Water Finance E-Book

Neil S. Grigg

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Wiley Finance Editions
• Sprache: Englisch

Seitenzahl: 649

Veröffentlichungsjahr: 2011

Beschreibung

A detailed look at the water industry and the trends that can lead to investment opportunities Water has quickly grown into a big global business, with annual revenues in the United States alone reaching over $200 billion. In the years ahead, companies as well as governments must find innovative ways to address important issues within this field without sacrificing basic needs, such as safety of drinking water or the reliability of water for energy production. Nobody understands this better than author Neil Grigg, a forty-year veteran of the water industry, and now, with Water Finance, he shares his extensive experience with you. Most of the water business operates under the radar, but with this reliable resource, Grigg shines a bright light on this essential area and offers comprehensive coverage of the public responsibilities and private opportunities associated with it. While Water Finance does contain many facts and figures, it also takes the time to pull together the various aspects of water, going far beyond water as just a commodity, to skillfully explain it as the integrated business that it is. * Opens with a detailed discussion of the water industry before turning its focus to water handling, which includes water supply, wastewater, industrial water, storm water, irrigation and drainage, and instream flows * Reveals the different driving forces, and issues, surrounding the water industry such as government involvement, privatization, law and regulations, financial structure, water and health, and workforce capacity * Offers insights on water industry business, careers, and investments Organized around the idea that the water business is about all aspects of handling water, from the global environment to your tap, Water Finance contains the information you need to succeed in this dynamic field.

Leseprobe

Contents

Cover

Title Page

Copyright

Dedication

List of Illustrations

List of Tables

Preface

Acknowledgments

Part One: Structure of the Water Business

Chapter 1: Water for People and the Environment

Meet the Water Business

Is There a Water Crisis?

What Is the Water Business?

Evolution of the Water Industry

Why Is the Water Business Hard to Organize?

Preview of the Book

Chapter 2: A Model of the Water Business

A Diverse and Multiscale Industry

A Longitudinal View of the Industry via the Hydrologic Cycle

Accounting for Water Use and Flow

Structure of the Water Industry

Large- and Small-Scale Operations

Water-Industry Infrastructure

Water Handlers—the Producers of the Water Industry

Customers of the Water Business

Coordinators, Regulators, and Suppliers

Risk in the Water Industry

Water-Industry Summary

Chapter 3: Dams and Reservoirs for Multiple Purposes

Evolution of Dams and River Infrastructure

Types and Purposes of Dams and Reservoirs

Inventory of Dams

Examples of High-Profile Dams

The Iron Triangle of Dams and River Improvements

Economics of Dams

International Financing

Risks and Dam Safety

Dam Controversies

Regulation of Dams

Future Issues

Chapter 4: The Water-Supply Utility Business

The Centerpiece of the Water Business

Players and Workforce of the Water-Supply and Wastewater Businesses

Examples of Water-Supply Utilities

International Private Water Companies

International Water Operations: The Risks of Cochabamba

Rural Domestic Self-Supply

Water Reclamation

Accounting for Urban Water Uses

Right to Divert Surface Water or Pump Groundwater

Regulation of Water-Supply Utilities

Issues of the Water-Supply Business

Chapter 5: The Wastewater and Water-Quality Business

Evolution of the Business

Wastewater Services and Systems

Public Wastewater Systems

Players in the Wastewater Business

Top Wastewater Service Providers

Regulation of Municipal and Industrial Dischargers

Issues in the Wastewater Sector

Chapter 6: Stormwater and Flood Control

Systems and Services

Utilities

Professional and Trade Associations

Business Issues of the Sector

Chapter 7: Industrial Water and the Water-Energy Nexus

Configuration of Industrial and Energy Water Systems

Overall Use of Water by Industries

Industrial Classification and Water Use

Industrial Water Treatment

Water-Energy Nexus

Future Issues for Industrial and Energy Water Use

Chapter 8: Water for Food Production

Irrigation around the World

Sector Characterization

Irrigation and Drainage Organizations

Imperial Irrigation District: A Large Western Water-Management District

Colorado Irrigation: Diversity amid Growth

Governance

Irrigation Economics

Consumptive Use and Agricultural Water Accounting

Irrigation Issues for the Future

Chapter 9: Instream Flows: Competing for Water in the Commons

Navigable Streams—Our Common Property

Instream Flows for Multiple Purposes

The Pulse of the Water Environment

Part Two: Driving Forces and Issues in the Water Industry

Chapter 10: Drivers of Change in the Water Industry

Attributes of Water

Past Sea Changes in Water Management

Toward a Water Industry Future

Chapter 11: Government and Politics in the Water Business

Water Governance

Policy and Politics

Empowerment and Capacity-Building

Government Actions and Regulation

Governance Challenges in Water Management

Chapter 12: Financing the Water Industry

Public and Private Responsibilities

Financial Framework

Water-Supply Revenues

Wastewater and Stormwater Revenues

Rates and Charges

Aging Infrastructure and Deferred Maintenance

Capital Structure of the Water Industry

Future Financing Scenarios

Chapter 13: Public Health as a Water-Industry Driver

Water Quality and Health

Risks from Drinking Water

Consumer Perceptions of Water and Health

The Business of Water Quality

The Future of the Water-Quality Business

Chapter 14: Law and Regulation in the Water Industry

About Water Law

Law and Water Uses along the Hydrologic Cycle

Permits and Rights to Use Water

Public Health and the Safe Drinking Water Act

Environmental Laws

Flood Insurance Act and Local Land Use

Authorizations for Federal Water Projects

Water-Use Restrictions and Water Efficiency

Instream Flow Laws

Treaties and Interstate Compacts

Regulators of the Water Industry

Water Law in the Future

Chapter 15: Water-Industry Workforce: Crisis and Opportunity

Dimensions of the Water Workforce Crisis

Responses to the Workforce Crisis

Knowledge-Management Systems

Business of Water-Industry Training

Water Books, Journals, and Newsletters

Scientific Research and Think Tanks

Future Workforce Issues

Chapter 16: Private-Sector Operations in the Water Industry

Private Water Companies

Private-Sector Industrial and Electric Power Water Users

Privatization of Public Systems by Private Companies

Part Three: Water-Industry Businesses, Careers, and Investments

Chapter 17: Constructing Water-Industry Infrastructure

Classification of Water-Industry Contractors

Construction Spending in the Water Industry

Future of Water-Industry Construction

Chapter 18: Services to Support the Water Industry

Classifying Water-Industry Services

Outsourcing Government and Corporate Services

Professional Services for the Water Industry

Operations and Maintenance Services

Plumbing—Maintenance Services for Building Systems

Chapter 19: Equipment for the Water Industry

Equipment Categories

Large-Scale Water Systems

Commercial-Scale Equipment

Residential Equipment

Market Studies

Regulation of Quality of Water-Industry Equipment

Examples of Water-Industry Supplier Companies

Chapter 20: Commodity Water: Transfers, Exchanges, and Water Banks

Sale or Lease of Commodity Water: The Theory

Mechanics of Water Transfers

Examples of Ventures to Sell Water as a Commodity

Water Banks

Constraints on Water-Supply Development

Chapter 21: Bottled Water andPoint-of-Use Treatment

Conventional and Nonconventional Water Services

Point-of-Use Water Business

Bottled Water Sales

What Is Next for Bottled Water and POU?

Chapter 22: Safe Water for All: The Ultimate Water Business

How the Problem Developed

What It Will Take

Responses from Government, Donors, and Business

Toward the Future

Chapter 23: Water Investments, Careers, and Business Opportunities

Water-Industry Investments

Water-Industry Business Opportunities

Business Drivers

Types of Businesses

Careers in the Water Business

Water Business Clusters

Associations

Acronyms

References

About the Author

Index

Founded in 1807, John Wiley & Sons is the oldest independent publishing company in the United States. With offices in North America, Europe, Australia, and Asia, Wiley is globally committed to developing and marketing print and electronic products and services for our customers' professional and personal knowledge and understanding.

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Copyright © 2011 by Neil S. Grigg. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Grigg, Neil S.

Water finance: public responsibilities and private opportunities/Neil S. Grigg.

p. cm.— (Wiley finance series)

Includes bibliographical references and index.

ISBN 978-0-470-76755-9 (cloth); ISBN 978-111-8-09361-0 (ebk); ISBN 978-111-8-09362-7 (ebk); ISBN 978-111-8-09366-5(ebk)

1. Water utilities—United States—Finance. 2. Water-supply—United States—Finance. I. Title.

HD4461.G75 2011

338.4 0336361–dc22

2011008896

Dedication

I would like to dedicate the book to the men and women who are laboring to solve the world's water problems with effective tools such as private initiative, appropriate regulation, and social justice for all. Some of these people have high profiles, such as staff of the Bill and Melinda Gates Foundation, and others work behind the scenes, such as those who build village-level water systems for non-governmental volunteer organizations such as the Rotary Club or Water for People. Government solutions are needed for some water problems, but in the end it will be the business approach to water management, broadly defined, that solves the problems.

List of Illustrations

Figure 1.1 Water-industry players

Figure 1.2 Water-business activities by scale and market intensity

Figure 1.3 Water-industry interdependency

Figure 2.1 Model of the water industry

Figure 2.2 Watershed diagram to illustrate water uses

Figure 2.3 Water use through the hydrologic cycle

Figure 2.4 Water balance diagram

Figure 2.5 Distribution of water withdrawals

Figure 2.6 Trends in water use

Figure 2.7 Map of water industry players

Figure 2.8 Market segments by size and type of water handler

Figure 2.9 Large-scale water handlers

Figure 2.10 From large- to small-scale water handlers

Figure 2.11 Water demands related to land uses

Figure 2.12 Water-industry drivers, purposes, and suppliers

Figure 3.1 Iron triangle of dam building

Figure 3.2 Zones of reservoir storage behind a dam

Figure 4.1 Water-supply system components

Figure 4.2 Comparison of water supply and electric power

Figure 4.3 Service areas of British water companies

Figure 4.4 Urban water-use accounting

Figure 4.5 The Nessie Curve to explain the buildup of deferred maintenance

Figure 5.1 Wastewater system components

Figure 6.1 Flood and stormwater interfaces

Figure 6.2 Flood and stormwater systems

Figure 7.1 Examples of industrial and energy water systems

Figure 7.2 Historical trends in manufacturing and energy production

Figure 8.1 Location map of Imperial Irrigation District area

Figure 10.1 Sea changes in water management

Figure 11.1 Iron triangle of the water industry

Figure 12.1 Financial flows of the water sector

Figure 12.2 Utility financial flows

Figure 13.1 Some possible health effects related to water

Figure 14.1 Law and controls along the hydrologic cycle

Figure 18.1 Product and service suppliers to the water industry

Figure 19.1 Drivers and products for large water systems

Figure 20.1 Approximate route for Flaming Gorge Project

Figure 22.1 Safe water and poverty

Figure 23.1 Water-industry association roles

List of Tables

Table 2.1 National Totals of Water Use

Table 2.2 Use of Water by Category from 1996 AWWA Survey

Table 2.3 Estimated Revenues of Water-Industry Subsectors

Table 2.4 Estimated Fixed Assets of the Water Industry

Table 2.5 Examples of Water-Handler Categories and Infrastructure

Table 2.6 Fort Collins Plant Investment Fees for Different Meter Sizes

Table 2.7 Water-Industry Suppliers

Table 3.1 Distribution of Ownership of U.S. Dams

Table 4.1 Statistics of Community Water Systems

Table 4.2 Number of Water and Wastewater Jobs

Table 4.3 Top Water Supply Utilities by Population Served

Table 4.4 Water-Use Coefficients for Industry Groups

Table 5.1 Number of Wastewater Treatment Facilities by Flow Range

Table 5.2 Largest Wastewater Service Providers

Table 6.1 Major Federal Agencies with Flood Responsibilities

Table 7.1 Energy Use by Industries

Table 11.1 Categories and Examples of Water Regulation

Table 12.1 Water-Supply Sales from AWWA 1996 Survey

Table 12.2 Estimated Revenues of Water-Industry Sectors

Table 12.3 Estimates of Aggregated Water-Industry Revenues

Table 12.4 Rate Codes and Examples for Fort Collins

Table 12.5 Basis for Fort Collins Water Rates

Table 12.6 Stormwater Rate Factors, Fort Collins

Table 12.7 Income Statement of Fort Collins Water Fund

Table 12.8 Infrastructure Investment Needs in Water Sectors

Table 13.1 Examples of Health Effects of Water Contaminants

Table 13.2 Treatments for Water Contaminants

Table 17.1 Water-Industry Construction Volumes

Table 18.1 Types and Levels of Water-Industry Support Services

Table 18.2 Engineering and Related Establishments

Table 18.3 Trends in Plumbing Employment and Volume

Table 21.1 Bottled-Water Consumption

Preface

Water is a giant global business with annual revenues of over $200 billion in the United States alone. In the decades to come the United States must replace its aging infrastructure, which has a replacement value of over $1 trillion. Utilities, industries, and governments must find innovative ways to address these needs without sacrificing basic needs, such as safety of drinking water or reliability of water for industries and energy production. This is creating many innovations, such as the transfers, exchanges, and water banks explained in Chapter 20.

While the water business is large and important and offers up many sensational stories about emergencies and disasters, in many ways it is hard to understand. To explain it as a business, my first thought was to illustrate how it works by presenting its organization and statistics, along with brief examples. After heading down this path, I faced an unexpected challenge: how to make this mass of information interesting?

Some authors and journalists make it interesting by picking out incidents to create good stories. Some even produce movies, like Chinatown, which is about the Los Angeles water system, or Erin Brockovich, which had villains who contaminated the drinking water. Giant floods, searing droughts, and climate change also make good material for movies. The sensationalism in these movies and books does not tell the full story of the water business, however.

A related problem is how to explain the business so that it does not seem like a collection of odds and ends. After all, what connection does the plumbing department at your hardware store have with the lake where you swim and water ski? That connection is obvious when you think about it, and it became the organizing concept for the book, which is: The water business is about all aspects of handling water.

My main involvement with the water business has been on the big-system side, with its dams, reservoirs, large pipes and pumps, and the like. These mainly involve utilities, government agencies, consulting firms, and the groups that derive livelihoods from running these systems. As I worked on different water problems, I came to appreciate the links between the reservoirs and the work of plumbers, and I learned that many more people were involved in the water business than I thought. I knew that its public side was large, but it was a revelation to learn how large the private side is, with its house connections, sprinkler systems, and plumbing systems for a vast array of commercial and industrial facilities.

So, the book has a lot of facts and figures, but its main purpose is to explain the whole water business as the integrated business that it is. I have to admit, however, that you may have to work hard to make the case for integration because some water linkages are crowded out by linkages to higher-profile industries, such as electric power or health care.

I hope the book will be interesting and useful to people in business who are interested in water and that it will explain the business to the one million people who work directly in the water industry or with its suppliers. These include many technical and nontechnical workers who are focused on their specific missions and do not think much about water as a business. To my fellow engineers, for example, the presentation will seem like a different way to look at what they do, as they plan, design, construct, and operate water systems.

As a final note, I have been impressed by the large numbers of business associations where attention is given to water issues. To support my university work, I follow many magazines, online newsletters, conferences, and trade shows. I have tried to collect their water issues and integrate their meanings to explain the water business. At the end of the day, it is in these meetings and publications where you learn most about the water business.

Neil S. Grigg

December 17, 2010

Acknowledgments

Many people helped me to understand the water business as we crossed paths. Maybe the starting point was as a kid as I watched a contractor dig up a house sewer and studied the primitive storm drainage system in our neighborhood. I also benefited from father-and-son time fishing in the Alabama River and its tributaries, which introduced me to the problems of water pollution and its effects on the ecology of streams. Years later, I found myself studying water subjects at the university and getting my first job as a consulting engineer, which opened up due to flood damage in Colorado.

A number of inspiring mentors and teachers helped my education in water. At West Point I was fascinated by fluid mechanics, and one of my professors was Frank Borman, who later became the commander of Apollo 8, the first space mission to circle the moon. Other professors inspired me with their experiences in water, including work in many developing countries. I especially appreciated the inspiration of Maurice L. Albertson, a long-time professor at Colorado State University. He showed us the practical sides of water management, and later he explained the close links of water to poverty.

After I became a college teacher, I had the good fortune to be associated with Murray B. McPherson, the director of the American Society of Civil Engineers' program on Urban Water Management. Along with his associates, Mac did pioneering work on the water business and left a legacy of inspiration to his protégés in utilities, consulting firms, and universities. Mac had been a public health service officer during World War II, and his peers in public health had made many other contributions to the water business. For example, Dan Okun, a leader at the University of North Carolina and in the drinking water industry, has also left a terrific legacy. In particular, Dan alerted me to dramatic changes in the UK water industry and later to the needs of water distribution infrastructure.

During recent decades I have benefited from association with water industry professionals in utilities and especially through work of the Water Research Foundation, which is the research arm of the water supply industry. Working with its staff and many professional men and women in the industry has given me a real appreciation for their experience, knowledge, and dedication.

In preparing the manuscript, I received valuable help from Wiley editors Bill Falloon, the executive editor of Finance and Investment, and from Meg Freeborn, my development editor. Claire Wesley helped with the production and Tiffany Charbonier added creative touches. I appreciate their continued help in developing and publishing the book.

Part One

Structure of the Water Business

Chapter 1

Water for People and the Environment

The water business is about the handling of water from the global environment all the way to your tap. It deals with global climate change and the health of the oceans, but it also delivers safe and palatable water to your tap. These broad responsibilities create a giant water industry across the world. But aside from scary headlines—like flood and drought—how do people learn about water as a business? Truth be told, most of the water business operates under the radar, and the goal of this book is to shine a light on it and explain it from A to Z. Let's begin with a big-picture look at the water business.

Meet the Water Business

Given their broad scope, water issues provide much content for the media, and you can choose what to believe about them. There are scary forecasts about climate change, drought, flooding, disease outbreaks, and legal gridlock. The people who make the forecasts benefit from a good headline, but the water stories soon recede from the public view. We are left to wonder: Will society drown in these crises or will it solve water problems?

When you think optimistically and consider our capacity to manage water systems, these forecasts don't look so scary. In fact, I believe that society will find ways to address its water problems responsibly and one at a time, mainly with local solutions. However, these won't always be pretty because water involves a lot of politics and arguments about money and value systems. If you detect an air of pessimism, it is because our success depends more on finding political will than it does on technology and money. For that reason, the subject of this book—the water business—must work within social, political, and legal systems to find its opportunities and markets. Its high level of politics is the attribute of water as a business that distinguishes it from similar businesses.

Having acknowledged that the water business can't divorce itself from politics, let's think of the opportunities in it. Water services must be provided to billions of people around the world, and this creates a gigantic business. People need drinking water, cooking and bathing water, sewage treatment, pumps, wells, and myriad other products and services. On top of all of this is a layer of government involvement that creates many jobs on its own. Both business and government are entrenched in the water business and will continue to be so.

At its core, the water business is about obtaining, processing, and selling a precious resource that has many uses. Along the way, however, these activities lead to many paths that make water a diverse and little-understood business. For example, the water business is about much more than selling water. To illustrate, I explained to friends that you don't always make money by selling water, but you can make money by saving it (promoting conservation). A friend chimed in, “Yes, you also make money by litigating over it.”

Another anecdote explains a common misunderstanding about paying for water. A nun protested a water-rate increase by saying that since God provided the water, it ought to be free. The water manager replied, “Sister, we agree the water should be free, but who will pay for the pipes and pumps?” This anecdote was told by Tracy Mehan (2007), a former EPA assistant administrator for water, who explained how the pipes and pumps make up the capital of the water industry and account for much of its business activity, but there are many more pipes and pumps than you would ever imagine. In fact, just for water supply there are upward of two million miles of underground distribution pipes in the United States.

These anecdotes about pipes, pumps, conservation, and litigation illustrate just a few aspects of the water business, which faces conundrums such as that you can lose money by saving water, a lesson learned by utilities that promote conservation only to find their revenues falling and their risks increasing. A utility faces either a conflict of interest or a moral hazard. Should it neglect conservation (and the environment), or should it sell less and charge more (thus making consumers mad), or does it sell less and try to put itself out of business without government subsidies?

Although its revenues are not quite as large as giant industries such as electric power or telecommunications, the water business has megaimpacts on many sectors of the economy and society. It often flies below investors' radar because its economic statistics are dispersed, but when they are aggregated they help identify and trace how the water business affects critical issues such as energy production, housing costs, industrial development, food supplies, and environmental integrity.

Is There a Water Crisis?

People sense the importance of the water industry, but they often cannot explain it beyond saying that water is essential to life and a compelling issue around the world. Headlines about it range from drought in Africa to spectacular water-main failures caused by aging infrastructure in big cities. A story may describe a megascale project, such as China's Three Gorges Dam, or it might be about a local issue, such as the hot-button issue of where fast-growing Atlanta will get water for the future. China's massive new dam supplies hydroelectricity for a large share of the rapidly developing nation and is paired with the country's new south-to-north water-transfer scheme to win the global contest for large-scale infrastructure projects hands-down. Although not as visible on the world scene, Atlanta's water problems have been seen as a trillion-dollar issue involving the city's future.

As we will see in the next chapter, the uses of water form a spectrum according to needs that range from drinking water for life support through uses of water for recreation and discretionary activities. Naturally, the values inherent in these uses vary from one extreme, where a person dying of thirst will pay any price, to the other extreme, where people waste water without a thought. As a result, the divergent values of water applied to various uses become a core issue in decisions about managing it.

On an overall basis, it is the aggregated importance of water that is so impressive. At the microscale, every one of the world's citizens (nearly seven billion and increasing) requires a minimum amount of clean water every day for drinking, cooking, and hygiene. There is no way around this requirement, so the business of supplying water to people will always be with us. Then, businesses require water to offer their products and services and manufacturing industries use vast quantities of water. Irrigated agriculture is the largest water user in dry regions, and electric power producers require vast quantities to produce energy. When you add up all of these needs, you begin to see the big picture of water's importance.

Attention to the water business around the globe sometimes reflects balanced scientific views and sometimes it is based more on advocacy and even superstition. For example, the European Public Health Alliance (2010) publishes dramatic statistics about water on its web site. It wrote that the global demand for water has doubled in the last 50 years and that in the next 20 years the average supply of water worldwide per person is expected to drop by a third as agriculture becomes more intensive and industry and population grow. This sounds alarming. It also wrote that waste management is not keeping pace, mentioned Belgium as a European country that lags in sewage treatment, and rated and a few countries in Central and Eastern Europe and Central Asia below some African countries.

It described climate change as being responsible for 20 percent of the increase in water scarcity up to 2050 with desertification a concern even in parts of Europe. It raised an alarm about water scarcity caused by vegetables and flowers being grown for export, golf tourism, and bottled-water production. Of course, the problem of lack of access to safe water and sanitation facilities is mentioned, along with the fact that even in Europe, many people live without piped water, such as in Romania, where all of the rural population does not have access to improved drinking water sources. This account concluded by identifying the impacts on vulnerable children, who die from waterborne diseases and are exposed to threats from arsenic, fluoride, and nitrates. Also, climate change is said to raise threats of water-related vector diseases, such as malaria. They blame global mismanagement of water resources with inertia at the leadership level and ignorant populations. These result in slow reforms and global competition in the water market. They say that water has become big business with annual profits of the water industry at 40 percent of oil and higher than the pharmaceutical sector.

Do these claims ring true? They should be subjected to a truth test, as newspapers do for election campaigns. As I look at them, it seems that each allegation is connected to an important water issue but the claims seem dramatic and difficult to prove. It is like each claim is a worst-case scenario and when you add them up, it makes a scary story. Let's take the claim that the demand for water has doubled in the last 50 years. This is certainly not true in the United States. Although the population has increased, the largest uses of water, for thermoelectric cooling and irrigation, have actually dropped. Industrial water use has also dropped considerably, and even the per capita use of municipal water has decreased. Similar water use conclusions might hold up for other developed countries, but it will also be true that in emerging and industrializing nations there will be rising demands for water caused by agriculture and industrial and population growth. So, my conclusion about the claim is that it contains elements of truth but is too dramatic and simplistic.

Scary stories about water do make for compelling reading and keynote speeches. In fact, we who work in the water industry like them because they assure us that we are doing important work and will have future opportunities. An example is a recent book about the water crisis that presents similar cases as the European Public Health Alliance, but in a well-written and entertaining style. Glennon (2009) explained a range of problems in the United States, including big issues such as the future water supply for megacities like Las Vegas and Atlanta and how some scientists predict that Lake Mead could dry up by 2021. Most of the issues he explains seem like small-scale local and regional water issues that could be solved with enough political will. Examples include the drying up of farms in Colorado (where I live), how the small Tennessee town of Orme ran out of water and had to truck it in, how Bowater (a South Carolina paper company) could not discharge wastewater due to low flows and cut jobs, how due to lack of streamflow the Southern Nuclear Corporation was not allowed by the Nuclear Regulatory Commission to build two new reactors in Georgia, and several other local or regional issues.

Publications and media accounts about the water crisis do us a favor by sounding the alarm, but they seem sometimes to go off the deep end in describing the issues. As an engineer and manager, I may see solutions where others just see problems, but I have to temper my optimism with the same statement—a lot of the problems require political will and changes in human behavior that won't come easily.

The publicity about emerging threats and their implications for the water industry are discussed in more detail in Chapter 10.

What Is the Water Business?

Chapter 2 presents a model of the water business, which can be explained in different ways. You can see water through a utility view (as a narrow utility-based business), or through a popular view (as a giant crisis), or through an academic and policy view (as a comprehensive and complex web of interrelated activities that focus on handling water). The approach taken here mixes these three to view the water business as a complex arena with many producers, suppliers, regulators, and customers and to explore its corners and niches.

While this view is ambitious and might seem superficial to someone looking for an in-depth treatment, it explains how the complex arena of the water industry is an important business sector with many parts. It presents a realistic view of the business that is devoid of sensationalism and even explains why the exposés and media stories of a water crisis can easily mislead us. The book discusses the readily apparent utility businesses of selling water and treating wastewater, but also probes important water-handling services that are not so apparent and fly below the radar, such as risk management for flood damage mitigation and dam safety.

To create a model of the multifaceted water industry a coherent framework is required. Otherwise the business is described as a collection of odds and ends. The organizing concept for this framework is that the water business is built around a set of water handlers that have major responsibility for the management of water. These water handlers become the producers of the goods and services provided by water and its management. An example of a good is the supply of potable water. A service can be the prevention of flood damage through water handling.

Given the heavy regulation of water use, government regulators are also an essential part of the industry. Its other part comprises the array of suppliers of equipment and services that keep the pumps and pipes going. When you add these to its customer base, the water industry looks like other industries, with its own producers, suppliers, regulators, and customers (Figure 1.1). These players are discussed in more detail in Chapter 2.

Figure 1.1 Water-industry players

In spite of this straightforward concept, there is no consensus about the status of the water business as a unified industry. For example, Steve Maxwell (2010), a management consultant who follows the water business closely, concluded that there is no such thing as a water industry, but instead it is a balkanized bazaar of quite different businesses focused on delivery of clean water. I think this is a valid point, and it illustrates how many of the players in the water industry also play in other industries.

It is true that that the water business is balkanized and includes many parts. In fact, water is more like an input to many industries than it is an industry itself. In that sense, it is a crosscutting industry, not one that produces distinct products and services itself. However, I believe that you can frame the business coherently by its focus on water handling as the organizing concept and that enables us to identify its suppliers, customers, and regulators to see the full picture of the business.

To its participants, the water business involves different businesses: the utility business, the point-of-use supply business, the irrigation business, the dam-building business, and several others. These players might work as utility operators, plumbers, contractors, consulting engineers, farm operators, or industrial facility managers, among other occupations. Our view of the water business depends on whether we focus on one part of it or the overall industry.

Given that the water business meets many purposes at different levels, I'd like to present a few examples of scales of business activity along the chain of water management from stream diversions to end uses. Figure 1.2 shows a map of water-industry activities that vary in scale and the split between public and private management. The examples shown range in scale from the household level to large river basins, like New York's Hudson River or even the Mississippi River. The public-private split is a variable to show whether the activity is mostly market driven or controlled by the public sector. This provides four quadrants: large scale and government driven, large scale but private, small scale and government driven, and small scale and private.

Figure 1.2 Water-business activities by scale and market intensity

Looking at the lower left of Figure 1.2, you see a residential swimming pool, which requires pumps, pipes, and water-treatment chemicals. It involves the handling of water at a small scale and can be supplied entirely by private business, although it is subject to regulatory controls. This example and many other plumbing and household-level water-handling cases form the smaller end of the water industry. Each of these examples has larger variants, such as an Olympic-size swimming pool or even a water park, which would require much larger water-handling facilities.

Now look at the upper right quadrant. You see a builder negotiating with a utility on a water connection fee for a house, which can be as high as $30,000 for a single modest home where I live. Another example is the sale of water bonds, which might finance a new pipeline. At the highest end are the activities to coordinate a giant river basin, like the Danube River, which flows through 19 countries in Europe. While the controls on this will mainly be by government, the activity can involve river forecast software, new locks and dams, and other water-handling products or services.

These large- and small-scale examples are but a few of the many that frame the water business, which involves many types of products and services for different scales or activity and variations of involvement of the private and public sectors. A model of the overall business will be explained in the next chapter, and the chapters after that lay out the details of water-handling sectors.

Evolution of the Water Industry

How the water industry evolved makes a fascinating story, and today's water issues did not develop overnight. They evolved as the convergence of population growth and economic development created the pressure on natural systems that we now see. To see how the water business evolved, we can consider how technologies such as dams, pipes, pumps, valves, and treatment processes emerged over the centuries. The business still uses these technologies and continues to adapt new methods to them, including processes, instruments, and computer controls.

Early civilizations developed aqueducts and crude pipes to deliver water for household and irrigation use but they lacked a good understanding of how they worked. During the 1700s and 1800s, scientific techniques of fluid mechanics, hydraulics, and hydrology evolved to improve our understanding. Public health and environmental engineering began later in the 1800s with the emergence of the field of microbiology. The discovery of the cause of cholera outbreaks led to modern water-quality management.

As cities evolved, raw water, drainage and wastewater systems were installed and by the late 19th century, today's building plumbing systems had emerged. With the invention of the water closet or toilet, the present wastewater system was set. Treatment systems started with filtration in 1887, and disinfection by chlorination followed by 1909. By 1900, waterborne infectious diseases were on the decline, but chemical problems increased. The 1912 Public Health Act included controls on drinking-water quality, but was not very enforceable. Chemical problems led to the passage of the Safe Drinking Water Act (SDWA) in 1974, and this act frames our management approach to safe water today.

The emergence of the water-quality industry led to large- and small-scale plumbing industries, which require several crafts and trades. Plumbers and gas fitters were placed into a single category by the Census Bureau until the 1880s. The Plumbing-Heating-Cooling Contractors Association began as the National Association of Master Plumbers in 1883. The Mechanical Contractors Association of America and the United Association plumbers union began in 1889, and the American Society of Sanitary Engineering began about 1900.

Prior to 1900, state governments passed laws regulating water rights, but the federal government was not involved much in water management. In 1902, the Federal Reclamation Act was passed. In 1917, Congress enacted the first Mississippi Flood Control Program. In the 1930s, the Tennessee Valley Authority's electric power, flood control, conservation, and economic development projects were initiated. The Flood Control Act of 1944 authorized the Pick-Sloan plan for the Missouri River Basin, including projects for irrigation, power, flood control, and recreation. After World War II, a Senate Select Committee set the stage for the Water Resources Planning Act of 1965. Today, federal involvement has shifted from project development to policy and regulation.

In the West, state governments became active in water development out of necessity. The 1950s California State Water Plan is the most prominent example and remains the largest state-level initiative in the nation. In the East, state governments were less active in water projects, but they became involved in health and environment issues. Today, state governments fill the gap between the federal government and local water providers.

Each city government or special district has its own story of water management. The stories range from small-town systems to giant organizations such as the South Florida Water Management District, which handles water management in the Everglades and other regions of South Florida, or the Los Angeles Department of Water and Power, which is one of the largest combined water and electric power utilities in the United States.

Dams are of strategic importance in water management. Many small dams have been built to store water and divert it into canals and diversion pipes. With the advent of modern earth-moving equipment, large dams could be built, and during the 20th century, thousands of dams of all sizes were built in the United States. Major dams of the 20th century include Hoover Dam on the Colorado River, Tennessee Valley Authority (TVA) dams, and Grand Coulee Dam. The government's Corps of Engineers and the Bureau of Reclamation are generally considered the nation's major dam builders, along with electric power companies and the TVA.

Dams made hydropower and inland navigation possible. Early hydropower was by waterwheels, which were used to grind wheat more than 2,000 years ago. By the early 1900s, hydropower furnished more than 40 percent of U.S. electric power. After World War I, power development focused on thermal plants, and hydropower declined as a percentage of power production to about 10 percent of U.S. production now. Hydropower is still important, however, because it can be switched on and off quickly to provide peaking power and it is one of the renewable sources of energy, like wind power. New laws such as the Public Utility Regulatory Policies Act of 1978 and the 1986 Electric Consumers Protection Act changed the regulatory climate for hydropower. Now, utilities must consider energy conservation, fish, wildlife, and recreation as well as power in their license applications.

Inland navigation brought great economic benefits to 19th-century America. Built between 1817 and 1825, the Erie Canal was so successful that the construction cost was recovered from fees in just seven years. It stimulated port development and is thought to be a main cause of New York City's ascendancy as America's largest urban area.

About 1900, the nation entered a “conservation” era during the Presidency of Teddy Roosevelt. This peaked with Earth Day in 1970 and continues today. It has added an ecological thread to public health engineering and today's environmental engineers deal with fisheries, environmental impact, and wildlife, as well as public health.

With the environmental movement, it became much more difficult to build dams, especially large dams. This increases the importance of using existing water storage well. Today, removal of dams is being considered in many places in the United States, but new dams are under consideration in some developing countries.

The history of ground water and wells goes back to the beginning of mankind when humans learned to dig boreholes to obtain water supplies. With the development of pumps, people were able to lift water more easily, and with the development of diesel and electric motors, the modern groundwater development era began. Today, groundwater is used by more than half of all public water systems in the United States.

New water systems required sophisticated management organizations, and water utilities emerged along with cities. Philadelphia initiated their water supply system in 1798 after a yellow fever epidemic. It used public and private pumping facilities driven by horses. By midcentury, other large U.S. cities such as New York and Boston followed Philadelphia's lead. Today, these giant water utilities are major players in the U.S. water industry.

Prior to 1900, many water services were private. Pressure for government involvement led to conversion to public sector management. After about 1980, the pendulum swung back. Today, there is still interest in privatization, although it is not universally favored.

Consulting engineers have much influence in water engineering and management. During the 19th century, American engineers became famous for their work and consulting engineers are a major force in the water industry today. In fact, they comprise a “shadow workforce” for public water organizations. This is explained in more detail in Chapter 18.

Water industry trade associations and professional societies began to emerge in the late 19th century. The American Water Works Association began in 1881 and the Water Environment Federation began in 1926 through an effort to create a sewage works association. A complete inventory of water industry trade associations would include many significant trade, professional, and academic groups.

These are only a few of the fascinating historical developments that lay the foundation for today's water industry. Some of this history is told in more detail in Grigg (2005). For a detailed look at the public health aspects and emergence of modern utilities, The Sanitary City by Melosi (2008) is recommended.

Why Is the Water Business Hard to Organize?

With these many issues driving the need for water, news stories suggest that water will be a promising business in the future. However, you have to look beyond the headlines to understand the issues, and there will be pitfalls as well as opportunities. As a business, water is complex to define and has distinct parts. It is unique because it is so political, deals with personal matters as well as societal issues, and is heavily regulated. While there is a lot of rhetoric about water problems across the globe, at the end of the day it is mostly a local matter.

The aggregate of the local issues comprises the water business. Imagine if the world's seven billion people were organized into towns of 50,000 each. They would require 140,000 local water systems to serve the needs. Of course, things are not that simple. The United States alone has more than 50,000 community water systems, but many of these serve very small populations.

The balkanized businesses making up the water industry are hard to classify, and some of them are even government owned or outright government agencies. The difficulty in classification of this gigantic public-private mixture was explained in a special report on water in the Economist magazine, which concluded: “No wonder a commodity with so many qualities, uses and associations has proved so difficult to organize” (Grimond, 2010).

On the private side, many entrepreneurs offer products and services, but they are mostly dependent on government decisions for their sales and market opportunities. On the government side, the World Water Assessment Programme (2007) explained that in many countries water governance is in a state of confusion with a lack of water institutions or fragmentation of authorities and decision-making structures. So, while the water business is critical for our health, survival, and quality of life, as well as to sustain the environment, its many parts and unique public-private mixtures make it “hard to organize.”

In the final analysis, the reason the water business is hard to organize lies in its diversity of purposes and scales. Water services have attributes of public goods and private goods, and to manage them we must traverse back and forth between government and private sector approaches. This takes us into uncomfortable territory of embracing government and business methods simultaneously.

To serve the needs of people and the environment, water management requires many actions at scales from local homes up through river basins that cover large regions. It may be difficult at the small scale for us to connect our actions to the big picture, especially when we are balancing objectives that range from safe drinking water to using streams for recreation.

So, the water business is a mixture of activities that converge on the core issue of handling water. As it lacks identity, someone might look at the activities I include in the water business and say, “You are just adding up things that don't relate and calling it a water business!” That's an observation that you might expect, but I hold that it isn't valid because the activities do relate to one another, although it is true that sometimes the people involved in them do not recognize their relationships with others in the water business. What you can say about these activities is that while they involve water handling, most also involve other primary activities. In that sense, water is an allied industry to many others. Let me cite a few examples to illustrate this.

An employee of a company that produces, installs, or services household or business point-of-use water-treatment devices might recognize her participation in the water business but not realize how close her work is to that of a treatment plant operator working for a public water system. By the same token, a plumber would normally identify with his craft of plumbing and not primarily with the water business. Yet that same plumber deserves credit as one of the main protectors of public health by preventing waterborne disease through following codes and maintaining effective water-handling systems.

An irrigation farmer might have to learn the fine points of surface and groundwater movement, consumptive use, and water rights so that he can manage his assets productively. A landscape architect might sketch out a site drainage plan with physical and ecological features, and the plan might include the same basic analysis that a water resources engineer would perform to lay out a storm drainage plan for a subdivision. A ranger at a national park might be promoted into management and deal with permitting and access issues related to water resources, and thus deal with the same types of planning and regulatory issues as a water-resources planner.

Finally, at the residential and commercial levels, a sales team might work at a kitchen and bath exposition and explain the aesthetic and safety attributes of water-handling equipment, but think of themselves as part of the home improvement industry, rather than the water industry. All of these examples show how the water industry involves core activities of water handling, but many of the people involved in it would not identify water as their primary business.

In the way of a summary of the complexity of the water business, Figure 1.3 illustrates its interdependencies among social, economic, and environmental issues and sectors and how both governance and regulators are required to deal with the many issues, while the water handlers are supported by a broad array of suppliers.

Figure 1.3 Water-industry interdependency

Preview of the Book

The water business is organized differently from businesses that might seem similar, such as the electric power industry. The big providers of electric power are major investor-owned utilities, such as Edison International, and government utilities, such as the Tennessee Valley Authority. Also, smaller providers include cooperatives, small cities, and power districts. Electrical contractors do much of the work to hook up customers, and there is a large supplier segment that provides everything from large generators to light bulbs for appliances. Regulators consider rates, safety, and the environment.

In the water industry, the sale of water as a commodity is similar to the sale of electric power, but the water industry also provides additional services for wastewater, stormwater, and irrigation and drainage. In addition, the water industry serves instream flow and environmental water needs. It even takes care of disaster management and water drainage as water bodies pass through cities and other settlements. All of these separate facets make water different and more complex than just a commodity industry.

After the overall explanation of the water industry in Chapter 2, the book turns to the water-handling sectors: water supply, wastewater, industrial water, stormwater, irrigation and drainage, and an environmental sector named “instream flows.” This section of the book also explains dams and groundwater systems, which are two important parts of the water infrastructure.

The chapters about water handling include discussions of the water-using customers. These include sectors focused on land uses such as urban development, landscaping, and floodplain management. Farming is a customer of irrigation and drainage, and it makes many demands on water and has massive impacts on the environment. Now that renewable energy is such a fast-growing sector, its water demands have increased and thickened the web of the energy-water nexus. The major source of renewable energy is hydropower, which goes hand in hand with river navigation as a control mechanism on stream flows. Large water-dependent industries, point-of-use manufacturers, and the bottled water industry are as much a part of the water industry as the utilities are.

The next part of the book contains chapters about driving forces and issues in the water industry, such as government involvement, privatization, law and regulations, financial structure, water and health, and workforce capacity. These are introduced by a chapter that looks ahead at how the emerging water industry will respond to societal trends.

The next section of the book is about product and service suppliers. The discussion is about equipment and types of services, and it is partitioned into size groups ranging from large utilities to small systems that work in individual residences. In addition to the usual products and services you think of as connected to water, this part of the book includes discussions of financial services to the water industry and the business of commodity water, which designates attempts by some entrepreneurs to develop and sell bulk water.

This final part of the book includes a chapter on the ultimate challenge of using business and philanthropy to address the critical issue of safe drinking water and sanitation for all and a concluding chapter about water investments and careers.

Chapter 2

A Model of the Water Business

The water business is a complex web of interconnected water-handling activities with its own producers, suppliers, customers, and regulators, and it requires a rational model of valuing water so that decisions can be made about its allocation and the support of water-related services. In the past, water was largely seen as public-sector activity. Now, the picture is different. Tax revolts, environmental advocacy, and the difficulty in public-sector decision making requires that supplier-customer relationships be identified clearly to portray how water and related services should be managed according to their value. This chapter provides a conceptual map of it through a model of activities and functions from major utilities to end users at the smallest water taps.

Because the water business is not recognized as a distinct business sector by economic accounting systems, the model presents it as a cross-cutting industry that draws from recognized sectors such as utilities, government, and manufacturing. It explains that the core of the water business comprises the water handlers who meet demands for diverse water-related services, and it identifies the equipment and services that are provided by a diverse group of supplier organizations. The model rounds out the discussion by explaining the roles of the regulators who play important control roles in the health, environmental, and economic spheres. It explores the corners of the water business and explains its diverse services from the small picture to the big picture.

If the water business involved only supply, it would be similar to related commodity businesses, such as electric power and natural gas, except for the need to dispose of wastewater. However, the provision of a range of water-related services differentiates the water business from other utility businesses and water as a business is much broader than just its utility portion, although it is the dominant part. Electricity and natural gas are totally consumptive, whereas water use may be only partially consumptive and involve handling residuals as well as the commodity supplied. Electricity and natural gas focus on sale of the commodity, but they do not handle the commodity for other purposes. Another distinguishing attribute of the water business is the provision of water for agriculture, which happens mostly outside of organized utilities.

A Diverse and Multiscale Industry

While the North American Industrial Classification System (NAICS) identifies market segments and establishes economic accounting systems for many industries, it does not recognize the water business directly. It recognizes pieces of it, such as the privately owned water utilities that are in the utility sector, but government-owned water utilities and nonutility parts of the water business are dispersed across other categories.

To address this lack of recognition, the water business can be modeled like other businesses with producers, suppliers, customers and regulators, but as a cross-cutting industry with many facets. The fact that it has a wide variety of types of producers and customers makes it somewhat like a complex and integrated industry with manufacturing to produce goods and wholesalers and retailers who add value and services to them for many types of customers.

Figure 2.1 illustrates this cross-industry feature with the water handlers and their suppliers shown across the top. The water handlers span across four NAICS categories: utilities, manufacturers, agriculture, and the federal and state governments. How these categories of establishments handle water will be explained later. The water-industry suppliers are drawn from a broad group of NAICS categories, including manufacturing, wholesale, retail, services, and construction. These are explained later in Chapters 18 and 19. Regulators deal with both the water handlers and the suppliers, as shown. There are several types of regulators, and they range from the obvious ones, such as the U.S. Environmental Protection Agency (USEPA), to not-so-obvious ones, such as the U.S. Food and Drug Administration (FDA), which regulates bottled water.

Figure 2.1 Model of the water industry

Both public and private entities operate as water handlers. In particular, both utilities and agriculture involve public and private organizations. Self-supplied manufacturers are essentially 100 percent in the private sector, but government activities such as military bases share some of their attributes and although electric power utilities are included under the utilities category, in terms of their water use they are similar to self-supplied manufacturers. The state and federal government sector operates some dams and government-owned utilities. Local government water providers are shown as utilities rather than as government to emphasize their common attributes with private water companies. An example of a public sector irrigation organization would be an irrigation district in the West, while a private-sector example might be a large privately owned corporate farm.

A Longitudinal View of the Industry via the Hydrologic Cycle

The common thread among the water handlers is that they are all involved with the hydrologic cycle, which is also called the water cycle. While this sounds like a concept from a science class, it is a useful tool to explain the interconnections and interdependencies among water handlers. It explains how water is used and reused as it moves from the atmosphere across land and back again and from one user to another during its journey. The hydrologic cycle is a useful concept to explain the interdependence among water users and how water is used and reused along its journey. The slogan “water flows uphill toward money” is a good way to explain the importance of infrastructure in handling it. Today, there is increasing interest in improving our accounts for water use as it moves through the cycle.

The driving force of water moving through its cycle is gravity, which is sometimes replaced by energy to explain how “water flows uphill toward money” (meaning that if enough money is provided, water can be made to flow uphill, at least in pipes and pumps and sometimes by water trading). Energy can move water, and in fact, the processing of water is a major energy user, especially of electric power.

The hydrologic cycle explains how precipitation falls in different forms, then travels as surface or underground flows to streams, lakes, and the ocean, only to be evaporated and return to the atmosphere, where it is available to fall again as precipitation. If water systems were free of human interference, they would be completely natural and no water industry would be involved. However, human uses insert infrastructure and its operations into the natural water cycle. Once humans interrupt this cycle, the effects become so massive that it is practically impossible to find any place on Earth that is untouched by development. In fact, the possibility of global climate change means that the entire cycle might be altered through human-induced effects such as release of greenhouse gases. Hydrologic change has been going on for a long time, and the water cycle is, in fact, a “human-altered hydrologic cycle.”

Figure 2.2