The efficient operation and management of collection system assets are critical to minimizing performance failures and potential effects. Efficient operation and maintenance of a collection system requires several essential elements regardless of a wastewater agency’s local performance requirements. Documenting programs, practices, and protocols helps produce successful and efficient performance of collection systems.
This document identifies 12 core attributes of an effectively managed wastewater collection system.
This document provides guidance for conducting economic and financial analyses of water recycling projects. Proponents of a water recycling project may benefit from the methods described in this document in applying for investment for water recycling projects, as well as for internal evaluations of the desirability and feasibility of recycling projects.
The present guidance is the product of the Economic Analysis Task Force (EATF) for water recycling in California, a group of technical experts in economic analysis and policy from agencies and academia including California State Water Resources Control Board (State Water Board), California Department of Public Health (CDPH), California Department of Water Resources (DWR), California Public Utilities Commission (CPUC), U.S. Bureau of Reclamation (Reclamation) and University of California – Davis
This Primer is an outgrowth of that agreement and distills the experience of a group of leaders in water and wastewater utility management in the United State into a framework intended to help utility managers identify and address their most pressing needs through a customized, incremental approach that is relevant to the day-to-day challenges utilities face.
This guidance manual for the control and mitigation of drinking water losses in distribution systems was prepared by the Drinking Water Protection Division of the U.S. Environmental Protection Administration in 2008.
Maintaining system infrastructure to deliver clean and safe drinking water to customers is often a significant challenge for the operators of public water systems (PWSs). In addition to the physical loss of water from the distribution system, water can be “lost” through unauthorized consumption (theft), administrative errors, data handling errors, and metering inaccuracies or failure.
This manual provides guidance for the development and implementation of a water loss control program can help identify and reduce actual water losses along with apparent losses resulting from metering, billing or accounting errors. Water loss control programs can potentially defer, reduce, or eliminate the need for a facility to expend resources on costly repairs, upgrades, or expansions. A water loss control program will also protect public health through reduction in potential entry points of disease-causing pathogens.
The guide provides sustainable and effective practices for creating a water utility roadmap to strengthen institutional sustainability.
Sustainable water and wastewater services are critical to providing clean and safe water and helping ensure the environmental, economic, and social sustainability of the communities utilities serve.
Many utilities face tremendous challenges, such as aging infrastructure, climate changes, population growth, and competing for resource priorities within the communities they serve. As more and more utilities assume leadership roles related to community sustainability, resource recovery and conservation, sustainable economic development, and climate change, they must concurrently focus on long-term sustainability and bringing about meaningful change in their organizations and communities.
This guide was developed by the U.S. Department of Environmental Protection
The Guidebook’s aim is to support rural and small water and wastewater systems in their common mission to become more successful and resilient service providers.
The Guidebook begins by introducing each of the ten key management areas of effectively managed systems, followed by a self-assessment to help users identify their strengths and challenges to prioritize where to focus improvement efforts. The Guidebook ends by discussing improving outcomes in the ten management areas by examining what constitutes high achievement in each area and identifying resources for small systems.
By understanding better how people respond to different contexts and incentives, [governments] can develop a more nuanced understanding of human behavior that can ultimately help us to design more effective interventions to tackle fraud, error, and debt. Many of these interventions are relatively simple and cheap and can be introduced alongside some of the more traditional methods employed by public bodies.
This document does two things, Part 1 sets out seven of the most important insights that can be used by public bodies to reduce fraud, error, and debt. Part 2 describes eight trials which the [UK Government’s] Behavioural Insights Team has launched with a range of different government departments, agencies, and local authorities to test these insights in practice
According to a survey of nearly 3,000 public officials across 18 countries, part of this landmark study undertaken by the McKinsey Center for Government (MCG), around 80 percent of government efforts to transform unfortunately fail to fully meet their objectives. The failure rate of government transformations represents a huge missed opportunity to tackle society’s greatest challenges more effectively and deliver better services for citizens. MCG estimates that were governments globally to match the rate of their most improved peers, they could save as much as $3.5 trillion a year by 2021 while maintaining today’s levels of service quality. Alternatively, they could release funds to strengthen high-priority services while keeping overall government expenditure constant.
The MCG study includes insights from 80 transformation cases and 30 in-depth interviews with leaders who have personally driven transformations in government. Using these insights MCG identified five disciplines that together can more than triple the chances of success of government transformations. They may seem obvious, but MCG’s research shows that they are extremely difficult to get right. MCG calls them the five Cs:
1. Committed leadership.
2. Clear purpose and priorities.
3. Cadence and coordination in delivery.
4. Compelling communication.
5. Capability for change.
This is the second edition of this free manual; the first was published in 2008. Its intended audience is engineers and planners in low- and middle-income countries, primarily intended to be used for communicative planning processes involving local communities. It consists of nine system templates that start with the simplest system a pit latrine and go on to increase in
complexity from there. The systems in this manual are:
System 1: Single Pit System
System 2: Waterless Pit System without Sludge Production
System 3: Pour Flush Pit System without Sludge Production
System 4: Waterless System with Urine Diversion
System 5: Biogas System
System 6: Blackwater Treatment System with Infiltration
System 7: Blackwater Treatment System with Effluent Transport
System 8: Blackwater Transport to (Semi-) Centralized Treatment System
System 9: Sewerage System with Urine Diversion
Each system is defined with a diagram indicating the various components in it. It is followed by a basic sketch of the system with additional discussion on implementing it. The next section consists of the technology information sheets and provides basic information about the technology and how it operates. Pros and cons for the technology also are provided. The manual is intended to be used to begin discussions with groups as to what their needs and interests are. It is not intended to be used as the sole basis of design.
This guide aims to create and strengthen law-making processes that build and secure the legal rights of all people living in all urban areas to be governed fairly, live safely, earn a living and participate fully in the economic and cultural offerings of cities. It does not aim to address all the problems of African cities. Rather, it focuses on strengthening efforts to improve the legal framework within which urban areas are managed, planned, governed and financed to create cities that are more sustainable, inclusive and efficient.
Legal systems differ across the region, with a particular divide between the Anglophone countries’ legal traditions and those of the Lusophone and Francophone countries. This guide is written to support urban legal reform in both contexts while acknowledging that distinct legal issues will inevitably arise in different places.