Acknowledgements

The following individuals provided opportunities for photographs, insight on current design practice,
operational problems, and hints from the field1-1 INTRODUCTION
Overview
Water and wastewater engineering encompasses the planning, design, construction, and supervision
of water and wastewater systems. This chapter gives an overview of the design and construction
process as an introduction to planning. Chapters 2 through 17 address water treatment. The
subject matter follows the flow of water (and the design of unit processes) from the development
of a source through the unit processes of coagulation, flocculation, softening, reverse osmosis,
nanofiltration, sedimentation, granular filtration, membrane filtration, disinfection, and residuals
management. The topics of wastewater treatment follow a similar pattern of following the flow
through a plant. Chapters 18 through 28 address preliminary treatment, primary treatment, secondary
treatment, tertiary treatment, and residuals management. Special attention is given to the
application of membranes.
Setting the Stage
Before presenting the design and construction processes, the stage is set by identifying the
project participants and their roles. The Code of Ethics provides a framework to discuss the
professionalclient relationship. Responsible care is introduced as a higher level of performance
than demanded by the code of ethics.
1-2 PROJECT PARTICIPANTS
Decision making for any municipal water or wastewater engineering design involves many participants:
the public, the regulator, the legal counsel, the owner, the designer, the financier/investment
banker, the operator, and the contractor. The owner serves as the focus of all the projects
activities. The design professional, as a member of the design team under the owners direction,
responds to the projects design needs. The design team consists of principal design engineers
and supporting specialists (WEF, 1991).
All projects begin with an identification of a problem by the regulator, the public, legal counsel, or
owner.
The design professional then enters the project during the idea generation and evaluation phase of the

problem-solving activity. Thereafter, the design professional or firm generally participates actively in all
of the projects activities, typically until the end of the first year of operation. (WEF, 1991)
The design professional may enter the process by many routes. Typically one of the following
three methods or a combination of the methods are used to obtain engineering design
services:
Request for Qualifications (RFQ): The owner solicits qualifications from firms that wish to
be considered for engineering services on a design project.
Request for Proposals (RFP): The owner solicits proposals for engineering services on a
project. The RFP usually includes a requirement to provide a statement of qualifications.
Alternatively, the RFQ may be a second step following the evaluation of the responses to
the RFP.
Qualified Bidder Selection (QBS): The owner selects the design firm from a list of previously
qualified companiesagree on a venture into uncharted territory. If the territory is simply uncharted for
the design
engineer but not for the profession, then the design engineer must employ a partner that can bring
experience or obtain the necessary training to become competent.
Third Canon
It may not seem that engineers would be called upon to issue public statements. Yet, there are
numerous
times that public statements are issued. Often these are formal, such as signing contracts,
making presentations to a city council or other public body, and issuing statements to the news
media. In other instances it is not so obvious that the statements are public. Verbal statements
to individual members of the public, posting of signs, and signing change orders on government
financed projects are examples of informal public statements.
Fourth Canon
A faithful agent is more than a loyal one. A faithful agent must be completely frank and open
with his/her employer and client. This means getting the facts, explaining them, and not violating
the other canons to please the client or your employer.
Conflicts of interest may be subtle. A free lunch, a free trip, or a golf outing may not seem

like much of a conflict of interest, but in the eyes of the public, any gift may be seen as an attempt
to gain favors. Appearances do count and, in the publics view, perception is reality.
Fifth Canon
This canon appears to be self-explanatory. We understand that cheating on exams is unethical.
Likewise, cheating by claiming credit for work that someone else has done is unethical.
Unfair competition has taken a broad meaning in the review of ethics boards. For example,
offering services to a potential client that has retained another engineer to do the same work falls
into the category of unfair competition if the engineer solicits the work. The circumstances are
different if the client solicits the engineer after having already retained another engineer. This
type of request must be treated with great care. It is best to decline this type of employment until
the client and original engineer resolve or dissolve their relationship.
Similarly, a request to review the work of another engineering firm may be construed to be
unfair competition. The best procedure is for the client to advise the original firm of their desire
to have an independent review. Another alternative is to advise the originating engineering firm
that the request has been made. This is a matter of courtesy, if not a matter of ethics.
Sixth Canon
This canon has two elements. The first is to treat others with the same courtesy that you
would expect from them. The second is to behave such that the credibility of your work is not
jeopardized.
Seventh Canon
Engineers use technology both in the process of doing their job and in the provision of solutions
to problems. It is incumbent on them to keep up with the technology. One of the best means of
doing this is to participate in one of the relevant professional societies by attending meetings
:
John Allen, Plant Superintendent, Grand Rapids Water Filtration Plant
Tom Arlington, Project Manager, United Water, Armada WWTP
Michael P. Avrill, Operations Supervisor, Wyoming Water Treatment Plant
Richard S. Bacon, Project Manager, Wixom WWTP
Don Baron, District Manager, Johnson Screens

Larry Campbell, Plant Superintendent, PARRC Wastewater Treatment Plant

Gerald H. Caron, Plant Superintendent,Wyoming Water Treatment Plant
Jim Carrol, Operations Supervisor, East Lansing, Meridian Township Water Authority
Patrick Cook, P.E, Michigan Dep1-1 INTRODUCTION
Overview
Water and wastewater engineering encompasses the planning, design, construction, and supervision
of water and wastewater systems. This chapter gives an overview of the design and construction
process as an introduction to planning. Chapters 2 through 17 address water treatment. The
subject matter follows the flow of water (and the design of unit processes) from the development
of a source through the unit processes of coagulation, flocculation, softening, reverse osmosis,
nanofiltration, sedimentation, granular filtration, membrane filtration, disinfection, and residuals
management. The topics of wastewater treatment follow a similar pattern of following the flow
through a plant. Chapters 18 through 28 address preliminary treatment, primary treatment, secondary
treatment, tertiary treatment, and residuals management. Special attention is given to the
application of membranes.
Setting the Stage
Before presenting the design and construction processes, the stage is set by identifying the
project participants and their roles. The Code of Ethics provides a framework to discuss the
professionalclient relationship. Responsible care is introduced as a higher level of performance
than demanded by the code of ethics.
1-2 PROJECT PARTICIPANTS
Decision making for any municipal water or wastewater engineering design involves many participants:
the public, the regulator, the legal counsel, the owner, the designer, the financier/investment
banker, the operator, and the contractor. The owner serves as the focus of all the projects
activities. The design professional, as a member of the design team under the owners direction,
responds to the projects design needs. The design team consists of principal design engineers
and supporting specialists (WEF, 1991).
All projects begin with an identification of a problem by the regulator, the public, legal counsel, or
owner.

The design professional then enters the project during the idea generation and evaluation phase of the
problem-solving activity. Thereafter, the design professional or firm generally participates actively in all
of the projects activities, typically until the end of the first year of operation. (WEF, 1991)
The design professional may enter the process by many routes. Typically one of the following
three methods or a combination of the methods are used to obtain engineering design
services:
Request for Qualifications (RFQ): The owner solicits qualifications from firms that wish to
be considered for engineering services on a design project.
Request for Proposals (RFP): The owner solicits proposals for engineering services on a
project. The RFP usually includes a requirement to provide a statement of qualifications.
Alternatively, the RFQ may be a second step following the evaluation of the responses to
the RFP.
Qualified Bidder Selection (QBS): The owner selects the design firm from a list of previously
qualified companiesagree on a venture into uncharted territory. If the territory is simply uncharted for
the design
engineer but not for the profession, then the design engineer must employ a partner that can bring
experience or obtain the necessary training to become competent.
Third Canon
It may not seem that engineers would be called upon to issue public statements. Yet, there are
numerous
times that public statements are issued. Often these are formal, such as signing contracts,
making presentations to a city council or other public body, and issuing statements to the news
media. In other instances it is not so obvious that the statements are public. Verbal statements
to individual members of the public, posting of signs, and signing change orders on government
financed projects are examples of informal public statements.
Fourth Canon
A faithful agent is more than a loyal one. A faithful agent must be completely frank and open
with his/her employer and client. This means getting the facts, explaining them, and not violating
the other canons to please the client or your employer.

Conflicts of interest may be subtle. A free lunch, a free trip, or a golf outing may not seem
like much of a conflict of interest, but in the eyes of the public, any gift may be seen as an attempt
to gain favors. Appearances do count and, in the publics view, perception is reality.
Fifth Canon
This canon appears to be self-explanatory. We understand that cheating on exams is unethical.
Likewise, cheating by claiming credit for work that someone else has done is unethical.
Unfair competition has taken a broad meaning in the review of ethics boards. For example,
offering services to a potential client that has retained another engineer to do the same work falls
into the category of unfair competition if the engineer solicits the work. The circumstances are
different if the client solicits the engineer after having already retained another engineer. This
type of request must be treated with great care. It is best to decline this type of employment until
the client and original engineer resolve or dissolve their relationship.
Similarly, a request to review the work of another engineering firm may be construed to be
unfair competition. The best procedure is for the client to advise the original firm of their desire
to have an independent review. Another alternative is to advise the originating engineering firm
that the request has been made. This is a matter of courtesy, if not a matter of ethics.
Sixth Canon
This canon has two elements. The first is to treat others with the same courtesy that you
would expect from them. The second is to behave such that the credibility of your work is not
jeopardized.
Seventh Canon
Engineers use technology both in the process of doing their job and in the provision of solutions
to problems. It is incumbent on them to keep up with the technology. One of the best means of
doing this is to participate in one of the relevant professional societies by attending meetings
artment of Environmental Quality
Ryan Craven, Project Foreman, C&D Hughes, Inc., Charlotte, MI
Jerry Crisp, Assistant Superintendent, Wastewater Treatment Plant, Brownsburg, IN
Delvin E. DeBoer, South Dakota State University
Bruce DeVantier, Southern Illinois University-Carbondale

Stanley Diamond, P.E., Associate, Greeley and Hansen, Indianapolis, IN

Kathy Dillon, Superintendent, Wastewater Treatment Plant, Brownsburg, IN
Chad Everts, Site Engineer, FTC&H, Grand Rapids, MI
Larry Fitzgerald, Director of Operations, Southern Clinton County Municipal Utilities
Authority
Ira Gabin, P.E., Vice President, Dixon Engineering, Lake Odessa, MI
Brock Howard, P.E., Michigan Department of Environmental Quality
James E. Kilduff, Rensselaer Polytechnic Institute
Dave Koch, P.E., Project Manager, Black and Veatch, Grand Rapids, MI
Brian Lee, Operator, United Water, Armada Project
Andy Linebaugh, Michigan State University Physical Plant
Benjamin S. Magbanua, Jr., Mississippi State University
K. Andrews Miller, P.E., Associate, Greeley and Hansen, Indianapolis, IN
Pauline Rampanelli, Utility Plant Operator, Clean Water Plant, Wyoming, MI
Ed Renkie, Landing Board of Water and Light, Lansing, MI
x PREFACETimothy D. McNamara, P. E., Senior Vice President, FTC&H
Mr. McNamara received his B.S. in Civil Engineering and his M.S. in Sanitary Engineering from
Michigan State University. He is Principal-in-Charge of his firms Process Engineering Department
and of their Construction Division. He has over 28 years of progressive design and management
experience with water supply and treatment, wastewater collection and treatment, and environmental
engineering projects. His design experience includes 27 water supply projects, 18 water treatment
plants, and 12 wastewater treatment projects. He has particular expertise with membrane filtration,
iron filtration, and lime-soda softening processes, and has been with his firm for 25 years. He is the
former Chair of the Michigan Section of the American Water Works Association.
Established in 1956, Fishbeck, Thompson, Carr, & Huber (FTC&H) is a full-service
engineering and architectural firm with 350 employees that is headquartered in Grand Rapids,
Michigan. FTC&H has four other offices located in Michigan and Ohio. FTC&H specializes in
engineering, architecture, environmental science, and construction management.
Fishbeck, Thompson, Carr & Huber, Inc.

1515 Arboretum Drive, SE

Grand Rapids, Michigan 49546
Thomas Newhof, P. E., BCEE, Chairman of the Board, Prein&Newhof
Mr. Newhof received his B.S. degree from Calvin College and his M.S. in Sanitary Engineering
from the University of Michigan. He is a licensed professional engineer in Michigan, Wisconsin,
and Illinois. As both a Project Manager and Principal-in-Charge of many of Prein&Newhofs
environmental and civil engineering projects, his experience includes: planning and design of
water treatment and wastewater treatment facilities with conventional or membrane filtration
technology, water and sewer systems, intakes, pipelines, pumping stations, storm drainage and
flood control, airport and road improvements, and residential and commercial development.
The American Water Works Association recognized Thomas Newhofs contributions to the
profession with the 1998 George Warren Fuller Award. The University of Michigan honored him
with the Jack A. Borchardt Award in 2008.
Mr. Newhof co-founded Prein&Newhof in 1969 with a fellow civil engineer. He is the Chairman
of the firms Board of Directors, providing leadership for Prein&Newhofs 100 employees who
work in its environmental laboratory and five offices located throughout West Michigan.