OPENING LINES SECURING OUR WATER FUTURE THROUGH STRATEGIC ACTION Source: www.americancityandcounty.com, Ryan Kushner, First Published June 28th, 2025 How utilities can overcome aging infrastructure, unfunded mandates and emerging contaminants. Across the U.S., water utilities are standing at a critical junction. The convergence of aging infrastructure, rising regulatory demands and the persistent appearance of emerging contaminants are creating a perfect storm. Layered atop this challenge is a looming financial conundrum: utilities must comply with increasingly stringent mandates — many unfunded — while working within tight budgets, hesitant public sentiment on rate increases and some communities resistant to change. Despite these hurdles, the path forward is not only possible, but also already being forged. With the right mix of strategic planning, technology adoption and public education, utilities can chart a course toward resilience, reliability and sustainability. A bold, incremental, proactive approach is now essential. As utilities contend with an evolving landscape, the most immediate and pressing force reshaping their priorities is the steady escalation of regulatory requirements and the evolving appearance of emerging contaminants. THE REGULATORY TIDE IS RISING At the heart of the issue are regulatory pressures that continue to expand in both scope and complexity. Federal laws like the Safe Drinking Water Act and Clean Water Act set the baseline, but states — especially in places like New Jersey — often implement even more rigorous standards in advance of the EPA regulations. Emerging contaminants, particularly per- and poly-fluoroalkyl substances (PFAS), reshape the water treatment landscape. Utilities are now required to identify these contaminants, obtain permits, design specialized treatment systems and integrate them into operations — frequently without preestablished operating procedures and with limited or conditional funding. The stakes are high. Contaminants like PFNA are being addressed with cutting-edge methodologies such as ion exchange resins and granular activated carbon (GAC) — yet even these solutions require careful vetting. No two water sources are alike, and pilot testing using local water chemistry is essential. Naturally occurring compounds like ammonia, iron, and magnesium and pH levels can dramatically influence treatment outcomes. That’s why utilities are turning to simulations and collaborations with manufacturers to fine-tune solutions before investing at scale. These pilot programs are critical. They reflect an urgent reality: utilities must ensure no degradation in water quality and operational stability as regulations quickly evolve. While navigating compliance challenges is daunting, they are compounded by another unavoidable reality: America’s water infrastructure is aging rapidly, and the cost of inaction is rising. THE INFRASTRUCTURE CLIFF Beyond regulatory pressures lies the more profound challenge of aging infrastructure.Treatment plants, pumping stations, elevated tanks and — perhaps most invisibly but critically— miles of underground piping are reaching or exceeding their intended lifespans. Utilities often lack detailed records of system conditions, let alone the resources to conduct comprehensive replacements. Here, prioritization is key. Replacing every pipe or pump is unrealistic. Instead, utilities must evaluate infrastructure based on condition, user impact, failure risk and environmental context. For instance, acidic soil, fluctuating pressures or recurring customer complaints may indicate hidden weaknesses in the system. Artificial intelligence (AI) and machine learning advancements are now accelerating this triage process. By analyzing system-wide data — soil type, pipe age, flow rates and more — AI tools can generate predictive models and provide a 10-year roadmap for improvements. These tools not only replace the retiring workforce’s institutional knowledge but also create a consistent, data-backed approach to decision-making. What was once an estimation process is becoming a science. But even with a clear understanding of what needs to be fixed and in what order, the question remains: how can utilities afford to act when mandates grow and budgets shrink? THE FUNDING GAP — AND THE UNFUNDED MANDATE DILEMMA Unfunded or partially funded mandates — such as the federal requirement to replace all applicable lead and galvanized service lines, depending on location, by 2037— are putting enormous strain on local governments. For many small and mid-sized utilities that don’t qualify for funding, these costs are untenable. This financial stress leads to a critical tipping point. Without proactive investment, utilities fall into reactive cycles. Emergency repairs become the norm, and failures become more frequent.And the cost? Emergency repairs and response are often twice that of planned improvements, compounded by public dissatisfaction and staff burnout. The only viable solution is multifaceted: identify every available source of funding — federal grants, low-interest state loans, infrastructure allocations — and use them strategically. Organizations serving smaller populations or disadvantaged communities may qualify for 11 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
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