Regionalization is a core component of ALCOSAN’s Clean Water Plan: a region-wide effort to transfer multi-municipal  infrastructure to ALCOSAN ownership, sharing resources and achieving economies of scale. EHI played a leading role in Regionalization Implementation beginning in 2015, working under AECOM — with our technical team driving infrastructure assessments and capital improvement planning while our communications team shaped every municipal outreach effort.

The relationships were the foundation. Through more than a decade of work with ALCOSAN, EHI coordinated with all 83 customer municipalities and municipal authorities, and our municipal meeting coordination for Regionalization alone produced over 300 municipal interactions. EHI staff coordinated and attended every program meeting with municipal engineers, managers, and elected officials, maintained a tracking database of issues and concerns so nothing fell through the cracks, and compiled annual reports — helping ALCOSAN communicate transparently and build lasting connections with its municipal customers.

The data backbone ran just as deep. EHI processed field inspection data into defect reports with repair recommendations for approximately 270 miles of sewers, 6,200 manholes, 8 facilities, and 80 diversion structures joining ALCOSAN’s system — analysis that supports ALCOSAN’s long-term capital improvement and O&M planning for the acquired infrastructure. Our team also worked with ALCOSAN’s GIS/IT department to recommend and design a GIS-based asset management system, developed standard operating procedures for data collection, network data management, and analysis, and built a hands-on training program so ALCOSAN staff can run it all with confidence — a system designed to outlast any consultant’s involvement.

EHI’s support spanned the full program lifecycle: construction management and inspection for sewer condition assessments across multiple basin packages, RFP development, bid advertisement and award recommendations, construction administration, on-site field inspection, financial management, and public outreach. By the time EHI concluded its role, 76 of the program’s 265 miles had transferred to ALCOSAN ownership — the program’s foundational miles, moved with the relationships, data systems, and municipal trust in place to carry the rest.