Wastewater, Water, Transportation, Educational, Marketing, Private, and Landscape Projects
WAS LINE ASSESSMENT AND CONSTRUCTION WASTEWATER
INSTALLATION | WASTE-ACTIVATED SLUDGE | SEWER
Construction projects that impact infrastructure require outreach efforts that reduce public health risks. Even with COVID-19 restrictions, residents and business still deserve to know how projects will impact them.
This project involves installing a liner in a six-inch waste activated (WAS) line across approximately four miles in an urban area. The project also included 13 vaults, and impacts to a shopping center. Also, the WAS line crossed under Loop 101 which required significant traffic control, rerouting, and lane closures.
YPMO’s work included outreach to local businesses and updating major stakeholders on construction activities. The project occurred during 2020 with primarily electronic communications and minimal face-to-face interactions. There was a mailer, door hangers, construction hotline, and updates for the City website and Council Members.
Many residences were also impacted, and YPMO sent out about 1,000 postcards to advise homeowners when vaults would be installed along frontage roads. Residents received postcards and door hangers, and in some instances, YPMO team members went to the homes to explain how residents should address parking conditions during construction.
YPMO’s team adjusted to COVID-19, majority of the public outreach done electronically. From time to time, when they could confirm that stakeholders had received information, they went directly to residences or businesses in person. “Some places are hard to reach,” says Andre Salais, project manager. “It’s today’s reality, and it requires creativity.”
The project duration was from September 2020 through March 2021, and the project finished one month early.
City of Glendale
COVID-19 requires extra efforts to keep YPMO team members and stakeholders safe.
One of the challenges for this project was confirming that stakeholders received information about project progress. Sometimes the team didn’t know if outreach messages had been received.
“We put procedures in place,” says Salais. “If I’m going door-to-door in the middle of a pandemic, interacting with people in their homes, within a six-foot distance, then going to the next door and the next, I’m a disease transmission vector representing the City of Glendale. And that is not a good idea if you want to keep people alive.”
The team emphasized phone calls, direct mail, emails, and if they absolutely had to, on-site visitation with the stakeholder. Generally, the team first dropped door hangers and asked to be called. Next, they knocked on doors, and wore gloves and masks. They rang doorbells, and then stood back, so they could communicate at a safe distance. YPMO gave them the information they needed, along with a phone number and email address to respond.
“It’s not ideal,” says Salais, “but it’s the best we can do to make sure we’re doing our part to protect public health.”
“It required persistence to make sure the public received the kind of communication and service that they deserve from the government. The big takeaway is that we all benefit from public outreach, making an effort to actually reach the people who are most impacted.”