After-action Tracker

In April of 2025, the City of Richmond released the Interim After-Action Assessment report from HNTB, the independent firm investigating the January water crisis that affected residents across the region. The report detailed 15 short-term recommendations (for implementation in three to six months) and 6 long-term recommendations. See below for status updates on each recommendation.

Updated April 8, 2025.

Short-Term Recommendations

The following actions are recommended for implementation in the next three (3) to six (6) months.

 Done!
1. Operate the WTP in Summer Mode all the time or at least during storm events that have risks of power outages.

 Done!
2. Develop a Bus Tie/ATS failure plan, ensure all electrical staff are properly trained on the plan, and clearly display the plan on each bus tie cabinet (SG 6 and SG 7).

 Done!
3. Review staffing plans and consider staffing the WTP with mechanical and electrical staff during storm events that have risks of power outages. If staffing at this level is not feasible, at minimum implement all other recommendations and develop severe storm event response protocol with requirement that maintenance staff on call during storm events can respond in 30 minutes or less.

 In progress
4. Provide a filter effluent valve UPS with a parallel duplicate backup UPS in each plant, all with a minimum runtime of one (1) hour, and ensure that both function as intended to close all filter effluent valves on loss of power. Size the UPS to close all filter valves simultaneously. In lieu of a backup UPS, a small backup generator could be considered to provide backup power in the event of the first UPS failing. The UPS sizing and operation should meet the requirements of Chapter 7 of the Virginia Electrical Code (2020) for Legally Required Systems.

 In progress
5. Install a SCADA UPS with a minimum runtime of at least one (1) hour. The UPS sizing and operation should meet the requirements of Chapter 7 of the Virginia Electrical Code (2020) for Legally Required Systems.

 Done!
6. Change the SCADA programming in Plant 1 to match that of Plant 2 so that the filter effluent valves are set to manual, and the manual set point is set to zero when SCADA is on UPS power.

 Done!
7. Verify filter effluent valve fail safe positions are set to close or reprogram to close.

 In progress
8. Develop written SOPs for plant operation, establish a comprehensive training system for staff on SOPs, and implement a regular update schedule for the SOPs.

 In progress
9. Review safety program for all staff. Refer to 12VAC5-590-560 for minimum requirements.

 In progress
10. Expand DPU Emergency Operations Manual to include scenario-specific and process-specific actions for plant staff to follow during emergency events. Ensure plan is kept current and readily accessible per 12VAC5-590-505.

 In progress
11. Evaluate existing Master Plan, Capital Improvement Plan, and other planning efforts for the WTP.

 In progress
12. Determine which recommended projects have been completed and which have been deferred. Of the deferred projects, develop a plan to re-prioritize the implementation of these projects based on criticality.

 In progress
13. Perform a holistic review of the planning, engineering, and procurement processes for capital projects within DPU. Determine inefficiencies in these processes and develop an action plan to address or correct the found inefficiencies.

 In progress
14. Develop a crisis communications plan.

 In progress
15. Install dewatering pumps, such as hydraulic-driven pumps, which avoid high suction head issues affecting the priming of the existing dewatering pumps. Dewatering pumps should also have higher flow rates than the existing dewatering pumps, 3,000 to 6,000 gpm is recommended, and permanent piping that routes water away from the plant basements.

Long-Term Recommendations

The following actions are recommended for implementation over several years given the time or financial implications of the recommendations.

 Done!
1. Review staffing plans and consider the addition of a float operator to each shift, so that typical staffing is four (4) operators per shift. If there is an issue getting coverage for an operator that needs a day off, there are always a minimum of three (3) operators.

 In progress
2. Raise as many critical electrical systems above the plant basements as practical.

 In progress
3. Provide an automatic transfer system for the existing backup generator system.

 In progress
4. Seal clearwell as much as possible by repairing any cracks or spalling in the concrete and sealing any pipe penetrations and hatches to reduce the flow rate at which water from the clearwell can flood the basement.

 In progress
5. Restructure preventative maintenance (PM) schedule to reduce PM overlap for the same set of assets.

 Not yet started
6. Develop and implement an asset management plan that includes maintenance and replacement of water system assets, both in the WTP and out in the distribution system.