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Best
Management Practices
Bayshore Regional Sewerage Authority
Trending Software
In 2003, BRSA implemented a trending program for all major
operational indices. Plant operators use SCADA to view
real-time or historical trends for all major performance
indices. The program provides instantaneous access to over
20 important operational trends.
Accs to this information is provided to al Operational,
Supervisory, and Management staff. As a result, plant
performance trends have been monitored on nearly an hourly
basis for the past 5 years and few problems exist for more
than an hour at this facility. An air bound primary sludge
pump is quickly noticed on the primary sludge flow trend,
a misbehaving actuator in the Return Sludge facility is
noticed by a deviation in the return sludge flow trending
chart and an air blower valve problem is noticed b the air
flow and dissolved oxygen trending. Plant Operators are
able to supplement their daily inspections with near
constant access to the critical plant processes.
Bayshore's road to improvement incorporates creating a
steady state operational approach with continual process
optimization strategies. The result has not only produced
considerable energy savings but has improved the overall
plant performance. The old tried and true method of
operating the facility have been and continues to be,
tested and changed as Supervisors and Staff work together
to maximize performance and decrease costs.
Hackettstown Municipal Utilities Authority
The Diamond Hill Water
and Sewer Project
The
Diamond Hill Water and Sewer Companies had a very
long-term record of violations and poorly operated and
maintained facilities resulting in repeated fines by the
NJDEP totaling $8,000,000 over 20 years. Special
legislation, P.L. 1999, Chapter 296, was enacted and
approved on December 23, 1999. The legislation amended
the original small water company takeover act to include
small sewer companies. This opened the door for the NJDEP
and NJBPU to order a “responsible party” to assume
ownership and operational responsibility for the water and
sewer companies and to make the necessary improvements.
The NJDEP and the NJBPU issued a Joint Takeover Order on
March 14, 2002 that designated the Hackettstown MUA to
assume ownership and make the necessary improvements to
correct the problems.
The
water and sewer facilities were in deplorable condition.
Laboratory testing had been deficient. The sewage
treatment facility was non-functional. Biosolids had not
been removed from the facility in 11 years. There were no
functional treatment units and no disinfection.
Therefore, operation of the facilities required immediate
improvements. Facilities needed to remain operational
until the water and sewer improvements were completed to
allow systems to be interconnected with HMUA systems.
The largest obstacles
were keeping costs down, determining how the costs would
be paid and how the project would be financed to reduce
the impact. There were major issues and concerns due to
the uncertainty of the costs. Property values were
impacted. Special escrow accounts were created during
several real estate closings. It was understood that
Diamond Hill customers would eventually incur higher
fees. Original information provided to Diamond Hill
customers estimated costs of $10,000 to $13,000 per
customer. The major question was financing and how the
costs would be paid. Due to these issues, public
relations with the customers, and local environmental
groups was very important.
Hackettstown MUA staff
provided exceptional service to Diamond Hill customers and
confidence was quickly restored. Quarterly rates increased
less than $50 for both water and sewer per customer with
the average water and sewer fees totaling $202.76 per
quarter; public health was protected; discharges to Hances
Brook was eliminated; and a long-standing environmental
problem was corrected.
The MUA developed good relationships with NJDEP
Enforcement, Diamond Hill customers and the environmental
community, including the Musconetcong Watershed
Association. It also improved reliability and quality of
water supply provided to 270 Diamond Hill customers and
dramatically improved the quality of Hances Brook, a
Category 1 tributary of the Wild and
Scenic Musconetcong
River.
The project budget was
$2,815,000 and was financed through Bond Anticipation
Notes for 3 years. Permanent 40-year financing
($2,315,000) at 4.375% and $500,000 grant from United
States Department of Agriculture Rural Utilities Service.
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North Hudson Sewerage Authority
Solar Energy
System
A solar
energy system was installed upon the roofs of five
existing buildings at the Adams Street Wastewater
Treatment Plant. The solar energy system used fixed
(non-moveable) photovoltaic (solar energy) panels mounted
on the rooftops. The solar energy system will have a total
of 821 solar panels and will produce 185,970 KWh of
electric energy per year. This energy will be used at the
treatment facility.
During
construction, the major obstacle encountered was obtaining
zoning and construction permits from the City of Hoboken
delaying the project by five months.
The
financial benefits include the cost savings associated
with supplying solar power to the plant, as well as the
value of the Solar Renewable Energy Certificates. NHSA is
doing its part to reduce smog, acid rain and CO2 emissions
and conserve natural resources. The solar panels cost
$1,216,000 but after the energy rebates, direct energy
savings, and Solar Renewable Energy Certificates, the
approximate annual benefit is $27,800.
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