Estimating Staffing for
unicipal Wastewater
Treatment Facilities
U.S. Environmental Protection Agency
Office of Water Program Operations
Washington, D.C. 20460
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ESTIMATING STAFFING
FOR
MUNICIPAL WASTEWATER TREATMENT FACILITIES
OPERATION & MAINTENANCE PROGRAM
Office of Water Program Operations
U» S. Environmental Protection Agency
Washington, D. C. 20460
Contract No. 68-01-0328
MARCH, 1973
For sale by the Superintendent of Documents, U.S. Government Printing Office, Washington, B.C. 20402
Price $1.25 domestic postpaid or $1 GPO Bookstore
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EPA REVIEW NOTICE
This report has been review by the Office
of Water Program Operations.
Approval does not signify that the contents
necessarily reflect the views and policies
of the Office of Water Program Operations,
nor does mention of trade names or commercial
products constitute endorsement or recommendation
for use.
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Inquiries pertaining to this report should be directed to:
OPERATION AND MAINTENANCE PROGRAM
Office of Water Program Operations
U. S. Environmental Protection Agency
Washington, D. C. 20460
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CONTENTS
Page
INTRODUCTION
STEP 1. DEVELOPING ADJUSTMENT FACTORS
Plant Layout
Unit Processes
Level of Treatment
Type of Waste Removal Requirement
Industrial Wastes
Productivity of Labor
Climate
Training
Automatic Monitoring
Automatic Sampling
Off-Plant Laboratory Work
Off-Plant Maintenance
Pattern of Staffing
Age and Condition of Equipment
Storm and Infiltration Flow
Operation at Less Than Design Flow
STEP 2. DEVELOPING ANNUAL-MANHOUR STAFFING FOR AN
"AVERAGE"PLANT
STEP 3. APPLYING ADJUSTMENT FACTORS
STEP 4, BREAKING DOWN ANNUAL MANHOURS INTO SPECIFIC JOBS
2
2
3
3
3
4
4
4
5
5
5
5
7
7
7
APPENDIXES
A SOURCES AND USE OF DATA, STAFFING FOR
PLANTS NOT COVERED
B USING THE STAFFING ESTIMATE WORKSHEET
Example I: Trickling Filter Plant, 1.0 mgd
Example II: Activated Sludge Plant, 9,5 mgd
Example III: Activated Sludge Plants with Relatively Extreme
Staffing Needs, 20,0 mgd
B-l
B-5
B-9
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CONTENTS (continued)
Page
C WHETHER TO PROVIDE 24-HOUR STAFFING
D STAFFING CURVES AND TABLE
Supervisory and Administrative D-l
Clerical D-2
Laboratory D-3
Yardwork D-4
Raw Sewage Pumping D-5
Screening and Grinding D-6
Grit Removal D-7
Primary Clarification D-8
Aeration D-9
Trickling Filters D-10
Secondary Clarification, Activated Sludge D-ll
Secondary Clarification, Trickling Filtration D-l2
Chlorination D-l 3
Anaerobic Digestion D-l4
Aerobic Digestion D-l5
Gravity Thickening D-l6
Flotation Thickening D-l 7
Sludge Drying Beds D-l8
Sludge Lagoons D-l9
Separate Chemical Coagulation and Settling D-20
Lime Recalcination D-21
Ammonia Stripping D-2 2
Two-Stage Recarbonation D-2 3
Mixed-Media Filtration D-24
Granular Carbon Adsorption D-25
Granular Carbon Regeneration D-26
Nitrification-Denitrification D-27
Ammonia Removal by Selective Ion Exchange D-2 8
Demineralization by Ion Exchange D-29
Reverse Osmosis D-30
Electrodialysis D-31
Stabilization Ponds D-32
Aerated Ponds D-3 3
UNIT MANHOUR REQUIREMENTS D-34
E TASK AND JOB DESCRIPTIONS
BIBLIOGRAPHY
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CONTENTS (continued)
Page
TABLES
Table of Adjustment for Local Conditions 6
Table A-1 Treatment Plants Visited-List A-3
Table A-2 Treatment Plants Visited—Capacities and Processes A-5
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INTRODUCTION AND STEPS 1-4
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INTRODUCTION
This manual, intended for use by consulting engineers, plant management personnel, state
regulatory agencies, and the EPA, describes a four-step method for preparing staffing
estimates for sewage treatment plants. It covers plants with capacities of from 0.5 to
25-mgd (million gallons per day) of sewage, using primary, secondary, and advanced
treatment processes. The four steps are to:
1. Develop from a Table of Adjustment for Local Conditions, factors for
increasing or decreasing staffing needs relative to those for an "average" plant.
2. Develop the staffing for such an "average" plant from a number of curves that
show annual manhour needs for:
a. Supervisory, clerical, laboratory, and yard work on the basis of plant
design capacity.
b. Operation and maintenance work on the basis of both plant design
capacity and types of process units or steps.
In addition, develop from a table the operation and maintenance manhour
needs for certain types of non-continuous processes on the basis of the time
that the equipment for these processes is in operation.
3. Increase or decrease the annual-manhour staffing for these six types of work by
using the factors taken from the Table of Adjustment for Local Conditions.
4. Break down this staffing by type of work into specific jobs.
Because of the many differences in personnel and operational efficiencies from plant to
plant, the staffing estimates prepared according to this manual should not be used as rigid
requirements. Step 1 permits the staffing significance of these differences to be
approximated. However, the final decision on the staff required for a particular plant
should be made by a person experienced with similar plants in a similar area: ultimately,
a plant staffing requirement must be a matter of judgment.
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STEP 1 DEVELOPING ADJUSTMENT FACTORS
The staffing adjustment factors, shown in the Table of Adjustment for Local Conditions
(TALC), were developed from staffing studies of 35 treatment plants through the U. S,
(These studies are discussed briefly in Appendix A.) Some experience and familiarity in
treatment plant layout, design, and operations is needed to select or interpolate between
the factors shown in TALC. However, TALC does not require you to be a treatment
plant expert.
Enter the individual TALC factors, and their totals for each of the basic staffing
categories in the first table of the Staffing Estimate Worksheet, as it is done in the
sample worksheets in Appendix B. You can copy the blank worksheets in the appendix
for your own use. Each of the adjustment factors is explained below.
PLANT LAYOUT
Plant layout affects operation and maintenance staffing because of the time required to
walk from one piece of equipment to another. It also affects yardwork, particularly if. to
keep up appearances in a residential area, grass, flowerbeds, and shrubs must be tended.
High land costs or other reasons for restricting the site area may make a plant more
compact than it would ordinarily be. Sometimes, plant enlargements or the shape of
available property may make the plant more extended than ordinary.
Generally speaking, if there are or were no reasons for restricting the site area during
design, and if there are no extended expansion layouts or awkward site shapes that
extend the layout, the layout can be considered average.
As a general rule, for a given design flow, the layout of a primary treatment plant is
slightly more compact than a secondary treatment plant, and the layout of a secondary
plant more compact than an advanced treatment plant. TALC accounts for this normal
type of difference in the "Level of Treatment" adjustment The "Layout" adjustment
refers to unusual layout conditions.
UNIT PROCESSES
A plant where process equipment units of the same type come from different
manufacturers is less efficient to maintain than a plant where all or most of the
equipment of the same type is from the same manufacturer. Similarly, a plant with
non-standard process equipment-such as a filter press rather than a vacuum filter for
dewatering—will be less efficient to maintain and operate, as far as staffing goes, than a
plant with standard equipment.
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LEVEL OF TREATMENT
Higher levels of treatment require more staff and more staff training. Note that TALC
decreases the advanced process maintenance staff additions, as they are given on the Step
2 curves, by 20 percent. This is because of maintenance economies of scale that can be
realized when advanced processes follow secondary processes,
TYPE OF WASTE REMOVAL REQUIREMENT
Waste removal requirements generally stipulate either the percentage of wastes to be
removed from the incoming sewage or the maximum concentration of wastes that will be
permitted in the plant effluent. The latter requirement entails more laboratory work and
greater operational care, staffing factors for which are provided by TALC. Operation and
maintenance manhours added by removal standards strict enough to require advanced
treatment processes are covered in the Step 2 curves for these processes,
INDUSTRIAL WASTES
Industrial waste loadings, if constant, can usually be provided for in-plant design or
regular operations practices, so that these wastes do not require significant extra
attention. However, when industrial waste loadings vary, either seasonally or erratically,
the added attention they require adds to the operations workload. Erratic, unpredictable
industrial waste loadings add also to the laboratory workload,
PRODUCTIVITY OF LABOR
The productivity of labor in a sewage treatment plant depends chiefly on two things,
which are hard to quantify, One is morale—job satisfaction and pride in the plant
working well. The other is the rigidity of job definitions and areas of work responsibility;
too much rigidity can result in some men being overworked while others are
underworked. Union contracts should thus be examined when setting the productivity
factor.
In small plants, of less than about 10-mgd capacity, high morale can make a great
difference in productivity. In large plants, with capacities of around 25-mgd and more,
the complexity of staffing organization makes it difficult to use the factor of morale to
good advantage. Labor productivity is thus usually lower in larger plants than in the
better-run of the smaller plants.
As discussed in Appendix A, this manual uses 6-1/2 hours of productive work per man
per day which amounts to 1,500 hours per year as the normal level of labor productivity.
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CLIMATE
Ordinarily, the major impact of climate on most aspects of sewage treatment plant
staffing is offset with proper design. Maintenance work, however, is hindered by extreme
winters and TALC accounts for this. Where winters are moderate, as along the Pacific
coast, the maintenance manhours indicated on the Step 2 staffing curves need no
adjustment. Where winters are extreme, as in the northern continental states, the
maintenance manhours indicated on the curves should be increased.
TRAINING
Generally speaking, good training makes a treatment plant staff more efficient. The Step
2 curves assume that plant personnel have the uniformly high level of training indicated
by certification, but do not have the benefit of a continuing education program. Thus, as
reflected in TALC, a plant can be assumed to be more efficient than indicated by the
Step 2 curves if it has a continuing education program, but less efficient if its personnel
do not have to be certified. Although not shown in TALC, supervisory manhours will
need to be increased slightly if the plant is participating in programs similar to the
government-sponsored Emergency Employment Act, Employment Supplement Program,
Public Employment Program, or other similar local programs.
The effects of training may also be looked at from a monetary standpoint. Since an
operator is entrusted with a very large investment—the plant itself, it is necessary to be
sure that he knows how to get the most out of the plant—how to use it most efficiently.
If the staff is not well enough trained to get the most out of the plant, some of the
investment in the plant is being wasted,
Many training programs are available. The ones in your area can be found by asking the
state or the EPA. More comments on training and training manuals can also be found in
the references in the Bibliography.
AUTOMATIC MONITORING
Automatic monitoring, as the term is used in this manual, means the continuous,
instrumented sensing of process variables, such as chlorine residual, dissolved oxygen,
sludge density, and turbidity. It may, but in most plants today, usually does not include
control functions. While it permits closer and more efficient process control, its potential
for decreasing staffing needs may be offset by its requirements for frequent repair and
calibration involving relatively high maintenance skills. The table does show decreasing
staffing needs for increasing levels of automatic monitoring. See Appendix C for more
comments on this topic.
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AUTOMATIC SAMPLING
Manual collection and compositing of samples is done either by plant operators or
laboratory personnel or both. Time is lost, both for the actual sampling, and the
transition time between one task and another. Laboratory and operations time for such
sampling can be reduced by equipment that automatically collects and composites test
samples, As TALC indicates, both laboratory and operations manhours decrease as the
number of automatic sampling points are increased.
OFF-PLANT LABORATORY WORK
Letting outside contracts for laboratory work reduces laboratory staffing needs. Generally
such contracts are most economic when they are used for testing receiving waters—for
such waste indicators as heavy metal concentrations, toxicity, and pesticides—and for
testing requiring special equipment, such as coliform tests. Usually, letting laboratory
contracts for process control is economic only when several treatment plants, serving a
regional sewerage district, are grouped together.
OFF-PLANT MAINTENANCE
Contracts for off-plant maintenance are usually let for two types of work. One is ground
and building maintenance, which can be economic even at small plants. The other is
instrument and control system maintenance, which requires special skills. Some
maintenance that cannot be scheduled, such as electric motor rewinding or clarifier
mechanism repair, may be done by outside personnel on a job-by-job basis. In none of
the plants visited in preparing this manual was all maintenance done by off-plant
personnel: at the very least, preventive equipment-maintenance such as lubrication still
had to be done by the plant staff.
PATTERN OF STAFFING
Commonly, night staffing is about one-third of day staffing, and weekend staffing about
one-third of weekday staffing. When this ratio is lower or higher, the total staffing should
be adjusted proportionately as indicated in TALC.
TALC does not answer questions about the organization of the shift staffing. This should
be decided by the treatment plant administration.
A list of considerations for 24-hour staffing are given in Appendix C.
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TABLE OF ADJUSTMENT FOR LOCAL CONDITIONS
LOCAL CONDITION
PLANT LAYOUT
UNIT PROCESSES
LEVEL OF TREATMENT
TYPE Of WASTE REMOVAL
REQUIREMENT
INDUSTRIAL WASTE
PRODUCTIVITY OF LABOR
CLIMATE
TRAINING
AUTOMATIC
MONITORING
AUTOMATIC
SAMPLING
OFF- PLANT
LABORATORY WORK
OFF- PLANT
MAINTENANCE
AGE AND CONDITION
OF EQUIPMENT
STORM AND
INFILTRATION FLOW
PRESENT FLOW OPERATION
AT LESS THAN DESIGN FLOW
PATTERN OF STAFFING
ADJUSTMENT
COMPACT
YARDWORK: -so%
OPERATIONS, MAINTENANCE: -/ox
STANDARD EQUIPMENT,
SAME MANUFACTURER
MAINTENANCE: -/ox
PRIMARY
SUPERVISORY, CLERICAL,
OPERA TIONS : -SOX
LABORATORY: -20 x
YARDWORK: -/ox
AVERAGE
NO ADJUSTMENT
STANDARD EQUIPMENT,
DIFFERENT MANUFACTURERS
NO ADJUSTMENT
SECONDARY
NO ADJUSTMENT
PERCENTAGE OF WASTE REMOVAL
SUCH AS'85% REMOVAL OF BOD"
NO ADJUSTMENT
NONE OR CONSTANT
NO ADJUSTMENT
HIGH
OPERATIONS, MAINTENANCE : -11%
EXTENDED
YARDWORK: *so%
OPERATIONS, MAINTENANCE: *io %
NON-STANDARD EQUIPMENT,
DIFFERENT MANUFACTURERS
OPERATIONS, MAINTENANCE: '/ox
*
ADVANCED
SUPERVISORY, CLERICAL,
LABORATORY: '2% /AWT PROCESS
OPERATIONS . "OX
MAINTENANCE: -20%
YARD WORK '. *IO%
AMOUNT OF WASTE IN EFFLUENT, SUCH
AS "NO MORE THAN 20 MG/L BOD"
LABORATORY: '/ox
OPERATIONS: »J v.
SEASONAL
OPERATIONS: 'ix
AVERAGE (6'/2-HR/DAY)
NO ADJUSTMENT
MODERATE WINTERS
NO ADJUSTMENT
CERTIFICATION AND
CONTINUING EDUCATION
SUPERVISORY: -wx
OPERA TIONS : - 5 X
NONE
OPERATIONS. tSX
NONE
LABORATORY, OPERATIONS: '3%
NONE
NO ADJUSTMENT
NONE
NO ADJUSTMENT
ERRATIC
LABORATORY, OPERATIONS .' ' IO %
LOW
OPERATIONS, MA/NTENANCf: 'IS X
EXTREME WINTERS
MAINTENANCE : +10%
CERTIFICATION BUT NO
CONTINUING EDUCATION
NO ADJUSTMENT
MONITORING ONLY
NO ADJUSTMENT
OF INFLUENT AND EFFLUENT
LABORATORY, OPERATIONS :- S X
FOR RECEIVING-WATER
MONITORING ONLY
LABORATORY .' -10%
CORRECTIVE MAINTENANCE ONLY
MAINTENANCE: - 21 x
RELATIVELY NEW AND/OR
WELL- CARED FOR
NO ADJUSTMENT
NEITHER CERTIFICATION NOR
CONTINUING EDUCATION
SUPERVISORY, OPERATIONS: +10 x
MONITORING WITH FEEDBACK
OPERATIONS : -SX
MAINTENANCE: 'S x
THROUGHOUT PLANT
LABORATORY . -/OX
OPERATIONS: -s%
FOR ENTIRE PLANT
LABORATORY . - IOO X
ALL MAINTENANCE EXCEPT MINOR
PREVENTIVE EOUVMENT MAINTENANCE
MAINTENANCE . -90%
RELATIVELY OLD AND/OR
POORLY CARED FOR
INCREASE MAINTENANCE: '/ox
NO ADJUSTMENT, EXCEPT MAY INCREASE SOLIDS DISPOSAL
FOR INCREASED SCREENINGS AND GRIT
NO ADJUSTMENT, EXCEPT COMPLETELY BYPASSED
UNITS MAY BE SUBTRACTED OUT
SMALLER NIGHT AND WEEKEND
STAFF THAN ORDINARY
DECREASE APPROPRIATE
STAFFING PROPORTIONATELY
Of DAY STAFF
WEEKEND STAFF: i FOR EVERY 3 OF
WEEKDAY STAFF
NO ADJUSTMENT
LARGER NIGHT AND WEEKEND
STAFF THAN ORDINARY
INCREASE APPROPRIATE
STAFFING PROPORTIONATELY
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AGE AND CONDITION OF EQUIPMENT
Maintenance workload will increase if plant equipment is old or improperly cared for.
The amount that it will increase is highly variable, but has been set at 10 percent in
TALC for initial estimation.
STORM AND INFILTRATION FLOW
Storm and infiltration flows from combined, sanitary, and storm sewer systems will, up
to a point, be anticipated in plant design. Staffing to meet these flows will thus, up to
some point, be included in the Step 2 curves, which are based on design capacity,
Storms, however, will periodically overload these combined-system plants. Extra staffing
to take care of the resulting process upsets and heavy grit and solids loadings must be
obtained, on an emergency basis, as needed. It is not practical to staff-and TALC,
therefore, does not provide for staffing—a combined-system plant to handle these periodic
peak storm loads. While personnel from other city departments may possibly be
borrowed, generally plant staff can be reassigned to help during storm loading conditions.
OPERATION AT LESS THAN DESIGN FLOW
This manual assumes that a sewage treatment plant—if all equipment is operating—will
require the same staff at less than design flow as it would at full design flow. If certain
process units can be totally by-passed, then the manhours required for that particular
process would become those required for the actual flow through the process.
STEP 2. DEVELOPING ANNUAL-MANHOUR STAFFING
FOR AN "AVERAGE"PLANT
Curves D-l through D-4 in Appendix D show the annual supervisory, clerical, laboratory,
and yardwork manhours at an "average" sewage treatment plant, on the basis of plant
design flow. Curves D-5 through D-33 show annual operation and maintenance manhours,
also on the basis of plant design flow, for plant unit processes. They assume 24-hour,
seven-day-a-week operations, with nighttime staff one-third of day staff, and weekend
staff one-third of weekday staff. (See page 10 for example). The curves are valid only for
plants of from 0,5 to 25-mgd and should not be extrapolated beyond that range. They
do not cover collection system maintenance or off-plant (contract) laboratory work.
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Using the curves, enter the annual manhours for each type of work and process unit in
the second table of the Staffing Estimate Worksheet. Note how it is done in the sample
worksheets in Appendix B. Remember to use design flow with the curves, not present
flow. Present flow is used only for idle (bypassed) process units.
Table D-34, which follows the curves, shows operation and maintenance manhours per
hour of unit operation for the process units of centrifugation, vacuum filtration, and
incineration. Develop annual operation and maintenance manhours for these units and
enter them also in the second table of the Staffing Estimate Worksheet.
STEP 3. APPLYING ADJUSTMENT FACTORS
This step is just arithmetic. Simply apply the totalled adjustment factors from the first
table of the Staffing Estimate Worksheet to the total annual manpower estimates for each
type of work in the second table of the worksheet. For instance, in the Example I
sample worksheet in Appendix B, the total adjustment factor for Operations is plus 15
percent. The total annual manhours for Operations, before adjustment, is 1,468: adding
15 percent and rounding to the nearest 10 brings it to 1,690.
STEP 4. BREAKING DOWN ANNUAL MANHOURS
INTO SPECIFIC JOBS
Rather than try to limit you to any given set of job titles and descriptions, this manual
uses six general classifications of work. These classifications are on the worksheet and
also appear in TALC. They are supervisory, clerical, laboratory, operations, maintenance,
and yard. Yard includes the jobs that do not fit into the other categories: custodial,
general housekeeping, operator assistance, for example.
Definitions of these six categories are given in Appendix E to help you decide what kind
of men you need. Twenty-one job titles and descriptions developed in previous studies
are also included in the Appendix to help you in making up your own job classification
system.
The procedure, as shown in the examples, is to develop, from TALC and the curves, a
column of figures giving the annual productive manhours in each of the six categories.
These manhours are then divided by 1,500 to determine the number of men in each
category. (Round off to the nearest one-tenth in figuring these numbers.) This second
column now gives you a basis for making job assignments.
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Fifteen hundred (1,500) hours per year assumes a 5-day work week, an average of 29
days for holidays, vacations and sick leave, and 6-1/2 hours per day of productive work.
If conditions at your plant are significantly different, you might want to develop a
different figure.
Any fractional amounts of men obtained in column two should be combined whenever
possible. This would mean you might have a man performing both the supervisory and
clerical jobs, or both the operations and lab work. These combinations should be
reasonable—both from the standpoint of what the men have to do and what kind of men
are available.
If the manual is being used on an expansion of an existing plant, every effort must be
made to interface the existing personnel setup most effectively with the plant expansion.
You should work through the examples in Appendix B to acquaint yourself with the
allocation procedure. For instance, Example I in Appendix B shows a particular LO-mgd
trickling filter plant as calling for the following annual manhours:
Supervisory 540
Clerical 50
Laboratory 340
Yard 470
Operations 1,690
Maintenance 1,600
Total 4,690
Dividing these manhours biy 1,500 gives the following breakdown:
Supervisory 0.4 men
Clerical 0
Laboratory 0.2
Yard 0.3
Operations 1.1
Maintenance 1,1
Total 3 men (to nearest half man)
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A reasonable allocation among these three men here might be:
Supervisor 60% in operations
40% in supervision
Operator 50% in operations
30% in maintenance
20% in lab work
Maintenance Man 70% in maintenance
30% in yard work.
Different job titles might be used, but this tells you what kind of men you need and
each man's responsibility.
It should be recognized that TALC implies a certain pattern of staffing-the median level
or: 'the week night staff equal to 1/3 of the weekday staff and the weekend staff equal
to 1/3 of the weekday staff.' These formulas or rules-of-thumb are best explained by an
example:
Let's assume that, after working through the curves and TALC, we arrive at an estimate
of 20 men. What is the median pattern of staffing for this total of 20? We know that the
total of the weekday and weekend staff is 20 and that the weekend staff is 1/3 of the
weekday staff, so we can write the following equations:
(weekend) + (weekday) = 20, and
1/3 (weekday) = (weekend).
Substituting, we have:
1/3 (weekday) + (weekday) = 20, and solving this:
weekday staff = 3/4 (20) = 15.
This means that the weekend staff is the remainder, or 5.
Now, we know that the total week day staff is 15, and also that the nighttime staff is
1/3 of the daytime staff. Therefore, we can write:
(daytime) + (nighttime) = 15, and
1/3 (daytime) = (nighttime).
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Substituting again, we have:
(daytime) + 1/3 (daytime) = 15, and solving:
daytime staff = 3/4 (15), say 11.
The remainder of 4 is the nighttime staff.
In summary, this staffing pattern might look like this:
Weekday
Day shift 11 men
Night shift 2
Graveyard shift 2
Weekend staff 5
Total Staff 20 men
If it is decided that the plant should be attended more often or less often than this,
appropriate additions or deletions from the staff should be made. More on the question
of weekend and night staffing can be found in Appendix C.
It must be remembered that the conversion of manhours to jobs is an arbitrary one.
There can be no hard-and-fast rule on what jobs there should be at a treatment plant, so
individual treatment plant administrations should not feel restricted to a specific selection
of job titles or shift staffing, The staffing at a plant must be tailor-made to meet the
planf s specific requirements.
Examples II, IIIA, and IIIB in Appendix B show how staffing guidelines are developed
similarly for larger plants.
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APPENDIX A
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APPENDIX A, SOURCES AND USE OF DATA,
STAFFING FOR PLANTS NOT COVERED
This manual is based on three types of data. The first type consists of general comments
and information obtained from EPA Regional Offices, state and interstate water pollution
control agencies, and some local regulatory agencies. The second type is data gathered
during visits to 35 sewage treatment plants across the country. These plants are listed in
Table A-l and their capacities and process steps shown in Table A-2. The third type is
data from EPA reports and the literature, as cited in the Bibliography.
Two kinds of information were collected during the plant visits. One kind was
information on the size of staff and on its breakdown into supervisory, clerical,
laboratory, yard, operation, and maintenance workers. Maintenance, to distinguish it from
operations, was defined for this manual as "working on equipment to prevent failure
(preventive maintenance) or repairing equipment that had failed (corrective
maintenance)." Thus, cleaning the weirs and effluent channel of a clarifier were, for
instance, considered to be operations, while greasing a clarifier sludge pump was
considered to be maintenance.
The second kind of information collected during the visits was the operation and
maintenance manhours that were spent per process unit. It was found that when these
hours were totalled for the year they were consistently lower, in a ratio of about 6-1/2
to 8, than the manhours attributed directly to operation and maintenance staff members,
Average operation and maintenance work productivity was thus taken to be 6-1/2 hours
per day, or—when vacations, sick leaves, and holidays were taken into account—about
1,500 hours per year. The same productivity level was assumed to hold for supervisory,
clerical, laboratory, and yardwork. As TALC indicates, if these conditions do not apply
at your plant, you should develop a new number.
Analysis of the data showed that manhours for the six types of plant work could, for an
"average" plant and most common processes, be based on design flow. Factors, which
were later organized into the Table of Adjustment for Local Conditions could then be
applied to account for individual plant variations from an average plant.
The manhour curves for secondary treatment processes are the most reliable because they
are based on data from a large number of operating plants. The curves for primary
treatment are less reliable because they are based on data from fewer plants. Most data
for advanced waste treatment processes are from the South Tahoe Public Utility District
A-l
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plant and cover chemical coagulation and settling, lime recalculation, ammonia stripping,
two-stage recarbonization, mixed-media filtration, granular carbon adsorption, and
granular carbon regeneration, The unit manhour requirements given in Table D-34, for
centrifugation, vacuum filtration, and incineration, are also based on limited data.
Pilot scale data or data from the literature were used for the processes of
nitrification-denitrification, ion-exchange ammonia removal and demineralization, reverse
osmosis, and electrodialysis.
Treatment facilities smaller than those covered by the staffing curves (below 0 5-mgd),
may be of the conventional type or may be package plants or stabilization ponds.
Generally these can be staffed by just one person, though sometimes a small conventional
plant may require a staff of two or three. Conventional plant and package plant
attendants should be trained in equipment maintenance (possibly by the equipment
manufacturers), in recognizing process upsets, and in sampling procedures. Stabilization
pond attendants will mainly be expected to perform maintenance duties, such as dike
repair, weed control and minor maintenance on the chlorinator. Attendants at all of these
small plants should have a qualified person to seek help from in the event of operational
problems.
Iowa State University's Department of Industrial Engineering is currently developing a
staffing manual for the EPA that is intended specifically for plants smaller than 1-mgd
(37), The preliminary draft, entitled "Estimating Manpower Requirements and Selected
Cost Factors for Small 'Waste-water Treatment Plants, " is now available,
Treatment plants larger than those covered by the staffing curves were adequately
covered by a previous staffing study (3). Plants of these sizes are usually in larger cities
where a large skilled labor pool is available, so that it would be easier to find highly
qualified personnel. Operations at some of these plants may be so complex or large, or
connected with other city operations so that a special study would be warranted.
A-2
-------
TABLE A-l
TREATMENT PLANTS VISITED - NUMERICAL CODES
No, Name
1, Sacramento County Northwest Plant, California
2. City of San Leandro, California
3, City of San Rafael, California
4, South Tahoe PUD, California
5. City of San Jose, California
6. Los Angeles County Sanitation District, California
1, City of Medford, Oregon
8. City of Salem, Oregon
9. City of Tualatin, Oregon
10. North Roseburg Sanitation District, Oregon
11. City of Durham, North Carolina
12. City of Lebanon, Pennsylvania
13. City of Chapel Hill, North Carolina
14. City of Lancaster, Pennsylvania
15, City of Stockton, California
16, City of Dallas, Oregon
17. Security Water and Sanitary District, Colorado
18, East Canon Sanitation District, Colorado
19. City of Aurora, Colorado
20. City of Troutdale, Oregon
A-3
-------
TABLE A-l (continued)
No. Name
21. City of Portland Tyron Creek, Oregon
22, Santee County Water District, California
23. City of Grand Rapids, Michigan
24. City of Boulder, Colorado
25. City of Colorado Springs, Colorado
26. City of Logan, Utah
27. Metropolitan Sewer District, Louisville Kite Creek Plant, Kentucky
28. Johnson County Main Sewer Districts Main Plant, Kansas
29. Johnson County Main Sewer Districts Indian Creek Plant, Kansas
30, Municipality of Metropolitan Seattle, Washington
31. City of Glendale, Colorado
32. City of Bellingham, Washington
33. Richmond Sanitary District, Indiana
34. Chatham Township, New Jersey
35. City of Trenton, New Jersey
A-4
-------
TABLE A-2
TREATMENT PLANTS VISITED
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1 - 2
2 - 4
4-6
6 - 8
8 - 10
10 - 12
12 - 14
14 - 16
16 • IS
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20 - 22
22 - 24
24 - 26
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-------
APPENDIX B
-------
APPENDIX B. USING THE STAFFING ESTIMATE WORKSHEET
The following Staffing Estimate Worksheets are completed for four treatment plants.
Work them through yourself for practice, copying as many copies of the blank worksheet
as you need. '
EXAMPLE I: TRICKLING FILTER PLANT, 1.0 MGD-
Plant I is a 17-year-old plant serving a small town of 8,000 people that has no significant
industry. The town has a well-maintained separate sewer system. The plant was well
designed with an average layout. The plant has not been modified extensively and was all
built under a single contract. As a result, most of the equipment is from the same
manufacturer. It is currently operating at full design capacity.
Regulatory requirements for 80 percent BOD and suspended solids removal are met by
the trickling filter process.
Motivation is reasonably good at the plant so that productivity is average. Many of the
staff are not properly trained nor certified, however, so that operations are not as
efficient as they could be.
The plant has no automatic monitors or samplers, nor does it use any outside contracts
for laboratory or maintenance work.
Equipment maintenance has not been a serious problem, due in part to a regular
preventive maintenance program.
B-l
-------
BY.
DPH
DATE FFR 7
ENVIRONMENTAL PROTECTION AGENCY
STAFFING ESTIMATE WORKSHEET
PLANT
EXAMPI F I
TYPE
PAGE 1 OF 3
TRICKLING FILTER
LOCATION.
DESIGN FLOW 10 MGD
I. ADJUSTMENT FOR LOCAL CONDITIONS (SEE TALC)
LOCAL CONDITION
PLANT LAYOUT
UNIT PROCESSES
LEVEL OF TREATMENT
TYPE OF REMOVAL
REQUIREMENT
INDUSTRIAL WASTES
PRODUCTIVITY
CLIMATE
TRAINING
AUTO. MONITORING
AUTO. SAMPLING
OFF-PLANT LABORATORY
OFF-PLANT MAINTENANCE
AGE OF EQUIPMENT
STORM, INFILTRATION
PRESENT FLOW
TOTAL
COMMENT
AVERAGE
STANDARD, DIFF.
SECONDARY
PERCENTAGE
NONE
AVERAGE
MODERATE
SOME CERTIFIED
NONE
NONE
NONE
NONE
WELL CARED FOR
NONE
AT DESIGN
ADJUSTMENT
OPERATION
-
-
-
-
-
-
-
+5%
+5%
+5%
-
-
-
--
-
+ 15%
MAINTENANCE
-
-
-,
-
-
-
-
-
-
-
-
-
-
-
-
0
SUPERVISORY
-
-
-
-
-
-
-
+5%
-
-
-
-
-
-
-
+5%
CLERICAL
-
-
-
-
-
-
-
-
"
-
-
-
-
-
-
0
LABORATORY
-
-
-
-
-
-
-
-
-
+5%
-
-
-
-
-
+5%
YARDWORK
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0
-------
STAFFING ESTIMATE WORKSHEET
PAGE 2 OF 3
II. ANNUAL MANHOURS
UNIT PROCESS
RAW SEWAGE PUMP STATION
SCREENING
GRIT REMOVAL
PRIMARY CLARIFIER
TRICKLING FILTER
SECONDARY CLARIFIER
CHLORINATION
ANAEROBIC DIGESTER
SLUDGE BEDS
TOTAL
ADJUSTMENT (FROM 1)
ADJUSTED TOTAL
GRAND TOTAL 4,690
OPERATION
—
43
200
230
380
65
130
180
240
1,468
+220
1,690
MAINTENANCE
330
17
22
220
540
230
200
44
-
1,603
0
1,600
SUPERVISORY
510
+26
540
CLERICAL
53
0
50
LABORATORY
320
+ 16
340
YARDWORK
470
0
470
-------
III. STAFFING SUGGESTION
OPERATIONS . .
STAFFING ESTIMATE WORKSHEET
TOTAL HOURS PER YEAR
1,690
PAGE 3 OF 3
NUMBER OF MEN'
1.1
MAINTENANCE -
1,600
1.1
SUPERVISORY
540
0.4
CLERICAL
50
LABORATORY
340
0.2
YARDWORK
470
0.3
TOTAL
'ASSUMES 1500 HOURS PER YEAR PER MAN
(SEE PAGE 9)
4,690
-------
EXAMPLE II: ACTIVATED SLUDGE PLANT, 9.5 MOD
Plant II is a 10-year-old plant serving 60,000 people in an area where winters are severe.
The plant was well designed using conventional unit processes. Much of the minor
equipment (pumps, etc.) is of the same manufacturer. The plant is now operating at close
to design flow. Due to a well established sewer maintenance program and good
enforcement of an ordinance prohibiting storm drain connections to the sanitary sewer
there are no problems with infiltration or storm runoff. The plant is used for research
purposes by a nearby university so there is no laboratory work done at the plant.
The state regulatory agency requires 85 percent BOD and suspended solids involved.
These removals are generally exceeded by the well run activated sludge plant.
There is a small meat packing plant and dairy in town, but no seasonal industry. There is
good rapport between the treatment plant operators and the plant foremen which has
helped prevent operation problems.
Certification is encouraged so that all the operators are certified, but are not engaged in
any regular continuing education program.
There are no automatic samplers, and the only automatic monitoring is for chlorine
residual. Maintenance on this monitor is done by an outside contract.
A small amount of equipment corrective maintenance is done by contract, in addition to
the maintenance on the chlorine residual monitor. The equipment is generally well cared
for so that no special maintenance problems exist.
B-5
-------
BY.
DPH
DATE FFR 9 1Q71
PLANT EXAMPLE II
ENVIRONMENTAL PROTECTION AGENCY
STAFFING ESTIMATE WORKSHEET
TYPE
PAGE 1 OF 3
ACTIVATED SLUDGE
LOCATION .
DESIGN FLOW 9.5 MGD
I. ADJUSTMENT FOR LOCAL CONDITIONS (SEE TALC)
LOCAL CONDITION
PLANT LAYOUT
UNIT PROCESSES
LEVEL OF TREATMENT
TYPE OF REMOVAL
REQUIREMENT
INDUSTRIAL WASTES
PRODUCTIVITY
CLIMATE
TRAINING
AUTO. MONITORING
AUTO. SAMPLING
OFF-PLANT LABORATORY
OFF-PLANT MAINTENANCE
AGE OF EQUIPMENT
STORM, INFILTRATION
PRESENT FLOW
TOTAL
COMMENT
AVERAGE
STANDARD/DIFF
SECONDARY
PERCENTAGE
CONSTANT INFLOW
AVERAGE
SEVERE WINTERS
ALL CERTIFIED
SOME, NO FEEDBACK
NONE
NO LAB AT PLANT
A LITTLE
WELL CARED FOR
NO SPECIAL
PROBLEM
AT DESIGN FLOW
ADJUSTMENT
OPERATION
-
-
-
-
—
-
-
-
-
+5%
-
-
-
-
-
+5%
MAINTENANCE
-
-
-
-
—
-
+ 10%
-
-
-
-
-15%
-
-
-
-5%
SUPERVISORY
-
-
-
-
—
-
-
-
-
-
-
-
-
-
-
0
CLERICAL
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
0
LABORATORY
-
-
-
-
-
-
-
-
-
+5%
-100%
-
-
-
-
-100%
YARDWORK
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0
-------
STAFFING ESTIMATE WORKSHEET
PAGE 2 OF 3
II. ANNUAL MANHOURS
UNIT PROCESS
SCREENING, GRINDING
GRIT REMOVAL
PRIMARY CLARIFIER
AERATION
SECONDARY CLARIFIER
CHLORINATION
ANAEROBIC DIGESTER
SLUDGE TRUCKING
TOTAL
ADJUSTMENT (FROM 1)
ADJUSTED TOTAL
GRAND TOTAL 17,500
OPERATION
900
680
2,000
1,500
1,800
330
860
(750)
8,820
+410
9,230
MAINTENANCE
39
60
490
1,700
400
390
210
_
3,289
-164
3,120
SUPERVISORY
2,250
0
2,250
CLERICAL
800
0
800
LABORATORY
2,250
-2,250
0
YARDWORK
2,100
0
2,100
-------
I. STAFFING SUGGESTION
OPERATIONS . .
STAFFING ESTIMATE WORKSHEET
TOTAL HOURS PER YEAR
9,230
PAGE 3 OF 3
NUMBER OF MEN*
6.2
MAINTENANCE
3,120
2.1
SUPERVISORY .
2,250
1.5
CLERICAL . . .
800
0.5
LABORATORY
YARDWORK
2,100
1.4
TOTAL
•ASSUMES 1500 HOURS PER YEAR PER MAN
(SEE PAGE 4)
" ROUNDED TO NEAREST ONE-HALF
17,500
11V
-------
EXAMPLE ffl: ACTIVATED SLUDGE PLANTS WITH RELATIVELY EXTREME
STAFFING NEEDS, 20,0 MGD
Examples IIIA and IIIB show the possible effects of the TALC factors on two treatment
plants of the same size and with the same process units, but differing in a number of
opposite ways from an "average" plant.
Plant IIIA. due to restricted land availability, has an unusually compact layout. On the
whole, it is well designed and equipped, and excellently run. Regulatory agencies require
that it remove S5 percent of the BOD and suspended solids from the sewage. While its
process units and other equipment are conventional, the same types of equipment have in
a number of instances been supplied by different manufacturers. Fortunately, the plant
has no industrial wastes to contend with, nor does it have an extreme winter to make
maintenance difficult.
A progressive management insists on operator certification, provides periodic in-plant
training sessions, and when possible sends personnel to short courses on sewage treatment
practice and theory at a local technical school. For these and other reasons, morale and
productivity are good.
Chlorine residual at the plant is monitored and chlorination is paced by automatic
equipment; influent and effluent sampling is done automatically, too. All other
maintenance, as well as laboratory work, is performed by the plant staff,
Plant IIIB, in sharp contrast, is a problem plant. First built 20 years ago on low-cost land
in an area of severe winters, its layout was relatively extended. Then a booming economy
and population forced it to expand when much of the land surrounding it was owned by
industry. An awkward, inefficient process layout was thus forced upon it. By this time,
too, many of its process units were obsolete.
Discharging as it does to a river, regulatory agencies stringently require that BOD and
suspended solids in its effluent be kept below 15 parts per million. Meeting this
requirement is difficult enough by itself, but the plant's work is complicated by the fact
that it has had a history of erratic, illegal dumping of industrial wastes. Some of these
wastes have contained heavy metals, so that the plant must constantly monitor its
influent for heavy metal compounds and other wastes that might upset its processes. The
plant has automatic sampling equipment to help in this task; it also has automatic
chlorine-residual monitoring equipment, which is used to pace the chlorinator,
In part because key staff positions in the plant are political appointments, without regard
for technical qualifications, the morale of most of the plant staff is low. Certification is
B-9
-------
not required and no training programs are held or even encouraged. The plant does its
own laboratory and maintenance work, with the exception of contract maintenance of
the automatic monitoring and sampling equipment. Many of the maintenance tasks are
difficult to perform during the long, cold, and snowy winters.
B-10
-------
BY
DPH
DATE FEB. 2. 1973
PLANT EXAMPLE III-A
ENVIRONMENTAL PROTECTION AGENCY
STAFFING ESTIMATE WORKSHEET
TYPE
PAGE 1 OF 3
ACTIVATED SLUDGE
LOCATION.
DESIGN FLOW 20.QMGD
I. ADJUSTMENT FOR LOCAL CONDITIONS (SEE TALC)
LOCAL CONDITION
PLANT LAYOUT
UNIT PROCESSES
LEVEL OF TREATMENT
TYPE OF REMOVAL
REQUIREMENT
INDUSTRIAL WASTES
PRODUCTIVITY
CLIMATE
TRAINING
AUTO. MONITORING
AUTO. SAMPLING
OFF-PLANT LABORATORY
OFF-PLANT MAINTENANCE
AGE OF EQUIPMENT
STORM, INFILTRATION
PRESENT FLOW
TOTAL
COMMENT
COMPACT
V
STANDARD/DIFF.
SECONDARY
PERCENTAGE
NONE
AVERAGE
MODERATE
CERT. W.
EDUCATION
SOME W.
FEEDBACK
OF INFLUENT,
EFFLUENT
NONE
NONE
WELL CARED FOR
NO PROBLEM
AT DESIGN FLOW
ADJUSTMENT
OPERATION
-10%
-
-
-
-
-
-
-5%
-5%
-5%
-
-
-
-
-
-25%
MAINTENANCE
-10%
-
-
-
-
-
-
-
+5%
-
-
-
-
-
-
-5%
SUPERVISORY
-
-
-
-
-
-
-
-10%
-
-
-
-
-
-
-
-10%
CLERICAL
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0
LABORATORY
-
-
-
-
-
-
-
-
-
-5%
-
-
-
-
-
-5%
YARDWOF
-50%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-50%
-------
STAFFING ESTIMATE WORKSHEET
PAGE 2 OF 3
I. ANNUAL MANHOURS
UNIT PROCESS
SCREENING, GRINDING
GRIT REMOVAL
PRIMARY CLARIFICATION
AERATION
SECONDARY CLARIFICATION
CHLORINATION
ANAEROBIC DIGESTION
CENTRIFUGE (24 H/D)
SLUDGE TRUCKING
TOTAL
ADJUSTMENT (FROM 1)
ADJUSTED TOTAL
GRAND TOTAL 31,570
OPERATION
2,500
1,020
4,100
2,100
4,100
450
1,450
2,630
(1,500)
19,850
-4,963
14,890
MAINTENANCE
50
82
630
2,800
490
490
350
1,760
-
6,652
333
6,320
SUPERVISORY
3,700
-370
3,330
CLERICAL
2,000
0
2,000
LABORATORY
3,500
-175
3,330
YARDWORK
3,400
-1,700
1,700
-------
STAFFING ESTIMATE WORKSHEET
PAGE 3 OF 3
III. STAFFING SUGGESTION
OPERATIONS
TOTAL HOURS PER YEAR
14,890
NUMBER OF MEN*
9.9
MAINTENANCE
6,320
4.2
SUPERVISORY
3,330
2.2
CLERICAL
2,000
1.3
LABORATORY
3,330
2.2
YARDWORK.
1,700
1.1
TOTAL
31,570
21
"ASSUMES 1500 HOURS PER YEAR PER MAN
(SEE PAGE 9)
-------
BY.
DPH
DATE FEB. 2, 1973
PLANT EXAMPLE
ENVIRONMENTAL PROTECTION AGENCY
STAFFING ESTIMATE WORKSHEET
I-B
TYPE
PAGE 1 OF 3
ACTIVATED SLUDGE
LOCATION.
DESIGN FLOW 20.0 MGD
I. ADJUSTMENT FOR LOCAL CONDITIONS (SEE TALC)
LOCAL CONDITION
PLANT LAYOUT
UNIT PROCESSES
LEVEL OF TREATMENT
TYPE OF REMOVAL
REQUIREMENT
INDUSTRIAL WASTES
PRODUCTIVITY
CLIMATE
TRAINING
AUTO. MONITORING
AUTO. SAMPLING
OFF-PLANT LABORATORY
OFF-PLANT MAINTENANCE
AGE OF EQUIPMENT
STORM, INFILTRATION
PRESENT FLOW
TOTAL
COMMENT
EXTENDED
NONSTANDARD
SECONDARY
BOD, SS=15PPM
ERRATIC INFLOW
LOW
EXTREME WINTERS
NOT CERTIFIED
SOME W. FEEDBACK
OF INFLUENT,
EFFLUENT
NONE
NONE
POORLY CARED FOR
NO PROBLEM
AT DESIGN FLOW
ADJUSTMENT
OPERATION
+10%
+10%
-
+5%
+10%
+ 15%
-
+ 10%
-5%
-5%
-
-
-
-
-
+50%
MAINTENANCE
+10%
+10%
-
-
-
+15%
+ 10%
-
+5%
-
-
-
+ 10%
-
-
+60%
SUPERVISORY
0
-
-
-
-
-
-
+10%
-
-
-
-
-
-
-
+ 10%
CLERICAL
0
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0
LABORATORY
0
-
-
+10%
+10%
-
-
-
-
-5%
-
-
-
-
-
+15%
YARDWORK
+50%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
+50%
CO
-------
STAFFING ESTIMATE WORKSHEET
PAGE 2 OF 3
II. ANNUAL MANHOURS
UNIT PROCESS
SCREENING, GRINDING
GRIT REMOVAL
PRIMARY CLARIFICATION
AERATION
SECONDARY CLARIFICATION
CHLORINATION
ANAEROBIC DIGESTION
CENTRIFUGE (24 H/D)
SLUDGE TRUCKING
TOTAL
ADJUSTMENT (FROM 1)
ADJUSTED TOTAL
GRAND TOTAL 55,620
OPERATION
2,500
1,020
4,100
2,100
4,100
450
1,450
2,630
(1,500)
19,850
+9,925
29,780
MAINTENANCE
50
82
630
2,800
490
490
350
1,760
6,652
+3,990
10,640
SUPERVISORY
3,700
+370
4,070
CLERICAL
2,000
0
2,000
LABORATORY
3,500
+525
4,030
YARDWORK
3,400
+ 1,700
5,100
CO
-------
CD
III. STAFFING SUGGESTION
STAFFING ESTIMATE WORKSHEET
PAGE 3 OF 3
•ASSUMES 1500 HOURS PER YEAR PER MAN
(SEE PAGE 9)
TOTAL HOURS PER YEAR
NUMBER OF MEN*
OPERATIONS
29,780
19.9
MAINTENANCE
10,640
7.1
SUPERVISORY
4,070
2.7
CLERICAL
2,000
1.3
LABORATORY
4,030
2.7
YARDWORK
5,100
3.4
TOTAL
55,620
37
-------
APPENDIX C
-------
APPENDIX C. WHETHER TO PROVIDE 24-HOUR STAFFING
Effluent quality and public health and safety are the things to consider when deciding
whether to staff a plant nights and weekends. Erratic influent quality; complex, easy to
upset processes; stringent discharge requirements: if any of these conditions exist, then
24-hour, seven day per week staffing should be evaluated.
More specifically, these are some points to consider when determining the need for
24-hour, seven day staffing:
1. When the plant has a capacity greater than 10-mgd.
2. When the influent is highly erratic or has a large and fluctuating proportion of
industrial wastes.
3. When power failures are common.
4. When full-scale, complete advanced-waste-treatment schemes are used to remove
nutrients and other pollutants in addition to BOD and suspended solids, (Partial
advanced waste treatment at a plant, such as chemical coagulation alone, may
not require more staffing than would a strictly secondary-level plant.)
5. When equipment requiring highly specialized maintenance is used.
6. When the plant's effluent is discharged close to a downstream water intake.
7, When the plant's effluent is discharged into a small, enclosed water-contact
recreational area, though this factor need influence staffing only during the
recreational season.
8. When the plant's effluent is discharged into a shell fishery.
9. When the effluent flow is very high in proportion to the receiving water flow.
Automatic monitors and controls may be used to improve operation and reduce staffing
needs—especially nighttime staffing. The present state of the art in instrumentation is
such that, although better operation and control may be achieved through the use of
these monitors and control systems, increases in maintenance and meter calibration time
C-l
-------
can offset any savings anticipated in staff. In addition, highly trained and specialized
personnel are required to repair and maintain these instruments. These points should be
kept in mind when evaluating the use of automatic monitors and controls against 24-hour
staffing.
This is not to say that the option of automatic monitors should not be carefully
examined. On the contrary, the potential in this field is enormous. The art and science of
reliable instrumentation is advancing rapidly. No doubt the future will see more reliable
and maintenance-free systems.
C-2
-------
APPENDIX D
-------
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D-31
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-------
TABLE D-34
UNIT MANHOUR REQUIREMENTSf
CENTRIFUGATION
Operation 0.3 hours/hour of operation
Maintenance 0.2 hours/hour of operation
VACUUM FILTRATION
INCINERATION
Operation 0.6 hours/hour of operation
Maintenance 0.3 hours/hour of operation
Operation 0.2 hours/hour of operation
Maintenance 0.2 hours/hour of operation
f The requirements shown are for single units of equipment. For three or more of these units, of whatever mix, reduce
the operation and maintenance requirements by half. For instance, one centrifuge, one vacuum filter, and one
incinerator would require a total of about 0.35, rather than 0.^, hours of maintenance per hour of operation.
D-34
-------
APPENDIX E
-------
APPENDIX E. TASK DESCRIPTIONS
The following six pages are general descriptions of the six tasks or general classifications
of work at a plant. The descriptions are in the form of lists of different jobs, or
activities, performed under each task. The list is not meant to be complete by any means,
but should give you a good idea of the difference between each task, and what is
supposed to be done under them.
These task descriptions are not the same as job descriptions; they do not tell you who
reports to whom, or who tells who what to do. They do tell you what a man engaged in
a particular task would be doing or should know how to do. Anything beyond that is left
to the job descriptions themselves.
The various activities, or jobs, listed for each task can be combined in almost any
reasonable way to make up your own job descriptions. "One man's meat is another man's
poison"—and this certainly holds true for job descriptions. This is why TALC and the
worksheet do not hold you to any one set of job descriptions—they allow you to make
up your own. To help you in this, twenty-one job titles developed by others in the past
(3) are listed along with some indication of approximately what jobs go under which
general tasks. The final pages of this appendix are an example of a thorough description
of the job title 'superintendent' taken from (3).
OPERATIONS TASK
Included in this task are various activities that are commonly identified with the
mechanics of plant operation. The following are examples:
o Operation of process equipment, valves, pumps, engines, and generators.
o Cleaning of clarifier weirs, bar screens, and other items necessary for proper
unit process function.
o Taking sewage samples as required.
o Operation of electrical controls (timers, etc.)
o Monitoring of gauges, meters, and control panels.
E-l
-------
o Recognition of process upsets, and of critical conditions in unit processes,
o Determination of treatment process condition using lab data and meter and
gauge readings,
o Mixing of any chemicals required in treatment.
o Inspection of plant for overall process condition,
MAINTENANCE TASK
Maintenance has been divided into two types: preventive and corrective maintenance.
These can be defined as "what you do to keep equipment from breaking (preventive),
and what you do to fix broken equipment (corrective.)."Some of the activities you might
perform in both types of maintenance are the following:
o Lubricate equipment and check for equipment malfunctions,
o Replace packing in pumps and valves.
o Service and replace bearings in motors and other equipment,
o Install and start up new equipment.
o Clean out pipes (sludge lines).
o Do some minor plumbing.
o Do some welding and cutting.
o Calibrate and repair meters and gauges (although this is sometimes done by an
electrician or by outside contract).
o Set up and maintain a regular program of lubrication and replacement of
critical parts (bearings).
o Inspect and service mechanical and electrical control systems (timers, level
controllers, etc.).
E-2
-------
SUPERVISORY TASK
This task includes all activities that are necessary for the administration and management
of the entire plant. Every plant must have someone who performs the supervisory task.
His exact title is unimportant, except that it should differentiate him from the remainder
of the staff. Some of the individual activities involved in this task are the following:
o Regular inspection of plant operation and maintenance.
o Analysis and evaluation of the functions performed under the other five tasks,
o Organization and direction of the activities of the plant staff.
o Organization and direction of training programs.
o Formulation of budget and control of expenditures.
o Development of plans and procedures to insure efficient operation and
maintenance.
o Reporting to authorities on the operation and expenditures of the plant.
o Maintenance of good public relations.
o Preparation of work schedules, shift staffing, and operation.
o Evaluation of operation and maintenance records.
CLERICAL TASK
This task includes all record keeping and secretarial activities necessary in a plant—the
"paper work" task. Some of the jobs included under "paper work" are:
o The maintenance of operation and maintenance records.
o The maintenance of shift logs and meter readings.
o The filling out of regulatory agency forms: discharge reports, operation reports,
staff reports.
o The maintenance of reports on operating expenditure.
E-3
-------
And, further:
o Composition of routine correspondence and the handling of routine inquiries
from the public.
o Operation of office machinery: typewriters, calculators, etc.
o Maintenance of financial records.
o Posting, filing and sorting of various reports and records.
LABORATORY TASK
Work in the laboratory is highly specialized and requires considerable training and
experience. In small plants, this task may be handled by those spending time at either the
supervisory or operations tasks. Thus the supervisor might also be the laboratory
technician. Some of the activities involved in laboratory work are the following:
o Collection of samples (sewage and receiving water),
o Performance of laboratory analyses—both simple and complex.
o Assembling and reporting of data from tests.
o Evaluation of data in terms of plant process performance.
o Preparation of common chemical reagents and bacteriological media.
o Recommending process changes based on laboratory data.
o Reporting to regulatory agencies on the operation of the plant.
YARDWORK
This task is a catch-all. It includes custodial work, janitorial work, gardening and minor
maintenance tasks. Almost anything that does not fit in the other five tasks could
conceivably go here. Some of the most common activities included in yardwork are listed
below:
o Driving, loading and unloading of sludge trucks and other equipment.
o Gardening: cutting grass, trimming shrubs, watering, etc.
E-4
-------
o Removing of snow, ice and ponded water.
o Washing of equipment and tools.
o Cleaning and polishing of floors, walls, furniture, etc.
o Serving as night watchman.
RELATIONSHIPS OF JOB TITLES TO TASKS
Task
Operations
Maintenance
Supervisory
Job Title
Operations Supervisor
Shift Foreman
Operator II
Operator I
Chemist
Laboratory Technician
Maintenance Supervisor
Mechanic Maintenance Foreman
Mechanic II
Mechanic I
Electrician II
Electrician I
Maintenance Helper
Automotive Equipment Operator
Laborer
Painter
Storekeeper
Custodian
Superintendent
Assistant Superintendent
Clerk Typist
Operations Supervisor
Shift Foreman
Maintenance Supervisor
Mechanical Maintenance Foreman
Chemist
Laboratory Technician
E-5
-------
Task Job Title
Clerical Clerk Typist
Laboratory Chemist
Laboratory Technician
Yardwork Laborer
Painter
Storekeeper
Custodian
This list should give you an idea of what portions of tasks to put under which job titles,
The list tells you that a man engaged in one of the tasks in the left column will do some
or all of the corresponding jobs listed in the right column. An important point to notice
here is the overlap, This is a good example illustrating the difficulty of using rigid job
titles. For example, a "chemist" may in fact do supervisory work, or he may just do
laboratory work.
E-6
-------
SAMPLE OCCUPATION DESCRIPTION
Title: SUPERINTENDENT, WASTEWATER TREATMENT PLANT
JOB DESCRIPTION
Responsible for administration, operation, and maintenance of entire plant. Exercises
direct authority over all plant functions and personnel, in accordance with approved
policies and procedures. Inspects plant regularly, Analyzes and evaluates operation and
maintenance functions; initiates or recommends new or improved practices. Develops
plans and procedures to insure efficient plant operation. Recommends plant
improvements and additions. Coordinates data and prepares or reviews and approves
operation reports and budget requests. Controls expenditure of budgeted funds and
requests approval for major expenditures, if required. Recommends specifications for
major equipment and material purchases. Organizes and directs activities of plant
personnel, including training programs. Maintains effective communications and working
relationships with employees, government officials, and general public,
QUALIFICATIONS PROFILE
1, Formal Education
College degree in sanitary, civil, chemical, or mechanical engineering highly
desirable. Minimum high school graduate or equivalent, plus 5 to 7 years
practical experience in treatment plant operations, depending upon size and
complexity of plant.
2. General Requirements
a. Knowledge of processes and equipment involved in wastewater treatment,
including basic chemical, bacteriological, and biological processes.
b, Understanding of managerial, administrative, and accounting practices and
procedures involved in successful plant operation.
c. Knowledge of industrial wastes and their effects on treatment processes
and equipment.
E-7
-------
d. Ability to prepare or supervise preparation of clear, concise reports and
budget recommendations.
e. Ability to plan, direct, and evaluate plant operation and maintenance
functions.
f. Ability to establish and maintain effective communication and working
relationships.
3. General Educational Development
a. Reasoning
(1) Apply principles of logic to define problems, collect and analyze
data, and draw valid conclusions. Deal with a variety of concrete and
abstract variables.
(2) Interpret a wide variety of technical instructions, in book, manual,
and mathematical or diagrammatic form.
b. Mathematical
Perform ordinary arithmetical, algebraic, and geometric procedures in
standard, practical applications.
c. Language
(1) Write and edit operation reports.
(2) Evaluate and interpret engineering and other technical data.
(3) Interview applicants and employees.
(4) Establish and maintain communications with employees, government
officials, and the public.
4. Specific Vocational Preparation
a. Completion of operator training course or equivalent training and
experience.
b. Five to 7 years experience in wastewater treatment plant operation,
E-8
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depending upon size and complexity of plant and educational background.
Minimum of one year supervisory experience.
5 Aptitudes-Relative to General Working Population
a. Intelligence / Highest third excluding
b. Verbal } top 10 percent
c. Numerical
d Form Perception
e. Spatial
f Clerical Perception
g. Motor Coordination \ Mlddle Third
h. Finger Dexterity
i, Manual Dexterity
j Eye-Hand-Foot Coordination
k. Color Discrimination
6. Interests
Prefer working with people in situations involving organization and supervision
of varied activities,
7, Temperament
Prefer situations involving the direction, control, and planning of an entire
activity or the activity of others,
8, Physical Demands
Sedentary work, except for regular plant inspection trips.
9. Working Conditions
Largely inside. Occasional exposure to weather, fumes, odors, dust, and risk of
bodily injury. Possible exposure to toxic conditions,
ENTRY SOURCES
Assistant Superintendent, Operations Supervisor, Shift Foreman, or Chief Chemist;
depending on individual qualifications and size and complexity of plant.
PROGRESSION TO:
Similar position in larger or more complex plant.
E-9
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BIBLIOGRAPHY
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BIBLIOGRAPHY
1. Austin, John H., "Training How to Do It," Journal American Water Works
Association, 62(7), pp. 431-432, July 1970.
2. Austin, John H., McLellon, Waldron, M., and Dyer, Jon C., "Training the
t
Environmental Technician," American Journal of Public Health, 60(12), pp.
2314-2320, Dec. 1970.
3. Black and Veatch, Estimating Costs and Manpower Requirements for Conventional
Wastewater Treatment Facilities. Oct. 197L
4. Conference of State Sanitary Engineers: Recommendations for Minimum Personnel,
Laboratory Control and Records for Municipal Waste Treatment. 1963,
5. DiGregorio, David, Cost of Wastewater Treatment Processes, United States
Department of the Interior, Federal Water Pollution Control Association, Cincinnati,
Ohio. Dec. 1968. Report No. TWRC-6.
6. Environmental Protection Agency, Advanced Waste Treatment Seminar, San
Francisco October 1970, Session IV Combined Treatment and Applications,
7. Environmental Protection Agency, Clemson University, Criteria for the
Establishment and Maintenance of Two Year Post High School Wastewater
Technology Training Programs Informational Packet. Prepared for the March 29,
1972, meeting.
8. Environmental Protection Agency, Clemson University, Criteria for the
Establishment and Maintenance of Two Year Post High School Wastewater
Technology Training Programs Volume I, Program Criteria. 1970,
9. Environmental Protection Agency, Clemson University, Criteria for the
Establishment and Maintenance of Two Year Post High School Wastewater
Technology Training Programs Volume II, Curriculum Guidelines, 1971.
10. Evans, D. R., and Wilson, J. C., "Capital and Operating Costs AWT," JWPCF,
44(1), pp. 1-13, Jan.. 1972.-
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11. Fransmathes, J, R., "Operational Costs of Trickling Filters in the Southeast,"
JWPCF, 41(5), pp. 814-821, May 1969.
12. Garber, William F., "Treatment Plant Equipment and Facilities Maintenance,"
JWPCF, 42(10), pp. 1740-1770, Oct. 1970.
13. Harper, Fred A., "Operator Training by an In-Plant Apprenticeship Program,"
Journal Water Pollution Control Federation, 41(12), pp. 2010-2017, Dec. 1969.
14. Joint Committee on Operation, Certification and Training, "Model Law on
Regulations for Mandatory Certification of Operators of Water Treatment Plants,
Water Distribution Systems and Wastewater Treatment Plants," JWPCF, 38(12), pp.
1898-1914, Dec. 1966.
15. Kerri, K. D., and Dendy, B. B., "A New Approach to Operator Training," JWPCF,
42(2), pp. 190-194, Feb. 1970.
16. Lisack, J. P., Office of Manpower Studies, School of Technology, Purdue University,
Manpower Requirements for Pollution Control and Water Resources in Indiana and a
Related Pollution Control Technology Curriculum, Manpower Report 69-1, Feb. 24,
1969.
17. Michel, Robert L., "Costs and Manpower for Municipal Wastewater Treatment Plant
Operation and Maintenance, 1965-1968," JWPCF, 42(11), pp. 1883-1910, Nov.
1970.
18. Michel, R. L., Pelmoter, A. L., and Pelange, R. C,, "Operation and Maintenance of
Municipal Waste Treatment Plants," JWPCF, 41(3), pp. 335-354, March 1969.
19. New York State, Department of Environmental Conservation, Manual of Instruction
for Sewage Treatment Plant Operators.
20. New York State, Department of Health, Laboratory Procedures for Wastewater
Treatment Plant Operators.
21. Olympus Research Corporation, Manpower Training for Wastewater Treatment
Plants.
22. The Ontario Water Resources Commission, .Basic Course for Sewage Works
Operators, 1969.
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23. The Ontario Water Resources Commission, Intermediate Course for Sewage Works
Operators. 1968.
24. The Ontario Water Resources Commission, Senior Course for Sewage Works
Operators. 1969.
25. Redekopp, A. B., and Austin, J. H., "Systems Approach to Licensing," paper
presented at the American Waterworks Association Annual Conference, June 1971.
26. Sacramento State College, Department of Civil Engineering, Operation of Wastewater
Treatment Plants A Field Study Training Program, 1970.
27. Smith, Robert and McMichael, W. F., Cost and Performance Estimates for Tertiary
Wastewater Treating Processes, Federal Water Pollution Control Administration
Report No. TWRC-9.
28. Swanson, Charles L., Unit Process Operating and Maintenance Costs for
Conventional Waste Treatment Plants, United States Department of the Interior,
F. W. P, C. A., Cincinnati, Ohio. June 1968.
29. United States Department of Health, Education and Welfare, Federal
Guidelines Design, Operation and Maintenance of Wastewater Treatment Facilities:
Sept. 1970.
30. United States Department of the Interior, Federal Water Quality Administration,
Report No. PPB1704: Current Status of Advanced Waste Treatment
Processes Dissolved Inorganic Removal, July 1970.
31. United States Department of the Interior, Federal Water Quality Administration,
"Training Unpolluters," Manpower, May 1970,
32. URS Research Company, Manpower Factors and Training Requirements. May 1972.
33. URS Research Company, Procedures for Evaluating Performance of Waste Treatment
Plants A Manual May 1972.
34. Wight, George, "A Survey of Operating Personnel," JWPCF, 43(10), pp. 2114-2117,
Oct. 1971.
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35. Harbridge House Inc., Effectiveness Evaluation of Operator Training Conducted
Under the PSC Program, June 1972.
36. Longino, C. F. Jr., Green, C. S., Kauffman, C. F. Sewage Treaters or Pollution
Controllers Trainees View Their Jobs.
37. Iowa State University, Department of Industrial Engineering, et. al., Estimating
Manpower Requirements and Selected Cost Factors For Small Wastewater Treatment
Plants.
*U. S. GOVERNMENT PRINTING OFFICE 1 973 —51"l-\ 55/302
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