Water loss is comprised of both real losses (leaks, overflows, etc.) and apparent losses. Apparent losses are mostly the result of meter inaccuracies. Since these meters are the “cash registers” of a water department, it is important that they are accurate.

As part of TYJT’s water loss services, we have recently expanded our market into Cleveland, Ohio where we are undertaking a large “right-sizing” project of over 15,000 commercial meters for the Cleveland Division of Water (CWD). This work is being completed as part of a larger Meter Automation and Replacement Program (MARP),for which we are a subconsultant to CH2M Hill.

Since most meters are less accurate at their lower range of flow, having an over-sized meter will record less water than is actually traveling through the meter; thereby decreasing revenue to the utility. TYJT’s Charlie Bristol is managing the project and has noted that there are many challenges in identifying the meters that are over sized, “We are working with a billing database that is over 1,920 MB in size so this requires a lot of pre-planning and sorting routines to help us get to the data that is important to us.” Another challenge that Charlie points to is that “Most of the criteria used to determine whether a meter is sized correctly is based on flow rate. But, with the billing data recording water use from monthly or, in the case of Cleveland, quarterly readings; the trick is to convert the volumetric billing data into flow rates using criteria that applies rate parameters to replicate the way the customers use water.

Charlie is using the best and brightest at TYJT to accomplish this task; Tim Korson who has been involved in all of TYJT’s meter analysis work (most recently with the City of Birmingham) and Jon “Kid” Karmo who is managing the database and developing the algorithms.

“We are currently in the process of identifying the top 200 meter candidates for right-sizing and should have this part of the work done by the end of the year.” Once the top candidates have been approved by CWD, the next step will be to inspect the meter sites, size the new meters and then design the retrofitting of the new meters in the existing meter pits. The right sizing analyses portion of the project is slated to be complete by December 2008.

By Dave Guastella

In 2007, TYJT won a contract with the Baltimore Department of Public Works, Bureau of Water and Wastewater, to provide asneeded engineering services as a prime consultant. This is a two year $500,000 contract, with an optional one year $250,000 extension. Included in our team as sub consultants are the following firms; Sidhu Associates, PEER Consultants and CC Johnson and Malhotra, Inc. This was a significant win for us, because we competed against several larger regional and national firms with a long history of performing services for the City of Baltimore. Key to our success was the relationships we had developed with individuals within the Bureau, and our understanding of their needs.

So far, we have been awarded two individual tasks. The first task involved performing hydraulic computations for a drain pipe at Montebello I Water Filtration Plant in Baltimore, to determine current capacity. This task is complete. The second task, which we are currently working on, is a needs assessment study of several options for operational and physical improvements to the laboratories at the Montebello I Water Filtration Plant. The results of the assessment will assist the City in obtaining funding as part of the City’s Capital Improvement Plan. We expect to start working on the third task involving stormwater management, immediately upon completion of the current task.

The second project we are working on is the design of a concrete containment area around the truck unloading facilities, at the dechlorination building, located at the Patapsco Wastewater Treatment Plant in Baltimore. TYJT is providing civil and structural engineering design services as a subconsultant to Sidhu Associates.

TYJT is also providing civil engineering design services as a subconsultant to the architectural firm of A. Epstein International in Chicago, for the design of a warehouse/office complex located in Washington DC. This new complex will be the new operation base of the Capital Area Food Bank.

TYJT’s work included preparation of demolition plans, grading and paving plans, utility plans, soil erosion and sediment control plans, and stormwater management plans including hydraulic analysis. As this was our first major land development project in the Washington DC area, we had to quickly become familiar with the regulations and standards required by the numerous agencies for permit approval in DC. The client has been happy with our effort and the knowledge we acquired during the process will certainly be an asset in obtaining similar work in the area.

We continue with our marketing efforts in Baltimore, specifically with the Department of Public Works and plan to step up our efforts with the Department of Transportation, among other city agencies. We have also expanded our marketing efforts to the Washington DC area.

TYJT is part of the URS/Jacobs Associates team that proposed on the contract for General Consultant for Tunneling and Geotechnical Engineering, for the Washington DC Long Term CSO Control Plan. This is a five year project to perform preliminary design on a number of CSO tunnels and provide program management for other design firms to complete the detailed design. The interview of shortlisted teams has been held and we are hopeful about the success of this team. TYJT was assigned a significant subconsultant role by the URS/ Jacobs team that held our prior experience with the Upper Rouge Tunnel in Detroit in high regard, along with other projects. If successful, we will have an immediate opportunity to significantly expand our staff on a project requiring at least five years of continuous involvement.

We have teamed with CEEPCO, a local design/construction firm, on several proposals to provide engineering and construction services to various federal agencies. We have so far received commitment from the DC Air National Guard for capital improvement work at Andrews Air Force Base and we are expecting our first assignment shortly. We have also been shortlisted for further consideration by the National Institute of Standards and Technology (NIST) and we will participate in an interview in October. Other agencies we have submitted proposals to with CEEPCO include Naval Facilities Engineering Command (NAVFAC), United States Department of Agriculture (USDA) and the Washington Metropolitan Airports Authority.

We also continue to maintain existing relationships with other engineering firms, especially the large national firms we have worked with in Detroit, New York and Cleveland.

Managing the Baltimore office with assistance and support from Detroit staff has been an exciting opportunity. TYJT management has remained committed to providing resources and assistance to achieving our goal of establishing a profitable self sustaining operation in Baltimore. We are not quite there yet, but we are heading in the right direction and with the involvement and commitment of everyone at TYJT including technical and administrative staff, we will get there soon.

By Henry Smart

The FTS Project requirements had the IT department on their toes, implementing several new technologies and providing access to multiple users within short period of time. Microsoft Project server was implemented to allow the client and partners live updated information from the project schedule. Falcon Enterprise was used to collaborate project files with our partners and provide client right from the same production directories. Several state- of-art CAD stations equipped with the latest Civil 3D software were also deployed to help facilitate project production.

This was all brought together on a project dashboard website that was developed by Jason Hall. The project demands required a single dynamic webpage page where employees, partners, and the client would have access to the latest project information. Such project information includes drawings, specifications, schedule, meetings, and project deliverables.

One distinctive characteristic of the project dashboard was the use of visual indicators. Visual indicators are a way to summarize information and project status at a glance. Flags and text are used to show the project’s schedule status. The visual indicators change color (green – on schedule, yellow – schedule slipping, red measures needed to correct schedule slippage) depending how well the project is doing. The project calendar also utilized visual indicators to show the different types of meetings. Each color bar on the Calendar represents the type of meeting or meetings that are being held on that day. To view the meeting information is accessed by simply clicking on the visual indicator.

The main collaboration piece of the website is Falcon Enterprise. Falcon Enterprise enables document access via the web with searching, direct folder access, keywords, view, check in, and checkout capabilities. Depending on the access rights of the user TYJT’s partners and clients could view or work on the same documents that are in production or have been delivered. This is controlled by links and search buttons that are configured for each user.

On a different note, the project dashboard was so unique and impressive that Jason was asked to present it at Falcon’s annual training called, “Falcon Jam.” This opportunity gave TYJT the stage in front of several different Department of Transportation representatives along with other firms from around the country.

The project dashboard clearly shows TYJT’s ability to lead and set the standard in project collaboration technology. The dashboard will continue to evolve as we utilize this technology with our other projects.

By Jason Hall