Job Description:
We are looking for a qualified and highly motivated Project Engineer, Water Engineering with 4-7 years’ experience in water distribution engineering to join our Marlborough office. The selected candidate will work directly with our clients and a team of design engineers in a variety of civil engineering projects including pipelines, pump stations, and water treatment. The successful candidate will have a proven record of meeting project deadlines and budgets. Other responsibilities include mentoring and training junior engineers, coordinating / participating in the preparation of plans and specifications, technical report writing, and documenting project activities, findings, and recommendations, with limited supervision. The candidate must be a self-starter with a solid understanding of the consulting engineering industry. Familiarity with Deltek Vantagepoint project management system a plus.
Requirements:
- Bachelor’s degree in Civil or Environmental Engineering.
- 4-7 years of experience in the consulting engineering industry involving the design of municipal water systems.
- Registered Professional Civil Engineer in the State of Massachusetts or the ability to obtain through reciprocity.
- Previous experience working on and managing projects for municipal water clients.
- Proven history of developing and managing projects from design through construction.
- Candidate must have strong technical skills.
- Strong written and verbal communication, organizational and interpersonal skills.
- Candidate must be able to work well independently and in teams and manage multiple projects simultaneously.
Please note that Tata & Howard does not sponsor applicants for work visas.
Municipal water treatment and distribution requires an exorbitant amount of resources, wreaking havoc on the environment and on budgets. And it’s getting worse. Over the past several years, operating costs have consistently been on the rise, while municipal budgets continue to shrink. In addition, regulatory requirements are increasing, forcing municipalities to upgrade treatment processes ahead of schedule. These changes result in limited unsustainable systems and utilities scrambling to find ways to manage their insufficient operational budgets while maintaining levels of service. The good news is that low-cost initiatives exist that can provide quick and significant cost and environmental savings and increase system sustainability.
Efficiency and sustainability are no longer considered luxuries for water systems. Rather, incorporating green initiatives into infrastructure design and operational standards has become crucial to the future sustainability of water systems. And while utilities today value cost-effectiveness over environmentalism due to the criticality of their budgets, there will likely be a shift in thinking as these systems ease the burden of their unsustainable operational costs through effective practices such as efficiency and water loss reduction.
Pollution Prevention Week takes place each year during the third week in September. This special week celebrates the passing of the Pollution Prevention Act in 1990, and serves as an opportunity for businesses, individuals, governments, organizations, and groups to focus on pollution prevention (P2) by celebrating their sustainability achievements, expanding current practices, and implementing new initiatives. In addition, P2 Week serves to remind individuals and organizations of the myriad ways that pollution can be prevented.
The term “Lean” has become widely used in the manufacturing sector since the late 1980s when it was first used by James P. Womack, Ph.D. of MIT’s International Motor Vehicle Program to describe Toyota’s highly successful manufacturing process and business model. While its core premise of eliminating waste is quite simple, identification of waste and implementation of best practices takes effort. Waste can be defined as any process or activity without value — such as overproduction, defects, and waiting — and accounts for up to 60% of a typical manufacturing company’s production activities.
The Lean Enterprise Institute (LEI), long considered the premier resource for lean theory and training, identifies the five key Lean principles as value, value stream, flow, pull, and perfection. Value is always defined through the customer, and addresses such issues as price point, delivery timelines, requirements, and expectations. Value to a water or wastewater utility may include price, quality of water or effluent, reliability of service, and meeting regulatory requirements.
Purpose
Because it is often referred to as lean manufacturing, there is a misconception that Lean is strictly for manufacturing organizations. In fact, Lean is not a set of tactics or a simple method of cost reduction; rather, Lean is a completely different way of thinking and operating on an organization-wide basis.
The truth is, there is too much at stake to keep ignoring our weakening infrastructure. If we do not do something soon, Americans may be in for some serious surprises. Imagine not being able to drink the water that comes out of our faucets or even take a shower without worrying about water borne diseases and bacteria. If we wish to seriously improve our water infrastructure, we need collaboration from all parties, both public and private. Politicians and lawmakers need to take definitive action and commit to a sustainable and reliable plan to make our water systems safe and adequate for the future. We need to make the condition of our country’s water systems a top priority.
Water poverty has long been considered a global crisis, with over 783 million people worldwide — that’s one in nine people — lacking access to a safe, clean water supply. Over half of the world’s hospital beds are filled with people afflicted with water-related illness, and over 80% of illnesses in sub-Saharan Africa are directly attributable to poor water and sanitation conditions. There are a plethora of charities dedicated to solving the global water crisis, including Tata & Howard’s and AWWA’s charity of choice 
The answer to solving the water crisis of Navajo Nation is not simple. Bringing safe, clean water to the people of Navajo Nation will require both public and private investment. It will also require fair legislation that allows the Navajo to keep rights to water on their land while requiring the federal government to fund the 
Wastewater. It’s something that will always exist, and will always require collection and treatment. Just like improved water, improved sanitation is one of the key contributing factors to a developed nation, significantly improving public health, educational opportunity, and workforce viability. And while the United States boasts nearly 100% improved water and sanitation, there is still cause for concern.
In March of 2015, the Congressional Budget Office (CBO) published a report on annual government expenditures on infrastructure, titled 
To further complicate matters, capital expenditure has decreased at a faster rate than O&M expenditure. From 1956 to 1980, public spending was basically split between capital expenditures — to build or replace water and wastewater systems — and O&M of the systems. However, since 1980, O&M spending continued to grow at an annual rate of 4%-6% to the 1990s, and then at an annual rate of 1%-3% through 2009, since when it has remained flat. In contrast, capital spending grew at an annual rate of only about 1%-2% since 1980, and has declined at an average annual rate of 4% since 2009. Governments now spend twice as much on O&M of their existing systems than on capital expenditures to repair, rehabilitate, or replace existing assets or for the installation of new infrastructure. In addition, state and local government is now saddled with nearly the full burden of capital expenditure, as federal spending has been steadily on the decline since 1976.
Hydraulic modeling
To continue as a leading industrialized nation, our wastewater utilities must not only remain safe and functional, but also progressive and up to date with current and future regulations. Because funding is declining while costs and population are increasing, it is more important than ever for wastewater utilities to methodically prioritize and plan all repairs and improvements. Only through the implementation of a well-researched and systematic course of action will utilities be prepared to provide safe and dependable wastewater services both now and in the future.
In addition to the six Minimum Control Measures included in the original 2003 Permit, the 2016 Massachusetts MS4 General Permit also specifically includes limits to Total Maximum Daily Loads (TMDLs). TMDLs set pollution limits for affected waterways. These pollution limits represent the maximum amount of pollutant a specific body of water can handle before marine life, wildlife, and/or recreational uses become adversely affected. Because stormwater has the potential to have a significantly negative impact on waterways, TMDLs are a necessary protection measure. Unfortunately, addressing stormwater contributions to TMDLs will require that many communities make some structural and treatment modifications to their stormwater systems, and these take both time and money.
Fortunately, stormwater assessments that are conducted by licensed professional engineers, such as Tata & Howard’s MS4 Compliance Assessments, provide a significant return on investment. As part of the assessment, the entire system is meticulously evaluated for the most budget-conscious ways in which to fully meet compliance. Permit exclusions will also be assessed and all previous stormwater work will be documented to establish proper credit. The assessment also provides a well-planned course of action that is defendable when justifying projects and procuring funding.