AWWA ACE58158

During the past decade or so, Sacramento County has evolved from a quiet state capitalsurrounded by an agricultural economy to a vibrant regional economy that is experiencingexplosive growth fueled by a growing diverse economic base and relatively affordable housing(particularly when compared to the San Francisco Bay Area two hours down the road). Thisgrowth has created many opportunities and advantages for the citizens of the County, and manychallenges for those who are in the business of providing infrastructure to support this growth.Sacramento County generates an average of 165 million gallons of sewerage everyday. Thatflow is conveyed to the Sacramento Regional Wastewater Treatment Plant located in thesouthern portion of the County through an extensive collection and interceptor system. Withhigh rates of growth projected to continue in the region for many years to come and an agingsewer system, hundreds of millions of dollars in capital projects are needed over the next tenyears. This infrastructure investment is actually greater than the investment in the originalcounty-wide system.Prior to 2001, the Water Quality business unit was part of the larger District EngineeringDepartment. This department included responsibility for wastewater collection and treatment,drinking water supply, drainage, and solid waste collection and disposal. The Water QualityDivision Chief was responsible for oversight of both the collection system and the treatmentplant. The treatment plant had a Plant Manager, but the collection system staff reported directlyto the Water Quality Division Chief. This structure limited the attention that the collectionsystem received at a time of unprecedented challenges. In addition to the growth, recognition ofcoming regulatory attention on collection systems contributed to the need for organizationalchange. Includes 3 references, figures.

Product Details

Edition:

Vol. - No.

Published:

06/15/2003

Number of Pages:

10

File Size:

1 file , 640 KB