CIP_PM_SOW_-_Supporting_Docs.pdf

APPENDIX A

CAPITAL IMPROVEMENT PROGRAM

BACKGROUND INFORMATION

WSSC Water CIP Budget Information

CAPITAL BUDGET

The principal objective of the capital budget is the programming of planning, design, and construction activities on a yearly basis for major water and sewerage infrastructure projects and programs. These projects and programs may be necessary for system improvements for service to existing customers, to comply with federal and/or state environmental mandates or to support new development in accordance with the Counties’ approved plans and policies for orderly growth and development. The capital budget has conformed to the Spending Affordability Guidelines (SAG) established by both County governments every year since 1994.

CAPITAL IMPROVEMENT PROGRAM

PROJECT DEVELOPMENT AND APPROVAL PROCESS

Projects are selected for inclusion in the capital budget based on our Capital Improvements Program (CIP) project development and approval process. The primary objectives of this process are to establish a sound basis for decision-making, to efficiently conduct and document specific work tasks and to successfully implement needed solutions. This is achieved by incorporating engineering data, environmental requirements, economic factors, and public interaction. The guiding policy for the process is to have facilities in service when, or before, they are needed so that new development demands on the system do not result in a reduction of the level of service provided to existing customers. This policy provides for unrestricted water supply and no sewage overflows and avoids a water or sewer connection moratorium. It also requires that both the water and wastewater systems are sized to handle the peak or maximum demands, adjusted for weather-related usage. For most facilities, WSSC Water plans enough capacity to last 20 years or more. Other important goals of the process include producing a result that is acceptable to citizens, elected officials, regulatory agencies and WSSC Water at a reasonable cost and providing utility service to the type and location of development that each County governing body has approved, if economically and otherwise feasible.

The CIP project development and approval process is a combination of several internal and external processes. These component processes include the two Counties’ master planning and water and sewer planning processes, WSSC Water’s Project Needs Validation Process, WSSC Water’s System Extension Process and the statutory approval process for the CIP.

These various processes incorporate a significant amount of other outside influences and data. For example, they encompass numerous opportunities for citizen input, population forecasts from the Metropolitan Washington Council of Governments (MWCOG) and the Maryland-National Capital Park and Planning Commission (M-NCPPC) and regulatory, engineering, environmental and economic data. The overall CIP project development and approval process is shown in the diagram on the next page.

The two primary avenues through which a project may be added to the CIP are shown in the diagram on the following page and are WSSC Water’s Project Needs Validation Process and WSSC Water’s System Extension Process. The Project Needs Validation Process, which is overseen by WSSC Water’s Asset Management Program, systematically identifies and validates the water, wastewater and support services needs of the agency, develops potential solutions to the validated needs and recommends a preferred solution. The System Extension Process addresses projects undertaken by applicants to support future growth, serve one new residence or provide relief from a residential health hazard. Projects may also be included in the CIP in response to relocation requirements due to road or transit improvements, at the request of either County government (e.g., to provide service to a planned County service facility) or when an existing project is split either at the request of the applicant or for administrative reasons (e.g., to afford better project management or to provide greater clarity to the reader). As shown in the process diagram, relocation and County driven projects are generally processed through the Project Needs Validation Process for consistency and transparency.

Additional information about the CIP project development and approval process is provided in the CIP document available through our Communications Office and on our website at https://www.wsscwater.com/fin.

http://www.wsscwater.com/fin

Montgomery County by January I5th

Prince George's County by March 3Ist

County Executives

Recommendation to Council

County Executives

Recommendation to Council

Recommendation to other Council by May I5th

Council Review of WSSC Water's d Budget Propose

Council Review and Adoption of

WSSC Water's Proposed CIP

Sewer Plan

(Before October Ist) Proposed Operating &

County Executives

Council Approval of CIP and Budget (By June Ist) and Budget Become

(By July Ist)

Bi-County

Worksession (May)

Capital Improvements Program (CIP)

Operating and Capital Budget

*Includes the operating budget and first year capital budget of the Proposed Six-Year CIP. Capital budget also incorporates Information Only projects and General Construction Bond projects.

** Incorporates changes to the funding in the first year of the capital budget.

WSSC WATER BUDGET AND CAPITAL IMPROVEMENTS PROGRAM PROCESS

Montgomery & Prince George's Counties by March I5th

Recommendation to other Council by May I5th**

Key

Document

Process

Decision

Start/End

CIP PROJECT DEVELOPMENT AND APPROVAL PROCESS

(Continued)

EXPENSE CATEGORIES

The WSSC Water capital budget is comprised of two main expenditure categories: CIP projects and Information Only projects.

Capital Improvements Program

The projects included in the CIP represent a multi-year plan to design and construct the capital facilities required to protect the health and safety of the residents of the two Counties we serve by protecting our source water, providing an adequate supply of safe drinking water, meeting firefighting requirements, and collecting and adequately treating wastewater before it is returned to the waters of the State of Maryland. WSSC Water strives to maintain a balance between the use of valuable resources and the public’s demand for clean water and the treatment of sanitary waste in an ethically, financially, and environmentally responsible manner. The estimated total expenditures from the first year of the CIP - the budget year - are included in the expenditure summary on the next page. Detailed project information is provided in the CIP document available through our Communications Office and on our website at https://www.wsscwater.com/fin.

Information Only

The Information Only projects section of the CIP document contains projects that are not required to be in the CIP but may be included for any number of reasons such as: fiscal planning purposes, the reader’s improved understanding of the full scope of a specific set of projects or responding to requests from County governments. The projects that make up the largest expenditures in this section are the water and sewer system reconstruction programs, the Engineering Support Program and the Other Capital Programs. The reconstruction programs provide for the systematic replacement and rehabilitation of small diameter water mains and sewer lines. The Engineering Support Program represents a consolidation of a diverse group of smaller, non-CIP sized, projects that support our existing facilities. The Other Capital Programs include miscellaneous capital projects and expenditures for common operational activities such as relocations, new house connections, water meters, facility plans, PFAS pilot, paving and general construction of local lines. Detailed project information is provided in the Information Only projects section of the CIP document. A list of the Information Only projects is shown in the expenditure summary on the next page.

CAPITAL IMPROVEMENT PROGRAM AREAS

The WSSC Water has identified eight specific categories for the various types of projects within the capital budget.

Water Distribution

Much of the finished water produced at the plants must be pumped into the distribution system. Water pumping stations are strategically located throughout the WSSD to move water to higher topographic elevations to maintain adequate system pressure. The WSSD is divided into 87 major pressure zones that represent hydraulically separated segments of the water system. The pipelines within each of the zones must be designed to serve not only customers within the confines of that zone, but also customers in adjacent interconnected zones. Water to zones at higher elevations must be pumped; water to lower elevations must be closely controlled with pressure regulating valves. A system under pressure enables the pipes to be laid uphill or downhill, with the flow direction independent of the slope of the ground. The design and operation of a water system is a complex task which requires detailed knowledge of the interrelationships between the source of supply, the location of pumping stations, pump characteristics, pressure reducing valves, storage facilities, pipe diameters and capacity characteristics, consumption patterns throughout the day, operating techniques and costs, and location of our 1.9 million customers spread out over a service area of nearly 1,000 square miles.

The 51 elevated tanks, standpipes, and ground-level storage structures in the distribution system are filled with finished, filtered water to meet daily peak customer demand and to provide reserves for fire protection and emergencies. A network of 6,000 miles of underground water pipeline delivers water to homes, apartments, schools, hospitals, businesses, and all other types of buildings where water meters measure the amount of water used. All customer accounts are metered and billed based upon individual usage. For over 100 years, these facilities have been operated and maintained by WSSC Water 24 hours a day, 7 days a week, including holidays, in order to provide safe and reliable service to our customers.

http://www.wsscwater.com/fin

Mixed Use

This program area entails a number of various initiatives such as the Engineering Support Program (ESP), major land acquisition efforts, and other initiatives tied to the capital improvement program’s budget. The Engineering Support Program represents a consolidation of a group of smaller, non-CIP sized, projects that support the extensive water and sewer infrastructure and numerous support facilities owned, operated, and maintained by the Commission. ESP projects may be identified in Asset Management Plans or result from direct requests from the Customer Care and Production Teams for engineering support.

Support services are in the form of planning, design, and construction to meet a wide range of needs.

As such, ESP projects are diverse in scope and typically include work needed to upgrade operating efficiency, modify existing processes, satisfy regulatory requirements, improve safety and security, or rehabilitate aging facilities.

Other capital program initiatives include miscellaneous capital projects, programs, and expenditures for common, non-CIP, enterprise-wide activities such as relocations, new water and sewer house connections, purchase and installation of water meters, purchase of generators, facility planning study, paving, and general construction of local lines.

Interjurisdictional Agreements

Approximately 63% of all wastewater originating in Montgomery County and central Prince George’s County follows the Anacostia, Rock Creek, and Potomac River Valleys, to the Blue Plains Advanced Wastewater Treatment Plant. WSSC Water’s proportionate share of capital costs at Blue Plains, to meet suburban Maryland’s treatment requirements, have represented some of the most significant planned expenditures in the CIP. Capital investment into the Blue Plains’ plant supports necessary expansion replacement, or rehabilitation of the existing water and sewerage systems, as well as continuing a high level of service and reliability, protecting the health of current and new customers, and mitigating impacts on the environment.

Unlike the water system, operation of the sewerage system is highly dependent upon other area jurisdictions and, for this reason, WSSC Water has purchased 169.6 MGD of treatment capacity at the Blue Plains Advanced Wastewater Treatment Plant located in the District of Columbia, 3.0 MGD of treatment capacity at the Mattawoman Wastewater Treatment plant located in northern Charles County, and 20,000 gallons per day of treatment capacity in the Town of Poolesville’s wastewater treatment plant. The capital costs of the Blue Plains and Mattawoman plants are shared among the users based upon treatment capacity allocations. WSSC Water also pays to the District of Columbia and Charles County a share of the operating, maintenance, and overhead costs at each plant, in proportion to actual flows. These cost-sharing arrangements were agreed to in the Intermunicipal Agreement of 2012 and the Mattawoman Agreement of 1980, respectively. Sewer capacity purchased in the Poolesville plant is in accordance with the May 1984 agreement between the Town of Poolesville and the Montgomery County government.

Wastewater Collection Systems

Wastewater operations are divided into two functions: treatment and conveyance of sewage. The function of the sewerage collection system is to convey waste flows from the point of origin (for example, from a customer’s home) to a point of treatment. The sewerage network contains 5,700 miles of pipeline, with pipe sizes ranging from 6 to 102 inches in diameter and is predominantly a gravity system. This means the flow travels in a downhill direction without any other help and, therefore, sewers generally flow along streambeds towards the lowest elevation in a basin. The sewers in one drainage basin are independent of those in other basins. There are 13 major drainage basins in the WSSD.

The largest diameter pipelines (interceptor sewers) extend out from the treatment plant to the major lines (trunk lines) within individual drainage basins. Smaller diameter pipelines (outfalls) run up sub-basins from the major lines. Even smaller lines (laterals), usually built in or along subdivision streets to provide service to abutting properties, lead up to hundreds of thousands of individual service connections (hookups from the pipe in the street to a private home or building) to be served by the remainder of the conveyance system. Ideally, the entire system would provide for the gravitational flow of waste from the individual houses, businesses, and other sources through the laterals in the various subdivisions to the outfalls and through the larger diameter interceptors to the water resource recovery facility. Because gravity cannot always be used to accomplish this ideal pattern of flow, WSSC Water has more than 50 wastewater pumping stations in operation, and others in standby status, throughout the WSSD. These pumping stations range from 0.06 to 306 MGD in capacity. Pumping stations lift wastewater through a pressure line called a force main, over ridges or from stream valleys that have no continuous trunk sewer, into the gravity-flow system of an adjacent drainage basin that contains existing pipeline and water resource recovery facilities. All WSSC Water wastewater flows through enclosed trunk line systems and is completely separate and independent from the storm drain system. These facilities are maintained by WSSC Water.

In addition, small pressure systems exist throughout the WSSD. A typical system is comprised of a grinder pump (one for each dwelling unit grouped in a small residential development) contained in a sump pumping through a plastic force main, and then connecting to a gravity sewer line located nearby. This type of system is limited in size and is necessary to overcome minor changes in topography to avoid the construction of a conventional gravity line in another direction where the distance to an existing sewer would be considerably greater and less cost effective.

Innovation and Investment Priorities

This program area is centered around projects focused on refining and implementing WSSC’s strategic technical vision and leading significant aspects of the Commission’s information technology development by fostering innovation, prioritizing technology initiatives, and coordinating the evaluation, deployment, and management of current and future technology systems across the organization. The Energy Performance Program, PFAS Management Strategy, and more are representative of this program area.

The US EPA finalized a National Primary Drinking Water Regulation for six per- and polyfluoroalkyl substances (PFAS) compounds in April 2024, effective June 2024. Public water systems have five years (2029) to comply with the new maximum contaminant levels (MCLs). Future limits are also expected for treated wastewater and biosolids. WSSC Water’s approach to PFAS drinking water compliance is to pursue parallel efforts of source water protection to identify and advocate for reduction of watershed sources of PFAS, and drinking water treatment to remove PFAS that is present. This effort funds the planning, design, and construction of treatment for the removal of PFAS in drinking water. Regular monitoring of PFAS levels in Patuxent and Potomac treated drinking water have continued since 2020. Less PFAS has been detected in the Patuxent source water than the Potomac source water. For both source waters, levels are below PFAS MCLs and would be in compliance with the new regulation. However, future compliance is not guaranteed, due to factors such as vast number of potential and unknown sources of PFAS in the watershed, potential variability of PFAS levels in the source water, and the changing nature of water quality due to climate change.

The EPA is urging wastewater utilities to utilize this commercially available technology (anaerobic digestion) to produce power at a cost below retail electricity, displace purchased fuels for thermal needs, produce renewable fuel for green power programs, enhance power reliability for the wastewater treatment plant to prevent sanitary sewer overflows, reduce biosolids production and improve the health of the Chesapeake Bay, and reduce greenhouse gas (GHG) and other air pollutants. WSSC initiated the Piscataway Bioenergy in concert with this initiative. This project will develop a comprehensive program for the engineering, design, construction, maintenance, monitoring, and verification necessary to add sustainable energy equipment and systems to produce biogas and electricity at Piscataway WRRF. It will provide a reduction in operations, maintenance, chemicals, biosolids transportation, and biosolids disposal costs.

Water Treatment and Storage

The provision of potable water involves three major areas: supply, treatment, and distribution. The Potomac and Patuxent Rivers are the two sources of water supply for the WSSD, with the majority of water coming from the Potomac. Raw water is taken directly from the natural flow of the Potomac River into the Potomac Water Filtration Plant in Montgomery County. Water from the Patuxent River is impounded by two reservoirs in series. The upstream reservoir is named the Triadelphia Reservoir and releases its flows into a segment of the Patuxent River before it flows into the T. Howard Duckett Reservoir, both of which are the sources of supply to the Patuxent Water Filtration Plant in northern Prince George’s County. These reservoirs have a combined storage capacity of approximately 10.4 billion gallons of usable water. The two filtration plants have produced an average of 162.0 million gallons of potable water per day over the last five fiscal years. As raw water enters a plant, it goes through several stages of filtration and purification.

The natural flow in the Potomac River can be augmented during low flow conditions by two other reservoirs if the river flow is predicted to be inadequate to supply the demands of the regional water utilities. The Jennings Randolph Reservoir, impounding

13.0 billion gallons of emergency raw water supply, is located on the North Fork of the Potomac River in West

Virginia, and is owned and operated by the U.S. Army Corps of Engineers. Little Seneca Lake in Montgomery County provides an additional 3.8 billion gallons of useable raw water storage, and is owned and operated by WSSC Water. Both reservoirs are shared by users in the Washington Metropolitan area, including the U.S. Army Corps of Engineers and the Fairfax County Water Authority. Withdrawal during low flow conditions is governed by the terms of the Potomac Low Flow Allocation Agreement of 1981, as amended, and is administered by the Interstate Commission on the Potomac River Basin.

Water Resource Recovery Facilities

WSSC Water’s water resource recovery facilities have been nationally recognized as a Utility of the Future Today by the National Association of Clean Water Agencies (NACWA), the Water Environment Federation (WEF), the Water Research Foundation (WRF), and the Water Reuse Association, with input from the U.S. Environmental Protection Agency (EPA), for transformational work in community engagement, watershed stewardship, and recovery of resources such as water, energy, and nutrients. The Utility of the Future Today designation recognizes water utilities that have transformed from the traditional wastewater treatment system to a resource recovery center and leader in the overall sustainability and resilience of the communities they serve, recovering resources from wastewater, engaging in their community, forming unique partnerships, and building an internal culture of innovation. As one of the country’s most effective pollution control networks, WSSC Water facilities go beyond conventional, second-stage treatment to provide “tertiary treatment,” which is an advanced treatment process. All of WSSC Water’s facilities employ state of the art, integrated, enhanced nutrient removal processes that significantly reduce the amount of nitrogen and phosphorous reaching the Chesapeake Bay. These features ensure that the quality of the effluent (treated wastewater discharged from the facilities) is better than the natural waters into which it is returned.

Wastewater operations are divided into two functions: treatment and conveyance of sewage. Sewage treatment is accomplished through a network of facilities, the base of which is the regional water resource recovery facility. WSSC Water owns and operates six water resource recovery facilities, which receive and process waste from residences, businesses (where waste is a by-product of the manufacturing process), restaurants, hospitals, and other commercial and industrial users. During the water resource recovery process, solid material is removed, harmful organisms are destroyed, and excess disinfection products are neutralized before the remaining liquid, the effluent, is returned to the waters of Maryland.

WSSC Water’s six facilities have a combined capacity of 95 million gallons per day (MGD). The six facilities are Piscataway, Western Branch, Parkway, Seneca, Damascus, and Hyattstown.

General Facilities

This program area is focused on projects required to meet regulatory requirements, multi-jurisdictional agreements, and/or consent decrees which support WSSC Water's mission to provide safe, clean water by improving the quality and/or safety of drinking water and its commitment to provide a productive work environment for its employees and secure its critical infrastructure. The Laboratory Division Building Expansion, the Support Center Upgrades, and more are representative of this program area.

The Consolidated Laboratory Facility is an MDE-certified lab constructed in 2000 to meet the original workload of a maximum of 500,000 tests/year. Since the lab was built, it has experienced a significant increase in the analytical workload, number of employees, and number of instruments, and added new functions with the creation of the Water Quality Division. This project provides for the planning, design, and construction of a 19,720 square-foot expansion to the Consolidated Laboratory Facility and replacement of equipment in the existing building to accommodate the increased workload, ensure that all data meets requirements set by the regulators, and to improve the safety of employees and customers.

Most of the electrical equipment at the Support Center was installed during the initial building construction in 1990 and has reached the end of its useful life. Parts are not readily available in most cases and are increasingly more difficult to find. There is an increasing risk of critical system failure and prolonged outage recovery. This program provides for the planning, design, and construction of projects to replace and upgrade assets at the Support Center that have reached the end of their useful lives.

The program will maintain or enhance existing operating conditions and reliability of the building systems.

APPENDIX B

CAPITAL IMPROVEMENT PROGRAM

GENERAL ORGANIZATIONAL STRUCTURE

WSSC Water

ENGINEERING & CONSTRUCTION

The Engineering & Construction (E&C) Department manages the planning, design and construction of the water and sewer systems throughout the Washington Suburban Sanitary District (WSSD) and serves as the water and sewer regulatory body that protects the system and the public. The department emphasizes continuous improvement through the development and management of its people, the efficient use of existing and emerging technologies and the use of scientific, engineering and business knowledge to proactively solve practical problems. Led by the Chief Engineer, the department is comprised of the divisions shown in the following chart.

Organizational Structure

Mission Statement

To provide engineering and regulatory expertise to plan, design and build necessary infrastructure as well as operational support for delivering safe water and wastewater services in a timely, cost-effective and environmentally sound manner.

INFORMATION TECHNOLOGY DEPARTMENT

The Information Technology (IT) Department provides information technology support services and resources (hardware, software and communications) to enhance customer service, to improve operational efficiencies and to reduce overall operating costs. The IT Department, led by the Chief Information Officer, is comprised of the divisions shown in the following chart.

To lead technology efforts to support the strategic goals of the agency. The IT Department will provide leadership, expertise and resources in the ideation, development and deployment of innovative technologies and streamlined processes to improve efficiency, business interaction and customer access to the agency’s information and services.

EXTERNAL AFFAIRS PRODUCTION DEPARTMENT

The Production Department is committed to meeting two primary objectives: to provide our customers with a safe and reliable supply of drinking water that meets or exceeds all federal and state standards and regulations; and protect public health and the environment by returning a clean wastewater effluent back to the environment. WSSC Water’s yearly recognition by the Partnership for Safe Water and Peak Performance Award Programs is indicative of our commitment to provide our customers with the best water and wastewater services possible. Led by the Production Director, the department is comprised of the divisions shown in the following chart.

To provide a safe and reliable supply of drinking water, and to produce a high quality wastewater effluent that provide high quality, cost-effective operation and maintenance of the agency’s water supply, dams and reservoirs, water filtration plants, water distribution facilities, wastewater collection facilities, wastewater resource recovery facilities, biosolids management programs and laboratories.

managing contractual agreements with vendors.

UTILITY SERVICES DEPARTMENT

The Utility Services Department is directly responsible for maintaining the distribution and collection systems including all WSSC Water’s water and sewer mains, thus ensuring the consistent flow of water and outflow of wastewater within the WSSD and preserving the infrastructure in order to provide quality service for customers. Led by the Utility Services Director, this department is comprised of the nine divisions shown in the organizational structure below.

We are entrusted by our community to maintain the water and wastewater infrastructure and protect the environment – all to serve WSSC Water’s customers.

GENERAL SERVICES DEPARTMENT

The General Services Department plays a crucial role in overseeing the maintenance and operation of all WSSC Water facilities and grounds. This encompasses a wide range of responsibilities, from minor to major renovations of support facilities, to managing the fleet and fuel services, which includes the acquisition, maintenance, and overall management of vehicles and equipment, as well as their associated infrastructure.

Additionally, the department handles the procurement, warehousing, and distribution of materials and supplies, ensuring the smooth functioning of essential office operations. It also provides essential services such as print and mail services, vending and food services, and efficient records and document management. Sustainability is a key focus, with services that span planning, design, and construction of support facilities, as well as energy management initiatives.

Property development and space planning and management are integral aspects of the department's mandate, contributing to the efficient utilization of resources and infrastructure. At the helm of this multifaceted department is the Office of the Director, overseeing and guiding the four distinct divisions detailed in the chart below.

To strategically plan, lead and harmonize a spectrum of essential support services including overseeing the maintenance of the agency's buildings and grounds, guiding the planning, design and construction of critical support facilities, managing fleet, optimizing warehousing and inventory processes, ensuring the efficient operation of mail and messenger services, providing top-notch printing and reprographic solutions, driving property development initiatives, orchestrating space planning for optimal utilization and safeguarding the integrity of records management. Through dedicated coordination and strategic direction, we aim to enhance WSSC Water's operational excellence and fulfill our commitment to the communities we serve.

FINANCE DEPARTMENT

The Finance Department maintains the fiscal integrity of WSSC Water and helps ensure available resources are efficiently allocated and productively used to provide value to agency customers at the lowest possible price. Led by the Chief Financial Officer, the department is comprised of the divisions listed below and the Customer Service and Community Relations Department.

To ensure the financial sustainability and fiscal integrity of WSSC Water by providing leadership and guidance on financial services and activities to a wide range of stakeholders in an ethical and responsible manner.

EXTERNAL AFFAIRS

External Affairs oversees the people and partnerships of the agency. The Deputy General Manager for External Affairs provides leadership and guidance on building strategic collaboration with customers, legislators, businesses and other key stakeholders. These partnerships are essential to ensuring the General Manager’s vision for enhancing customer experience. External Affairs is comprised of the offices listed below.

INTERGOVERNMENTAL RELATIONS OFFICE (IRO)

The Intergovernmental Relations Office oversees WSSC Water's legislative agenda and represents the agency before elected bodies.

The office is responsible for researching, developing, analyzing and lobbying for or against legislation impacting WSSC Water. In addition, the office also serves as a liaison between WSSC Water and elected officials.

To analyze the impact of state and federal legislation on WSSC Water and act as the agency's representative before legislative bodies.

The office cultivates and maintains key stakeholder relationships with elected, government, community, industry and business stakeholders to champion WSSC Water’s policy interests and obtain resources necessary to fulfill our mission of providing safe and reliable water, life’s most precious resource, and returning clean water to our environment, all in an ethical, sustainable and financially responsible manner.

COMMUNICATIONS OFFICE

The Communications Office proactively communicates internally and externally while building relationships and strategic alliances throughout communities and industries. The office also provides the news media with timely and accurate information, manages crisis communications, oversees the content on the WSSC Water website and provides graphic and photographic services.

To provide timely and accurate information that is designed to educate and inform the Communications Office’s internal and external customers and enhance WSSC Water’s image.

OFFICE OF SUPPLIER DIVERSITY & INCLUSION

The Office of Supplier Diversity & Inclusion (OSDI) assists with the development of WSSC Water’s Minority Business Enterprise (MBE) and Small, Local Business Enterprise (SLBE) policies. The office seeks products and services from diverse and small businesses to ensure that the agency has a vendor base that is reflective of the community it serves.

To create an inclusive purchasing environment while building sustainable relationships, expanding opportunities and cultivating growth of Small, Local and Minority Business Enterprises.

PROCUREMENT OFFICE

The Procurement Office, led by the Chief Procurement Officer, is responsible for acquiring all necessary commodities, supplies, and services, including professional services, necessary to support WSSC Water’s operations and functions and to oversee the bid and award process for all construction contracts.

To provide unified Supply Chain Management function that ensure integrity and fairness, with centralized responsibility for oversight of solicitation, vendor selection, negotiation, award, contract administration, and reporting.

APPENDIX C

EXAMPLE LABOR CATEGORIES

EXAMPLE LABOR CATEGORIES

Procurement Specialist Program Manager Project Manager Associate Project Manager Supervisor Project Management Permit Agent Permit Specialist Technical Writer Stream Inspector Permit Acquisition Specialist Project Scheduler Administrative Contract Manager Senior Project Engineer- Replacement Planning Business Case Project Manager Grant Specialist Facility Construction Manager Principal Construction Estimator Principal Specifications Writer IT Support Technician I IT Support Technician II Principal Mechanical Engineer Principal Civil Engineer Data Scientist Data Analyst Senior Economic Analyst Infrastructure Optimization Specialist GIS Specialist Asset Strategy Manager Learning & Development Specialist

APPENDIX D

EXAMPLE SOFTWARE & DIGITAL APPLICATIONS

Project Phase Software/Digital Application Planning/Design Adobe Pro Planning/Design Agent BillPay Planning/Design ArcGIS Pro Planning/Design ArcMap All AutoCAD Planning Bio Win Planning Bluebeam Planning/Design CADD Planning/Design EGIS Planning ePermitting All FileNet Planning Infoworks ICM Planning/Design Insight Analytics Planning IssueTracker Planning Microsoft Project All Microsoft Suite (Word, Excel, PowerPoint, Publisher, etc.)

Planning/Design MMIS Planning Optimatics Planning/Design/Procurement Oracle Planning/Design PowerBI Planning/Design Primavera P6 Planning/Design ProjectDox Planning/Design Rivet All RS Means Planning SAS Planning/Design/Commissioning/Asset Management SKM (power load/electrical modeling) All Trimble (eBuilder) Planning Vizio Planning Water GEMS