MEWA Water & Wastewater Master Plan

Master Plan Guidelines Toolbox

Table of Contents - Wastewater System (WW)
1- This Dashboard provides an overview and access to the components of the MEWA Water &
Wastewater Master Plan Guidelines Toolbox.
2- The Toolbox provides information and guidance on the process and the minimum requirements
for development of Master Plans for Wastewater (WW) systems in KSA.
3- The contents of the Toolbox have been developed in a high-level and relatively simple manner to
make it efficiently usable and implementable for the intended user. For more technical details, the
user is advised to refer to the technical references cited in the Toolbox and other relevant
international guidelines.
4- The Toolbox is prepared by MWH for the sole use of the Ministry of Environment, Water &
Agriculture of the Kingdom of Saudi Arabia (MEWA) and its use by any third party is strictly
prohibited.

CLICK ON TOOLBOX CATEGORIES FOR MORE INFORMATION:

1 Master Planning 7 Resilience

2 Wastewater Flows 8 IMS (GIS & SCADA)

Operation &
3 Hydraulic Modeling 9
Maintenance

4 Health & Safety 10 Asset Management

5 Security 11 Implementation

Policies &
6 Sustainability 12
Regulations

History: Date: Reason for Issue:

Revision 3 03. May. 2018 Final
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

I. What is the best practice master planning process for WW systems?

The flowchart below shows the process flow for master planning of WW systems as per the international best practice.

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan
Legend

Process Steps
4- Identify/Analyze
Options

Data

8- Develop/Update
6- Evaluate Projects/ Documents
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders
Workflow

Section 1 - Master Planning 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

II. What are data Inputs for master planning?

The type of data inputs required for development and implementation of a Master Plan are described below.

1. Strategic Direction

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Typical Data Sources:

Type of Data:
• National strategy and vision documents
• Vision
• Strategic initiatives
• Mission
• KPI reports
• Goals
• Objectives
• Drivers (growth, connectivity, TSE reuse, investment, quality)
• Key Performance Indicators (KPIs)

Main Activities:
• Ensure the Master Plan supports the national vision and the organization’s vision, mission, goals and strategic objectives
• Endeavor to get the Master Plan strategies integrated into the organization’s vision, mission, goals and strategic objectives

Section 1 - Master Planning 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

2. Financial Information

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Typical Data Sources:

Type of Data:
• Customer datasets
• Capital investment needs
• O&M datasets
• Operation and maintenance needs
• Financial Department
• Rates/Tariffs
• Past, existing and estimated revenue and profit

Main Activities:
• Develop a financial model or identify cost to provide service and revenue stream
• Align rates/tariffs with the Level of Service (LOS) expected by customers and stakeholders

Section 1 - Master Planning 3

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

3. Facility Operations/Asset Information

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Typical Data Sources:

Type of Data:
• GIS database
• Inventory of assets
• O&M datasets
• Condition assessment of assets and their residual life
• Regulatory requirements
• Target Level of Service (LOS)
• Consequences of failure
• Existing Asset Management Plan
• Planned rehabilitation projects
• Existing Capital Investment Plan (CIP) and funding strategy
• Asset criticality

Main Activities:
• Master Plan to consider all the organization’s assets
• Master Plan to identify prioritized future system needs based on existing asset condition and anticipated future asset condition, considering
deterioration rates, historical failures, replacement cycles, rehabilitation strategies and target LOS
• Master Plan to include programs to address causes of failure
• Master Plan to consider the needs of the Asset Management Plan

Section 1 - Master Planning 4

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

4. Projections

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Typical Data Sources:

Type of Data:
• Planning Departments
• Population projections
• Census bureaus
• Existing and future land use plans
• Regional authorities
• Zoning
• Service areas

Main Activities:
• Communicate with planning departments and census bureaus to identify population projections
• Communicate with planning departments and local authorities to identify plans/changes associated with major industries and big water users
• Communicate with planning departments to identify planned changes in land use

Section 1 - Master Planning 5

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

5. Project Improvements List

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Typical Data Sources:

Type of Data:
• Previous Master Plans
• Capital investment programs
• Improvement/rehabilitation projects list
• Improvement/rehabilitation projects

Main Activities:
• Maintain a list of capital projects
• Maintain a list of improvement/rehabilitation projects
• Identify a process for staff to communicate the needs
• Review and confirm costing of programs and projects
• Annual assessment/confirmation of needs for programs and projects
• Obtain review, input and buy-in from O&M staff for all proposed programs and projects

Section 1 - Master Planning 6

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

6. Stakeholder/Public Communications

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Type of Data:
• Internal stakeholders (goals, needs and concerns)
• External stakeholders (goals, needs and concerns)

Typical Data Sources:

• Stakeholder Strategic Plans
• Stakeholder Master Plans
• Meetings with internal and external stakeholders

Main Activities:
• Identify internal and external stakeholders and their goals, needs and concerns that could affect the Master Plan
• Identify other plans, goals and objectives that may affect the Master Plan goals and objectives
• Manage and influence stakeholder requirements
• Develop and implement a communications strategy with stakeholders/public to assist with implementing key programs and projects
• Identify frequency and timing for stakeholder/public interaction to streamline planning and implementation of programs and projects

Section 1 - Master Planning 7

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

7. Regulations

3- Facility
1- Strategic 5- Project 6- Stakeholder/
Data Inputs

2- Financial Operations/ 7- Regulations

Direction 4- Projections Improvements Public
Information Asset
List Communication
Information

Typical Data Sources:

Type of Data:
• Regulatory authorities
• Current regulations and requirements
• Existing regulation documents
• Anticipated future regulations and requirements

Main Activities:
• Develop a list of the existing regulations and requirements
• Identify staff responsible for implementing the existing requirements
• Develop a list of anticipated future regulations and requirements
• Assess impacts of new regulations on future plans and system operations

Section 1 - Master Planning 8

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

III. What is the process for master planning of WW systems?

Major activities for a dynamic and up-to-date Master Plan are described below.

1. Process Step 1: Identify Drivers and Goals

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To identify the reason(s) for developing a Master Plan and to formulate them into a set of measurable goals and objectives

Section 1 - Master Planning 9

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Identify the initial reasons for promoting the development of a Master Plan
• Identify the intended spectrum to be covered by the Master Plan, e.g. capital projects, asset management, data and tool development, etc.
• Determine the planning horizon
• Identify stakeholders associated with the Mater Plan
• Communicate with stakeholders to determine their willingness to participate and their expectations and desires with respect to the Master Plan
goals and objectives
• Define the goals and objectives of the Master Plan

Supporting Tools:
• Vision statements
• Mission statements
• Strategic goals

Considerations:
• Management support for developing the Master Plan
• Stakeholder support for developing the Master Plan
• Availability of resources for developing the Master Plan
• Availability and sustainability of resources for maintaining the Master Plan
• Typical drivers comprise the desire to have a comprehensive and cohesive plan for achieving organizational goals and objectives, including
determining how to meet demand for growth and development, improve system performance, catch up on neglected maintenance, reduce capital
and/or operating costs, balance funding with project needs, demonstrate the need for additional funding, etc.

Section 1 - Master Planning 10

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

2. Process Step 2: Collect Data

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To collect data and information to prioritize needed programs and projects

Section 1 - Master Planning 11

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Manage data needed for the Master Plan
• Facilitate meetings between data input providers
• Maintain a list of data needed from each data provider
• Coordinate communication among data input providers when changes occur
• Coordinate data collection with the upcoming analysis requirements

Supporting Tools:
• Data register worksheets
• Data tracking worksheets

Considerations:
• Data accuracy
• Frequency of updates
• Communication processes
• Change tracking and management processes

Section 1 - Master Planning 12

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

3. Process Step 3: Analyze Data

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To convert and process data collected in the data collection step to formats that directly indicate the current state of utility operations and the
future conditions that will drive changes in infrastructure, operations and policy

Section 1 - Master Planning 13

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Compile data for future population and water use trends and develop a demand forecast:
– Use historical data to develop/determine relationships between regional characteristics, e.g. population, per capita consumption, tariffs,
income, climate, etc. and demand
– Apply projected regional data to historical relationships to develop demand forecast
– Forecast demand by sub-regions of the service area
– Include multiple demand forecast scenarios reflecting different potential regional growth scenarios
• Assess the sufficiency of the systems and assets to meet current and future demands
– System inventory data
o Evaluate system components and assets that are most critical to meeting current and projected demand
o Assess severe consequences of failure
o Identify where infrastructure is not yet in existence or insufficient to meet projected demand
– System condition data
o Evaluate the condition of critical system components and assets
o Estimate the likelihood of failure and remaining useful life of critical assets

Supporting Tools:
• System component inventory and tracking information, e.g. work order tracking software, databases, as-built drawings and maintenance records
• System component histories, i.e. age, persistent maintenance, failure, cost and budget issues
• Updated condition assessments and inspections
• System models and operator knowledge for evaluation criticality of the assets
• Regional projections from planning agencies
• Historical data, e.g. customer databases, consumption records, population, climate, tariffs, etc.

Section 1 - Master Planning 14

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

• Modelling and analysis software, e.g. GIS, demand modeling, hydraulic modeling, etc.
• Demand forecast professionals, e.g. economists, engineers, database/GIS specialists

Considerations:
• Demand forecasting
– Frequency of regional projection updates
– Variability of projection values between updates
– Availability of alternative projection scenarios
– Availability and detail of historical water consumption, customer and regional data
– Ability to develop forecasts in-house vs need for external modelling and data processing assistance
• System condition assessment
– Existence and maturity of asset management programs
– Degree of detail in system inventory and condition information
– Degree to which this information is kept current
– System knowledge retention in regards to employment turnover and retirement
– Ability to perform criticality and condition assessment analyses in-house vs need for external professionals

Section 1 - Master Planning 15

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

4. Process Step 4: Identify/Analyze Options

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To identify options for providing service that support anticipated growth and development and that meet the expected Level of Service (LOS) and
strategic goals. The identified options need to consider the following:

Section 1 - Master Planning 16

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

– Will treatment plants/sewer lines need to be constructed/expanded to meet the demand?

– Can the expansions be delayed by water conservation measures?
– Can sewage be pumped to another treatment plant?
– Can an industry with high water consumption be converted to a process that consumes less water or alternatively use Treated Sewage Effluent
(TSE)?
– Can processes be changed or reorganized to make them more efficient?
– Can more aggressive Fats, Oil and Grease (FOG) enforcement and sewer line cleaning reduce the need for expanding the sewerage capacity?
– Can the system sell redundant capacity to a neighbouring municipality to have the funds to maintain equipment?
– Can maintenance regimes be improved such that system development and/or replacement can be postponed?

Main Activities:
• Compare population projections to water and sewerage needs
• Profile user groups
• Develop options for wastewater collection and treatment. This should include the Centralized and Decentralized WW system options and
comparison of those. For more information about Centralized and Decentralized WW systems, see the note below.
• Perform system performance evaluations, e.g. age and capacity of treatment plants, pump stations and sewer lines
• Conduct a high level environmental assessment of the options
• Conduct tariff evaluation
• Ensure understanding of inter-jurisdictional requirements

Section 1 - Master Planning 17

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Supporting Tools:
• Business case evaluations
• Spreadsheets, linear regression models
• Modelling and analysis software, e.g. GIS, demand modeling, hydraulic modeling, etc.

Considerations:
• Future costs and inflation
• Staffing
• Political perspectives/desires
• O&M review of options

Note on Centralized and Decentralized WW systems:

WW collection and treatment approaches vary from the conventional centralized systems to the entirely on-site decentralized and cluster systems.
Centralized sewerage systems, which are usually publicly owned, collect and treat large volumes of wastewater for entire communities, thus making use
of large infrastructure, e.g. gravity trunk sewers, pumping/lifting stations, rising mains and STPs.
Decentralized WW systems consist of a variety of approaches for collection, treatment, and dispersal/reuse of wastewater for individual dwellings,
industrial or institutional facilities, clusters of homes or businesses, or even entire communities. These systems are a part of permanent infrastructure and
can be managed as stand-alone facilities or be integrated with centralized WW systems. They provide a range of treatment options from simple, passive
treatment with soil dispersal, commonly referred to as septic or onsite systems, to more complex and mechanised approaches such as advanced
treatment units that collect and treat wastewater from multiple buildings and discharge to either surface waters or the soil. They are typically installed at
or near the point where the wastewater is generated.

Section 1 - Master Planning 18

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

The below figure shows a visual comparison of the two systems (Source: USEPA, 2003).

Centralized WW systems involve advanced collection and treatment processes that collect, treat and discharge large quantities of wastewater. Thus,
constructing a centralized WW system for small rural communities or peri-urban areas will result in large capital investment and operation and
maintenance costs.
Decentralized or cluster WW systems are designed to operate at small scale. They not only reduce the adverse effects on the environment and public
health but also increase the ultimate reuse of wastewater depending on the community type, technical options and local settings. When used effectively,
decentralized systems promote the return of TSE within the catchment of origin. Moreover, decentralized systems can be installed on as-needed basis,
therefore evading the costly implementation of centralized systems. On the other hand, centralized systems are more viable options for energy recovery
and sludge reuse due to the larger scale of produced sludge at central STP(s).
Unlike centralized systems, decentralized systems are particularly more preferable for communities with dispersed zoning, such as scattered low-density
populated rural areas. Moreover, decentralized systems allow for flexibility in management and a series of processes can be combined to meet treatment
goals and address environmental and public health protection requirements.

Section 1 - Master Planning 19

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

In developing countries, decentralized WW systems are often intermediate options for sewerage management. An example of a decentalized system
could be a system serving up to 150 households, connected through a simplified sewer system to an anaerobic treatment unit and reed bed for effluent
polishing. Estimated costs of such systems are US$200 to US$300 per person, about a half to two thirds of the cost of conventional centralised sewerage.
Developed countries also recognize today that large-scale centralized systems may no longer be viable, due to high maintenance costs and resource
needs. Autonomous WW systems are increasingly used in developed countries, where on-site sanitation now comprises some 40% of all new
developments. Sustainable neighbourhoods in cities are partly - or fully - replacing traditional public systems with decentralized technologies. These
innovations also take place in the richer and higher-density European Union member states.
Innovation can contribute to improved performance of decentralized systems. New treatment technologies such as MBR are becoming more economical.
The application of membrane technologies at a decentralized scale, could completely change urban water systems and open up possibilities for large-scale
decentralized urban recycling. Similarly, the relationship between urban water management and energy consumption could change radically as innovation
on waste-to-energy technologies generates energy from wastewater either directly, by using the heat of sewerage, or indirectly, by using nutrient and
sludge. For example, the Dutch regional water authorities transform some of their wastewater treatment plants to ‘energy factories’.

Section 1 - Master Planning 20

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

5. Process Step 5: Prioritize Options

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To prioritize the programs and projects recommended under Step 4.

Section 1 - Master Planning 21

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Determine the process for prioritizing programs and projects
• Identify the criteria for comparing programs and projects
• Apply the process and criteria to the programs and projects
• Determine if the resulting prioritization makes sense based on professional judgement
• Modify the process and criteria until the resulting prioritization aligns with professional judgement
• Refine the process and criteria over time to improve the results
• Obtain O&M input to the prioritization process

Supporting Tools:
• Mission statements
• Organizational goals and objectives
• Defined Level of Service (LOS)
• Compliance criteria
• Stakeholder analysis
• Multi-Criteria Analysis (MCA)
• Required project sequencing

Considerations:
• Defining a process that provides uniformly consistent results may not be possible
• The process and criteria may only result in making initial conclusions and then professional judgement and/or executive decision making may have
to take precedence
• It is easier to prioritize within a service sector, i.e. Potable Water (PW), Wastewater (WW) and Recycled Water (RW) than across service sectors
• Simple is good
• When creating a scoring process, consider the relative quality of the requirements for achieving a given score across the categories

Section 1 - Master Planning 22

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

6. Process Step 6: Evaluate Programs/Projects against Funding

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To assess funding strategies and prepare a plan/strategy to finance the required programs and projects

Section 1 - Master Planning 23

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Identify sources of funding
• Identify operating budgets
• Identify the required capital
• Assess tariffs to cover the expenses
• Assess available funds
• Identify scheduling and project phasing opportunities to delay or eliminate extra expenditures
• Assess whether funding could be covered by connection fees or other means
• Assess combinations of funding strategies

Supporting Tools:
• Spreadsheets
• Financial models

Considerations:
• Financial planning can be a political process. Paying consumers are normally uneasy about paying more either through rate increases or extra fees or
taxes.
• Implications of funding that may delay the process

Section 1 - Master Planning 24

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

7. Process Step 7: Select Programs/Projects

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan
Legend

Process Steps
4- Identify/Analyze
Options

Data

8- Develop/Update
6- Evaluate Projects/ Documents
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders
Workflow

Purpose:
• To identify and recommend projects/programs for implementation from the list of projects/programs identifies, prioritized and evaluated in Step 4
to Step 6 and develop a Capital Investment Plan and an Implementation Plan for the selected programs and projects

Section 1 - Master Planning 25

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Select programs/projects for implementation based on the results of Step 6
• Explain the rationale behind the selected alternative, e.g. least cost, stakeholders/public acceptance, environmental benefits, etc.
• Develop or update the Capital Investment Plan (CIP) to include selected programs/projects, their anticipated costs and their target dates
• Develop the Implementation Plan to match the funding

Supporting Tools:
• Existing financial plan, including anticipated revenue and impact fees
• Cost estimating tools
• Life cycle costing

Considerations:
• Uncertainty in projected costs (due to changes in costs, inflation, etc.) and revenue (e.g. due to slower growth)

Section 1 - Master Planning 26

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Process Step 8: Develop/Update Master Plan and Distribute to Stakeholders

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To develop the Master Plan or update the existing Master Plan and communicate it to the stakeholders

Section 1 - Master Planning 27

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Develop or update the Master Plan for the planning and implementation of the programs/projects
• Maintain a document management and distribution plan

Supporting Tools:
• Document management software
• Email correspondence

Considerations:
• Stakeholder access and their willingness to engage and cooperate
• Document management considerations

Section 1 - Master Planning 28

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Process Step 9: Manage and Track Programs/Projects

Feedback to Data Inputs

9- Manage and
1- Identify Drivers
Track Programs/
and Goals
Projects
Master Planning Process

Master Plan
Capital Investment Plan 2- Collect Data 3- Analyze Data
Implementation Plan

4- Identify/Analyze
Options

8- Develop/Update
6- Evaluate Projects/
Master Plan and 7- Select Projects/
Programs against 5- Prioritize Options
Distribute to Programs
Funding
Stakeholders

Purpose:
• To identify and track metrics (KPIs) that provide information about progress towards established Master Plan programs/projects goals

Section 1 - Master Planning 29

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Main Activities:
• Identify Master Plan goals
• Identify metrics (KPIs) that can track progress in reaching the Master Plan goals
• Identify how the KPI data is to be collected
• Establish a reporting mechanism and frequency to report on progress towards the Master Plan goals/drivers
• Identify how program/project progress impacts data inputs

Supporting Tools:
• Project management and control software

Considerations:
• Limit KPIs to those that provide information for decision making
• KPIs can change when goals change
• Develop a communication plan to report progress on program/project goals so changes can be made as needed

Section 1 - Master Planning 30

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

IV. How does a typical Master Plan report look like?

The typical contents of a Master Plan report is presented below.
• Executive Summary
• Introduction
• Project Background
• Project Objectives
• Data Collection and Review
– List of Stakeholders
– Input Data Register
– Data Review and Gap Analysis
– Data Hand-Over
• Diagnosis of the Existing Situation
– Data Analysis
– Current Regulations
– Population and Demographics
– Existing System Performance Analysis*
• Planning and Design Criteria
– Planning Horizon
– Level of Service (LOS)
– Design Criteria

Section 1 - Master Planning 31

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

• Options Development*
– Needs Assessment
– Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis
– Proposed Options
• Options Assessment* and Prioritization
– Budgetary Life Cycle Cost (LCC) Estimate
– Risk Assessment
– Multi-Criteria Analysis (MCA)
– Options Prioritization
• Financial Evaluation
– Funding Options
– Cost Recovery Options
• Implementation Plan
– Implementation Period
– Implementation Packages and Phasing
• Capital Investment Plan (CIP)
• Master Plan Monitoring Program
– Key Performance Indicators (KPIs)
– Reporting Mechanism

* - Existing System Performance Analysis and Options Development and Assessment should be undertaken using Hydraulic Modeling. Details of Hydraulic Modeling,
including assumptions, model build, model run, model validation, calibration and verification, model results and conclusions should be incorporated in the report. For
details, see WW System Toolbox Section 3 – Hydraulic Modeling.

Section 1 - Master Planning 32

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. How to determine the project service area?

Service area is determined by MEWA Water Directorates and NWC. Service area and the associated
level of service may change with the future projected land use and demand based on phasing and
full development in the service area.

2. What type of flows should the municipal WW system cater for?

The flows in a WW system are made up of contributions from a number of different sources:
• Domestic properties
• Commercial buildings
• Institutional and public buildings such as hospitals, schools and mosques
• Industrial facilities, after the required pre-treatment if allowed to discharge to municipal WW
system
• Infiltration, including groundwater and surface runoff
The contributions to the system from each of these sources must be determined before the required
hydraulic and treatment capacities of the system can be established. Each of these contributions will
follow a different diurnal pattern, with flows varying over a 24-hour period.
The design of the system must take these fluctuations into account and be capable of catering for
the peak flows likely to be encountered in any 24-hour period. Diurnal flow patterns will be different
on working days, from the patterns on weekends.
Careful planning is required to ensure that the system is capable of meeting the requirements of the
catchment area over the planning period, with the planning horizon of 2050.

3. What are the considerations for wastewater flow estimations?

Present and future flows are required to be evaluated in a master plan. Present wastewater flows
should be calculated according to available information and compared with actual wastewater
records obtained from the system flow monitoring programs, if available.
Wastewater flows should also be compared with the water flows to check whether the values are
within a reasonable range of percentage of the potable water demands for the catchment area. The
typical wastewater production to potable water demand ratio of 80%-90% is a reasonable ratio for
master planning purposes.
Future wastewater flows need to be estimated by identifying locations where development is
expected, the future population and the per capita wastewater flows associated with the type of
development.
Recommendations for system improvements are then identified and the required projects are
developed based on the results.
In general, existing flow information, population projections, possible industrial/commercial growth
and land use information are determinant factors in developing future wastewater flows and future
system improvements.

Section 2 – Wastewater Flows 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

4. What are the steps for undertaking wastewater flow estimations?

The overall steps for undertaking wastewater flow estimations are:
• Define catchment and sub-catchment boundaries for the area under consideration. This should
include all the properties and establishments that contribute to the system and may include
future developments as well as existing. Sub-catchments represents the entire upstream area
contributing to a node/manhole in the WW system. Catchments represent the entire upstream
area of a major wastewater treatment plant or a forwarding pump station.
• Determine the numbers and types of dwellings within the catchment and from this, determine
the existing and future contributing domestic population and hence the flows from that
population to the network. Establish the diurnal flow pattern for the domestic contribution.
• Identify any existing and proposed industrial development in the catchment, together with
their daily contributing flow and diurnal flow pattern. Careful attention should be given to
industrial wastewater flows and their quality. In some cases, industrial flows should not be
allowed to enter the municipal WW system. In other cases, industrial flows may be accepted
into a municipal WW system, provided that there is a required level of pre-treatment.
• Identify any existing and proposed commercial establishments within the catchment, together
with their working populations and diurnal variations.
• Identify any existing and proposed institutional developments such as schools, hospitals and
mosques that are within the catchment boundary. Determine the usage of these institutions
and derive a diurnal flow pattern for them.
• Determine infiltration rates into the WW system. These may increase with time or may
decrease with a project that is proposed to rehabilitate the system.
• The flows that are likely to occur in a WW system can now be estimated. This is done by adding
together the total daily contributing flows listed above from each upstream source to any given
point in the network. This is usually done sub-catchment by sub-catchment working down the
trunk sewer. The total daily flow from each contributing source is calculated and summed to
estimate the total daily flow of the catchment.
To determine peak daily and hourly flows, peak factors should be applied.

5. What is a peak factor?

A peak factor (P f ) is a multiplier that is used to account for the variation in flow during the day. This
factor will vary depending on the nature of the development.

6. How to determine the peak day flows?

The rate of discharge of wastewater from a given property to a system will vary during the day. The
WW system must be able to handle the highest flows anticipated in the day. Different contributors
as listed above to the system will have different discharge profiles. For example, shopping areas will
generally only contribute flows during the periods when the shops are open, and then the flows will
be in proportion to how busy the shops are through the day. Domestic wastewater from properties
generally peak in the mornings and the evenings.
The peak factor will depend on the upstream population and a number of other factors such as
distance traveled and pipe size. Several methods and formulas are available for calculation of peak
factors. One of the most widely used formulas for master planning purposes is Babbit formula:

Section 2 – Wastewater Flows 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

5
Pf = 0.2
𝑃𝑃
�1000�

Where:
P f = Peak Factor
P = Population of the catchment
Babbit formula is not suitable for low populations. Therefore, the upper limit for peak factor shall be
taken as P f = 6 for populations up to and including 500. The minimum value of peak factor is usually
2.5-3.0. These figures may be revised after a detailed flow survey and hydraulic analysis is carried
out.

7. What is wastewater flow monitoring?

A wastewater flow monitoring program is advised to be conducted, e.g. for a two-week period
during the high water consumption period. The purpose of the monitoring is to collect wastewater
flow data at several locations in order to develop peak flow information. Flow monitoring sites
should be carefully selected to properly capture and record flows and its fluctuations.

8. How to determine the average daily flow?

The average daily flow is the average volume of wastewater generated during an average water
consumption day. The average flow may change from region to region and from city to city. There
are numerous factors that account for the actual flow, e.g. land use and general practices observed
in generating wastewater.
The general equation for average daily flow is:
ADF = (P x G) + I + E
Where:
ADF = Average Daily Flow (l/day)
P = Population served
G = Average per capita domestic wastewater flow per day (l/capita/day)
I = Infiltration (l/day)
E = Average Industrial effluent discharged in 24 hours (l/day)

9. What is Infiltration and how is it calculated?

Infiltration describes flows in a WW system which are not legitimate discharges. Infiltration
comprises of two components:
• Inflows from faulty manhole covers, cross-connections from storm and groundwater control
systems and tidal sources. Inflows can also come from the illegitimate practice of lifting
manhole covers to drain surface water during and after storms.
• Infiltration of groundwater through displaced and open pipe joints, cracks, fractures and breaks
in the fabric of the main sewers and lateral connections, manholes and chambers.

Section 2 – Wastewater Flows 3

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Infiltration generally occurs in areas with a high water table. In coastal areas, infiltration can be
saline which can have a detrimental effect on sewage treatment processes and can cause corrosion
of metalwork in manholes and pumping stations. An infiltration rates of 10% is a reasonable rate to
be applied to wastewater flow estimations.

10. What are the estimated ranges of unit wastewater generation rates?
Wastewater flows should be calculated using the per capita water consumption (see PW System
Toolbox Section 2 – Potable Water Demand), population and the wastewater generation to potable
water consumption ratio.

Section 2 – Wastewater Flows 4

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. Why develop a WW network model?

A WW network model is a mathematical representation of a complex wastewater collection
systems. WW network models are often used to:
• Assess the existing WW system performance and capacity
• Optimize and enhance the system operations
• Develop master plan and Identify future capital improvement projects
• Evaluate and determine cost-effective alternatives to address existing and projected capacities
while considering the structural condition of the network
• Simulation and predictions to derive and ascertain infrastructure designs
Once needs are decided, it is essential to develop or modify a WW network model that meets the
projected requirements and objectives. Having an updated and adequate WW network model can
assist engineers to determine short-term and long-term needs accurately. This could potentially
result in significant cost-saving by avoiding any unnecessarily upgrades.

2. What cases/stages does the model need to be developed for?

WW network models are usually developed for three stages, i.e.:
• Model of the existing system (base model) to simulate the existing conditions and identify
deficiencies in the existing system
• Model of the existing system with improvements (improved base model) to identify the
necessary improvements to the existing system
• Model of the future system (planning horizon models) to simulate the future system and
identify the improvements that will be necessary for the projected “build-out” condition

3. What are the recommendations for the modeling software?

Most popular public domain and commercial collection system software (e.g. InfoWorks CS,
InfoSWMM, InfoSewer, Mike Urban, and U.S EPA SWMM) apply similar intricate hydraulic
formulations to simulate the WW system to achieve intended analysis objectives.
These mathematic formations used in the computer software are generally comparable and are
adequate to provide expected results. In addition, all of this popular software offer both steady-
state and dynamic simulations to support various levels of planning needs. The main differences
between these modeling software are user-interfacing, ease-of-use, GIS functionality/integration,
scenario management and results presentation.

4. What are the steps in developing a WW network computer model?

The main steps in developing a WW network computer model are:
• Model Build – Develop the topology and geometry of the system, enter the boundary
conditions and operation settings. Using GIS-based data is recommended as it will significantly
reduce the time for building the model and will enhance and ensure the quality of the work.
• Model Validation – is usually carried out using as-built data and existing and/or additional field
surveys to ensure that the model geometry and connectivity is correct and that the model is
valid and represents the actual system within a reasonable and acceptable level of accuracy.
The anticipated level of accuracy depends on the purpose of the model. The model validation

Section 3 – Hydraulic Modeling 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

of the built model will ascertain the correctness of the data inputted and will identify obvious
discrepancies associated with parameters such as connectivity, physical attributes, etc.
• Model Calibration – is the process of adjusting model parameters to make a model fit with
measured conditions (usually measured flows). Therefore, field surveys and network
monitoring, i.e. flow monitoring is an essential activity for model calibration. The network
monitoring dataset shall be divided into two sub-sets, one for calibration and one for
verification of the model. The model parameters such as roughness coefficient, operation
settings of the existing ancillaries of the system, etc. will be adjusted (within an acceptable and
reasonable range) to achieve results closer to the values observed by flow monitoring. This
process should be followed by verification using a different set of data (the second sub-set) to
that used in the calibration (the first sub-set). It should be noted that making arbitrary changes
to a model to make it fit observed data, i.e. force-fitting is unacceptable and would impact cost
effectiveness of derived improvement schemes.
• Model Verification - is the process of checking a model against independent data to determine
its accuracy. Any changes to the model should be made only where this reflects the physical
state of the sewer system and not solely to make the model fit the verification data. For very
small models, where the cost of any over-design of works typically would not justify the
increased cost of network flow monitoring, models may be verified by reference to historic
issues such as historical reported flooding and deficient structural condition.

5. Why is calibration and verification required for a WW network computer model?

A WW network computer model should be validated, calibrated and verified before it may be relied
upon to accurately simulate and predict the performance of the existing and future systems. An un-
calibrated and un-verified model is not a reliable tool for the simulation of the performance and
would impact cost effectiveness of derived improvement schemes.
As a general rule, flow monitors for calibration shall be located at key locations within the system. A
recommended reference for siting the flow monitoring locations is “A guide to short term flow
surveys of sewer systems, WRC Engineering, 1987”. This guide discusses the general issues relating
to short-term flow surveys:
• Pre-survey Planning
• Site work - data analysis
• Report and presentation data
• Cross references with Model contract document
As stated in the guidance, as a minimum, 2-6 nodes per 1000 population need to be used. A
resolution of 5 minutes or less need to be incorporated for recording frequency. The incoming and
outgoing flows should balance within 10-percent and all ancillaries need to be checked.
The density of the monitors in the field survey will depend on the catchment area, complexity of the
WW system and the topography. For example for rain gauges, minimum of three monitors need to
be considered (two provide an estimate and one used as a backup. Dependant on the topography
the following schedule need to the followed:
• Flat: 1+1 monitors per 4 km2
• Average: 1+1 monitors per 2 km2
• Mountains: 1+1 monitors per 1 km2

Section 3 – Hydraulic Modeling 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Minimum acceptable calibration accuracy:

• +/- 10% accuracy for volume

• +/- 10 cm for peak levels
Calibration coefficient R2 of 0.9 between measured and simulated results is a good target.

For more guidance please refer to “Code of Practice for the Hydraulic Modelling of Sewer Systems,
by Water Planning Users Group (WaPUG), version 3.001, November 2002” or the latest version.

6. What are the model elements?

A WW network model consists of manholes, pipes, wet wells, lift stations, outfalls, and sub-basins.
The below figure shows how these elements in the model relate to each other.

7. Are there different types of manholes?

There are different types of manholes in a model that perform different functions, in all cases
manholes (often termed as model nodes) are a connector between two or more gravity
sewers/force mains. The most common model manholes/nodes include:
• Manhole – a connection point between one of more pipes comprising a chamber cross-
sectional area and a shaft cross-sectional area
• Storage manhole – a manhole with a large storage to represent a tank or reservoir.
• Wet well/dry well manhole – a manhole used to represent the storage element at a pump
station sump
• Outfall (outlet) manhole – a point at which flow can exit the model. Often used in lieu of a
WWTP or on the overflow from a Sewer Overflow or similar hydraulic control
• Dummy manhole – a manhole included in a model to enable the connection between two links
or to create a bend in a pipe. This type of manhole is only included for purposes of reflecting
the hydraulic representation of the system (ex: twin pipes, pumps at pumping facilities) and
insuring/enhancing model stability. These dummy manholes/nodes do not existing in reality.

8. What is a sub-catchment?
Sub-catchments represents the entire upstream area contributing to a node/manhole in the WW
system.

9. What is flow allocation?

Flow allocations are the computation of inflows that are added to the model via the sub-catchments.

Section 3 – Hydraulic Modeling 3

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

The existing and future inflows described earlier will be allocated in the model as described below.
The peak factors calculated are then applied to the model flows.
• Flows comprise population derived flow, commercial, industrial, institutional and public
buildings flows and base (groundwater) infiltration
• Rainfall derived infiltration
Existing system flows are allocated to the collection system based on water consumption. The
following steps describe how the existing system flows are assigned to the model and the figure
below illustrates the process.
• Obtain data and determine the daily consumption per property and associated occupancy
• Subdivide the service area into sub-catchments or drainage areas
• Calculate the total flow within each sub-catchment and assign the sub-catchment flow to the
corresponding downstream node/manhole.
• Adjust the flow distribution using diurnal patterns using a non-dimensional multiplier for
dynamic simulations, or single peak inflow for steady-state simulations (note that for master
planning purposes, steady-state simulation is deemed sufficient). The diurnal patterns or
variations are generally derived from the flow monitoring surveys for each relevant upstream
catchment of the flow monitoring location. Within the region, it is recommended to investigate
the Friday and weekday diurnal variations, this is in addition to the need to consider seasonal
variations (winter and summer profiles).

Future system flow allocation involves distributing the projected future system flows to the
appropriate nodes/manholes in the computer model. The following steps describe how the future
system flows are assigned to the model. The below figure illustrates the process.
• Obtain the general land use plan showing new development areas
• Add new sub-catchments to represent the new growth areas
• Follow the above steps for existing system flow allocation

Section 3 – Hydraulic Modeling 4

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

10. What are the model outputs?

The model outputs primarily consist of the calculated flows at manholes (nodes) and flow rates
through pipes (links). The model also provides additional data related to pipe flow velocities within
the conveyance network and evaluates the performance of the various components of the system.

11. Does the model need regular updates?

It is recommended to regularly update the model. The model needs to be updated whenever a
change in the system occurs, e.g. replacement/upgrade of main pipes, addition/removal of system
ancillaries such as reservoirs, pumps, and operational modifications, etc.

12. What components of the model are required to be regularly updated?

The components of the model required to be regularly updated are:
• The location, length, diameter, material and invert and ground level at each end of new pipes
• Changes in water consumption, hence the wastewater production
• Changes in network ancillaries location and operation settings
• Location and generation of sewage flows from new developments and/or urban regeneration

Section 3 – Hydraulic Modeling 5

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

13. What are the main planning and design criteria for potable WW networks that need to
be considered in modeling?
The main planning and design criteria for WW networks are summarized in the below table.

Parameter Criteria Remarks

30 years from implementation of the National Water &

Wastewater Master Plan (2020)
Planning horizon 2050 5-year planning intervals need to be considered,
simulated and analyzed in the model, i.e. 2020, 2025,
2030, 2035, 2040, 2045 and 2050

Coverage to all consumers within the area of

jurisdiction of each Water Directorate
Service area coverage 95%-100% 100% target for large urban areas
95% target for other areas including isolated and/or
scattered rural areas

80%-90% of water For details, see Wastewater System Toolbox Section 2 –

Sewage Flow
consumption Wastewater Flows

For details, see Wastewater System Toolbox Section 2 –

Peak Factor 2.5 – 6.0
Wastewater Flows

Ground Water
Approx. 10% of Average For details, see Wastewater System Toolbox Section 2 –
Infiltration and
Daily Flow Wastewater Flows
leakage

Maximum 0.75 x pipe

Depth of Flow -
diameter

Manning’s formula:
1 2 1
𝑄𝑄 = 𝐴𝐴𝑅𝑅 �3 𝑆𝑆 �2
𝑛𝑛

Where:
Q = Flow (m3/s)
Velocity of Flow See remarks
A = Flow Area (m2)
R = Hydraulic Radius (m)
R = A/P, where P = Wet Perimeter (m)
S = Slope

Manning's coefficient n for concrete pipes can be

considered between 0.013 to 0.017

A velocity of 0.6 m/s would be required to transport

Minimum velocity 0.6 m/s sand particles of 0.09 mm size with a specific gravity of
2.65

Section 3 – Hydraulic Modeling 6

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Parameter Criteria Remarks

Maximum velocity 3 m/s -

Minimum size of
200 mm - 250 mm -
sewer

The minimum cover without protection should be 1.00

m above the pipe.
With adequate concrete encasing, the cover can be
Minimum Pipe Cover 1m suitably reduced, if needed.
Maximum depth of sewer pipe can be kept as per site
conditions to minimize the number of pumping
stations, normally 8.0 m - 10 m.

Minimum spacing of manholes varies from 30 m for

Spacing of Manholes 30 m smaller sewer pipes to 300 m for sewers above 2000
mm dia.

Network layout should be planned to minimise the

Network layout See remarks number and head of lifting/pumping and maximise the
use of gravity.

Note: For additional details, refer to “Code of Practice for the Hydraulic Modelling of Sewer
Systems, by Water Planning Users Group (WaPUG), version 3.001, November 2002”.

Section 3 – Hydraulic Modeling 7

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. Why is wastewater safety important?

It is important to secure the WW system to prevent contamination of treated potable water, to
protect water resources and to minimize human contact with wastewater.
Wastewater exposure in the environment can impose economic loss associated with risks to public
health. Improving access to a secure WW system that meets the treatment goals could decrease the
global disease burden.
Waterborne diseases impact communities by exacerbating malnutrition through chronic diarrhea,
inhibiting children’s mental development, reducing school attendance (and work attendance of
parents who need to take care of their sick children), and impeding the ability and availability of time
for economic productivity and basic social functions. The need to purchase medicines to treat the
disease also places additional financial burden on household budget.

2. What approaches should be taken in order to ensure safe wastewater conveyance,

treatment and disposal?
A master plan should consider the multi-barrier approach which will ensure safe conveyance,
treatment and disposal of wastewater through the below four barriers:
• Wastewater conveyance system integrity
• Wastewater treatment
• Minimization of cross contamination with PW system, minimization of human contact and
protection of water sources
• Public information and legislation
Protection of the sewer mains and pump/lift stations and adequately sized wastewater treatment
that meet the discharge requirements will prevent public exposure to raw untreated wastewater.
Achieving the 2030 Vision goals of near 100% wastewater connections will also prevent unwanted
wastewater discharges into the groundwater and marine environment. The conclusions of a master
plan will be recommendations for improvements to ensure an adequate design, construction,
sampling, maintenance and operation practices of WW systems to protect public health.
The selected treatment processes should be treatment trains that address biological, organic and
inorganic substances in the wastewater.
Production at a wastewater treatment plant should be continuously verified with online
instrumentation to measure parameters such as temperature, pH, electrical conductance, redox
potential, turbidity, and dissolved oxygen. Also, daily laboratory analyses are required to validate
that the treatment requirements are met. Treatment systems also provide removal/inactivation of
bacteria and viruses.
The conveyance system plays a crucial role in ensuring that the generated wastewater is transferred
to treatment plants in a safe manner without the potential of cross-contaminating the precious
potable water sources. The integrity of the underground pipes will also prevent leaks that could
potentially contaminate the groundwater.

Section 4 – Health & Safety 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

3. What are the possible hazards that the general public may face from exposure to
wastewater?
A variety of hazardous chemical and biological materials can be contained in the wastewater effluent
and sludge. For the general public, biological contaminants in domestic wastewater that cause
diseases are of greater concern. Biological agents include pathogens such as bacteria, protozoa,
viruses, helminths and fungi.

4. What are the biological risks?

There is a high potential for illnesses arising from contact with viruses, bacteria and other
microorganisms in wastewater. The main routes of exposure are hand-to-mouth contact. Breathing
in a suspension of particles (aerosols) is a less common means of exposure but may occur whenever
wastewater is agitated or aerosolized. This occurs most commonly near incoming wastewater inlets
and sludge treatment areas.
The five main categories of pathogens are:
• Bacteria
• Viruses
• Protozoa
• Helminths (parasitic worms)
• Fungi

5. What are the chemical risks?

Wastewater can sometimes be deficient in oxygen due to organic oxidation and displacement by
carbon dioxide. It can also contain flammable gases such as methane and toxic gases such as carbon
monoxide and hydrogen sulfide (H 2 S). H 2 S is one of the most dangerous gases that can cause nausea
and can also cause deaths as it will displace oxygen in the lungs.

6. What kind of diseases may be caused by exposure to wastewater?

The waterborne diseases include viruses, bacteria and protozoa (parasites) causing a variety of
conditions are presented in the below tables.

Viral Diseases
Disease Disease Causing Microorganism
Gastroenteritis Enteroviruses(67types), Rotaviruses,Parvoviruses,
Reoviruses, Astrovirus, Calcivirus, Norwalk agent
Infectious Hepatitis Hepatitis A Hepatitis B
Aseptic Meningitis Coxsackiviruses, Echoviruses
Respiratory Disease Adenoviruses (31 types), Reoviruses, Coronavirus
Poliomyelitis Polioviruses

Section 4 – Health & Safety 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Bacterial Diseases
Disease Disease Causing Microorganism
Salmonellosis, Typhoid Fever Salmonellae (approx. 1700 types)
Shigellosis Shigellae (4 spp.)
Cholera Vibrio cholerae
Gastroenteritis Escherichia coli (enteropathogenic types)

Protozoan Diseases
Disease Disease Causing Microorganism
Amoebic Dysentery, Ameobiasis Entamoeba histolytica
Giardiasis Giardia lamblia
Balantidiasis Balantidium coli
Meningoencephalitis Naegleria fowleri

Section 4 – Health & Safety 3

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. Why is a secure wastewater infrastructure required?

Water and wastewater systems are vulnerable to a variety of natural and human-caused threats.
Wastewater facilities are part of society’s infrastructure. The control, reliability and integrity of our
wastewater facilities critical to the society.
The motivated anti-social individual or group should have no difficulty conducting undetected
surveillance, being physical or electronic. Once entrance is gained by whatever high-tech or low-tech
means, further penetration and infiltration are unmitigated by poor defences.

2. What is the concept of redundancy in WW systems?

Redundancy ensures that the most critical components of the systems are dependable. A redundant
design might include backup components in a system, or comprise interchangeable components so
that the system can be repaired quickly and without interruption.
Wastewater treatment plants have been including redundant components in their design since the
early 1980s, after two U.S. EPA surveys indicated that a major problem facing treatment plants was a
lack of flexibility in their unit processes. Treatment plants must be able to operate continuously
during equipment failures and while performing routine maintenance that requires equipment to be
taken out of service.

3. Why do we need security and redundancy in WW systems?

Disruption of a wastewater treatment utility or service can cause loss of life, economic impact and
severe public health and environmental impact. If wastewater infrastructure were to be damaged,
the lack of redundancy might cause denial of service.

4. What are the types of wastewater system failures?

The real challenge is preventing significant system failures. The following list captures the most
severe types of WW system failures:
• A contamination incident or threat which could result in adverse impact to public health or
confidence
• Long-term loss of wastewater collection or treatment capacity
• Use of the collection system as a means of attack on other key resources or targets

5. What are the common WW system threats?

The most common WW system threats can be grouped into three different categories:
• Natural disasters
• Human-caused incidents
• Workforce/infrastructure threats
Once the most likely threats have been identified, assessment of the probability and the impact of
an occurrence can be undertaken. The below figure shows the categories of hazards/threats.

Section 5 – Security 1
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

6. How do natural disasters affect the WW system?

Natural disasters such as flooding and sand storms can damage the wastewater infrastructure,
interrupt the continuity of service or affect the treated wastewater quality.
It is critical for a utility to have response plans for such natural disasters. Once plans have been
developed, organizations need to train their employees and conduct exercises to ensure that
everyone understands their responsibilities.
The value and benefits of planning for continuity of operations is that it will help an organization
prioritize tasks and resources, and maintenance and emergency response plans.

7. What are human-caused Incidents that can affect the WW system?

To fully understand the spectrum of threats facing wastewater utilities, system operators must
recognize the types of adversaries, malevolent persons, or groups that may try to prevent utilities
from performing one or more of its essential functions. They do not limit their targets to military
personnel or facilities. Terrorist attacks can happen within our borders, at any time without warning.
This knowledge about potential threats helps utilities form the foundation of a targeted security
program to protect critical assets. A wastewater system’s comprehensive threat profile is an
important factor in risk calculations and methodologies.
There are three broad classes of human-caused threats that wastewater utilities should evaluate.
Those are physical, chemical contamination, and cyber threats. Each wastewater utility must define
the threats in their risk equation to calculate current and future risks and then propose security
upgrades required to reduce those risks.

8. What are Cyber Threats?

Cyber threats to wastewater systems include the intent of individuals or groups to electronically
corrupt or seize control of data or information essential to system operations. Adversaries
attempting an attack via cyber mechanisms may seek out information that contains highly sensitive
knowledge about the vulnerabilities of a system. This includes SCADA systems which contain
computers and applications that perform remote control functions within the system.

Section 5 – Security 2
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

9. How is SCADA related to cyber security?

SCADA systems have contributed greatly to wastewater system efficiencies, by allowing the
collection and analysis of data and control of equipment such as pumps and valves from remote
locations. However, they could also present a significant security risk. SCADA systems are designed
primarily to maximize functionality, not security. This leads to some SCADA networks that could be
vulnerable to disruption of service, process redirection or manipulation of operational system
components that could result in asset failures and public safety concerns. All wastewater system
owners/operators should be aware of SCADA vulnerabilities and take actions to secure their SCADA
networks.
SCADA systems should be designed with the highest resilience and security level possible.

10. What are some examples to sensitive utility information?

Additional cyber vulnerabilities are related to the need to secure sensitive information stored on
data servers and in paper files. Examples of sensitive utility information include vulnerability
assessments, site security plans, response and recovery plans, wastewater system and asset plans
and specifications, descriptions of chemical processes and storage capacity, detailed maps and
drawings, customer records, and financial data.

11. What are the consequences of a cyber-attack?

The threat of a cyber-attack carried out by a hacker can range greatly in sophistication. It can include
low-level access via the Internet only or an individual or group with access to the information
technology structure within an organization. A hacker may have direct access via modem or PC and
may have use of sophisticated hacking tools for the purpose of compromising the system. They may
also have access to administrator functions and may coordinate cyber-attack with a physical attack.
Perpetrators may use sophisticated network gear or other hacking tools. Results of a cyber-attack
may include denial of service, disruption of business functions, or the ultimate destruction of data
and systems.
While the motivations of any of these groups may be unknown, effective security is critical to
protect the assets and systems regardless of who might act out the threat or what their tactics might
be. To get a better handle on which level of external threat to focus on, an organization should go
through a process of determining the potential vulnerabilities of their systems.

12. What are some examples to threats to workforce and infrastructure?

This could be an aging workforce that may result in a spike in retiring employees with substantial
system knowledge, aging infrastructure that could lead to a large-scale infrastructure failure, or a
public health emergency in which many critical field or office employees are not able to report to
work due to illness or dependent care needs.

13. What is physical security?

A certain level of security must be provided for employees and materials, equipment and supplies
they work with. Physical security describes everything that physically protects people and their
materials, equipment, and supplies from harmful natural events, accidents and intentional acts.
Physical security is accomplished operationally by observant and trained employees, passively
through careful building and site location and design, and actively using security devices such as
locks, video monitors, and lighting.

Section 5 – Security 3
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

14. How to accomplish physical security?

There are three general methods of accomplishing physical security. Each works best when
integrated with the other two:
• Operational security through policies and actions taken by observant, trained employees
• Passive security through careful building and site location and design
• Active security through security devices such as locks, video monitors, lighting and standard
identity and access control smartcard system

15. What are the recommendation for building access security?

Building access road shall be fenced off as per the requirements of the relevant agencies.
Building exterior exposed surfaces such as access hatches, doors, etc. are to be vandal resistant.
Ensure that all ventilation louvers to the reservoir are properly secured to prevent entry of foreign
material. All hatches to be lockable.
The exterior of the building shall be provided with high pressure sodium vapor light fixtures (vandal
and tamper resistant) with high power factor ballast and lamps suitable for horizontal, base up or
base down operation. The need for surveillance camera and alarms shall be assessed for each site.

Section 5 – Security 4
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. What is Sustainability and Sustainable Development?

Sustainability is the endurance of systems and processes and Sustainable Development is
development that meets the needs of the present without compromising the ability of future
generations to meet their own needs.

2. What is Water Resources Sustainability?

Water resources sustainability is the ability to use water in sufficient quantities and quality, critically
meeting the needs of humans and ecosystems to sustain life, and to protect humans from the
damage brought about by natural and human-caused disasters that affect sustaining life.
It ensures the availability and sustainable management of water for the watershed and the
community. It also provides water resource variability, e.g. extreme events (droughts and flooding),
and utilizes as appropriate a full range of watershed investment and engagement strategies.
Water resources sustainability engages in long-term Integrated Water Resource Management
(IWRM) and Integrated Urban Water Management (IUWM) and ensures that current and future
customer, community, and ecological water related needs are met.
The sustainable development of water resources:
• Involves policies, plans, and activities that improve equality of access and quality of life for all
• Recognizes the limits and boundaries beyond which ecosystem behavior might change in
unanticipated ways
• Advocates consideration of spatial scales, recognizing that interactions occur among different
geographical ranges globally, nationally, regionally, and locally
• Challenges us to look to the future and to fully assess and understand the implications of the
decisions made today on the lives and livelihoods of future generations and the natural
ecosystems upon which they will rely.

3. What are the main considerations for water resources sustainability?

The following three operational considerations promote sustainability:
• Renewable water resources, e.g. groundwater, must be used no faster than the rate at which
they are replenished
• Non-renewable water resources, e.g. fossil water aquifers, must be used no faster than
renewable substitutes for them can be put into place
• Pollution and wastes must be emitted no faster than natural systems can absorb them, recycle
them, or render them harmless

4. What are the main goals of water resources sustainability?

The main goals of water resources sustainability include:
• Provide safe and equal access to water supplies needed for domestic, municipal, industrial and
agricultural uses
• Provide sufficient water quality/quantity to support ecological functions
• Measure and protect against biological and ecological degradation in aquatic ecosystems and
restore integrity of degraded ecosystems

Section 6 – Sustainability 1
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

• Reduce discharges of pollutants into surface waters and eliminate contamination and
overconsumption of groundwater
• Prevent human health risks due to the spread of waterborne diseases, water contamination
and hostile actions
• Prevent physical modifications from land use/cover changes or hydrologic disturbances within
watersheds that cause risks to humans, natural systems and property
• Encourage a holistic, watershed-based approach to evaluating all water resource issues that is
participatory, democratic, equitable, and socio-economically sensitive
• Develop appropriate water resource policies, institutional arrangements and structures,
financial systems and legal and regulatory authorities to achieve IWRM.

5. What are the simple steps that can be taken towards water resources sustainability?
Some simple steps that can be taken towards water resources sustainability are:
• Promote and improve water conservation and reuse through application of water saving
devices, TSE reuse and new technologies of water conservation and wastewater treatment and
reuse.
• Detect and reduce leakage and un-metered and illegal connections
• Run water saving/conservation awareness campaigns for the communities

Section 6 – Sustainability 2
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. What is resilience?
Resilience is defined as the ability of a system to rapidly adapt and respond to internal or external
changes or disturbances and continue operating with limited impact.
The definitions of disaster, infrastructure, and community resilience reflect that resilience is a
property of a system. A system is composed of interacting parts that operate together to achieve a
function. Resilience describes the overall performance of a system and not its individual
components. Rather than simply measuring the performance of a single component, resilience
measures the state of the entire system. Understanding the performance of individual components
is critically important, however resilience reveals the dynamic interactions among the components in
ways that might enhance or hinder preparedness, response and recovery capabilities.

2. What is Resilience in a WW system?

A WW systems includes:
• Physical components such as pipe collection networks, pumping stations and treatment plants
• Services provided by the wastewater system, i.e. the timely and safe collection and treatment
of wastewater
• The entity that manages the water and the customers

Therefore, resilience in a WW system means that following a disturbance, service provision should
return its original state in regards to all the system components.

3. What are the disturbances that could affect the operation of a wastewater system?
Disturbances that could affect the operation of a wastewater system are:
• Normal operation incidents such as pipe break, pump trip and power outage
• Emergency incidents such as natural disasters, hazardous material releases and cyber and/or
physical terrorist attacks
Wastewater systems must be planned and prepared for enhanced resilience in case of such
disturbances.

Section 7 – Resilience 1
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

4. What are the recommendations for enhancing the resilience of wastewater systems?
Some of recommendations for enhancing the resilience of wastewater systems are:
• Renew aging infrastructure
• Develop a comprehensive O&M program
• Plan for operational continuity
• Combine new operational solutions with capital improvements
• Develop and practice emergency response plans

5. What are the main attributes of emergency/disaster resilience?

The main attributes of emergency/disaster resilience are:
• Robustness – the ability to withstand disasters without significant degradation or loss of
performance
• Redundancy – the ability to substitute system components if significant degradation or loss of
functionality occurs
• Resourcefulness – the ability to identify and prioritize problems and initiate solutions by
mobilizing resources
• Rapidity – the ability to restore functionality in a timely manner, containing losses and avoiding
disruptions

6. How to measure resilience?

Resilience can be measured using indicators of the impact of the disturbance on the system. An
example of a set of indicators that can be used to measure the resilience of a system is:
• Amplitude – indicates the amount of disturbance/damage to the system as the result of an
incident. This could be the direct and indirect and tangible and intangible damage. The higher
the amplitude, the lower the resilience.
• Graduality – indicates the rate of disturbance/damage to the system as the result of an
incident. The higher the graduality, the higher the resilience.
• Recovery rate – indicates the rate of recovery of the system from the consequences of an
incident. The higher the recovery rate, the higher the resilience.
One approach to measuring resilience is to use system analysis and simulation and quantify the
resilience indicators, which is a complex task. However, for master planning purposes, the resilience
indicators can also be qualitatively assessed.
Different options for a system can be assessed for resilience. For example, redundancy in the WW
system can increase reliability and resilience of the system.

Section 7 – Resilience 2
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. What are the stages of developing a GIS for WW systems?

GIS development tasks include:
• Design the database
• Input the data
• Create GIS layers and sort the data into layers
• Create maps and reports as necessary
• Maintain and update system as necessary

2. What is a WW GIS database?

A wastewater GIS database is typically developed as an ESRI-compatible geodatabase with a
geometric network. The data structure is designed to support the wastewater network modeling. It
is also used to support infrastructure management of the wastewater assets in the future.

3. How to develop a database?

A wastewater GIS database is typically developed to support the modeling and infrastructure
evaluation processes of the project.
The typical features of a wastewater system included in a GIS are:
• Pump stations
• Treatment plants
• Pipes
• Manholes
• Valves
• Chambers
• Sampling station
• SCADA Sensors
• Thrust protection structures
The standard projection system WGS 1984 UTM should be adopted with Zone 37, 38 and 39,
depending on the location of the project within the Kingdom.
The below figure shows the overall flowchart for developing a GIS for WW systems.

Section 8 – Information Management Systems (GIS & SCADA) 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

4. How to utilize previous master plan data?

It is recommended to get access to a data source which was collected from previous plans/networks.
As a result, this data could be converted into the new GIS database as a starting point.

5. What is the use of as-built information in the GIS database?

The as-built data and drawings are considered the best sources of information for the wastewater
GIS database. The as-built data and drawings are used as the primary reference for checking the
previous master plan data and to add more detailed attributes to the GIS database.

6. What is data conversion?

It is the data from the previous master plan layers that are converted and inserted into the water GIS
database. This data will need to be confirmed and additional attribute data added from the as-built
data and drawings.

Section 8 – Information Management Systems (GIS & SCADA) 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

7. What is the role of QA/QC?

Quality Assurance and Quality Control (QA/QC) procedures are developed and used to query for
missing or invalid data and ensure the quality of the GIS. These should be run on a regular basis
during the process. As part of the overall quality control process, SQL routines are developed to help
find missing or invalid data.

8. What is the purpose of WW system GIS maps?

On a regular basis as significant progress in the GIS data collection is made, overall system maps are
created to be used by the project team. These maps serve two purposes:
• Provide additional review by project members outside of the GIS team
• Provide maps as reference for other project tasks
Map layouts and map tile system should be created.

9. What is the role of the project team in developing the GIS for WW systems?
The project team can review the WW system GIS maps and make recommendations for required
corrections, updates and field inspections. The reviewers may include task leaders from the
modeling teams, data collection team and others.

10. Is field validation needed?

In some cases the available data for building the WW GIS database are not complete and are not
accurate. Since the WW database is to be used for hydraulic modeling and analysis and asset
management, it is essential that the information is as accurate as possible, particularly connectivity
and elevation data.
Field investigation will verify existing features and their locations and will collect missing data for
attributes. A 10% random field investigation is recommended to be completed and documented as a
random sampling of data.
Field crews can be assigned to missing or suspected data as needed. Field checks should include the
verification of all data components of the GIS data.

11. Who are the data collection team?

The data collection team inspect the major features of wastewater systems. When available, due to
timing of the data, the GIS system maps will be used as a reference by the field inspectors. Any
inconsistencies found can be reported back to the GIS development team for correction.

12. Why is SCADA needed?

Proper operation of a WW system is extremely important to ensure that all the targets such as TSE
and sludge quality are met. The system needs to be designed with features such as Supervisory
Control and Data Acquisition (SCADA) systems with online controls and analyzers to check and adjust
the operation of the WW system, as required.

Section 8 – Information Management Systems (GIS & SCADA) 3

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. Why is operation important and what are some operation considerations for master
planning?
Proper operation of a WW system is extremely important to ensure that all the targets such as level
of service and treatment quality are met. The system should be designed with features such as
Supervisory Control and Data Acquisition (SCADA) systems with online controls and analyzers to
check and adjust the operation of the WW system, as required. Systems can be installed with alarms
to prompt the users in the case that the criteria are not met. Proper operations will not only reduce
the risk of producing off-specification treated effluent but prevent unnecessary wear and tear of the
equipment, save the utilities in energy costs, and reduce the number of staff required to operate the
systems.

2. What are the different types of maintenance?

Maintenance activities can be grouped into two main categories:
• Preventative Maintenance (PM): Activities spent on regularly scheduled and periodic
maintenance as prescribed by the equipment manufacturer, time spent on inspecting the
condition of the equipment according to a planned schedule and time spent on routine
maintenance of equipment which can be scheduled in advance but is corrective in nature
• Emergency Maintenance (also called work order maintenance): Unplanned or breakdown
maintenance effort spent on emergency work requiring a rapid response to protect life,
property or the environment. Also included in unplanned or breakdown maintenance efforts
are those related to maintenance work that causes an interruption to the daily schedule.

3. Why is a preventive maintenance program important?

A preventive maintenance program can prevent problems by helping you maintain your system
properly. Knowing the ongoing needs of your system and taking action to meet those needs will
enhance public health protection, improve system reliability and reduce the cost of maintaining the
WW system.

4. How will a preventive maintenance program guide help?

A guide can provide a schedule of routine Operation and Maintenance (O&M) tasks for WW systems.
It will serve as a planning tool to help systems achieve and maintain performance and the design
conditions to meet treatment, conveyance, and supply targets.
A sample Preventive Maintenance list has been provided below. Preventative maintenance is site-
specific for each WW system and asset and will need be developed for each system on a case-by-
case basis.

Daily
– Read and record wastewater flow
– Conduct security checks
– Record lift pump run times and pump cycle starts
– Check for leaks and fix them immediately
– Make sure the heating and cooling systems are working

Section 9 – Operation & Maintenance 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Weekly
– Record the pumping rate for each sump or pump
– Inspect pump stations

Monthly
– Inspect pumps, motors and controls
– Take appropriate effluent quality samples
– Check sump pumps, and well and pump house flood prevention or detection systems
– Read electric meter at pump house and record
– Submit reports

Quarterly
– Clean pump house and grounds
– Inspect and clean chemical solution feed lines and solution tanks
– Calibrate instrumentation
– Inspect and test standby power generation systems
– Inspect storage tanks for sanitary deficiencies

Biannually
– Exercise half of all mainline valves
– Operate all valves insides the treatment plant, and pump house
– Check pressure relief valves
– Check and record static and pumping levels of each well
– Inspect chemical safety equipment and repair or replace as needed
Annually
– Perform preventive maintenance on treatment plant and pump house buildings
– Inspect, clean, and repair control panels in well house
– Overhaul chlorinators, including O-rings, check valves, and diaphragms
– Review your emergency response plan
– Review your water facilities inventory
– Review your coliform monitoring plan
– Check instrumentation for proper signal input/output
– Test each alarm
– Maintain air compressors
As needed
– Check running amps on well pumps
– Maintain a log of repairs
– Overhaul control valves

Section 9 – Operation & Maintenance 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. What is Asset Management?

Asset Management is the practice through which capital assets are inventoried, monitored, and
managed over time to ensure the longevity and sustained viability of the assets as components of an
effectively functioning system to increase reliability of the system.
Asset management is the management of the physical components of WW systems which can
include pipes, manholes, valves, pumps, motors, wells, instrumentation and control components,
treatment facilities, and any other components that make up the system.
While asset management planning can also include human resources necessary for the proper
operation of the facility, this guide focuses on the ‘hard assets’ or infrastructure only. The assets that
make up a WW system generally have a fixed life cycle and lose value over time as the system ages
and deteriorates. Along with this deterioration, the risk of disruptions in service increases. As
physical system assets age and deteriorate, the cost of maintenance increases as there will be more
downtime associated with fixes.
Similarly, if sufficient revenues are not reserved and the system assets are not adequately
maintained, the utility may be faced with excessive costs that it cannot afford when system
components need to be replaced.
Proper asset management allows a utility to plan responsibly and make more informed decisions
about proactively managing aging assets on a schedule to ensure the long-term sustainability of the
entire system. For propose Asset Management, an inventory of assets needs to be created and
maintained in GIS.

2. Why manage assets?

Successful asset management enables a WW system to maintain a desired level of service in the
most cost-effective manner. Generally, this allows utility managers to proactively rehabilitate or
replace system components on a continual basis rather than waiting to repair failing or damaged
assets.
This approach will prevent considerably more expensive and disruptive operations. Asset
management is important for several reasons:
• Utility assets represent a major public or private investment
• Increased knowledge of the system allows better financial decisions, and can influence choices
when considering options to address various system challenges, e.g. meeting regulatory
requirements or upgrading system security
• Enables efficient and cost-effective operation of the system
• Reliable infrastructure promotes economic development
• Efficient system operation and maintenance is essential to public health and safety and
protection of water quality
• May provide greater access to financial assistance. Some funding sources give applicants extra
credit (higher priority ratings) for having an asset management plan or a capital improvement
plan.

Section 10 – Asset Management 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

3. What are the benefits of Asset Management?

Asset management that fully embraces established principles may have the following benefits:
• Optimizing maintenance costs for the asset life cycle
• Ensuring the long-term sustainability of the utility
• Identifying asset location, condition, and criticality
• Ensuring prolonged asset life through sound decision-making and focused operations and
management
• Promoting system reliability, resilience and sustainability
• Consistently meeting customer demands
• Setting realistic rates based on sound operational and financial planning
• Budgeting focused activities critical to sustained performance
• Meeting service expectations and regulatory requirements
• Reducing occurrences of and improving response to emergencies
• Reducing energy needs and costs
• Improving system security and safety of assets

Section 10 – Asset Management 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. What are the main project implementation considerations in master planning for a
WW system?
• Develop Capital Investment Plan and Implementation Plan - any Master Plan should be
accompanied by a Capital Investment Plan and an Implementation Plan which include the
details of capital investment required and the components of the system that have to be
implemented during the planning horizon of the Master Plan in order to meet the targets of
the water sector.
• The projects identified by the Master Plan should be implementable as per the resources
availability, i.e. budget, staff, etc.
• Implementation Plan should consider long-term sustainability and resilience

2. How should the Capital Investment Plan and Implementation Plan be developed?
The Capital Investment Plan and Implementation Plan should be developed for 5-year intervals.

3. Should the Capital Investment Plan and Implementation Plan be monitored and
updated/revised?
The Capital Investment Plan and Implementation Plan should be closely monitored and
updated/revised, when necessary, during the implementation stages of the Master Plan.

Section 11 – Implementation 1
MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

1. What regulations should be followed for wastewater master planning?

Wastewater master planning efforts need to address all current and future (planned) regulations set
for the Kingdom of Saudi Arabia. The policies and regulations are in line with the Vision 2030 goals
of:
• Providing continuous access to adequate quantities of safe potable water and access to waste
water connection and treatment
• Enhancing demand management across all uses
• Safeguarding and optimizing the use of water resources, while preserving the local
environment for the highest benefit of the Saudi society in this generation and the future
• Ensuring water sector competitiveness and positive contribution to the national economy
through promoting effective governance, private sector participation, localization of
capabilities and innovation
The most-up-to date regulations from applicable agencies need to be obtained and followed. The
future projects identified need to meet all the applicable regulations, including water quality and
water source protection requirements.

2. What are the agencies that establish policies and regulations?

In the KSA, the following agencies have various degrees of responsibilities for environmental, water
and wastewater regulations:
• Presidency of Meteorology and Environment
• Ministry of Environment, Water and Agriculture
• Saudi Standards, Quality and Metrology Organization
• Royal Commission for Jubail and Yanbu

Presidency of Meteorology and Environment (PME)

PME is the primary agency for general environmental law in the Kingdom. It sets performance
standards for direct discharge of wastewater to receiving waters. It also sets pre-treatment
guidelines for discharge to a central treatment facility.

Ministry of Environment, Water and Agriculture (MEWA)

MEWA sets regulations and implementation procedures for municipal wastewater and Treated
Sewage Effluent (TSE). MEWA also sets requirements for TSE reuse.
The following are the potential uses of TSE:
• Agriculture
• Industrial
• Aquifer recharge
• Municipal
• Recreation
• Fish aquaculture

Section 12 – Policies & Regulations 1

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Saudi Standards, Quality and Metrology Organization (SASO)

SASO sets the standards for bottled and non-bottled drinking water. The standards include physical,
biological and microbiological characteristics.

Royal Commission for Jubail and Yanbu (RCJY)

RCJY is an autonomous organization of the Saudi Arabian Government. The Commission is
responsible for developing new industrial cities in Jubail, Yanbu, Ras Al-Khair and Jazan. RCJY is
responsible for developing some water standards for the cities mainly for potable water.

Other Local Ordinances and Standards

Final designs of the water systems shall conform to all applicable general specifications of materials
for waterworks, general specifications for contracts, standard drawings and local ordinances where
the improvements are constructed.

3. What should the master plan cater for?

Master plans should cater for developing, operating and maintaining an environmentally sound,
economically efficient, wastewater collection and treatment system, meeting all applicable treated
effluent quality standards, current and future needs of the customers and taking into account the
future growth plan for certain number of decades in master planning process, while taking into
consideration the needs of the cities at ultimate build-out. The Master Plan should take into account
the measures to ensure the quality and quantity of surficial aquifers that are to be protected to
guarantee public health and to conserve the public potable water supply.

4. What are the coastal or wastewater channel discharge limits?

Point source coastal or wastewater channel discharges are governed by the Presidency of
Meteorology and Environment (PME) and are prescribed under the General Environmental
Regulations and Rules for Implementation (2001). Section 13 of the Rules for Implementation detail
performance standards for organic, inorganic and biological pollutants and are set to limit
environmental discharges to coastal waters or wastewater channels. The limits are applied to
discharges at the end of the sewage outfall.
The following tables summarize the standards contained within Section 13 of the Rules for
Implementation.

Coastal/Water Channel Physiochemical Discharge Limits

Parameter Maximum Value
Floatables None
pH 6-9
Total Suspended Solids (TSS) 15 mg/l (max)
Temperature To be determined by PME on individual basis
Turbidity 75 NTU (max)

Section 12 – Policies & Regulations 2

MEWA WATER & WASTEWATER MASTER PLAN
Master Plan Guidelines – Wastewater System Toolbox (WW)

Coastal/Water Channel Organic Pollutant Discharge Limits

Pollutant Maximum Value (30 day average)
Biochemical Oxygen Demand (BOD) 25 mg/l
Chemical Oxygen Demand (COD) 150 mg/l
Total Organic Carbon (TOC) 50 mg/l
Total Kjeldhal Nitrogen (TKN) 5 mg/l
Total chlorinated hydrocarbons 0.1 mg/l
Oil and Grease 8 mg/l (not exceeding 1.5 mg/l in single sample)
Phenols 0.1 mg/l

Coastal/Water Channel Inorganic Pollutant Discharge Limits

Pollutant Maximum Value (30 day average)
Ammonia (as nitrogen) 1.0 mg/l
Arsenic 0.1 mg/l
Cadmium 0.02 mg/l
Chlorine (residual) 0.5 mg/l
Chromium (total) 0.1 mg/l
Copper 0.2 mg/l
Cyanide 0.05 mg/l
Lead 0.1 mg/l
Mercury 0.001 mg/l
Nickel 0.2 mg/l
Phosphate (total as P) 1.0 mg/l
Zinc 1.0 mg/l

Coastal/Water Channel Biological Pollutant Discharge Limits

Pollutant Maximum Value (30 day average)
Total Coliforms 1000 Most Probable Number (MPN) per 100 ml

The Rules for Implementation call for adequate mixing and dispersion within the receiving waters
and that a mixing zone be designed to minimize adverse effects on the designated beneficial uses.
No information of initial dilution nor dispersion is provided. It is noted that the PME will determine
the adequacy and area of the mixing zone on an individual basis.

Section 12 – Policies & Regulations 3