and resiliency efforts.Yet when pressed why their organizations havent taken advantage of funding mechanisms,top reasons included that they were administratively too burdensome(37 percent),the programs were too restrictive(27 p

41、ercent)and there was a lack of awareness about them(21 percent).Also in this Report:Cleaner WaterFifty years since the passage of the Clean Water Act,new regulation including more stringent nutrient removal standards and the need to address new contaminants largely will drive technology investment i

42、n U.S.wastewater treatment plants.But many in the sector anticipate adding new technologies that bolster resiliency and cut their energy and carbon footprints.Climate ChangeWidely labeled an existential threat,climate change is forcing more water utilities to adopt diverse strategies meant to make t

43、hem more adaptable and resilient to severe and increasing weather events such as hurricanes,flooding,droughts and wildfires.A new influx of federal spending on water infrastructure may advance that resiliency push for climate adaptation,which will require planning,funding and multiple yet integrated

44、 strategies.CybersecurityWith attacks by hackers against U.S.utilities grabbing more headlines,more than 90 percent of water industry respondents to Black&Veatchs survey prioritize cybersecurity investments as important.But are the nations water utilities truly doing enough to beef up their defenses

45、 in a sector now closely looking the Washington,where compliance mandates at least minimum ones could be looming?Asked separately whether theyre accelerating capital projects because of new state or federal funding sources,just one-third of respondents said they“might or might not”the top reaction.O

46、ne-quarter reported“probably yes,”with one in five“probably not.”As described later in this report,the IIJA represents more of a lifeline to the water industry not a panacea,given that more long-term investment will be essential to addressing decades of underinvestment.But in a sector rife with chal

47、lenges from ridding contaminants in drinking water to thwarting cyber criminals,and confronting and tackling climate changes effects ranging from hurricanes to flooding,droughts and wildfires its another positive step forward.2022 STRATEGIC DIRECTIONS:WATER REPORT|A DECADE LATER|9A decade since Blac

48、k&Veatch first launched its annual“water report”in 2012,some of the industrys biggest challenges linger:The sector still grapples with fading infrastructure,an aging workforce and financial obstacles.Yet the march of time has brought to light new opportunities that appeared to draw little notice a d

49、ecade ago.The ascension and promise of data in driving decisions for those proactively deploying such“smart water”solutions continue to grab mindshare,and utilities are addressing the surging,pressing need for robust defenses against cyberattacks.Make no mistake:Unlike in 2012,digitalization and res

50、ilience now play two of the most profound roles in deciding the sectors direction,partly in response to the sectors aging assets and the escalating worries about the effects of climate change.All around,its an industry focused on doing more with less in serving the growing population as it migrates

51、to digital systems and increasingly turns to data to compensate for shrinking staffs and lessen environmental impacts.Shifting PrioritiesComparing results of our survey of more than 300 U.S.water industry stakeholders for this years water report to Black&Veatchs similar polling a decade earlier yiel

52、ds some intriguing takeaways about the perceived challenges,then and now.A Decade Later:Water Sector Doing More with Less 2022 BLACK&VEATCH WATER REPORT|A DECADE LATER|10The survey began with the main issues affecting the industry,and to little surprise,aging infrastructure topped the list,as it did

53、 in 2012.The second largest challenge in 2022 hiring of qualified staff wasnt an option in the 2012 survey.This,coupled with concerns regarding aging workforce(also rising on the survey from seventh to fourth),displays significant strain to find human capital resources throughout the industry(Figure

54、 3).Though federal support is on the way,current investment does not match need.The recently approved Infrastructure Investment and Jobs Act(IIJA)earmarks$82.5 billion in critical water investments,with the largest portions allocated to improving safe drinking water and sanitation commitments that w

55、ill help revitalize aging infrastructure.While the opportunities presented by this investment may be part of the reason cost concerns lowered from the second spot in 2012 to seventh in 2022,apprehension remains,as 39 percent of respondents said current investments would not be enough.According to a

56、report coordinated by the US Water Alliance and the American Society of Civil Engineers,the United States would need to increase its investment in water infrastructure by$2.2 trillion over the next 20 years,or roughly$109 billion per year to close the water industrys current investment gap.Even thou

57、gh availability of funding,managing capital costs,and managing operational costs dropped in Figure 3From your perspective,what are the most challenging issues facing the water,wastewater,and stormwater industry today?Source:Black&Veatch Rank20222012Aging water and wastewater infrastructure1st1stHiri

58、ng of qualified staff2ndIncreasing/expanding regulation3rd5thAging workforce4th7thFunding or availability of capital5th3rdJustifying CIPs and/or rate requirements6thManaging capital costs7th2ndWater conservation8th11thSystem resilience9thManaging operational costs10th4th/7th*Treatment technology13th

59、6thInformation technology14th9th A dash indicates the answer wasnt included in 2012*Managing energy costs and Chemical cost asked in 20212022 BLACK&VEATCH WATER REPORT|A DECADE LATER|11concern over the past decade,they remain within the top 10 issues affecting the industry.Another element of costs j

60、ustifying capital costs comes in prominently in the sixth spot.Though the IIJA throws a lifeline to a water industry in need of funding,it should not be mistaken with a complete solution.Ongoing and forward-thinking investment will be crucial to long-term success.Workforce WoesHiring of qualified st

61、aff has become such a concern especially as the“Great Resignation”era and an aging workforce converge to place demand for workers at an all-time high that its taken the second highest spot on the list in 2022.By comparison,it ranked 14th in our 2017 survey results.As workers age out and retire,the w

62、orkforce to replace them is dwindling rapidly,especially among field roles that cannot yet be automated.When asked what roles are impacted most by the changing workforce,operators and managers stood out as the top two(Figure 4).The Development of DataThough aging infrastructure and workforce develop

63、ment shape how owners and operators approach projects and plan for the future,digitalization and data collection offer solutions.In some ways,data was to 2012 what cryptocurrency is to 2022,seen by the public as the Silicon Valleys latest futuristic,albeit inaccessible,offering.But the importance of

64、 the tool was not lost on the public a 2012 report by the World Economic Forum declared data the newest economic asset,like currency or gold.Figure 4For each of the following job categories,how significant will the impact of employee retirements be over the next five years?(Select one per row)Source

65、:Black&Veatch OperatorsManagement/SupervisorsEngineersExecutivesScientistsPurchasing84.4%73.1%71.9%77.3%59.6%50.0%56.4%59.6%30.1%27.6%26.3%22.2%n 2022 n 20212022 BLACK&VEATCH WATER REPORT|A DECADE LATER|12Ten years later,the necessity of data collection for any business is widely accepted,though bar

66、riers to effective interpretation and use remain,especially in utility industries.Nearly seven in 10 respondents to Black&Veatchs latest survey reported they collect“lots”of data,although 41 percent admit they are not leveraging it effectively.When asked what they found to be the main challenge for

67、improving asset management,nearly one-fifth 18 percent of respondents selected“too much data without quality information for decision-making,”while“developing the required systems and processes”which nowadays often include data collection and management was the highest concern(Figure 5).Over the pas

68、t decade,the data collected has flipped from being considered too little to being too much.Or rather,after years of collecting data with no specific plan,utilities are feeling overwhelmed by the task of making the abundance of information useful.To turn data into an advantageous asset,creating maste

69、r plans for data analysis,extrapolating long-term trends and gleaning action items from the revelations it offers will be imperative.Leveraging Digitalization to Do More with LessThe beauty of digitalizing systems is its potential for data collection and analysis,which can be used to better understa

70、nd almost anything,predict or anticipate potential failings in assets,and drive enhanced decision-making processes.For many utilities,tracking long-term trends through data has become the key to boosting efficiency,mitigating water loss and strengthening system resilience.As the water industry workf

71、orce diminishes and aging infrastructure assets place greater importance on resilience,data analysis can step up,helping operations run more smoothly with fewer workers than ever.Though the past 10 years have seen significant change and new challenges,they also have brought the technology that water

72、 utilities need to overcome the rising obstacles.Figure 5Which is the main challenge for improving asset management in your organization?(Select one)Source:Black&Veatch 50.6%Developing the required systems and processes needed to improve asset management17.6%Too much data without quality information

73、 for decision making16.5%Defining what asset management is and communicating it to the workforce11.8%Lack of asset management capabilities in the workforce3.5%Getting senior management buy-in to improve asset management2022 BLACK&VEATCH WATER REPORT|AGING WORKFORCE|13Beyond the ongoing challenges cr

74、eated by its aging infrastructure,Americas water industry is grappling with a serious crisis of workforce availability.In a 2020 report,the American Public Works Association(APWA)found that more than half of all water and wastewater utilities nationally have just one or two employees.Eighty-five per

75、cent have three or fewer.Compounding matters is that the industrys workers are skewing older.Only 10 percent of the water sectors workforce in water occupations roles is aged 24 or younger,according to the APWA,while the median worker age is 42.8.As these older workers fade into retirement or switch

76、 careers,their expertise follows,leaving utilities notably those that havent yet embraced digitalization scrambling to deal with the erosion of the necessary knowledge about things like document systems,asset history,training The Aging Workforce and the Rise of the Machine2022 BLACK&VEATCH WATER REP

77、ORT|AGING WORKFORCE|14protocols,maintenance procedures or the often-temperamental complexities of continuously aging assets.Many underlying factors make replacing long-time employees complex.Fewer people generally are choosing to work for utilities out of perceptions that,despite the works importanc

78、e,the career path is simply not enticing.Fewer working professionals are staying in one field for their entire career.And attracting candidates with diverse skillsets from an already limited pool increasingly involves a bidding war that utilities dealing with tight budgets struggle to win against la

79、rger counterparts able to offer more in wages and benefits.Often to compensate,utilities are outsourcing more of their functions.All this comes against the backdrop of intensifying efforts to embrace digitalization,data analytics,artificial intelligence and,in some cases,advanced simulation technolo

80、gies such as digital twins a real-time digital counterpart of a physical object or process,using historical and current data to help predict asset performance,provide better insights and generally help with overall data accessibility.While these new technologies have their own complexities,data-driv

81、en efforts boost efficiency and automate processes,ultimately providing the opportunity for more capacity from the available resources.But the effectiveness of digital solutions hinges on the willingness of the water industry and its workers to embrace them,which can be tenuous.A survey of more than

82、 300 water industry sector stakeholders for Black&Veatchs 2022 Water Report found that half of water utilities have felt technological resistance from their staff,likely stemming from concerns that automation displaces people from their jobs and that machines simply cant measure up to human decision

83、-making,or from previous tedious or failed attempts at synchronizing new technologies with legacy assets.Yet resolving or at least easing the dilemma of a dwindling workforce and the resulting loss of institutional knowledge can be found in digital solutions.Better knowledge management and training

84、systems help ensure that new professionals have resources that can supplement knowledge gaps in an array of settings,from how best to react during a disruption to pinpointing if and why an asset isnt running properly.They also make data and information more accessible for all workers new and experie

85、nced,in addition to providing opportunities to gather more preventative action items rather than just reactive measures.While this capability encroaches on the roles of human workers,staff likely have nothing to fear as utilities continue to rely mightily on decision-making by actual people.When ask

86、ed whether they lean more on experienced technical staff to make sound decisions,or data and intelligence to drive responses and action,half of the surveys respondents said they put their faith equally on both.Moving forward,the water industrys response to the disruptions of an aging workforce where

87、 potential recruits are in high demand and enjoy other employment options will rest on digitalization and data analytics.The question is whether system operators and managers are willing to embrace these tools in a mutually beneficial manner.2022 BLACK&VEATCH WATER REPORT|FUNDING|15Funding2022 BLACK

88、&VEATCH WATER REPORT|FUNDING|16The American Rescue Plan,the Infrastructure Act and You:Whats Your Plan?Having done more with less for so long,the water and wastewater industry finally is getting a needed injection of aid.The hundreds of billions of dollars destined for cities and counties under the

89、American Rescue Plan Act of 2021(ARPA)and the trillion-dollar Infrastructure Investment and Jobs Act(IIJA)offer a once-in-a-generation opportunity for state and local governments to invest in long-delayed water,wastewater and stormwater projects.Unsurprisingly,aging infrastructure remains the chief

90、challenge for the industry,according to Black&Veatchs 2022 Water Report survey of more than 300 stakeholders across the water and wastewater landscape.Financial concerns also command top spots,with respondents pointing to funding and availability of capital(No.5),justifying rate requirements(No.6),m

91、anaging capital costs(No.7)and managing operational costs(No.10)as major challenges.Against this backdrop,utilities eagerly have been awaiting the new resources within the IIJA and the second tranche of ARPA money,with nearly 40 percent responding they plan to use the new state or federal funding to

92、 press ahead and accelerate capital projects,reflecting an urgency in making long-delayed upgrades to aging infrastructure.One-third were slightly 2022 BLACK&VEATCH WATER REPORT|FUNDING|17less committal with their responses of“might or might not,”perhaps suggesting a slower approach to identifying g

93、oals,mapping out meaningful investments and engaging stakeholders throughout the process.Yet,overall optimism is high,with a combined 95 percent of respondents expressing confidence that their organization would be able to make use of the new funding mechanisms.Half of them cast themselves as“extrem

94、ely”or“very”confident.Opening the Purse StringsWith increased money into the state revolving funds(SRF)and other programs through the IIJA and ARPA money available to some cities and counties for water,wastewater and sewer projects utilities have additional financial resources available.When polled

95、on which sources of funding they have considered for capital projects,most utilities pointed to“other federal grant programs”as the primary option(Figure 6).This is a large bucket,containing a range of government programs under the Federal 8.7%9.4%82.7%27.6%36.2%39.4%19.7%36.2%48.0%18.1%30.7%54.3%12

96、.6%29.9%59.1%12.6%23.6%65.4%12.6%18.9%68.5%11.8%15.0%74.8%11.8%13.4%74.0%18.9%11.0%70.1%Other federal grant programsSRFFEMA programsARPACommunity development block grantsCommunity-based partnershipsIIJAWIFIAPublic-private partnerships(PPPs)Building Resilient Infrastructure and Communities(BRIC)Figur

97、e 6Which of the following sources has your organization looked into for capital project funding?(Select all that apply for each source)Source:Black&Veatch n Explored n Applied or Will Applyn Neither2022 BLACK&VEATCH WATER REPORT|FUNDING|18Emergency Management Agency(FEMA),Food and Drug Administratio

98、n(FDA)and U.S.Department of Agriculture(USDA),among others.SRFs came in second.Established in the 1990s,this revolving fund provides loans and other assistance for eligible water infrastructure projects,with repayments and interest flowing back into the fund.Most of the new IIJA funding will come th

99、rough two existing SRF channels:the Clean Water State Revolving Fund(CWSRF)and the Drinking Water State Revolving Fund(DWSRF).Each program will receive$11.7 billion over five years through the IIJA.Also of note are the new funds dedicated to lead service line replacement and PFAS,all of which will c

100、ome through the drinking and clean water SRF programs,largely as grants and principal forgiveness loans.FEMA programs were third-most noted:its worth pointing out that FEMA funding appears three times under the first,third and last option(Building Resilient Infrastructure and Communities,or BRIC,whi

101、ch also is a FEMA program).With FEMA rating so highly,this suggests that utilities lean heavily on disaster money from the next tornado,flood,wildfire,etc.,to fund their capital repair and replacements projects.COVID Relief vs.the Infrastructure BillWhen it comes to which new funding sources utiliti

102、es plan to pursue,COVID relief through ARPA dominated the top two spots,with ARPAs allocated$350 billion for state and local fiscal recovery coming in at No.1,followed by ARPAs$10 billion for capital projects(Figure 7).This may be because as of the timing of this article,ARPA money already had been

103、available for almost a year,whereas the new money into the SRFs will be available to states in the fall.ARPA,also called the COVID-19 Stimulus Package,is the well-publicized$1.9 trillion economic stimulus bill passed in March 2021 to speed up the U.S.economys recovery from the impacts of the COVID p

104、andemic and the ongoing recession.This was followed by two IIJA categories$55 billion for water infrastructure and$46 billion for resiliency.It is important to note that while all utilities have access to the new IIJA money,only certain utilities,cities,counties can access ARPA money for water and w

105、astewater.Where states,counties and cities have had a budget shortfall due to COVID or have needed additional relief funding because of COVID,the money has gone to direct COVID relief.Only in some communities,where there is a budget surplus and/or the funding is not needed for COVID relief efforts,h

106、as the money been considered for water or wastewater projects.The survey also found that a combined 78 percent of utilities said they plan to pursue funding from these new mechanisms,leaving 22 percent stating that they were not inclined to take Figure 7Which of the following funding sources will yo

107、u pursue?(Select all that apply)Source:Black&Veatch 29.4%ARPA:$350B for state and local fiscal recovery fund28.6%ARPA:$10B for capital projects fund23.0%IIJA:$55B for water infrastructure11.1%IIJA:$46B for resiliency5.6%IIJA:$65B for broadband2.4%IIJA:$73B for power and grid2022 BLACK&VEATCH WATER R

108、EPORT|FUNDING|19advantage of the new programs.Why?Paperwork seems to the main reason;when asked about barriers,respondents blamed administrative burden,overly restrictive programs and a lack of awareness as their top three obstacles(Figure 8).But most of the water industry would say that the process

109、es required to apply for state and federal funding always have been considered administratively burdensome,requiring mandatory reporting,waivers,additional provisions and extensive paperwork.For example,the CWSRF and DWSRF always have contained the American Iron and Steel provision that requires rec

110、ipients to use iron and steel products produced in the United States.Historically there have been occasional waivers issued for water and wastewater treatment products that are not manufactured in the United States.The IIJA expands this provision to require any“manufactured goods”be sourced domestic

111、ally,which is an extreme burden to place on utilities.Not only might this increase the cost of projects,it also could lead to significant delays due to supply chain challenges.Yet to be determined are what waivers and carve-outs may be available to utilities.For example,products made in the United S

112、tates could be certified along with previously waivered products to expedite delivery and avoid impact to critical path delivery.And its worth mentioning that the administrative burden isnt only on the applicants;the increased volume of applications means that states may have to increase staffing le

113、vels to sufficiently address the incoming flood of paperwork.Without sufficient staff available,states may find possible delays and bottlenecks when it comes to processing,administrating and monitoring compliance.Investing in Our WaterIts not too bold to state that Americas water,wastewater and stor

114、mwater infrastructure needs a boost after decades of underinvestment.This new funding provides tens of billions of dollars to ensure clean,safe drinking water and critical wastewater and stormwater management service in communities across the nation.There will be challenges and utilities may have to

115、 be patient,but water is critical to health,environmental and economic development.Any investment into water infrastructure can provide the resilience needed to ensure safe,secure access to water,for all.36.6%26.8%21.4%34.8%Administratively too burdensomeLack of awareness of those programsPrograms a

116、re too restrictive10.7%We dont need these programs9.8%Too complicatedNot applicable,we have taken advantage of theseFigure 8What are the main reasons why your organization has not taken advantage of some of the above programs?(Select all that apply)Source:Black&Veatch 2022 BLACK&VEATCH WATER REPORT|

117、CLIMATE CHANGE AND DECARBONIZATION|20Climate Change and Decarbonization2022 BLACK&VEATCH WATER REPORT|CLIMATE CHANGE AND DECARBONIZATION|21Climate change has been labeled by President Biden,other elected leaders and environmental groups as an existential threat,with critical human infrastructure und

118、er siege from more frequent and intense weather-related storms,flooding,droughts and wildfires.The Environmental Protection Agency(EPA)warns that water infrastructure may be vulnerable to sea level rise,saltwater intrusion and greater pollutant runoff,eroding confidence in system resilience at a tim

119、e when asset hardening should be top of mind.Black&Veatchs 2022 Water Report survey of more than 300 stakeholders across the water,wastewater and stormwater industry illustrated that utilities are adopting a variety of strategies as they work to reposition themselves as more adaptable and resilient

120、to climate change.Thats even as they wrestle with how to plan for and secure funding,educate ratepayers and garner support in the face of a confoundingly unknown future.A Seismic ShiftThe water industry is making a substantial shift toward sorting out climate vulnerability and risks in concert with

121、integrating such variables within their capital program,asset planning and operations.Across the industry,Black&Veatch has noted increased interest from water,wastewater and stormwater utilities when it comes to planning for climate change adaptation and mitigation,setting and meeting environmental,

122、social and governance(ESG)goals,developing metrics and measuring sustainability and resilience.When polled on what utilities see as their primary climate mitigation/adaptation strategies,most respondents pointed to water loss mitigation Climate Adaptation Strategies Gaining Momentum2022 BLACK&VEATCH

123、 WATER REPORT|CLIMATE CHANGE AND DECARBONIZATION|22Figure 9What climate mitigation/adaptation strategies is your utility pursuing or planning to pursue?(Select all that apply)Source:Black&Veatch 60.5%Water loss mitigation and water conservation strategies41.9%Implementation of energy efficient strat

124、egies29.1%Conversion of fleet vehicle(s)to EVs26.7%Implementation of onsite renewable energy generation14.0%Green stormwater infrastructure12.8%Purchase of renewable energy from the grid11.6%Utilize Envision and/or LEED sustainability strategies7.0%Creation of a net zero road map16.3%None of the abo

125、veand water conservation,followed by strategies to improve energy efficiency and promote electrification and renewable energy(Figure 9).The higher positioning of energy-efficient strategies,conversion of fleet vehicles to electric vehicles(EVs)and implementation of on-site renewable energy generatio

126、n also reflect an industry focused on enhancing energy management efficiency.While some utilities in the past decade had started integrating energy management into their proactive planning,the war in Ukraine unfolding at the time of this report is further highlighting the need for energy resilience.

127、The resulting sanctions against Russian gas and oil are throwing the global energy market into disarray,sending costs skyrocketing and spurring discussions about energy resilience and independence.However,green stormwater infrastructure ranked fifth in the survey,which was surprising,given its impor

128、tance in managing combined sewer overflows(CSOs),sanitary sewer overflows(SSOs)and flooding all of which are impacted by climate change.Given that the majority of survey replies came from water and wastewater utilities(stormwater utilities comprised only 23 percent of respondents),its likely that th

129、e results skewed toward water conservation a big focus of drinking water utilities and energy-efficient,net-zero strategies(driven more by wastewater utilities).Funding ResilienceBuilding climate change resilience and adaptation mechanisms also requires funding capacity.To date,water,wastewater and

130、stormwater infrastructure has been notoriously underfunded in the United States.But federal funding through the American Rescue Plan Act of 2021(ARPA)and the trillion-dollar Infrastructure Investment and Jobs Act(IIJA)now are offering utilities an unprecedented opportunity to plan and invest in agin

131、g infrastructure,address compliance mandates and enhance resilience driven assets and initiatives.According to the survey,a combined 78 percent of respondents said they were“extremely likely”or“fairly likely”to pursue funding from these new mechanisms,tapping into resilience money through the new Bu

132、ilding Resilient Infrastructure and Communities(BRIC)programs,pre-hazard mitigation funds and other multi-sector opportunities to drive greater climate resilience across their entire enterprise(Figure 10).In a separate question,more than half 51.3 percent of respondents said they were“extremely”or“v

133、ery”confident that they have the ability to use the funding,with an additional one-third expressing only moderate confidence.The relatively lower 2022 BLACK&VEATCH WATER REPORT|CLIMATE CHANGE AND DECARBONIZATION|23confidence could be due to various concerns,including competitive process to obtain fu

134、nding,matching fund requirements,administrative reporting and other compliance requirements.To leverage the federal,state and local funding opportunities,utilities should improve their internal funding resilience by investing in multi-year financial planning and financial best practices.They also sh

135、ould consider diversifying their funding streams so that utilities are not dependent upon one method of funding such as funding stormwater management through tax revenues but consider other more dedicated and stable sources of revenues such as stormwater user rates and charges,impact fees and other

136、innovative monetization of services.By planning ahead and building out their internal funding resilience,utilities will be better equipped to leverage all the funding opportunities available to them.Planning for a Climate FutureFor utilities to truly plan for climate adaptation,they must remember it

137、s not only about investing in protecting assets but also optimizing operations and maintenance and enhancing the level of services,including effective management of green infrastructure.Although respondents are focusing on water loss mitigation and conservation strategies,it is important to distingu

138、ish between the two types of mitigation.The first type,“real losses,”are associated with the water infrastructure itself in the form of leaks,main breaks or other such losses resulting from physical infrastructure.But the second type,“apparent loss,”also plays a critical part and results from how a

139、utility operates its billing,metering,pressure management and customer conservation programs,all of which fall under operations and planning.This also is true for energy-efficiency strategies;its not only the infrastructure and technology that the utility places in service but also the type of opera

140、tional protocols and policies that govern utility-wide energy management.This even extends to fleet operations in how water utilities operate their fleets,plan their routing,etc.Climate adaptation will require planning,funding and the adoption of multiple yet integrated strategies to help ensure a m

141、ore resilient future against climate-related extreme events.Continuous and consistent proactive planning and building the necessary technical,financial,infrastructural and organizational capacity can help utilities move forward on the continuum of climate adaptation and resilience.29.7%Fairly likely

142、48.4%Extremely likely15.6%Somewhat likely6.3%Unlikely or Extremely unlikelyFigure 10As the federal response and spending towards infrastructure increases,what is the likelihood that your organization will pursue funding from these new mechanisms?(Select one)Source:Black&Veatch 2022 BLACK&VEATCH WATE

143、R REPORT|DECARBONIZATION|24As the need for sustainability and resilience drives conversations in the industry more than ever,water and wastewater utility decision-makers are gaining awareness of the need to get greener and the rewards that presents in ways they hadnt considered just a decade or two

144、ago.Its an evolving push with complexities of costs and deliberations,starting with how decarbonization can and should fit into a water utilitys sustainability goals.Should they continue to rely on passive gas-powered generators as backup power sources when active,more climate-conscious options exis

145、t?Are they fully recognizing the linkages between decarbonization and the energy-intensive requirements of the full cycle of water management:collection,treatment,distribution and storage?How does water conservation,water reuse and mitigating water loss factor in?What about the compounding effects o

146、f climate change?Black&Veatchs 2022 Water Report puts it all into focus,with results of a survey of more than 300 U.S.water sector stakeholders making clear that issues of sustainability are receiving a broader conversation and adoption.Decarbonization essentially any approach that directly cuts gre

147、enhouse gas emissions and energy use is helping pave the way.Its an evolving push with complexities of costs and deliberations,starting with how decarbonization can and should fit into a water utilitys sustainability goals.Water Utilities Face Decarbonization Challenges,Opportunities2022 BLACK&VEATC

148、H WATER REPORT|DECARBONIZATION|25Sustainability:Focus,Blueprints are Essential For purposes of this report,Black&Veatch defines the sizes of water utilities by two categories those termed“larger”because they serve more than 500,000 customers,and those who serve less than that threshold.Overall,nearl

149、y two-thirds of respondents consider sustainability to be a critical strategic focus in the water sector,with seven in 10 from the larger utilities viewing it that way compared with 58 percent of their smaller counterparts.One-third in general and 40 percent of the smaller utilities say sustainabili

150、ty“sounds good”but isnt a priority.Breaking that down a bit further,some 72 percent said they have sustainability goals and associated performance metrics.Thats impressive,up about 7 percentage points over 2021 and perhaps illustrating how water utility leaders are recognizing the role the sector ca

151、n play in potentially influencing communities.The increase in severe weather events such as hurricanes,flooding,drought and wildfires merely sharpens the point.Nearly nine in 10 87 percent of the larger utilities say they have sustainability goals and the means to measure them,most noticeably in the

152、 West and Northeast.Some 63 percent of the smaller utilities report having sustainability goals and the related metrics.In terms of whats in such sustainability strategies,water loss mitigation(67 percent),new or alternative water supplies(57 percent)and renewable energy(48 percent)lead the way.Deca

153、rbonization goals followed distantly at 25 percent,perhaps because utilities dont have a baseline about that topic,much less the clarity about how to set a goal for it(Figure 11).Slightly more than half 52.3 percent say theyre feeling no pressure from their community or regulators to adopt sustainab

154、ility practices.Roughly seven in 10 of the larger utilities say theyve experienced such pressure,compared to some 40 percent of their smaller counterparts.That disparity makes sense,given that larger utilities have a more prominent place in their communities,and regulators see them as a regional lea

155、ders with an ability to influence area utilities.Promisingly,utilities more than ever are mapping out their sustainability missions,with three-quarters of respondents saying their utility has some type of blueprint for it,even if its just merely Figure 11Whats included in your sustainability strateg

156、y?(Select all that apply)Source:Black&Veatch 67.3%Water loss mitigation56.9%New/alternative water supplies48.0%Renewable energy24.6%Decarbonization goals10.1%Low carbon building materials2022 BLACK&VEATCH WATER REPORT|DECARBONIZATION|26covered by the municipalitys overall plan.Roughly one-third of r

157、espondents report that their municipality and water utility share a sustainability blueprint a united vision that often proves most successful because both get the holistic synergies of being on the same page.Conversely,more than one-quarter 28 percent say their jurisdiction and utility have unrelat

158、ed sustainability roadmaps,with an additional 23 percent acknowledging that neither entity has any such framework at all(Figure 12).Active vs.Passive:Backup Power Even as activists,ratepayers and regulators press for water utilities to get cleaner and greener,carbon maintains its grip when it comes

159、to the industrys backup power sources in a sector that consumes massive amounts of energy.Nine in 10 respondents still lean on generators powered by diesel fuel or gasoline as a localized,reliable option when unplanned outages strike,easily outpacing electricity(27 percent),natural gas(24 percent)an

160、d“new energy”standards such as battery(17 percent)and solar or other renewables(14 percent).Virtually all respondents(95 percent)at the smaller water utilities prefer fuel-powered generators when needed,compared to 73 percent of their larger counterparts.Forty percent of those larger utilities also

161、say they rely on renewable energy as a backup,dwarfing the 3 percent cited by their smaller peers,perhaps because larger utilities can better afford that option(Figure 13).Less than 5 percent of respondents,regardless of their utilitys size,have no backup power source.The reliance on generators may

162、represent the perspective that switching to greener options is unnecessary,given the infrequency of unplanned outages or the relatively small carbon footprint the occasional use of a generator creates.As a result,the priority remains on the main source of energy for utility operations to drive a red

163、uction in carbon emissions.It also could be the perspective that other decarbonizing technologies still are evolving,not fully proven and,for now,too pricy to justify to ratepayers.Simply put,the timing may not be right for such investment among many utilities until they are certain of proven altern

164、atives to a reliable generator.Yet as the global push for decarbonization intensifies amid growing climate change impacts,change is coming.Planning early to address these issues is key,especially knowing the pressures that electric utilities are facing to get greener eventually will apply to their w

165、ater counterparts.Figure 12Which of the following situations best describe sustainability planning for your municipality and the water utility?(Select all that apply)Source:Black&Veatch 33.8%The municipality and the water utility share the same sustainability plan 27.5%The municipality and utility b

166、oth have unrelated plans 22.5%Neither the water utility nor the municipality have sustainability plans7.5%The water utility has a plan,but the municipality does not6.3%The municipality has a plan,and the water utility is included within it 5.0%The municipality has a plan,but the water utility is not

167、 included within it2022 BLACK&VEATCH WATER REPORT|DECARBONIZATION|27In many ways,its a choice boiled down to active resiliency versus passive backup power.Because theyre rarely used,generators amount to largely passive assets that still require monthly upkeep while deriving no economic value.Convers

168、ely,utilities would be best-served to map out their future by incorporating a blend of onsite generation active power sources that couple renewable energy,including the biogas byproduct of wastewater treatment,with battery energy storage that complement what the local power utility provides,embodyin

169、g resilience and lowering carbon footprints through assets that deliver continuous value.Looking ahead,one can envision a significant role for hydrogen as an energy carrier,particularly as the technology evolves to make better use of the heat and oxygen byproducts inside the utilitys fence line.Prog

170、ress,But More Work RemainsWith more than 50,000 water utilities and 16,000 wastewater utilities across the U.S.,the sector is extremely fragmented.However,making a difference in decarbonizing the industry requires some uniformity in recognizing the need for a thoughtful pursuit of sustainability,fro

171、m which decarbonization can blossom.U.S.inflation pressures and other economic disruptions may distract water utility decision-makers from taking the necessary steps to making sustainability and decarbonization inherent parts of their identities,instead forcing them to retrench and focus merely on t

172、he basics of their services.Against such headwinds,theres an overriding fact:The progress is clear and the value is indisputable in our global journey to reduce carbon emissions.As such,we must keep the focus of sustainability in our decision-making it is the right thing to do.Diesel or gasoline pow

173、er72.7%95.3%n Less than 500,000 n 500,000 or moreElectricity36.4%23.4%22.7%23.4%31.8%12.5%40.9%3.1%4.5%3.1%Natural gasBatterySolar/renewablesThere is no backup power sourceFigure 13Which of the following backup power sources would your utility rely on in the event of an unplanned outage?(By populati

174、on served,select all that apply)Source:Black&Veatch 2022 BLACK&VEATCH WATER REPORT|TECHNOLOGY|28Technology2022 BLACK&VEATCH WATER REPORT|TECHNOLOGY|29Water Data in the Digital AgeWith a wealth of digital technologies at their fingertips,utilities can gather telling information on just about any metr

175、ic imaginable.Putting that data to the best use to optimize their assets and operations is another story.Many utilities struggle to unlock value or actionable items from their data a blind spot that becomes increasingly threatening as workforce exoduses and calls for greater efficiency create even m

176、ore need for the solutions that data analytics can offer.As utilities work out how to turn raw numbers into valuable insights,they also must work to harmonize the need for widely accessible data management systems with the more robust cybersecurity measures demanded by the digital age.Data Rich,Info

177、rmation Poor It appears that a significant segment of utilities are data rich but remain information poor.In a survey of more than 300 water industry sector stakeholders for Black&Veatchs 2022 Water Report,68 percent of respondents claimed they were collecting“lots of data,”but only 27 percent belie

178、ved they were leveraging that data effectively(Figure 14).This may be because data collection has become business as usual for many operations they collect the information and file it away but have yet to create a process for data analysis.For others,it could be due to a lack of a qualified workforc

179、e to interpret data or that the data is so voluminous theyre daunted by it,uncertain where to begin.For many utilities,current data analysis begins and ends with single-point considerations,including the condition of an asset at any given time.But the true value of comprehensive data collection lies

180、 in the ability to analyze trends and risks over an extended period,such as how an asset is holding up against an increasing number of storms or how it is performing relative to its expected life cycle.27.1%Collecting lots of data that is leveraged effectively41.2%Collecting lots of data but not lev

181、eraging effectively8.2%Collecting some data but not leveraging effectively23.5%Collecting some data and leveraging effectivelyFigure 14Which of the following statements best describe the current data management practice at your organization?Source:Black&Veatch 2022 BLACK&VEATCH WATER REPORT|TECHNOLO

182、GY|30Such metrics can serve various purposes,ranging from tracking long-term efficiency to determining weaknesses,demonstrating priority areas of investment to stakeholders and even deciding when an asset needs rehabilitation or replacement based on deterioration over time.Democratizing DataWhile da

183、ta informs decisions and empowers better asset and operations management,it has little ability to do so if it is not accessible or easy to locate.This presents another challenge for many utilities,which often collect data but fail to store it within a system that makes it available or interpretable

184、to those who can find value in it.When asked about how they would describe their organizations current data strategy,45 percent of respondents said it is organized and used to inform decisions,with an additional 39 percent saying its merely organized.Yet just 1 percent said their data is easily acce

185、ssible by stakeholders across the business(Figure 15).To ensure that data can be used to its highest potential,it is imperative that utilities consider their data organization and management tools,removing silos and“democratizing data”by making the information readily retrievable across the organiza

186、tion,including by frontline staff.Technologies such as data dashboards and business intelligence which display meaningful statistics in an interactive format that easily can be manipulated for various metrics and results offer digestible methods for data organization that can bring value to workers

187、across an enterprise.So can digital twins virtual models of assets that can run simulations of various potential scenarios to determine outcomes and mitigation strategiesAs businesses invest in these technologies,recognizing the value of data-driven insights,digital twins are poised to revolutionize

188、 the way they access and utilize digital content by providing actionable insights and connecting datasets and systems while generating unique opportunities for visual exploration of data.Creating the Digital Safety MindsetUsually,the top consideration in creating a data strategy is ascertaining how

189、to build in resilience against digital threats,but this becomes complicated when coupled with the need for knowledge sharing.Figure 15How would you describe your current data strategy within your organization?Source:Black&Veatch 45.2%Data is organized and you are using it to inform actions 39.3%Data

190、 is being organized6.0%Data is not available,not organized,or paper/legacy processes still used by most stakeholders8.3%Data is not organized and is not accessible by most stakeholders1.2%Data is organized and easily accessible by stakeholders across the business2022 BLACK&VEATCH WATER REPORT|TECHNO

191、LOGY|31Technologies tomonitor and manage assets more effectivelyensure cybersecurityincrease efficiencymeet regulatory requirementcontrol costsimprove services to customersensure physical safetyFigure 16Which type of new technology should water utilities emphasize most?Source:Black&Veatch When asked

192、 which new technologies water utilities should prioritize,respondents most pointed to those that monitor and manage assets effectively and those that ensure cybersecurity(Figure 16).But reconciling effective asset management technologies often reliant on digital systems and data implementation with

193、cybersecurity means making data-focused tools available across organizations while still keeping those digital systems secure.In a classic information technology mindset,digital assets may be heavily gated;but in the new mindset of knowledge sharing and data utilization,this approach to cybersecurit

194、y may be limiting.Instead,utilities should apply a safety mindset to digital assets,much like that which is applied on physical worksites.Instead of guarding data in a way that risks limiting its actionable value,data protection should focus on training employees on digital safety,teaching them to r

195、esponsibly access and utilize digital systems.Data Management for the New AgeIn this rapidly evolving digitalization landscape,the needs and possibilities for data management are in flux.To keep up,utilities must develop plans and tools for data analysis and usage.As they do this,they must prioritiz

196、e knowledge sharing and cybersecurity education within their organizations to promote success through a culture of productive yet safe use of digital solutions.Perhaps most importantly,utilities will find the most value in the information they already have in their grasps.27.8%24.4%17.8%16.7%5.6%5.6

197、%2.2%2022 BLACK&VEATCH WATER REPORT|CLEAN WATER TECHNOLOGIES|32Advanced Drinking Water,Clean Water TechnologiesFifty years have passed since sweeping amendments to the Federal Water Pollution Control Act of 1948 carried water pollution control to the next level through the Clean Water Act(CWA)of 197

198、2.“The objective of this Act is to restore and maintain the chemical,physical and biological integrity of the nations waters,”read the opening of the CWA,which laid the foundation and structure for regulating pollutant discharges into U.S.waters.In the following decades,publicly owned treatment work

199、s and privately owned industrial wastewater treatment facilities used associated construction funding for upgrades to meet enforceable limits and other new requirements established by the U.S.Environmental Protection Agency(EPA).In the 1970s,utilities focused largely on removing solids and biodegrad

200、able organic pollutants.Beginning in the 1980s,the focus shifted to achieving nutrient removal targets a shift particularly motivated by large,impaired bays such as the Long Island Sound and Chesapeake Bay.After the initial flurry of activity,investments in treatment plant upgrades slowed.But regula

201、tory pressures and asset condition still largely drive infrastructure and technology investments.More than two-thirds of the Black&Veatch 2022 Water Report survey respondents foresee the need for their organizations to add technology to treatment plants to improve water quality over the next 10 year

202、s,and half expect to do so within the next five years.These responses likely reflect optimism about funding and public support as well as uncertainty about the regulatory landscape.2022 BLACK&VEATCH WATER REPORT|CLEAN WATER TECHNOLOGIES|33New regulation including more stringent nutrient removal requ

203、irements and the need to address new contaminants will largely drive such investment,according to survey participants.But a sizable percentage expect to add new technology to enhance resiliency and reduce their energy and carbon footprints(Figure 17).Growing interest in enhanced water supply resilie

204、ncy and sustainability along with increased implementation of asset management and smart water programs can spur investment in new infrastructure and technology to improve water quality.Process intensification applied to biological processes,solids management and other processes exemplifies a shift

205、in focus from new to enhanced technology and from adoption to adaptation when it comes to technology innovation.“Infrastretching”through intensification can help utilities reduce facility-site footprints,energy requirements,operating costs and carbon emissions.As the overall value of water increases

206、,demand continues to outpace supply in many regions of the country,and climate change only exacerbates concerns about the future.According to survey participants who represent wastewater utilities,two-thirds believe the value of wastewater has increased,up from 41 percent in 2021(Figure 18).Many uti

207、lity leaders have championed holistic water management and rebranding of wastewater,and this years survey results perhaps suggest that the public perception of value and utility of wastewater may be changing.The CWA was passed to remove water pollution,but investment in technology to improve the wat

208、er quality today tends to be tied to reuse of water and recovery of embedded resources such as energy and phosphorus.The majority of respondents expect to add new treatment processes to increase water-supply resilience for wastewater and reuse facilities(Figure 19).Some of these expectations could b

209、e linked to rising interest in reuse to address new or more stringent discharge limits,water-supply gaps and enhanced treatment as potable reuse becomes more important in California,Texas,Florida and other states.Figure 17For what reasons do you expect to add a new technology?(Select all that apply)

210、Source:Black&Veatch 54.2%New regulation 37.3%Nutrient removal 35.6%Enhance resiliency32.2%Newly detected contaminant30.5%Improvement of distribution water quality 28.8%Change in source water quality13.6%Energy or carbon footprint reduction6.8%At the request of customers67.2%41.3%31.1%57.1%1.6%1.6%Fi

211、gure 18Compared to previous years,would you say the value of wastewater has increased,decreased or stayed the same in your community?(Select one)Source:Black&Veatch IncreasedDecreasedStayed the samen 2022 n 2021Trended results are among wastewater utilities only2022 BLACK&VEATCH WATER REPORT|CLEAN W

212、ATER TECHNOLOGIES|34Chronic concerns about aging infrastructure and maintaining a qualified workforce combined with the continued emergence of sustainability goals(72 percent have sustainability goals)could make it challenging for utilities to financially address future regulatory and other requirem

213、ents(Figure 20).These challenges will nudge utilities to carefully implement intensification technologies that will maximize and extend the value of existing assets.Innovation in data management also will help address workforce challenges.The continued and heightening importance of enhancing sustain

214、ability will elevate the importance of resource recovery as a strategy for utilities to chart the future.For many years,wastewater utilities focused on the treatment of liquids.Solids management picked up speed along the way as recovered resources became more important for fertilizer and fuel.In Cal

215、ifornia,the Irvine Ranch Water District enhanced resource-recycling capabilities by adding a new biosolids and energy recovery facility at its well-established Michelson Water Recycling Plant.Designed by Black&Veatch,the award-winning new facility produces a Class A(pathogen-free)product that is usa

216、ble as fertilizer and e-fuel and generates energy and heat to meet the facilitys needs.In North Carolina,the city of Raleigh is progressing with a bioenergy recovery program.The city will convert biosolids primarily generated at the Neuse River Resource Recovery Facility into a Class A product for b

217、eneficial use through land application and produce vehicle fuel from biogas generated in anaerobic digestion.Regulation is here to stay,but its taking new forms and approaches,even as the water sector is approaching plans and solutions from a different mindset a half century after cleaner water beca

218、me a national priority.Integrated resource recovery,greener solutions that include green energy and green infrastructure to reduce overflows,watershed and holistic water planning,and the prioritization of technologies that will help utilities enhance water quality through diverse portfolios have bum

219、ped the CWA from center stage.Nevertheless,the beneficial impact of that law and the lingering need to raise the water quality of still-impaired U.S.waters still are in the spotlight.58.3%41.7%Drinking water facilitiesWastewater facilities58.3%41.7%Reuse facility66.7%33.3%Figure 19Do you expect that

220、 new treatment processes will be added to your facility or facilities to increase resilience of the water supply?(Select one per row)Source:Black&Veatch n Yes n NoFigure 20Does your organization have sustainability goals and associated performance metrics?(Select one)Source:Black&Veatch 72.0%Yes28.0

221、%No2022 BLACK&VEATCH WATER REPORT|WATER EQUITY|35The Equity of Water:Ensuring Services for All Requires Commitment,Political WillWhen it comes to understanding water equity,the easy part may be defining it as merely equal access to clean,safe and affordable drinking water and effective wastewater se

222、rvices in urban and rural settings alike.Ensuring its reality is the challenge.More than ever,U.S.water and wastewater utilities are under pressure to deliver socioeconomic parity in terms of water,if anything,because its the right thing to do.But the question lingers:Are those sectors doing enough

223、in the face of the megatrend that is climate change and its effects,including hurricanes,fires,floods and droughts that continues to threaten water assets across the American landscape?The answer may be purely subjective,with publicized failings in the pursuit of water equity drowning out the countl

224、ess stories about where its worked.The poster child of water infrastructure shortcomings is Flint,Michigan,where residents unwittingly consumed lead-tainted water in parts of 2014 and 2015 during a stretch in which the city opted to switch to the Flint River as its water source.Experts have shown th

225、e river waters chemistry proved corrosive to feed pipes and home plumbing,elevating lead levels in water in a community already struggling with severe socioeconomic challenges.The case proves how one decision can snowball into something tragic.More recently,theres the plight of Haynesville,Alabama,a

226、nd Lowndes Countys failing sewage system that leaves raw sewage flowing into yards what NBC News reported as“a daily reminder of the poverty and lack of infrastructure enveloping residents.”Such anecdotes offer reminders that while many municipalities and utilities believe theyre socially conscious

227、when it comes to 2022 BLACK&VEATCH WATER REPORT|WATER EQUITY|36providing effective water and wastewater services to all,we sometimes still miss the mark,resulting in failures that should not be occurring in a nation as technologically advanced as the United States.Social justice is a rising theme in

228、 todays conversations about environmental,social and governance(ESG)objectives among many locales and their utilities.Thats helping keep and drive the focus on water equity and the need for everyone to share in the economic,social and environmental benefits of water systems.But a survey of more than

229、 300 U.S.water industry stakeholders for Black&Veatchs 2022 Water Report shows the challenge of making water equity more universal.When asked whether their water organizations seek to improve infrastructures across high-and low-income communities equitably,nearly half 48 percent replied“definitely y

230、es,”with an additional one-quarter responding“probably yes.”Sadly,9 percent said probably or definitely not(Figure 21).In the end,decision-makers must ask the difficult questions:How are we helping communities,especially those that are economically disadvantaged or historically underserved,namely th

231、ose of color?The Center for Economic and Policy Research notes that Illinois,for example,has more lead pipes than any other state,with Black and Latino residents there twice as likely as their white counterparts to live in neighborhoods with the most lead service pipes.Aiming to remedy some historic

232、al inequities in water sector investment,the Infrastructure Investment and Jobs Act devotes$1.7 billion to Illinois over five years to modernize its water infrastructure,helping ensure that everyone in that state has access to clean,safe drinking water.True progress comes only when stakeholders and

233、the public become more focused on and engaged in ESG-type issues,casting a critical eye on what water utilities are doing to ensure that service quality applies to everyone.Recognition of the domestic issue is crucial,knowing that pockets of the United States lack even basic water and wastewater ser

234、vice levels.That understanding should fuel the need and governmental commitment at local,regional and state levels to ensure that people in Americas often-overlooked,even forgotten,neighborhoods receive all the necessities the nation can offer.Even in the water sector that constantly grapples with b

235、udget constraints,change happens when political will is coupled with creativity and commitment.47.9%Definitely yesFigure 21Does your organization seek to improve infrastructure across high-and low-income communities equitably?(Select one)Source:Black&Veatch 3.4%Definitely not5.9%Probably not24.4%Pro

236、bably yes18.5%Might or might not2022 BLACK&VEATCH WATER REPORT|CYBERSECURITY|37In January 2022,The Washington Post guest column was ominous but left no confusion:“The cybersecurity risk to our water supply is real.We need to prepare.”Sounding the alarm,the opinion piece explained,was an October 2021

237、 joint advisory by the FBI,National Security Agency and two other federal agencies,warning that U.S.water and wastewater systems are being targeted by“known and unknown”malicious actors.“This activity which includes attempts to compromise system integrity via unauthorized access threatens the abilit

238、y of(utilities)to provide clean,potable water to and effectively manage the wastewater of their communities,”read the advisory,coming eight months after one U.S.breach offered a stark warning.In that case,hackers exploited a security vulnerability in a Florida water treatment plants control system a

239、nd tried to taint the local water supply.Thankfully,a plant supervisor,through his computer interface,noticed the hack in progress and intervened before any real damage was done.Now,in the face of geopolitical tensions,the continued rise of ransomware and publicized cases of recent cyber breaches,ar

240、e water utilities doing enough to heed and address the warnings?A survey of more than 300 U.S.water industry stakeholders for the Black&Veatch 2022 Water Report offers a mixed bag in the cybersecurity arena that the American Water Works Association,a leading trade group,considers to be a mission-cri

241、tical function for the water sector.Promisingly,awareness of the threat appears to be growing,with more than 90 percent of respondents prioritizing investments in cybersecurity as important three-quarters of them even viewing it as“very important.”Ten years ago,when Black&Veatch first launched the y

242、early report,just 43 percent saw it as“very important.”The perceived value of spending on physical assets also has risen significantly over the past decade,though the disparity is smaller.Bolstering cyber defense requires knowledge and awareness of cybersecurity,coupled with technology to monitor an

243、d assess cybersecurity posture.When asked what new technologies With Threats on the Rise,Utilities Must Be Aggressive in Bolstering Cybersecurity2022 BLACK&VEATCH WATER REPORT|CYBERSECURITY|38water utilities should emphasize most,roughly one-quarter cited those that ensure cybersecurity second only

244、to the 28 percent who pointed to anything that better monitors and manages assets.Cyber,By the NumbersAlong the way,roughly six in 10 respondents report having a formal,robust cybersecurity program to safeguard their IT systems and networks,mirroring 2021s results but raising the question of whether

245、 that reflects overconfidence in their interpretations of“robust.”Also in line with last years findings,roughly 40 percent say they have cybersecurity protocols established but recognize there may be gaps with field devices and hosted solutions.The takeaway:Those utilities smartly view cybersecurity

246、 as a moving target,and rolling it out throughout their entire system takes time and a lot of effort.Its progress,but a work in progress,nonetheless.Just 1 percent rely on antivirus software with no formal cybersecurity protocols.While that response may reflect an honest acceptance of their weakness

247、 in safeguards,such an approach carries its own perils of increased vulnerability.Unsurprisingly,two-thirds of water utilities with more than 500,000 customers report having formal,robust cybersecurity programs 9 percentage points more than their counterparts below that population threshold.The poss

248、ible reasons:Bigger utilities tend to have more financial resources to fund their healthy cyber programs and may recognize that hackers intent on sabotage,including ransomware attacks,tend to go for headlines by hitting the industrys largest players.Thats not to say smaller utilities dont face risk.

249、With less robust cybersecurity programs,known vulnerabilities in software and hardware may go unmitigated or unpatched,making attacks easier in allowing one hacking group to attack multiple smaller targets instead of spending more time on one large target.Compliance Mandates May Loom When asked whet

250、her water utilities would like their cybersecurity to be self-regulated or dictated by a compliance standard,seven in 10 respondents said theyd like to keep it in-house(Figure 22).Cost considerations may explain that go-it-alone mindset,given that significant investment needed to be compliant could

251、be viewed as better spent on nagging,visible headaches such as continuously aging infrastructure or improving their data systems.Compliance mandates,at least minimum ones,may be on the horizon.In April,Kevin Morley the American Water Works Associations federal relations manager pressed during a Hous

252、e Committee on Homeland Security hearing on cybersecurity that baseline cyber standards for the gamut of U.S.water systems may be needed.According to the AWWA,Morley testified that the water industry could model a regulatory approach similar to the electric sector,with Figure 22Would you prefer cybe

253、rsecurity to be regulated and have a compliance standard,or prefer it to be self-governed by the utility?(Select one)Source:Black&Veatch 28.9%Cybersecurity should be regulated and have a compliance standard71.1%Cybersecurity should be self-governed by the utility2022 BLACK&VEATCH WATER REPORT|CYBERS

254、ECURITY|39a tiered risk-and performance-based set of requirements.Federal oversight and approval of requirements would be provided by the U.S.Environmental Protection Agency,given its existing statutory role in the water sector.“The current threat situation illustrates both the necessity and strengt

255、h of continuous two-way engagement and the value of partnership that is necessary to jointly manage cyber threats facing our nation,”Morley said.The“AWWA stands ready to work with Congress,the sector and federal partners to implement a strategy that supports sustainable cybersecurity protection that

256、 recognizes the variability of water systems across the nation.”The Bioterrorism Act of 2002 required utilities to perform vulnerability assessments.The requirements changed nearly three years ago with the passage of Americas Water Infrastructure Act(AWIA),which shifted Figure 23When was the last cy

257、bersecurity assessment performed by your utility?(Select one)Source:Black&Veatch 2022,or currently conducting33.3%202143.5%20208.7%20192.9%20185.8%Before 20182.9%Have never performed2.9%assessments from vulnerability-based to risk and resiliency assessments(RRA),adding cyberattacks to the list of th

258、reats that already included natural disasters and physical sabotage.Those RRAs and the remedy-outlining emergency response plans must be updated,with those self-certified action plans reported to the U.S.Environmental Protection Agency every five years.While the AWIA was meant to bring about some co

259、nformity in cyber defenses,the follow-through on it by utilities is questionable.In the immediate wake of that AWIA mandate,Black&Veatchs survey finds,just 3 percent of respondents reporting having a cyber assessment performed in 2019 9 percent did it the following year either internally or by exper

260、ts such as Black&Veatch.Perhaps awakened or alarmed by recent publicized cyber breaches,utilities are picking up the pace 44 percent completed an assessment in 2021,and one-third say theyve done one this year(Figure 23).Perhaps because utility operators are focused on keeping assets running and aren

261、t proficient in cyber defenses,roughly six in 10 respondents reported separately that theyve consulted about that topic with outside experts or information security engineers versed in the trends and solutions.Thirty percent say theyve gone an extra step,adding such expertise to their full-time staf

262、f a more common occurrence at larger utilities,given their greater ability to afford it.Affirming the crucial importance of vigilance,two-thirds of respondents cited ongoing monitoring and assessments actions such as actively reading firewall logs to see whos logging in and out as their top choice o

263、f efforts needed most to mitigate cybersecurity risks.IT modernization was a distant second at 43 percent,followed by internal assessments(33 percent)(Figure 24).2022 BLACK&VEATCH WATER REPORT|CYBERSECURITY|40Cyber Hygiene:Trends,Outside Help Offer SolutionsWhen it comes to the most common attacks,a

264、 hackers modus operandi isnt a secret:inject malware into a computer system by exploiting employee trust or vulnerabilities in the technology.Enter the need for cyber hygiene the every-day routine practice of keeping your network safe from the most common cyberattacks.Experts such as Black&Veatch ca

265、n help water utilities develop internal cyber hygiene by performing an initial assessment to identify gaps and determine cybersecurity posture,followed up by suggested mitigations.Those steps may include minor procedure changes,cyber awareness training,network architecture redesigns or the developme

266、nt of cybersecurity policies and procedures that guide a utilitys cybersecurity program,tailored to each utilitys size and unique operating conditions.To guard against the worst cyberattacks cyber sabotage with the backing of nation states Black&Veatch has partnered with Idaho National Labs to offer

267、“Consequence-driven,Cyber-informed Engineering”(CCE).CCE is an engineering methodology to prevent or mitigate the impacts of cyber-enabled sabotage.As a four-step process,CCE first determines the highest-consequence events for a particular utility,then analyzes the utilitys people,processes and tech

268、nologies before mapping out how a cyber attacker would perpetrate high-consequence events.Non-cyber solutions then would be designed to prevent or mitigate the designated high-consequence events.For utilities lacking in-house resources to address cybersecurity needs that perhaps werent a point of em

269、phasis a decade ago as opposed to today,baby steps and collaboration with outside consultants on the topic can make the difference.The choice is clear:Be proactive now or face the prospect of paying dearly later.Figure 24Which of the following efforts are needed most for your utility to mitigate cyb

270、ersecurity risks?(Select all that apply)Source:Black&Veatch 66.3%Ongoing monitoring/assessments43.0%IT modernization32.6%Internal assessment17.4%External/Supply chain assessment 15.1%OT modernization9.3%Remediation plan5.8%Other8.1%None of the above2022 BLACK&VEATCH WATER REPORT|CONTAMINANTS|41When

271、it comes to ridding drinking water of contaminants such as per-or polyfluoroalkyl substances(PFAS)so-called“forever chemicals”along with lead that can leach out of pipes and plumbing materials,water utilities face a preeminent challenge:uncertainty in the timing and content of future federal or stat

272、e rules.Although the U.S.Environmental Protection Agency(EPA)has proposed several new PFAS regulations and recently published an aggressive strategy the PFAS Strategic Roadmap to address widespread PFAS contamination,the federal government has not yet been able to promulgate primary drinking water r

273、egulations.State legislatures,however,are not waiting for federal regulations;more than half already have promulgated drinking water standards below proposed federal limits.Public,media and litigation attention(more than$4 billion in settled cases),as well as new funding for addressing PFAS contamin

274、ation,also are adding Contaminant Regulation:Lacking Clarity,Proactive Approaches Take Center Stageto the pressure municipal water suppliers are feeling to test for and address,if necessary,PFAS in water supplies.Important changes are looming at both federal and state levels.In December 2021,the EPA

275、 published the fifth Unregulated Contaminant Monitoring Rule(UCMR 5),which will require utilities to sample for 29 PFAS contaminants between 2023 and 2025.The results of this study will provide much-needed data on the understanding of the frequency of PFAS in the nations drinking water,ultimately le

276、ading to the development of better regulations.Meanwhile,states are pushing regulatory boundaries 2022 BLACK&VEATCH WATER REPORT|CONTAMINANTS|42through a variety of measures such as regulating groups of PFAS chemicals using a hazard quotient approach and by regulating PFAS compounds not considered a

277、t this time for regulation by the EPA.The takeaway:municipal water suppliers proactively are testing for and addressing PFAS contaminants where appropriate,but longer-term courses of action,and the pursuit of funding sources to pay for it,will take time to sort out.Perhaps most importantly,complianc

278、e requirements are likely to be controlled at the state level rather than the federal level for years to come.A Surveys Telling FindingsIn a survey of more than 300 water industry sector stakeholders for Black&Veatchs 2022 Water Report,34 percent of respondents expressed uncertainty about the status

279、 of PFAS drinking water standards in their states.Twenty percent said they dont have standards but are awaiting guidance from the federal government.With the UCMR 5 on the horizon,these percentages likely should decrease over the next several years(Figure 25).Other than the UCMR 5,there are more pos

280、itive PFAS changes ahead.The Infrastructure Investment and Jobs Act(IIJA)has committed$10 billion to addressing PFAS contaminants,but even then,uncertainty about that funding remains.When asked if they were eligible to pursue IIJA funding for assistance with PFAS a potentially huge opportunity for w

281、ater utilities 77 percent of the respondents said they lack clarity about their eligibility and await state guidance.Changing Old RoutinesOn the other side of the coin,significant changes recently have been made to the Lead and Copper Rule(LCR)for the first time Promulgated drinking water standards

282、for PFOA,PFOS,and other compoundsNo standards awaiting federal regulations and UCMR dataNo standards currently but proposed rulemakingGuidelines,policies and plans,but no promulgated standardsPromulgated drinking water standards for PFOA,PFOSNot sure20.0%20.0%15.0%8.8%2.5%33.8%Figure 25What is the s

283、tatus of your state with respect to PFAS drinking water standards?(Select one)Source:Black&Veatch 2022 BLACK&VEATCH WATER REPORT|CONTAMINANTS|43in three decades,titled the Lead and Copper Rule Revisions(LCRR).Some of the new revisions include required testing in schools and childcare facilities,deve

284、lopment of an inventory for service line materials,creation of a lead trigger level to facilitate more frequent lead service line(LSL)replacement and requiring systems to make the locations of LSLs available to the public.In terms of challenges tied to complying with the LCRR,nearly six in 10 respon

285、dents 57 percent cited homeowner response to communications.That topped the list,illustrating the need for utilities to bolster their communications with home ratepayers,who fully or partially own most service lines(Figure 26).This data is surprising,notably in that roughly three-quarters of respond

286、ents said they did not have programs in place to assist customers with paying for an LSL replacement.But funding varies on a utility-by-utility basis;some utilities expect the homeowner to pay for their half of the LSL replacement,tamping down the utilitys concerns about funding.When asked who owns

287、the service lines in their territory,61 percent said such lines are jointly owned by the utility and homeowner,while about one in five 21 percent are owned entirely by the homeowner and 18 percent belong completely to the utility.Contaminants:An Evolving TopicRegarding contaminants in drinking water

288、,the operative word may be“evolving”the evolving regulatory landscape,evolving knowledge about chemical compounds and evolving information on how utilities should respond.But one thing is certain:While progress is being made in the world of drinking water,Black&Veatch a global leader in critical hum

289、an infrastructure solutions stands poised to partner with utilities as they cut through the clutter of the uncertain contaminants landscape and the pursue the opportunities presented by available federal funding.Figure 26What are your biggest challenges related to lead/copper rule compliance?(Select

290、 all that apply)Source:Black&Veatch 56.7%Homeowner response to communications51.7%Service line inventory mapping46.7%Approval to access private property45.0%Staffing availability38.3%Public education25.0%Funding23.3%Legal restrictions 20.0%Data management2022 BLACK&VEATCH WATER REPORT|ABOUT THE AUTH

291、ORS|44Stephanie Bache is an associate vice president and sub-region director in Black&Veatchs governments and environment market sector,overseeing a portfolio of projects involving stormwater,water and wastewater.She has worked on high-profile projects and programs in Texas,California,Nevada and in

292、the Middle East.Ann Bui is a managing director who co-leads Black&Veatchs Global Strategic Advisory water market business.Besides providing clients with strategic financial management strategies,her responsibilities include driving growth and innovation to water utilities in the areas of financial a

293、nd advisory planning,advanced metering,sustainability issues,asset integrity,and enterprise risk management services.Bui has more than 30 years of experience with clients in North and South America,Europe,and Asia.Nick Burns serves as the process engineering leader for Black&Veatch.He has worked int

294、ernationally on drinking water and reuse projects and specializes in advanced technologies for removing contaminants of emerging concern,improving resiliency,and enhancing operations.Andrew Chastain-Howley is a director for Black&Veatchs specialized solutions group.He has 30 years of experience in t

295、he fields of data analytics,water system software development,advanced metering and water loss control.Jeff Cornell is a Black&Veatch expert about PFAS technology,regulatory matters and stakeholder engagement.A retired U.S.Air Force(USAF)environmental engineer,Cornell has 37 years of experience in w

296、ater and wastewater treatment and in the remediation of contaminated groundwater and soil,especially related to emerging contaminates such as PFAS.He managed the USAFs environmental technology cost and performance testing program,and later led the development of the Defense Departments response to e

297、merging contaminant issues such as perchlorate and PFAS.Leon Downing is the global practice and technology leader for nutrient removal at Black&Veatch.He provides technology leadership in support of Black&Veatch process engineering and applied research projects globally.Mike Etheridge is the global

298、engineering process management leader at Black&Veatch,where he is responsible for design processes and standards supporting the companys global solutions offerings.In his 32 years at Black&Veatch,he has served as the chief engineer and chief technology manager for the companys water business,respons

299、ible in the latter role for integration of execution processes with technology.Ryan Hoye is a cybersecurity specialist and instrumentation and controls engineer at Black&Veatch.He specializes in the design of water and wastewater control systems with a focus on cybersecurity.Hoyes cybersecurity expe

300、rience includes performing assessments of both control system and enterprise networks for water utilities,development of new cybersecurity policies and procedures,and consulting water clients on best practices for vendor and operator remote access methods.Hoye has trained in the Consequence-driven C

301、yber-informed Engineering methodology at Idaho National Labs.Susan Herman is Black&Veatchs digital water leader.For more than 30 years,she has delivered digital solutions to clients across the government sector,including in the energy,water and education markets.Partnering with clients to drive best

302、-fit digitalization efforts,Herman develops forward-looking solutions that enhance resilience,sustainability,quality,safety,security and transparency.She joined Black&Veatch in 2021 after decades of digital and automation product and service innovation at companies such as Schneider Electric,Invensy

303、s and Texas Instruments.About the Authors2022 BLACK&VEATCH WATER REPORT|ABOUT THE AUTHORS|45Bob Hulsey is a global practice and technology leader for water at Black&Veatch.During his 34-year career,Hulsey served as president and chairman of the International Ultraviolet Association and International

304、 Ozone Association(Pan American Group).He specializes in advanced treatment technologies to address biological and chemical contamination in the production of potable water and reclamation of impaired sources.Randal Kaufman is a Black&Veatch sales director with expertise in electric vehicle charging

305、 infrastructure,data centers,distributed generation,energy management,power quality,power backup systems,hydrogen generation,storage and fueling.Creator of the Multi-Fuel Resilient Energy Hub strategy for the development of fossil-free energy to support zero-emission transportation fueling and facil

306、ity power,Kaufmans focus and expertise is strategy,planning,design,implementation and maintenance of efficient,available and secure energy infrastructure to support clean transportation and facility power applications.Prabha Kumar is a managing director in Black&Veatch Management Consulting.She has

307、more than 23 years of experience providing financial planning and cost of services studies,business transformation and utility development and implementation consulting services to water,wastewater and stormwater utilities.Kumar also is a national practice leader at Black&Veatch for stormwater utili

308、ty services,as well as for funding development and implementation services.Francesca McCann is a business development director with the InfraManagement Group at Black&Veatch.She leads the companys alternative funding and financing practice and works to develop community-based partnerships(CBPs).A le

309、ader in the U.S.water industry with expertise in investments,public-private partnerships and project development,McCann served as CEO for Abengoa Water USA,where she successfully led the$3.4-billion Vista Ridge Project in San Antonio,Texas.Brian Melton is a technology innovation lead at Black&Veatch

310、,where he helps embrace digital transformation and new technology in support of continued improvement for the delivery of projects.During his 22 years at Black&Veatch,Melton has had the opportunity to be a part of some of the largest infrastructure projects around the globe,including mining,hydropow

311、er,and water and wastewater treatment,conveyance and storage.He has an extensive background in building information modelling(BIM)with respect to infrastructure projects.Dustin Mobley is a drinking water PFAS leader at Black&Veatch.He has 16 years of water process experience in the evaluation and de

312、sign of water treatment processes for municipal and industrial water treatment clients.He specializes in piloting and full-scale design of GAC and ion exchange technologies for the removal of PFAS removal from drinking water.Mike Orth is president of Black&Veatchs governments and environment busines

313、s.Before that 2021 appointment,Orth served as executive vice president and managing director of Black&Veatchs water business in the Americas.He has guided the companys growth efforts in supply,storage,treatment and conveyance by delivering projects for clients through both traditional methods and al

314、ternative solutions such as design-build,performance contracting and public-private partnerships.Ed Rectenwald is the hydrogeology national practice lead for Black&Veatchs water business.With 27 years of technical and management experience,he successfully has managed projects and teams across the gl

315、obe related to design,permitting,construction,expansion and operation for wellfields,Class V aquifer storage and recovery(ASR),aquifer recharge and Class I injection well systems.Clint Robinson is an associate vice president and director of state and local government affairs at Black&Veatch.Robinson

316、 spent the first 25 years of his 38-year career with Black&Veatch designing water and wastewater systems in North and South America.He now focuses on educating and supporting elected officials who are decision-makers in the water space without much practical experience.He is active at the Council of

317、 State Governments,U.S.Conference of Mayors,the National League of Cities and the American Council of Engineering Companies to help follow and develop trends in the critical human infrastructure engineering space.2022 BLACK&VEATCH WATER REPORT|ABOUT THE AUTHORS|46Sandeep Sathyamoorthy serves as glob

318、al practice and technology leader for innovation and applied research with Black&Veatch.An industry expert with a track record of successfully leading applied research in wastewater treatment and reuse,he is responsible for driving innovation and research across the areas of water and wastewater tre

319、atment,circular-economy systems,energy efficiency and artificial-intelligence systems for engineered environmental systems.Jim Schlaman is the director of planning and water resources for Black&Veatchs governments and environments sector and serves on the One Water Council for the U.S.Water Alliance

320、.During the past 20 years,he has worked across the country on all types of planning and water resources projects.including water supply and reuse/alternative water supply evaluations,integrated planning and water quality studies,and stormwater/flood control planning and design projects.Andrew Smith

321、is the national watershed,stormwater and flood management practice lead for Black&Veatchs water business in the Americas.Smith leads the development and delivery of solutions ranging from watershed management and green infrastructure to complex hydraulic modelling and design.He is a recognized leade

322、r in the fields of strategic program development and asset management for stormwater.Mark Steichen is the water process group and treatment solutions Leader at Black&Veatch.He has 32 years of experience in municipal wastewater treatment plant design and specializes in biological nutrient removal.Ste

323、ichen leads a highly specialized group of water and wastewater treatment process engineers that deliver tailored treatment solutions for clients throughout the U.S.and globally.James Strayer is the managing director of solutions and capabilities for Black&Veatchs governments and environment business

324、 sector.He has nearly 30 years of experience spanning planning,design,construction,programs and asset management applications.Emily Tummons is a process engineer and the national lead and copper practice leader at Black&Veatch.She has six years of experience designing and managing corrosion control

325、evaluations for municipal drinking water treatment facilities,including desktop water quality modeling,bench-scale evaluations,and pipe loop testing.She is the technical leader for all lead and copper rule related projectsCindy Wallis-Lage is an executive director for sustainability and resilience f

326、or Black&Veatch.Her focus is to accelerate an enterprise-wide focus on sustainability and resilience solutions to support clients in the water,energy,telecommunications and transportation markets.Wallis-Lage previously served as the president of the companys global water business,leading the company

327、s efforts to address water infrastructure needs around the world.A global champion for the worlds water resources,she advocates understanding waters true value and promoting its resilience so that communities may achieve their social,economic and environmental sustainability goals.Jim Welp is the pl

328、anning,partnerships and strategy director for the governments and environment sector of Black&Veatch.He has served as managing director of water business lines,managing director of Water Central Region,and client director for many large projects.Will Williams has extensive experience in asset manage

329、ment planning,including asset failure analysis,risk assessment,performance benchmarking,maintenance optimization,business planning,serviceability assessment,whole life costing,operational efficiency,business change management and infrastructure rehabilitation.Before joining Black&Veatch,he was vice

330、president and global director of asset management for water and power for Halcrow.He previously was director of asset management and planning at the UK Water Research Centre.He is a committee member of the International Water Association Asset Management Specialist Group.2022 BLACK&VEATCH WATER REPO

331、RT|47P +1 913 458 2000 E MediaI W Black&Veatch Corporation,2022.All Rights Reserved.The Black&Veatch name and logo are registered trademarks of Black&Veatch Holding Company.REV 2022-06LEGAL NOTICE Please be advised,this report was compiled primarily based on information Black&Veatch received from th

332、ird parties,and Black&Veatch was not requested to independently verify any of this information.Thus,Black&Veatchs reports accuracy solely depends upon the accuracy of the information provided to us and is subject to change at any time.As such,it is merely provided as an additional reference tool,in

333、combination with other due diligence inquiries and resources of user.Black&Veatch assumes no legal liability or responsibility for the accuracy,completeness,or usefulness of any information,or process disclosed,nor does Black&Veatch represent that its use would not infringe on any privately owned rights.This Survey may include facts,views,opinions and recommendations of individuals and organizatio