METROCONNECTS 2018-19 SCDHEC FACILITY EXCELLENCE AWARD 1

2018-2019 APPLICATION FOR SCDHEC FACILITY EXCELLENCE AWARD Utility or facility name: Metropolitan Sewer Subdistrict (MetroConnects) Permitted size of Facility: >5,000,000 MetroConnects serves approximately 44,000 customers with 651 miles of collector lines, 210 miles of lateral service lines or 48,113 laterals, nine pump stations, and 10 miles of force main. Metro’s collection system transports wastewater from area homes and business to Renewable Water Resources (ReWa) trunk lines and wastewater treatment plants. Metro’s service area extends around the municipalities and Special Purpose Districts within Greenville County from Slater to Fountain Inn, and now includes Piedmont in both Greenville and Anderson counties. See Exhibit A for Service Area Map NPDES/ND Permit Number: SSS000042 Marietta Collection SSS000716 Mauldin Collection SSS000717 Taylor Collection SSS000718 Grove Creek Collection SSS000719 Idlewild Collection SSS000720 Durbin Creek Collection SSS000722 Pelham Collection SSS000723 Lower Reedy Collection SSS000921 Piedmont Collection Submittal – For Calendar Year 2017-2018 Attach copy of Organizational Chart -- See Attachment 1 Size of Collection System (diameter and number of miles of pipe) Size of Pipe Total 21" 20" 18" 16" 15" 12" 10" 8" Other Column1

Miles of Pipe 651.3 0.5 0.0 4.1 3.5 7.7 12.6 19.3 602.9 0.6 651.3

Summarize or Attach Budget to include – Expenditures and Debt Service, Funding Capital Improvements (Depreciation Fund), Training, Safety, etc. -- See Attachment 2 Certification: Number of Employees & Certification Level Collection Systems: 4 A’s; 4 B’s; 8 C’s; 10 D’s

METROCONNECTS 2018-19 SCDHEC FACILITY EXCELLENCE AWARD 2

Quantify Training – List Subjects and Amount of Time Dedicated to Training and Number of employees trained this Year

Subject Number of Employees

Hours

Public-Private Partnerships in the Caribbean 1 1

Public-Private Partnerships in the Caribbean – Part 2 1 1 Utility Coordination Policy and Process Training 1 6 Wastewater Collection Systems Operator 1 33 Leading Change and Navigating Transition 1 1 Project Headway: Reframing Success 1 1 50 Essential Skills We Need in Project Management Tool Kit 1 1 7 Change Management Trends PMs Need to Be Aware Of 1 1 Flowmeter Training 3 18 First Responder & Excavator 5 15 SC 811 Online Academy 1 2 Fiscal Sustainability Planning Workshop 4 24 South Carolina SPD 2018 Educational Conference 4 24 WEASC Environmental Conference 5 30 WEASC Operators Conference 2 28 WEASC Engineering Workshop 2 12 Trench & Excavation 19 19 Vehicle & Backhoe Safety 21 21 CPR/First Aid 19 114 Confined Space 19 19 Bloodbourne/Heat Stress 22 22 Confined Space (new) 2 4 Pump School 2 12 Hand Tools & PPE 23 23 Hazard Com. & Back Safety 23 23 Flagger & Work Zone 1 2 EAP/Fire Extinguisher 22 22 LO/TO & Electrical Safety 23 23 PMI Palmetto Training Workshop 25 25 Understanding Your Stakeholders 1 1 The Impact of Agile Scrum on Business Analysis 1 1

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Age of Collection System and Treatment Plant: MetroConnects does not own or operate any treatment facilities. Treatment Plant Constructed: N/A Upgrade year: N/A Lines installed prior 1950: 14.4 miles 1950 – 1975: 55.2 miles 1976 – 1999: 377.5 miles 2000 – Present: 204.2 miles Number of Reportable SSO’s: 3 Describe Treatment Process: N/A Treatment Plant Layout (Attach): N/A

List Major Equipment used in Preventive/Corrective Maintenance Activities (Collection System) CLASS ID DESCRIPTION MAINT EQUIP SELF PROPELLED EASEMENT MACHINE MAINT EQUIP KAWASAKI MULE (DIESEL 4WD) MAINT EQUIP 3 CUES OZII CAMERA MAINT EQUIP ATLASCOPCO AIR COMPRESSOR MAINT EQUIP BROWN TREE CUTTER MAINT EQUIP PS III CAMERA WITH SELF UPRIGHT FEATURE MAINT EQUIP MP 2020 SERVICE CAMERA SR3 MAINT EQUIP RAMMER - WAKER PACKER / TAMP MAINT EQUIP HURCO SMOKE TESTER MAINT EQUIP DIAPHRAGM PUMP / MUD HOG MAINT EQUIP 5 CUES ULTRA SHORTY TRANSPORTER MAINT EQUIP GILLETTE PORTABLE GENERATOR W/ TRAILER MAINT EQUIP 910 FLOW METER MAINT EQUIP PORTABLE K2 CAMERA SYSTEM MAINT EQUIP OX II CAMERA MAINT EQUIP KWMI KOHLER 4600 EASEMENT MACHINE MAINT EQUIP 3 QUE RAE II GAS MONITOR W/CALIBRATION KIT MAINT EQUIP 3 FLOWMETER FL900 LOGGER W/ SUB AV SENSOR MAINT EQUIP FLOWMETER FL902 LOGGER FLO-DAR MAINT EQUIP 910 FLOW METER MAINT EQUIP 2013 KAWASAKI MULE 2510 W/ GENERATOR MAINT EQUIP 2013 KABOTA L45-ATTACH LOADER/BACKHOE

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MAINT EQUIP 3 SL-RAT MAINT EQUIP 6 RAIN GAUGE MAINT EQUIP 3 FL901 LOGGER AMERICA SIGMA MAINT EQUIP FL902 FLO DAR AMERICA SIGMA / SENSOR MAINT EQUIP 5 TOPCON GPS MAINT EQUIP 8 FLOWMONITOR FL901 LOGGER AMERICA SIGMA MAINT EQUIP NEW HOLLAND TRACTOR MAINT EQUIP BROWN CUTTER (BUSH HOG) MAINT EQUIP FL902 FLO DAR AMERICA SIGMA / SENSOR MAINT EQUIP FL902 FLO DAR AMERICA SIGMA / SENSOR MAINT EQUIP US JETTING SKID MOUNT MAINT EQUIP JACKHAMMER MAINT EQUIP FLO DAR SENSOR W/ 34FT CABLE MAINT EQUIP FLO DAR SENSOR W/ 34 FT CABLE MAINT EQUIP 20 ITRACKER MAINT EQUIP TOPCON GPS UNIT MAINT EQUIP K2 INSPECTION UNIT MAINT EQUIP JOHN DEERE TRACTOR 310L BACKHOE LOADER PUMP STATION 3 STATELINE STATIONARY GENERATOR PUMP STATION 2 GILLETTE STATIONARY GENERATOR PUMP STATION DETROIT DIESEL STATIONARY GENERATOR SAFETY EQUIP 4 FRENCH CRK REC WINCH,TRIPOD,BODY HARN SAFETY EQUIP WARN THERMOMETRIC SELF-RECOVERY WINCH SAFETY EQUIP 2 GAS MONITOR VEHICLE 2003 CHEVY TAHOE 4X4 VEHICLE 2005 FORD F450 DUMP TRUCK VEHICLE 2006 CHEVY KODIAK DUMP TRUCK VEHICLE 2009 FORD F450 FLATBED - PIPE HUNTER VEHICLE 2010 CHEVY EQUINOX VEHICLE 2010 INTERNATIONAL7000S JET VAC VEHICLE 2011 CHEVY SILVERADO 2500HD 4X4 VEHICLE 2012 CHEVY COLORADO CREW CAB VEHICLE 2012 CHEVY 3500 SILVERADO VEHICLE 2012 FREIGHTLINER VAC CON TRUCK VEHICLE 2012 CHEVY TAHOE 4X4 VEHICLE 2013 CHEVY SILVERADO 4X4 VEHICLE 2014 CHEVROLET SILVERADO VEHICLE 2014 CHEVROLET SILVERADO 4X4 VEHICLE 2015 CHEV COLORADO 4X4 VEHICLE 2 2015 CHEV COLORADO 4X2 VEHICLE 2014 CHEV 4500 TV TRUCK

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VEHICLE 2015 CHEV SILVERADO 4X4 VEHICLE 2015 CHEV COLORADO 4X4 VEHICLE 2016 INTERNATIONAL DUMP TRUCK 7300 VEHICLE 2016 CHEV EXPRESS CCTV VEHICLE 2017 CHEVROLET COLORADO VEHICLE 2 2017 TOYOTA TACOMA 4X4 VEHICLE 2018 TOYOTA TACOMA VEHICLE 2018 FORD EXPLORER VEHICLE 2 2018 FORD F-350 CREW 4X4

Number of Pump Station(s): 9 Describe or attach Pump Stations Operations Program including Emergency Plan: MetroConnects currently operates and maintains nine pump stations, eight of which Metro owns and one that is operated and maintained through a contract with the Greenville County School District. MetroConnects utilizes a private utility contractor to monitor each pump station three times weekly to include general housekeeping; cleaning the floats and wet well; lubrication of pumps, air release valves and surge valves; and lawn maintenance at the pump station site. A maintenance log is located at each pump station inside the control panel where the contractor must sign in and record information during each inspection visit. MetroConnects personnel also visit pump station sites weekly to observe the operation and condition of the pump station, the pump station site and to inspect the maintenance log. All pump stations have 100% redundancy in pumping capacity on-site. Each pump station has an additional pump, 100% of design capacity, in storage for emergencies and an interactive alarm autodialing, monitoring, reporting, and control system. Stand-by generators are provided at seven of the pump station locations. MetroConnects also has two additional mobile generators, if needed. In the event of an emergency, the interactive alarm system will call the contractor, as well as MetroConnects on-call staff, to provide pump station alarm information. The system will continue to call both parties until personnel arrive onsite and disable the alarm. Through the use of a monitoring software called High Tide, MetroConnects has the ability to connect remotely to pump stations and pull real-time data. This allows MetroConnects to assess and monitor pumps more closely and to gather more data about pump run times, alarms and overall efficiency. Below are two examples from the High Tide software demonstrating what an employee would see in real-time at a pump station on the Metro system.

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High Tide Pump Station Monitoring Software

** This is an example of what a MetroConnects’ staff member would see when a pump is on and operational.

** This screen display what an employee would see when the pump is off. MetroConnects monitors the power usage and run time of each station monthly and draw down tests are performed at minimum once a year or as necessary to check the performance of the pumps.

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**Example of the report generated through Cityworks for Pump and Generator Run Times. Each quarter, MetroConnects thoroughly cleans each wet well, removing any grease or debris. MetroConnects inspects all air release and vacuum valves while performing an above ground inspection of the force main twice annually. Force mains are inspected internally after a 25-year life cycle and before, if service issues dictate. As the pump stations and force mains are serviced, data is collected and recorded in Cityworks, our work order asset management system. Cityworks tracks the cleaning dates of wet wells and appurtenances, all maintenance performed on the station and pumps, power usage, pump run times, pump discharge pressures, maintenance performed on the air release and vacuum valves, and a record of the force main inspections. Additionally, the information is used to generate performance indicators and to gauge our program progress at the end of each year. In fiscal year 2017-18 MetroConnects’ pump stations were maintained at 100% operational availability. There were no failures in any pump station operations. Describe or attach copy of Pretreatment Program Number of Industries Permitted: N/A List any innovative programs or solutions utilized during the year: N/A Describe the Fats, Oils, and Grease (FOG) Program: It is very important to MetroConnects that we empower the community with the knowledge and resources they need to prevent sewage overflows and backups caused by Fats, Oils and Grease (FOG).

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MetroConnects understands that education about the disposal of FOG requires countywide collaboration and shared resources. MetroConnects adopted the FOG guidelines established by Renewable Water Resources (ReWa). MetroConnects has taken an active role in supporting and promoting ReWa’s Pipe Patrol educational campaign, an initiative within the "Be Freshwater Friendly" campaign, which was designed to help educate the community about the hazards of pouring fats, oils, and grease down the drain. Information about FOG and preventative measures are listed in our customer brochure given to all new customers, distributed in our main office and when responding to calls and performing routine maintenance. We also maintain a list of resources on our website, allowing customers to easily locate and share information. MetroConnects plays a valuable role in identifying problem areas where more education and oversight is needed with issues relating to FOG. When MetroConnects employees discover FOG related problem during routine maintenance or through customer calls, they immediately contact ReWa. Pre-treatment inspectors with ReWa are able to implement strategies to identify and educate the offending parties. To ensure corrective actions are taken, MetroConnects follows up with an accelerated to ensure FOG issues have been eradicated.

Describe your Grease Trap / Interceptor Pumping, Receiving Program: N/A Describe or attach (limit 5 Pages) Preventive Maintenance Program for: Gravity Sewer Lines and Force Mains MetroConnects serves approximately 44,000 customers with 651 miles of collector lines, 210 miles of lateral service lines or 48,113 laterals, nine pump stations, and 10 miles of force main. Metro’s collection system transports wastewater from area homes and business to Renewable Water Resources (ReWa) trunk lines and wastewater treatment plants. Metro’s service area extends around the municipalities and Special Purpose Districts within Greenville County from Slater to Fountain Inn, and now includes Piedmont in both Greenville and Anderson counties. Metro performs proactive operations and maintenance activities system wide to maximize the useful life and capacity of its sewer collection system. All aspects of Metro’s management of capacity, operations and maintenance are evaluated annually utilizing a performance-based standard. Metro staff provides all routine pipeline operations, maintenance, and system evaluation. Work orders and reports are generated during these activities and entered into Cityworks, which serves as Metro’s information management system. The information is then utilized to assess the collection system’s operational condition and requirements. See Attachment C for an example of the proactive maintenance report generated each month. Metro’s operation and maintenance programs comply with the regulations set by the South Carolina Department of Health and Environmental Control (SCDHEC) and the guidelines and intent of the Environmental Protection Agency (EPA), Region 4 Capacity, Management, Operation and Maintenance (CMOM) Program.

METROCONNECTS 2018-19 SCDHEC FACILITY EXCELLENCE AWARD 9

MetroConnects performs proactive operations and maintenance activities system wide to maximize the useful life and capacity of its sewer collection system. A list of collector systems to be cleaned and inspected for the current year is generated through Cityworks. In general, MetroConnects has the goal of cleaning its entire system on an eight-year cycle. However, recent improvements, such as SL-RAT-driven inspection, have led to refinements of this policy as not all pipe segments need to be cleaned this frequently, and others require more frequent attention. MetroConnects also utilizes a risk/consequence matrix for scheduled preventive maintenance activities. The consequence of failure rating considers issues such as the size of pipe, environmental impact and the potential for property damage. Meanwhile, the risk of failure rating considers factors such as the structural condition, cleaning grade and pipe velocity.

• Asset Management System – Conditional Assessment

1. The MetroConnects Infrastructure Asset Inventory is updated with new infrastructure on a continual basis. The Infrastructure Asset Inventory is maintained in a geographic information system (GIS) with mapping data and descriptive information about each individual asset (pipe size, material, age, etc.). Each individual asset is assigned a unique asset identifier that is then used by other information systems to maintain operational data such as inspections, rehabilitation work, and investigations into issues.

2. Each individual gravity main segment (manhole to manhole pipeline) is assessed at least annually using information in several integrated information systems. All gravity main assets are scored on a 1-5 industry standard rating system with 1 being the best, and 5 the worst. An analytical model has been developed within the GIS that pulls data from numerous sources to assess and score each individual asset based on the following:

a. Physical condition – based on direct inspection observations, acoustic inspection testing, or inferred from inventory data based on pipe material and age.

b. Operational conditions – based on operational factors such as flow characteristics, hydraulic settings, and its operating environment.

METROCONNECTS 2018-19 SCDHEC FACILITY EXCELLENCE AWARD 10

Infrastructure Asset Condition Assessment - 6/30/2018

ConditionConditional

Score

Unique Gravity Main

Assets Linear FeetPercent of

Total Miles

Best 1 17,333 3,151,381 91.65% 596.85

Good 2 788 137,466 4.00% 26.04

Acceptable 3 56 9,912 0.29% 1.88

Deficient 4 568 116,723 3.39% 22.11

Worst 5 98 22,918 0.67% 4.34

Total 18,843 3,438,400 651.21

The condition assessment now available provides the individual pipe segment assessment that is based on the most recently performed inspection of the pipe segment, as opposed to the prior condition assessment information at the subdivision level based an aggregate assessment of the overall subdivision. The investments made by MetroConnects to improve its asset inventory and implement other management applications tied directly to a unique asset have now provided the ability to assess the eligible infrastructure assets at a much finer level. Integrated applications such as the work management system can then be used to implement proactive inspection, repair, and rehabilitation workflows, with each pipe segment being inspected on a minimum eight year cycle.

3. The analytical model is run at least on an annual basis in order to calculate the detailed pipe segment condition assessment score and also generate a consequence score. The combination of the Condition Assessment and Consequence scores are used to determine inspection system maintenance priorities.

• Infrastructure Assets – Consequence Assessment

The infrastructure asset consequence score is on a scale of A – E with least consequence an A and the most being an E. Consequence scoring is determined in the analytical model by evaluating each asset against 9 different criteria such as proximity to a stream or waterbody, pipe size and flow quantity, difficulty of emergency repair, etc. The results of the analytical model are then evaluated in order to determine inspection priority.

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Condition Assessment

Category A - Best B C D E - Worst1 - Best 319.9 137.5 14.3 5.6 120.6

2 11.0 6.1 0.8 0.4 7.93 0.1 0.3 0.1 0.1 1.34 12.5 4.2 0.6 0.1 4.7

5 - Worst 1.9 1.1 0.2 0.1 1.1

Consequence Category

7.5 Annual15.8 2 Years

134.8 4 Years174.3 6 Years319.9 8 Years

Inspection Frequency Miles of Mains

With this in mind, as the systems are cleaned and inspected, data is recorded in Cityworks. Any other data significant to the operations and maintenance of the system is also recorded in the form of work orders, contract rehabilitation, etc., and is entered into City Works for future use. This historical data can then be used to generate performance indicators to gauge program progress at year end. MetroConnects’ operations and maintenance program includes line cleaning, clearing of right-of-ways, treatment, pump station inspection, smoke and dye testing, flow monitoring, manhole inspection, CCTV inspection, as well as manhole protection and adjustment for road paving. In recent years, MetroConnects has added technology such as the SL-RAT, to help guide regularly scheduled maintenance. The device uses acoustic technology to detect the presence of obstructions or debris in sewer mains. The device is highly portable and gives a two-man crew the ability to easily assess a sewer segment in five minutes or less. Thousands of feet of sewer can be evaluated in an 8-hour work day. In FY 2017-18, MetroConnects’ use of the SL-RAT, as part of operations and maintenance activities, resulted in a reduction in the time required to inspect the entire collection system and provided more time for cleaning and capturing CCTV footage of other parts of the system. The MetroConnects’ Operation and Maintenance Key Performance Indicators provide goals or milestones established each year and the result of the previous year efforts and accomplishments. It is worth noting that DHEC regulations call for not more than two SSO’s per 100 miles of pipe. MetroConnects has been under two since 1999, and the last four years have averaged less than 0.7 per 100 miles of pipe. In a 2011 benchmarking survey of utilities from all over the United States the American Waterworks Association (AWWA), the top quartile experienced 0.9 SSO’s per 100 miles of pipe. An indirect measure of efficiency that can be readily determined is the number of employees per hundred miles of pipe. MetroConnects currently has six employees per hundred miles of pipe. Inflow/Infiltration (I/I) Abatement: The I/I program focuses on identifying extraneous groundwater infiltration through leaking joints and cracks, as well as illegal inflow sources such a roof drains, throughout Metro’s gravity

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collection system. Flow monitoring is accomplished in accordance with regionally adopted procedures and reporting standards. Peak Hourly Discharges are evaluated using the ReWa Performance Standards Committee Memorandum (“Exhibit C”). The volume of I/I reduction is also computed and summarized annually and reported in Metro’s Operation and Maintenance Summary (“Exhibit B”). Metro utilizes 16 flow meters, two sets of weirs, and 20 iTrackers to measure and identify I/I problems. During rain events, all of Metro’s crews perform spot inspections to identify I/I issues in smaller basins where flow meters prove to be ineffective due to low flow conditions. The use of flow meters, iTrackers, weirs, and spot inspections allows Metro to quickly identify the presence of excessive I/I within the system. Results of I/I inspections are documented and entered into the GIS mapping system. From the GIS, I/I Evaluation and Rehabilitation Status Maps (“Exhibit D”) are produced to document Metro’s progress yearly for each WRRF basin. The I/I Evaluation and Rehabilitation Summary (“Exhibit E”) quantifies the data shown on the maps. Rights–of–way (R/W) Maintenance It is MetroConnects’ goal to keep all off-road Rights-Of-Way (R/W) clear and accessible for daily and emergency operation and maintenance of our pipelines. MetroConnects maintains 75 miles of a total 192 miles of R/W. The remaining 112 miles of R/W are maintained by homeowners, neighborhood associates, etc. A list of R/W’s to be cleared for a current year is generated through Cityworks. This list is compiled prior to the beginning of each fiscal year by the Operations Manager. The scheduled R/W activities begin with the new budget year. R/W maintenance activities include the use of outside contractors to provide chemical treatment, to control broad leaf growth (brush and trees), and large tree removal as required. In fiscal year 2017-18, outside contractors treated 52%, or 39 miles, of R/W. MetroConnects provides all routine mowing and brush removal with standard tractor and bush hog, small walk behind brush cutter and various hand tools – chain saws, weed eaters, etc. In fiscal year 2017-18, MetroConnects staff cleared 19%, or 14 miles, of R/W. Treatment Plant: N/A Describe or attach Septic Tank Receiving Program: N/A Describe or attach System upgrade Rehabilitation Program – For Plants – Pump Stations and Collection System: N/A Collection System: Metro’s operation and maintenance programs comply with the regulations of the South Carolina Department of Health and Environmental Control (SCDHEC) and the guidelines and intent of the Environmental Protection Agency (EPA), Region 4 Capacity, Management, Operation and

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Maintenance (CMOM) Program. The following Metro programs are integral in the proper management and operation of the sewer system. Capacity Assurance

A Capacity Assurance Program to evaluate existing capacities of gravity sewer mains and pump stations. Metro’s program meets the requirements of SCDHEC’s Regulation R.61-67, Standards for Wastewater Facility Construction.

• Operations and Maintenance An Operations and Maintenance Program including line cleaning, rights of way clearing and treatment, pump station inspection, manhole inspection, CCTV inspection, and Sewer Line Rapid Assessment Tool (SLRAT) inspection. Metro’s Operation and Maintenance Summary (“Exhibit B”) provides goals or milestones established each year and the result of the previous year efforts and accomplishments.

• Find and Fix Rehabilitation The results of Metro’s proactive Operations & Maintenance Program include the identification of numerous deficiencies within the existing sewer system. Metro utilizes a yearly emergency and maintenance contract to repair urgent and emergency repairs. Other repairs are made under short-term point repair contracts.

• Sewer System Evaluation Survey Metro’s Sewer System Evaluation Survey (SSES) Program is composed of smoke/dye testing, manhole inspections, above ground inspections, CCTV inspections, capacity evaluation and system condition rating in accordance with Metro’s asset management program. Historically, Metro has completed around 60,000 feet of SSES within a 12 month period. Metro utilizes engineering consultants to perform a third party review of Metro’s evaluation of the SSES and provide recommendations for necessary repairs and rehabilitation. Metro is focusing on the backlog of repairs identified through the SSES program.

• Targeted Rehabilitation Metro prioritizes problems identified from the SSES and targets the highest rated problems within the system for repair. Typical problems identified for repairs include major sags, fractured or broken pipes, and root-choked service laterals. All main lines requiring root treatment are rehabilitated as part of a targeted project.

METROCONNECTS 2018-19 SCDHEC FACILITY EXCELLENCE AWARD 14

Metro performs its rehabilitation in two phases. The initial phase or project(s) consist of excavation repairs to correct such deficiencies as sags, offset joints, broken pipe, and root choked service laterals. The second is a Cured-In-Place Pipe (CIPP) project that creates a new carrier pipe by inserting a liner into the host pipe to eliminate the impact of any cracks, open joints, and root intrusion in the host pipe. Performing the CIPP after the digging repairs allows the CIPP to be free of joints, thus eliminating the possibility for further root intrusion and groundwater infiltration.

2017-18 I/I and Rehabilitation Summary Metro identified the following I/I and wet weather volume reductions:

Fiscal Year: 2017-18 WWTP I/I Volume Reduction

Basin Pre-Rehab.

(gal.) Post-Rehab.

(gal.) (gal) Belmont-Augusta (Mauldin Road) 160,119 30,573 129,564

Work Completed in FY 2017-18 Metro completed $500,260 in repairs through the find and fix program. Find and Fix Rehabilitation A summary of repair types is presented below:

79 Lateral Repairs 13 Mainline Repairs 5 Manhole Repairs 97 Total Repairs

Targeted Rehabilitation Metro completed $1,996,381 of work through the targeted rehabilitation program and includes the following projects:

• Terra Pines Area – Point Repair Project – The targeted area covers numerous subdivisions in the upper reaches of Rocky Creek and Brushy Creek basins within the Pelham WRRF basin (Terra Pines). Construction of the point repair project began in

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April 2017 and was completed in March 2018. The construction cost of this project is $1,171,592.

• Sugar Creek Villas Project - CIPP Project – The CIPP project began April 2017 and was

completed May 2018. The construction cost is $147,271.

• Belmont-Augusta Targeted Rehabilitation - CIPP Project – The CIPP project began April 2017 and was completed May 2018. The construction cost is $378,957.

• Donaldson Center Relocation Project – The project area covers the SCTAC (formerly

Donaldson Center) collection system in the Lower Reedy WRRF basin. The design for the sewer relocation project began in May 2014. Construction began in June 2017 and was completed in March 2018. The construction cost of this project is $887,930.

• Aerial Stream Crossings Project – Metro has identified several areas where crossings of streams and ditches have been affected by erosion. As a result, Metro initiated a project to stabilize and/or relocate lines affected by drainage/runoff issues. Construction began in April 2017 and was completed in December 2017. The construction cost of this project is $410,631.

Projects in Progress

• South Greenville Area Targeted Rehabilitation – The targeted area covers numerous subdivisions in the Lower Reedy, Mauldin Road, Piedmont Regional and Gilder Creek WRRF basins. SSES work was completed in January 2013 for the South Greenville Area. Preparation of a Preliminary Engineering Report for the South Greenville area began in September 2014 and was completed in June 2015. Design was completed in January 2018 for the initial point repair projects. The total estimated construction costs for these targeted areas is $1,111,000 in point repairs with a completion date of February 2019 and an additional $1,605,000 for CIPP scheduled for completion in FY 19/20.

Future Projects

• Terra Pines Area CIPP Project. Approximately 18,020 LF of gravity is identified for rehabilitation utilizing CIPP. This project is scheduled for completion in June 2019 at an estimated cost of $675,000.

• Brookfield Area Targeted Rehabilitation – The targeted area covers the Brookfield subdivision in the Pelham WRRF basin. During routine maintenance, numerous deficiencies were identified, some of which were repaired through the Find and Fix program. An initial engineering assessment was initially completed in January 2017. Additional assessment and design is scheduled to be completed in February 2019. A CIPP project to include lateral lining will follow and is scheduled to be completed in June 2019. The estimated construction cost for this project is $640,000 for the point repair and CIPP projects.

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• Pebble Creek Area Targeted Project – SSES – The targeted area covers numerous

subdivisions in the Mauldin Road and Pelham WRRF basins. SSES work was completed in June 2018 for the Pebble Creek Area. Preparation of a Preliminary Engineering Report for the South Greenville area is scheduled for completion in March 2019. Construction is scheduled for FY 19/20.

Metro’s Targeted Rehabilitation and Find and Fix Expenditures by ReWa WRRF Basin demonstrate Metro’s focus in FY 17/18 and are presented in “Exhibit F”. Results Metro strives to maintain our sanitary sewer collection system at a high level of performance. The District performs proactive operations and maintenance activities system wide to maximize the useful life and capacity of its sewer collection system. The performance of all aspects of management, operation and maintenance of the system are monitored continuously by the use of data entered into established performance indicators. The performance indicators are evaluated annually utilizing a performance based standard. Three Primary Performance Indicators that are indicative of system performance are:

1) Stoppages per 100 Miles of Sewer 2) Overflows per 100 Miles of Sewer 3) Percent of Maintenance Manhours that are Proactive.

System Summary - June 30, 2017 Total Miles of Pipe: 651 No. of Manholes: 18,835 Total Miles of R/W: 192 Key Performance Indicators MetroConnects

Goal Current Fiscal Year

Completed Last Fiscal Year 2017-18

Stoppages/100 miles 4.0 0.6 SSOs/100 miles *8.5 0.5 Wet Weather SSOs/100 miles 0 0.0 % of Lines Cleaned 0 1.5 % of Lines CCTV'd 8.3 17.3 % of Lines SL-RAT Inspected

- 10.3

% of R/W Clearing 50 92.0 % of System Evaluated for I/I 8.0 5.3 Volume of I/I Reduction (gals)

NA 129,546

*EPA Region 4 Median

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A graph of the Primary Performance Indicators (“Exhibit G”) shows the effectiveness of the Metro program. The ability to focus our manhours on a proactive program has a direct impact on the number of stoppages and sanitary sewer overflows we experience during the year. Since 2006, I/I removal has been measured and is summarized in the Overall I/I Program Status 2006 – 2018 (“Exhibit H”). A majority of the reduction has resulted from targeted rehabilitation projects with some measured reductions resulting from key find and fix repairs. Due to the nature and urgency of the find and fix repairs, time does not typically permit pre rehabilitation flow monitoring, and therefore a majority of the find and fix repairs are not quantified with respect to I/I. The removal of I/I within the Metro system is a byproduct of a proactive and successful maintenance program. Pump Stations: MetroConnects’ proactive operations and maintenance on the pump stations dictate any repairs or rehabilitation necessary. These repairs are completed upon discovery and maximize the useful life of the pump station. Describe Customer Service Program including any new initiatives or programs: MetroConnects is committed to excellent customer service. With customers in mind, MetroConnects encourages our customers to contact us first when they notice anything out of the ordinary with their sanitary sewer system – 24 hours a day, 7 days a week. As a tax-funded special purpose district, not all customers within MetroConnects’ service area are connected to the sanitary sewer system. Customers who do not have sewer service available in their area, and who live within MetroConnects’ boundaries, are eligible for a $150 rebate for costs associated with septic tank pumping and/or repairs. In fiscal year 2017-18, MetroConnects was able to assist 199 customers with the cost of their septic tank pumping. Describe Public Education Program including any new initiatives or programs:

• Reinstatement of MetroConnects’ Boundaries During 2017-18, MetroConnects staff held meetings with Greenville County Council, Renewable Water Resources, Upstate Forever and members of the Upstate Legislative Delegation to present the opportunity to reinstate MetroConnects’ boundaries in Southern Greenville County. Metro conducted about 10 meetings, including an appearance before Greenville County Council, to present the benefits of a sanitary sewer service and MetroConnects’ work to ensure the protection of the environment and public health. The area identified in MetroConnects’ petition for reinstatement is the area of Greenville County most likely to experience industrial and commercial growth. In an effort to meet the planning needs for the area, MetroConnects’ addressed the need for planning for sewer infrastructure, the investment of significant capital and the time needed to build the infrastructure and to allow for planning using a basin approach. Basin planning allows MetroConnects, and other community partners such as ReWa and Greenville Water, to focus and coordinate efforts clearly defined by water-quality priorities, environmental impact and

METROCONNECTS 2018-19 SCDHEC FACILITY EXCELLENCE AWARD 18

developing a basin strategy that allows for further protection of public health and the environment. The discussion to reinstate MetroConnects’ boundaries was tabled by Greenville County Council until the completion of Greenville County’s Comprehensive Plan in 2020. In support of MetroConnects’ desire to have its boundaries reinstated, Commission Chair Jim Freeland and Commissioner Caleb Freeman both wrote editorials in support of MetroConnects’ work to protect the environment and public health, as well as the time and care needed in planning for sewer infrastructure. Greenville County Councilman Lynn Ballard also wrote an editorial in support of the expansion and the need for Metro to be a part of the planning process in Greenville County, especially in the Southern region. See Exhibit K

** Chief Information Officer Mike Blake presents during an Asset Management Workshop on Oct. 17, 2018 in Lexington, S.C.

• MetroConnects’ Shares Asset Management Knowledge MetroConnects’ Chief Information Officer Mike Blake presented a one-hour session on “Asset Management – Where Workflows and Data Can Come Together for Improved Efficiency” during a joint workshop held by the American Water Works Association and the Water Environment Association of South Carolina. Mike shared key points on how MetroConnects converted the knowledge of long-term employees and workflows to improve data collection and retention. Through the transition, Mike share the detailed and integrated data not only enables employees to monitor progress, but it also allows company leaders to make better decisions.

Attachment 1

MetroConnects’ Organizational Chart

Commission

General Manager

Chief Information Officer

GIS Analyst/Programmer

GIS/CADD Technician IT Support/Analyst

PR/Communications Manager

Chief Operating Officer

District Engineer

Staff Engineer

Construction Inspection Manager

Eng. Coordinator - Development

Engineering Technician

Eng. Project Manager

O&M Director

Locate Manager

Locator

Shop Manager

System Assessment Manager

I/I Coordinator

Maintenance Crew Maintenance/ROW Crew

System Maintenance Manager

SSES CCTV Crew

CCTV Crew 2 Line Cleaning Crew 1

Line Cleaning Crew 2

Director of Finance

Customer Service Coordinator Staff Accountant/HR Support

Locator

Locator

Construction Inspection Manager

January 2019

Eng. Project Manager Line Cleaning Crew 3

Eng. Coordinator - Development

Director of Engineering

Attachment 2

MetroConnects’ Budget

METROPOLITAN SEWER SUBDISTRICT2017-2018 FINAL BUDGET

Projected Revenue Property Taxes 4,935,040$ Sewer Fee 3,026,500$ Grant Funding -$ Miscellaneous Revenue 719,000$ Total Projected Revenue 8,680,540$

Prior Year Reserve Fund 23,735,869$

Total Available funds 32,416,409$

Projected Operating Expenses Salaries, Wages, & Benefits 3,937,100$ Professional Fees & Outside Services 374,000$ Telecommunications 48,000$ Uniforms 40,000$ Safety Expense 18,000$ Seminars & Training 40,000$ Vehicle & Equipment Repair & Maintenance 162,000$ Property/Building Repair & Maintenance 154,000$ Locate Expense & Projects 160,000$ Right of Way Clearing (Contract) 200,000$ Root Treatment (Contract) 110,000$ CCTV/Line Cleaning (Contract) 50,000$ Pump Stations 230,000$ Maintenance & Rehabilitation Projects (Contract) 3,922,000$ Operation & Maintenance - Supplies 65,000$ Miscellaneous 161,000$ Total Operating Expenses 9,671,100$

Projected Capital Expenses Capital Expenditures 695,000$ Capital Expansion & Upgrade Projects 1,250,000$

1,945,000$

Attachment 3

Operations and Maintenance Report

O&M Report - FY17/18

95%

96%

97%

98%

99%

100%

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

% P

roa

cti

ve

Ma

n-H

ou

rs

Proactive Man-Hours

FY17/18

0

20000

40000

60000

80000

100000

120000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

3 YR Average

Fe

et

Total Inspections Completed

FY17/18

Pipeline Inspection

0K

10K

20K

30K

40K

50K

60K

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

SLRAT CCTV Line Cleaning

Fe

et

Metropolitan Sewer Subdistrict metroconnects.org

Exhibit A

MetroConnects’ Service Area Map

Budget Year 2017-2018

• 651 miles of gravity mains• 228 miles of lateral lines• 9 pump stations• 10 miles of force mains• 18,835 manholes

MetroConnects Service Area

MetroConnects Asset ManagementAsset

Total Assets

Manholes

Line Segments

Laterals

Miles of Collector

Lines

Pump Stations

Miles of Force Mains

Miles of Service Laterals

Total

85,842

18,835

18,849

48,113

651

9

10

228

Change Since 2016-17

2,394

274

298

1,821

8

0

0

10

Exhibit B

MetroConnects’ Operation and Maintenance Summary

P:\cMOM\19_Performance Indicators\Yearly Performance Summary

Metropolitan Sewer SubdistrictOperations and Maintenance SummaryCurrent Fiscal Year : 2017-2018

System Summary - June 30, 2017Total Miles of Pipe 651No. of Manholes 18,835Total Miles of R/W 192

MetroConnects Goal CompletedKey Performance Indicators Current Fiscal Year Last Fiscal Year 17/18

Stoppages/100 miles 4.0 0.6SSOs/100 miles *8.5 0.5Wet Weather SSOs/100 miles 0.0 0.0% System Inspected 8.3% of Lines Cleaned 1.5% of Lines CCTV'd 17.3% of Lines SL-RAT Inspected 10.3% of R/W Clearing 50 92.0% of System Evaluated for I/I 8.0 5.3Volume of I/I Reduction (gals) NA 129,546

System Rehabilitation AllocationContract Rehabilitation $3,496,641

* EPA Region 4 Median

Exhibit C

ReWa Performance Standards Committee Memorandum

Exhibit D

I/I Evaluation and Rehabilitation Status Maps

Exhibit E

I/I Evaluation and Rehabilitation Summary

P:\cMOM\13_System Assessment\I and I Evaluation and Rehabilitation Summary

TotalName Metro Metro % of Total Metro % of Total Metro % of Total

Footage Footage Footage Footage Footage Footage FootageDurbin Creek 107,211 107,211 100% 0 0% 0 0%Georges Creek 16,005 16,005 100% 0 0% 0 0%Gilder Creek 1,009,248 875,368 87% 71,596 7% 62,284 6%L. Reedy 734,520 611,012 83% 45,933 6% 77,575 11%Marietta 17,624 17,624 100% 0 0% 0 0%Mauldin Road 178,348 178,348 100% 0 0% 0 0%Pelham 1,194,494 1,145,199 96% 18,001 1% 31,294 3%Piedmont Regional 181,670 181,670 100% 0 0% 0 0%

Metro System Total 3,439,120 3,132,437 91.1% 135,530 3.9% 171,153 5.0%

Metropolitan Sewer SubdistrictI/I Evaluation & Rehabilitation Summary

WRRF Basin I/I Evaluation and Required Rehabilitation Complete

Identified Rehabilitation Pending Future I/I Evaluation

0

10

20

30

40

50

60

70

80

90

100

DURBIN GEORGE'S GILDER LOWER REEDY MARIETTA MAULDIN ROAD PELHAM PIEDMONT REGIONAL

100% 100%

87%83%

100% 100%96%

100%

0 07% 6%

0 0 1% 00 06%

11%

0 0 3% 0

Complete Pending Future Inspection

I/I Assessment & Rehab

Exhibit F

MetroConnects’ Targeted Rehabilitation and Find & Fix Expenditures by ReWa WRRF Basin

Exhibit G

Primary Performance Indicators

0

5

10

15

20

25

30

FY96/97

FY97/98

FY98/99

FY99/00

FY00/01

FY01/02

FY02/03

FY03/04

FY04/05

FY05/06

FY06/07

FY07/08

FY08/09

FY09/10

FY10/11

FY11/12

FY12/13

FY13/14

FY14/15

FY15/16

FY16/17

FY17/18

Stoppages per 100 Miles

Overflows per 100 Miles

% of Reactive MaintenanceManhours

MetroConnects Performance Indicators

0

2

4

6

8

10

12

Metro Cumulative Goal % Lines Cleaned % Lines CCTV'd % Lines SL-RAT Inspected

Metro Goal FY 17/18

Exhibit H

Overall I/I Program Status 2006 – 2018

- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000

I/I R

educ

tion

(Gal

)

Piedmont Regional Pelham Mauldin Rd. Marietta Lower Reedy Gilder Georges Durbin

Piedmont Regional

Pelham

Mauldin Road

Marietta

Lower Reedy

Gilder

I/I Reduction Per Basin

7.2 MillionGallons of I/I

Identified

6.3 MillionGallons of I/I

Removed since 2006

129,546Gallons of I/IRemoved in 2017-18

Successful Infiltration/Inflow Removal

Exhibit I

Cumulative O&M Dollars Spent by WRRF Basin 2006-2018

P:\cMOM\19_Performance Indicators\2018 Annual O&M Performance Report\2017-2018 Summary for OandM Presentation

Cumulative O&M Dollars Spent by ReWa WRRF Basin 2006 - 2018

Durbin Georges Gilder Lower Reedy Marietta Mauldin Rd. PelhamPiedmont Regional Total

Targeted ($) $0 $0 $2,368,919 $2,193,091 $1,597,747 $1,899,644 $12,983,911 $9,692,597 $30,735,908Find & Fix ($) $27,248 $0 $579,649 $370,909 $3,122 $229,009 $1,621,939 $74,795 $2,906,672Total $'s $27,248 $0 $2,948,568 $2,564,000 $1,600,869 $2,128,653 $14,605,850 $9,767,392 $33,642,580

I/I Reduction (Gal) 0 0 321,607 1,434,748 1,105,768 779,671 1,622,380 1,050,794 6,314,968

Exhibit J

MetroConnects’ Budget for Rehabilitation Projects FY18/19

P:\Engineering and Construction\Budget\2018-2019\Engineering Projects1/24/2019

METROPOLITAN SEWER SUBDISTRICT

Maintenance, Rehabilitation and Roadway Relocation Projects 2018-2019

Construction Engineering ROW/Legal TotalCost Cost Cost Cost

Maintenance Projects

Emergency Repairs $100,000 $0 $0 $100,000Find & Fix Projects $300,000 $15,000 $0 $315,000Manhole Lining Contract $60,000 $0 $0 $60,000

Total - Maintenance Projects $400,000 $15,000 $0 $475,000

Rehabilitation Projects

Targeted Rehabilitation Projects

Current ProjectsSouth Greenville Point Repair Project $1,007,000 $70,000 $0 $1,077,000

Donaldson CenterDonaldson Tank Wash $262,000 $29,000 $1,000 $292,000Lockheed Martin System Improvements - Metro Share $0 $0 $0 $0

New ProjectsBrookfield Point Repair and CIPP Projects $640,000 $98,000 $3,000 $741,000Terra Pines CIPP Project $675,000 $56,000 $0 $731,000 (includes 3 lines in Piedmont and Donaldson)

SSES EvaluationsPebble Creek SSES $0 $31,000 $0 $31,000

Miscellaneous Services

Misc.. Engineering Services $0 $80,000 $0 $80,000

Total - Rehabilitation Projects $2,584,000 $364,000 $4,000 $2,952,000

Roadway Relocation Projects

Current ProjectsBatesville Road Widening (Prior Rights = 0%) $215,000 $21,000 $10,000 $246,000Five Forks Improvements (Prior Rights = 0%) $719,000 $36,000 $60,000 $815,000Roper Mountain Road Ext. (Prior Rights = 0%) $120,000 $27,000 $0 $147,000Boland Park $277,000 $39,000 $42,000 $358,000

New Projects

Total - Roadway Projects $1,331,000 $123,000 $112,000 $1,566,000

Exhibit K

MetroConnects’ Public Relations

OPINION: If we build the infrastructure they will come Jim Freeland, Guest columnistPublished 9:30 a.m. ET June 21, 2018

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The Upstate and especially Greenville County, are experiencing dynamic growth and economic prosperity. Statistically, the county has achieved full employment, business investments are robust, and the cost of living is lower than competitive areas in the Southeast. Many desirable characteristics make Greenville County attractive. It is wonderful to be growing, but growth comes with a price.

Population growth in many areas of the county is exceeding the capacity of roads and other infrastructure services. Traffic congestion has become more than an inconvenience in many areas.

Many assume that infrastructure expansion creates sprawl, but that isn’t necessarily correct. Infrastructure expansion encourages smart growth and desired population density, relieving pressure on established neighborhoods where roads and sewers are exceeding capacity. Considering population density enables access to goods and services within communities, and makes residents less dependent on automobiles.

So what if high-density, mixed-use development could be planned and areas of the county responsibly selected based on an infrastructure already in place? Roads, sewer, water, and other utilities, all carefully planned and provided for in selected areas of the county, and ready for development of various types.

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This approach to smart planning could be beneficial, in sparsely developed areas like southern Greenville County, where no existing entity is in place to invest in and manage a sanitary sewer collection system.

A balance of land uses is necessary for healthy growth and new economic opportunities. The cost of providing infrastructure services to owner-occupied homes is actually subsidized by nonresidential, job-producing development. Designating land with infrastructure for new business enterprise “parks” is essential to the county’s continued prosperity. Additionally, smart growth planning could provide for protected rural lands, set aside to help maintain the unique character and charm of the Upstate.

Founded in 1969, Metropolitan Sewer Subdistrict, MetroConnects is the largest sanitary sewer service provider of 12 Special Purpose Districts and municipalities serving Greenville County. MetroConnects operates and maintains over 800 miles of mainline and lateral sewer pipelines, connecting homes and businesses to ReWa trunk and treatment systems.

MetroConnects serves 20 percent of ReWa’s service area, with 11 other providers serving 21 percent, leaving 59 percent of ReWa’s area unserved by a sanitary sewer collection provider. Through the years, MetroConnects has contributed over $30 million to the protection of the environment by constructing sanitary sewer systems in unserved areas and areas with failing septic tanks.

MetroConnects is well positioned to partner with the county and other infrastructure organizations to plan, and implement smart-growth strategies, providing much needed infrastructure-ready areas in Greenville County.

However, the first step is to have county council expand our southern sewer district boundary to allow us to contribute. Together, we can meet the challenges of a growing community and maintain the exceptional quality of life that makes this area the unique and special place we call home.

Jim Freeland is the founder of Freeland & Associates, Inc. He received BS degrees in Forestry and in Civil Engineering from Clemson University. He is a licensed professional engineer in 15 states, a licensed professional land surveyor. A CEPSCI certified and LEED Accredited Professional, Freeland serves as chairman of the Board of MetroConnects.

Opinion: First steps will lead to sewer expansion in southern Greenville County The Greenville NewsPublished 11:54 a.m. ET Dec. 1, 2018

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As a resident of Greenville County for 31 years, I have been a part of a major change throughout the Upstate. Greenville County is no longer a predominantly rural county with several dairy farms, livestock, and undeveloped land, particularly in the middle third of the county. Greenville County is now home to 500,000 people and makes up more than half of the Upstate’s population. Growth is continuing and we are all very much a part of it.

One aspect of livability in any area is infrastructure, which is not a popular subject and often misunderstood. Of course, everyone thinks of roads and bridges, but also water and sewer must be considered. Today, I just want to concentrate on sanitary sewer service, the least understood of the infrastructure items.

Renewable Water Resources (ReWa) is the trunk and treatment provider for Greenville County, where the sewage is sent via a collection provider. The largest of these collection providers is Metropolitan Sewer Subdistrict (Metro). Initially when the boundaries were established for ReWa by the SC Legislature and for Metro by Greenville County Council, Metro’s boundaries included all of the ReWa area not served by one of the 12 smaller districts in the county. This area included a large part of both the northern and southern portions of the county.

In 1990, via county ordinance, the Metro boundaries were reduced - removing them from a large portion of both the northern and southern areas. The reason given at the time for reducing Metro’s boundaries made sense, as many of these areas would never have sewer service and therefore should not have to pay the Metro millage rate. The reasoning and decision proved to be a good one, which has been applicable for the past 29 years.

Today, things have changed – especially in the southern portion of the county. Available sewer service ends at the Southern Connector (I-185) as does Metro’s southern boundary. While there are a few private collection agencies, most of the property below I-185 is constructed with septic tanks. While these are effective for several years for residential properties, they are not desirable for manufacturing and large commercial properties.

Based on the topography of the land and easy access to highways, the southern portion of the county is desirable for locating manufacturing and commercial development. It has been shown repeatedly that without sewer service available, manufacturing operations will not even consider locating here. In discussions with Metro, its ability to plan and develop sanitary sewer infrastructure in this area is dependent on its boundaries being expanded and that requires Greenville County Council approval.

After months of discussions between Metro and council, representatives a suitable boundary expansion has been determined. Most of the area to be included in the expansion is between I-185 and Highway 418. This area will most likely experience growth in the next 10 to 20 years, while the area below Highway 418 will remain primarily rural in nature.

The boundary expansion will allow Metro, in conjunction with ReWa, to begin planning for projected future needs. This is just the first step in a long process that must occur before new sewer service can be provided.

Lynn Ballard is a member of Greenville County Council and serves as chairman of the planning and development Ccmmittee and vice chairman of the public works and infrastructure committee. He received a BS degree in chemistry from Northwest Missouri State University and worked in the chemical industry for 25 years, progressing through the ranks to vice president of manufacturing. He worked for the United States Postal Service, before retiring in 2013.