NRRRF ERP Project Lessons
NRRRF Emergency Response Plan
NC / AWWA Annual Conference, RaleighNovember 17, 2015
Tim Woody, Resource Recovery Superintendent & Division DirectorWastewater and Reuse , CORPUD
Jack MoyerWater Security and Preparedness Practice Leader, AECOM
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Presentation Overview
• Background on CORPUD and NRRRF
• Stuff Happens
• Project Background
• Project Methodology
• Lessons Learned
• Current Status and Next Steps
NRRRF ERP Project Lessons
Background on CORPUD
• City of Raleigh Public Utilities Department
• 530,000 and growing service population
• Serving Raleigh, six other towns, and surrounding areas• Garner
• Wake Forest / Rolesville
• Knightdale / Wendell / Zebulon
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Service Area Map
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Wake Forest
Garner
NRRRF ERP Project Lessons
Background on NRRRF
• Neuse River Resource Recovery Facility (Name recently changed)
• Largest of three CORPUD RRF
• Build in mid-1970’s at 30 mgd, many expansions and enhancements, now 60 mgd, under expansion to 75
• One of the two largest wastewater treatment plants in North Carolina
• Average daily flow 45 MGD (2014) and peak of 83 MGD (2014)
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Current Treatment Process
• Fine screens
• Flow equalization
• BNR process
• Secondary and tertiary treatment
• UV disinfection
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Current Reuse System
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• 8 customers in Zebulon and 14 in Raleigh with a total of 32 metered connections
• 284 million gallons per year
NRRRF ERP Project Lessons
Current Biosolids Process
• Belt thickened and centrifuged
• Aerobically digested
• Distributed as a liquid Class B or belt pressed and distributed as a composted product or a lime stabilized product
• Some applied on site
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Smith Creek
Wake Forest
Little Creek
Zebulon
Other Two Plants
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Stuff Happens - Tornados
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Hurricanes and Flooding
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Winter Storms
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Fuel Oil Spill to Sewer System
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Reuse Tank Main Break
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Plant Bypasses and Overflows
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Biosolids Truck Accidents
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Project Background
• CORPUD and NRRRF had many emergency plans, but no good hands-on plans for plant staff
• Needed to address emerging threats, such as wastewater influent contamination and active shooters
• Wanted to do a “grass-roots” project with strong plant staff involvement and minimal consultant assistance
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Project Methodology - 1
• Formed a team comprised of Emergency Management Team members
• Led by Division Director, Plant Superintendent, Several Program Managers
• Hired consultant, with emergency preparedness experience but with a specific scope that included guidance and support
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Project Methodology - 2
• 15 meetings, about 1/2 without the consultant
• Work products centered around a series of incident-specific response flow charts
• Small tabletop exercises were used to test the flow charts• Influent contamination
• Tornado
• Fire
• On-site chemical release
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Lessons Learned - Initial
• A major commitment is needed to set aside the time for a project like this
• The involvement of internal staff is critical to get a product that really works for the plant
• We didn’t realize how deficient we were until we really drilled into it
• Some up-front work is needed to develop the process and it took a while to hit our stride
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Lessons Learned – Flow Charts
• Flow chart plans are much more challenging than text plans and it took some iterations to get them right
• Flow charts provide much clearer direction and more valuable detail to the first in-house personnel responding to an incident
• It’s important not to get too far down in the weeds
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Lessons Learned – Other
• The little tabletop exercises were very helpful in testing the flow chart procedures
• The work developed provides an excellent framework
• Plan requires annual review and updating
• The plan is one tool in the response toolbox and needs to fit in with other CORPUD and City response plans
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Current Status and Next Steps
• Putting on the finishing touches
• Preparing to develop similar plans at the other PUD Facilities
• Striving for consistency
• Constantly changing
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Tim Woody Jack Moyer
919-996-3712 919-461-1472
tim.woody@ jack.moyer@
raleighnc.gov aecom.com
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