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Document 525PRE-IMPLEMENTATION REPORT

CHAPTER: University of MinnesotaCOUNTRY: GuatemalaCOMMUNITY: SimajhuleuPROJECT: Uniting Water and PeopleTRAVEL DATES: January 1st to the 17th

PREPARED BYJohn Frieseke, Derrick Passe, Peter Glashagel, Manuel Orozco, Justin Konen, Adam Swierczek, Kris Langlie, Nate Flieschacker, Charles Vermance, David Buck, Kathryn Klarich, Laura McDonald, Becca Pilkerton, Ryan Ballard, Taylor Hoffman, Kyle Johnson, Alexandra Paidosh, Alistar McIntyre, Jamie Wilcox, Jordan Klussendorf, Leigh Severson, Valerie Troutman, Laura Price

October 18th 2010

ENGINEERS WITHOUT BORDERS-USA

www.ewb-usa.org

Document 525 - Pre-Implementation ReportUniversity of MinnesotaSimajhuleu, GuatemalaUniting Water and People

Post-Assessment Report Part 1 – Administrative Information 1.0 Contact Information

Name Email Phone ChapterProject Leads John

[email protected] 775

2295425UMN

President Lauren Butler

[email protected] 847 3457356

UMN

Mentor #1 Derrick Passe


MN

Mentor #2 Peter Glashagel


MN

Faculty Advisor (if applicable)

Tim LaPara


UMN

Health and Safety Officer

Valerie Troutman


UMN

Assistant Health and Safety Officer

Derrick Passe


MN

NGO/Community Contact

Elizabeth Howland

[email protected] Long Way Home

Education Lead Manuel Orozco


UMN

2.0 Travel History

Dates of Travel Assessment or Implementation

Description of Trip

January 5-12, 2008 Assessment Met with Simajhuleu community. Discussed existing design for proposed water line. Explored alternative design options. Collected information on community, topography, availability of water, water quality, soil stability, etc

© 2007 Engineers Without Borders – USA. All Rights Reserved Page 3 of 111

July 9-17, 2008 Assessment Surveyed Simajhuleu residents about water usage. Gathered additional technical data about the existing water distribution system.

Aug 23 –Sept, 2009 Implementation The constructed a 130,000L concrete rainwater cistern and supporting rainwater collection system for the school in Simajhuleu. Trained locals to be able to operate and maintain structures in future.

January 6-17, 2010 Assessment Investigated possible solutions to the village-wide water problems with data collection of multiple forms. (e.g. survey)

May 19- June 2,2010

Assessment Continued data collection with regards to a solution forSimajhuleu’s water system. Began addressing alternatives analysis with the village to determine a best possible design to move forward with but were interrupted by Tropical Storm Agatha.

August 24 – Sept 3, 2010

Assessment Completed intended discussions from previous assessment. Reached an agreement with local officials’ responsibilities for a future implementation. Surveyed potential construction sites and obstacles.

1.0 Travel Team

Name E-mail Phone Chapter Student or Professional

John Frieseke [email protected]

775 2295425 UMN Student

Justin Konen [email protected]


Manuel Orozco [email protected]

559 901 2192 UMN Student

John Buzek [email protected]

612 2038669 MN Professional

David Buck [email protected]


Adam Swierczek [email protected]

UMN Student

Amy Mikus amy.mikus@gma MN Professional


il.comKris Langlie kris.langlie@lies

ch.comMN Professional

Jordan Klussendorf

[email protected]


Charlie Vermance

[email protected]


Kathryn Klarich [email protected]


Ben Olin [email protected]


Scott Ajax [email protected]


Kyle Johnson [email protected]


Derrick Passe [email protected]


Dan Martens [email protected]


Matt Hansen [email protected]


Laura McDonald [email protected]


Valerie Troutman

[email protected]


Laura Price [email protected]


Please see man-hours in the Construction plan in Part 2 Section 5 as well as Appendix J. During week one we will have 14 members present and during week two we will have 11

members present.

2.0 Safety

2.1 Travel Safety

2.1.1 Department of State Travel Warning/Alert and International SOS Travel Risk Ratings

SOS Travel Risk RatingsCurrently there are no state department warnings or alerts for this country. (per the state department website).

2.1.2 Point to point travel detail


The team will be traveling by air from Minneapolis, Minnesota to Guatemala City, Guatemala.From there a representative of Long Way Home, the local NGO that we are working with, will provide transportation to the village located north of Guatemala City near Chimaltenango.

2.1.3 On-the-ground phone number and email for travel team

The team has access to the internet while in country so all emails will be accessible in the evenings when the team has returned to the hotel after working in the village. In an emergency our NGO is available as well by contacting Mateo Paneitz: 978-352-6804; email address: [email protected]

U.S. Embassy in Guatemala City Avenida La Reforma 7-01, Zone 10(502) 2331-2354 for emergencies(502) 2326-4000 during business hours (8:00 am to 5:00 pm)(502) 2332-4353 fax

American Citizen Services Unit(3)(502) 2326-4405Monday through Thursday 7:30 am to 12:00 noon and 1:00 pm to 3:30 pmFriday 7:30 am to 11:30 amSaturday and Sunday closed

Roadside AssistanceRoadside assistance force PROVIAL(2)2419-2121basic tools, first aid supplies, services are free

Hospital Santiago Apostol (Private), 28.4 km away(5)Calle del Manchén #7Phone: 78 32 08 83Antigua, Guatemala

Hospital San Rafael Antigua Guatemala, 28.7 km away(1)

Hospital Evangelico El Buen Samaritano, Chichicastenango 32.4 km(1)

Hospitals in Guatemala City , 39.3 km away(7)

Hospital De Las Americas (private)10a. Calle 2-31, Zona 14Phone: 2384-3535 Fax: 2366-1029


Hospital General San Juan De Dios (Public Hospital)1a. Avenida 10-50, Zona 1Phone: 2253-0443/47, 2253-0423/29.Affiliated with University San Carlos School of Medicine

Roosevelt Hospital (Public Hospital)Calzada Roosevelt, Zona 11Phone: 2471-1441, 2472-1442, 2471-2389, 2472-1381, [email protected] with University San Carlos School of Medicine

2.2 Site Safety – Health and Safety PlanSee separate document.

3.0 Budget

3.1 Cost

Expense Total CostAirfare $6,000On Ground $4,250Materials $13,684Other $1,275Total $25,209

3.2 Hours

Names # of Weeks

Hours/Week Trip Hours Total Hours

Project Lead: John Frieseke

56 13 744 1,472

Mentor: Derrick Passe

56 10 744 1,304

Mentor: Peter Glashagel

42 10 168 588

Professional Team Members/ Mentors: John Buzek, John Chlebeck, Adam Klecker, Mark Ryan, Kris Langlie, Mark

20 5 804 904


ArnesonOther Team Members (20 person average)

56 100 (5 hours per person)

6,384 11,984

*These hours represent cumulative hours spent preparing for this implementation. Trip hours represent hours spent in country for assessments and implementation.

3.3 Donors and Funding

Donor Name Type (company, foundation, private, in-kind)

Account Kept at EWB-USA?

Amount (dollars)

Rotary Hudson Foundation No 5,000Rotary River Falls Foundation No 500Rotary International Foundation No 2,319Travel Team In-Kind NoMilwaukee High School of the Arts, National Honors Society

Private No 2,100

Pentair (Pending) Foundation No 12,500Institute on the Environment (pending)

Foundation No 6,000

Textile Sales Private No 400Caterpillar (pending) Foundation No 18,500Amount Raised: 10,319Amount Pending: 37,000Total: 47,319

4.0 Project LocationLongitude: -90.85Latitude: 14.79

5.0 Project ImpactNumber of persons directly affected: 2,500Number of persons indirectly affected: 2,500



6.0 Mentor Resume

Derrick J Passe492 Coulee Trail

Hudson, WI 54016Home: 715 386-8348 Mobile: 763 286-0570

[email protected]

ENGINEERING PROFILE:Experienced civil engineer with over 25 years of experience, BS in Civil Engineering, MS in Water Resource Science, and track record of success in engineering project goals. Skilled team member and problem solver able to identify cost effective designs to decrease expenditures of time and resources. Efficient, organized leader with success in engineering design specializing in water resources. Able to communicate engineering designs to diverse cultures. Expert-level skills in civil engineering, water resource management and business development.

RELEVANT EXPERIENCE:

Engineers Without Borders - MN Professionals 2005 - PresentPROJECT MANAGER – GUATEMALA

Led volunteer team of professional and student engineers in the assessment andimplementation of sustainable development projects.Completed a water system providing water to an environmental learning center.Constructed a Rainwater Harvesting System for a grade school.Currently assessing a water system for 2500 people. (Implementation January 2011)

Anderson Passe & Associates, Spring Lake Park,MN and Hudson, WI 1993 to 2009PRESIDENT, PROJECT MANAGER, CIVIL ENGINEER

Established Passe Engineering Incorporated (PEI) and grew company to 30Employees in three offices.Coordinated Civil Engineering and Land Surveying for construction and modification of roadways, water supplies, sanitary facilities, storm water management, wetland alter-ations and building construction.Marketed company to existing and prospective clients.Consulted with clients, public and private agencies to determine project requirements.Prepared preliminary and final plans for client, government, watershed, and agency ap-proval. Made technical presentations to elected and appointed officials to secure project approval.Assisted in the preparation of EAWs and met with concerned citizens to explain con-struction projects and modified details to reduce impacts where appropriate.Evaluated contractor performance to assure that their work met the project specifica-tions.Provided expert witness testimony to resolve civil construction claims.


Ulteig Engineers - Fridley, MN 1988 - 1993PROJECT MANAGER, CIVIL ENGINEER

Worked with private clients to design, develop and construct private improvement projects.Administered contracts between the Owner and Contractor for the construction of im-provement projects.Worked on construction projects including roadways, site grading, wetland alteration,water facilities, sanitary installations and drainage structures.

DeWayne C. Olson Consulting Engineers - Spring Lake Park, MN 1984 – 1987ENGINEER IN TRAINING

Design engineer for private improvement projects.Securing approvals from City, State and Federal Agencies.Inspected projects on behalf of the Owner and City to assure that the Contractor com-pleted the improvements in accordance with the Plans and Specifications.

EDUCATION:

University of Minnesota, St. Paul, Minnesota, July 2010M.S., Water Resource Science, GPA: 3.68/.4.00Thesis – Providing Safe Drinking Water in Guatemala Through Collaboration, Metering and Monitoring.

University of Wisconsin - Platteville, Platteville, Wisconsin, December 1983B.S., Civil Engineering, GPA: 3.42/4.00.

LICENSES AND CERTIFICATIONS:

Professional Engineer - Minnesota, 1988-present.Professional Engineer - Wisconsin, 1988-present.Stream Restoration, Science and Engineering of, Post Baccalaureate Certificate, 2010.First Responder - Wisconsin, 2003-2009.Wetland Delineation & Management, USACOE Training, 2001.


Pre-Implementation Report Part 2 – Technical Information

1.0 INTRODUCTION

This document will demonstrate how the design of water system improvements proposed by the University of Minnesota and Minnesota Professional chapters of Engineers Without Borders will aid Simajhuleu, Guatemala.

Simajhuleu is isolated from the rest of Guatemala economically, socially and politically due largely to its location in the central highlands. This is especially evident in the rainy season when the dirt roads, which serve as the only means of transportation, become impassible due to the combination of landslides, mud, and steep grades.

For this project we will be creating a new trunk line and pressure break tanks in what is known as Water Area C. These will be used to accomplish our primary goal. This is to reduce the pressure in the system and therefore reduce leaks and prevent damage to the system. This trunk line will be placed between the existing storage tank and the existing distribution system. The trunk line will provide water to four segments of Water Area C. These segments will be the made up of the existing lines to serve individual homes. The segment will be served by one of the pressure break tanks in order to limit the maximum pressure. The pressure is also how these segments were defined by the elevation change. This then defined where the tanks were needed to reset the pressure. This will also allow those receiving excess water to shut of their taps without harming the system. By doing this more water will be available to those in areas of poor pressure by backfilling the existing distribution line.


2.0 PROGRAM BACKGROUND

This report details the proposed design by the University of Minnesota and Minnesota Profes-sional chapters of Engineers Without Borders of an improved water system to aid Simajhuleu, Guatemala.

Simajhuleu is located in the central highlands and is a very mountainous region, making it iso-lated from the rest of Guatemala economically, politically, and socially. The village is accessible only by dirt roads which are frequently impassable due to the combination of landslides, mud, and steep grades. During the rainy season, these roads are often closed leaving the village in-creasingly isolated.

Simajhuleu covers approximately one square mile where approximately 2,500 community mem-bers reside. An almost 40 year old PVC pipeline originally designed and left incomplete by a Canadian engineering firm, is the current means of distributing water to these 2,500 residents. The number of residents in the village has almost tripled since the original system was designed, resulting in a larger demand of water. As the system ages, leaks occur from built up pressure at the end of the system decreasing the amount of water further. The pipeline is composed of PVC no greater the 2.5 inches in diameter and the majority is constructed from 1 ¼ in PVC. The sys-tem is fed from three springs located 4 to 8 kilometers away and is able to supply the village with 92 LPCD (Appendix E). This was determined through measuring the inflow into the main tank where all of the three supply lines meet before entering the distribution system. At this point in the system, a chlorination system was installed and is still currently used to clean the water be-fore being distributed. The chlorination system is a pool chlorinator that uses tablets, supplied by the government, to treat the water. This system has been tested by the government and has passed due to little to no identification of biological contaminates. Our team also analyzed the water and confirmed the results of the government. Our investigation also tested for chemical, heavy metals and physical characteristics which the community’s system passed.

The COCODE, or Water Board of the village, is responsible for the care and repair of the water system. The COCODE is a group of elected officials that regulates the uses and repairs of the system and has been able to keep the current system operational for almost 40 years with very limited resources.

Despite the best efforts of the COCODE, the system is failing to adequately serve the village. Af-ter initial analysis of the supply to the system, it was determined that the existing supply will ad-equately serve the village with a sufficient supply of water if there are no losses in the distribu-tion system.

The village is divided into 6 political sectors. Sectors 1 and 2 receive water one day, sectors 3 and 4 the next, and sector five the last day in the cycle. Sector 6 has an independent water system


Losses in each sector have been found to be approximately 45% in Sector 5, 25% in sectors 3 and 4, and only 5% in sectors 1 and 2 (Appendix E) leading Sector 5 to be in the most need.

After several assessment trips, an alternatives analysis was completed. Our investigation was di-vided into three categories: supply, distribution, and demand. These will be discussed briefly. In-creasing the supply would allow more LPCD for the village and would be beneficial. However with the current distribution system, increasing the amount of water in the system will not de-crease the amount of leaking in the system. Further, the current supply line is ¾ in and cannot transport the additional water. Another difficulty in increasing the supply is finding another source of water. Due to the mountainous terrain, it would be difficult to drill a well and addi-tional springs or spring capacity could not be identified.

Next, decreasing demand was considered. We would need to work directly with the people in the community to convince those who use too much water to change their habits to allow their neighbors to receive more water. This is a low cost solution, however the impact will not be high.

Finally, decreasing losses in the system was explored. After examining the distribution system, we identified the losses listed in Appendix E and created solutions to prevent these losses. One possible solution is to break the pressure that is in the system through building small tanks that would temporarily store the water, alleviating pressure. This would also allow the regulation of pressure at each new small tank, which allows the regulation of water at each location.

The results of this alternatives analysis were presented to the village and COCODE. They also had identified the distribution system as the component whose improvement would be most ben-eficial.

After returning from the final assessment trip, the data was gathered and analyzed. Our solution is to build three small pressure break tanks that will equalize the pressure. Water from the main tank will no longer be distributed linearly. The water will be distributed to these three smaller pressure breaking tanks after which, the water will be routed back into three independent lines. These independent lines will utilize the current distribution system preventing us from needing to interrupt every household to reconstruct their lines. The pressure break tanks will reduce the amount of leaking where large pressure builds up such as at the end of the system, and will also increase the pressure at those houses who currently do not receive water due to pressures too low. A new main line from the main tank that all three supply lines feed into will be constructed reducing additional water losses at the beginning of the system. Finally, we will work with the community on an education campaign that will teach the villagers about the correct usage of the system and also water sanitation. With knowledge of the functionality of the system, the village can contribute to the success of the new system. Our solution will more equally distribute water through the construction of the pressure break tanks because water will be carried further in the system before it is then distributed.

However, our solution will not solve all of the issues with the current system. Each sector will still receive water only once every three days and there will also still be leaks in the system due to cracked pipes. Despite these issues, EWB-UMN believes our solution will best address the


needs of the community. Both increasing the supply and creating a new distribution system is the ideal solution, however is very impractical when the landscape, resources, and time frames are considered. Our solution will first improve the system so that a future increase in the amount of water supplied will be have the greatest impact on the village. The village understands our work will start in sector 5 and will incrementally extend to the other sectors and their problems will not be immediately fixed. However, in the long run, our system will equally supply all villagers with an adequate amount of water.


3.0 FACILITY DESIGN

The design will be described as section A, which describes the piping network, and section B, which details the concrete pressure breaking tanks.

3.1 Description of the Proposed Facilities

This system is intended to serve the people in sector 5 of Simajhuleu equitably and reliably. The first major component of the design is a PVC distribution line that will increase the flow to appropriate quantities and reduce the village’s dependence on the current 40 year old pipes. Larger diameter PVC piping will be placed between the village’s main tank, and the four new pressure break tanks. These four concrete pressure breaking tanks will be constructed throughout sector 5 of Simajhuleu. The tanks will service four sub sectors in sector five based on elevations and will allow for greater pressure equity throughout the sector.

Please see the attached SchematicDrawings.ppt for a drawing and conceptual drawing and discussion of the system.


Please see attached file SimaProposedSystem.pdf for file with zoom and additional clarity. This file is in the Sector5CADMaps folder that is attached to the email along with this document. Also in this folder are detailed maps with profiles as well as an expanded view including the existing system around our proposed system.


Schematic of Sector 5 service areas. The number of homes is listed. From a previous survey the average number of persons per house hold is 5. Turquoise boxes are pressure break tanks. Black lines represent the existing distributions system. Green lines represent our new mainlines. Blue lines represent the pipe run from the tank to its connection to the distribution network. The small turquoise dot represents the spring feed collection tank. Each local service area is drawn with a light blue line.


3.2 Description of Design and Design Calculations

3.2.A Piping Network

Assumptions made for piping calculations:

Water level of tanks will be 0. This gives us a 'worse case' scenario for pipe-sizing. Peak demand is the equivalent of 40% of the village having their taps fully open. A fully

open tap runs at an average of 0.3 L/s Manning’s equations assumptions

o Assumed 100% wetted perimeter. (i.e. A full pipe)o k = 1 (Standard coefficient for metric Manning’s calculations.)o n = 0 for PVC pipe.

Bernoulli's power equation assumptionso hp and ht, the components for pumps and turbines, are equal to 0o Velocity in tanks = 0o Pressures in tanks are equal to atmospheric pressure, and cancel

To ensure that the pipes between pressure break tanks are of sufficient size to provide the water needed, both Manning’s Equation and Bernoulli’s Energy Equation were used.

Manning’s Equation, used for modeling open-channel flow, is specifically for gravity-powered flow systems. With it, the flow velocity can be found given characteristics of the pipe:

(1)

where:

V = cross-sectional average velocityk = conversion constant (1.486 for U.S. units, 1 for SI units)n = “Manning’s n”, a frictional coefficient dependent on pipe materialRh = A/P, the cross sectional area of the pipe divided by its wetted perimeter, called the hydraulic radiusS = slope of pipe

This equation can then be modified to find the flow rate for a full pipe by substituting where Q is the flow rate and A is the cross-sectional area. Also, since the pipe is assumed to be full, the wetted perimeter of the pipe is simply the inner circumference of the pipe. Substituting

and where D is the inner diameter of the pipe, the equation becomes:


(2)

Thus, the flow rate capacity of a pipe can be found given its diameter, slope, and frictional coefficient.

In addition, the Energy Equation was also used as an auxiliary method of finding flow capacity. The Bernoulli Equation is an equation that relies on conservation of energy to find flow characteristics at either end of a control volume:

(3)

where:

p = pressure at a certain location = fluid density times the force of gravity = kinetic energy correction factorz = elevation at a certain locationV = fluid average velocity at a certain locationhp = pump headht = turbine headhL = head loss

By drawing a control volume such that the endpoints are both pressure break tanks, and flow cannot escape through any other boundary, many terms drop out of the equation. Since no turbine or pump is present, both the turbine and pump heads are zero. Also, since the pressure break tanks are open to atmospheric pressure, they are at equal pressures, which can be subtracted from the equation. The velocities in each tank are also equal, since no flow enters or exits the control volume through any other means. Given these assumptions, the equation simplifies to:

(4)

Since the elevation of each tank is known, all that is left to find is the head loss. Head loss in a system without components, such as bends or diameter transitions, is given by the following equation:

(5)

where:

f = friction factor of pipeL = length of pipeD = diameter of pipe


V = average cross-sectional velocity of pipe flowg = force of gravity

The friction factor f is dependant upon the velocity of flow, pipe diameter, and flow viscosity in the following manner:

(6)

where:

ks = equivalent sand roughness of pipe

= flow Reynold’s Number, where = kinematic viscosity of fluid

Now, rewriting the head loss implicitly in terms of flow rate and pipe diameter, again by

substituting and , the final equation obtained is:

(7)

To find pipe capacity, a diameter and a guess for Q are chosen. The equation is then iterated, varying Q until the equation is satisfied. This Q found is the maximum flow rate the given pipe can support, assuming the only energy lost is due to head loss.

With these two methods for finding capacity, the choices for pipe diameter can be verified to be sufficient. By using the length, diameter, and elevation difference/slope of each individual pipe, the maximum flow rates can be found using the following values for PVC and water:

Parameter ValueManning’s n 0.01

ks

g


The demand calculated assuming that forty percent of the households would require water at a given time. With this assumption and the above constants, the flow capacities for each respective pipe are given in the table below. The pipe sizes were chosen to handle flows that exceed the demands.

Pipe Diameter (inches)

Demand (L/s) Eq. (2): Manning’s

Capacity (L/s)

Eq. (7): Energy Eqn. Capacity

(L/s)Main Tank to

RP12.5 7.36+ 8.23 11.38

RP1 to Soccer Road

4 7.36 15.98 50.83

Soccer Road to RP2

1 0.32 0.57 N/A

Soccer Road to RP3

3 7.04 9.76 N/A

RP3 to RP4 3 4 4.45 8.14*The form of the Energy Equation derived here is not applicable for the pipes branching from the

Soccer Road, since the pressure at the start point of the control volume is not equal to the endpoint.

Piping into and out of Pressure Break Tanks: Size, Length, and Location

Diameter Length

in m

Mai

n L

ines

RP1 to Junction 4 140Junction to RP2 1 380Junction to RP 3 3 330RP3 to RP4 3 675RP1 to Valves 2 100

Feed

ers Rp2 to System 2 80

Rp3 to System 2 75Rp4 to System, Part 1 1 ¼ 200Rp4 to System, Part 2 2 65

To ensure the system would work properly we created a hydraulic grade line which is summarized in the chart on the following page.



PipePipe

TankTank Surface

HGL

Hydrolic HeadHG

LTarget

PipeHead

DiaSlope

DesignationElevation

Elevationm

H2OSlope

CapacityLength

Loss

(IN)

(%)

InletO

utletInlet

OutletInlet

Outlet

InletO

utlet(%)

LPSm

m

31.88

RP-3RP-4

19551940

19551944.77

04.77

1.524

67310.23

39

Soccer RoadRP-3

19821955

1987.91974.39

5.919.39

4.697.04

28813.51

110.8

Soccer RoadRP-2

19821940

1987.91975.23

5.935.23

3.480.32

36412.67

45

RP-1Soccer Road

19901982

19901987.9

05.9

1.17.36

1912.1

2.516.91

Existing TankRP-1

20431995

This is the summ

ary of the inlets and outlets of the main pipelines that w

ill be implem

ented in Simajhuleu to connect the four proposed

pressure break tank. The grade line below show

s the path from tank to tank. The hydraulic grade lines them

selves can be found in Appendix

I. In Appendix I In the purple lines represent the hydrolic grade, the black lines represent the ground and the green lines represent the

required head

3.2.B Concrete Pressure Break Tanks

The design of the pressure break tanks is based on the design of a Guatemalan engineer (Appendix B-1) that was commissioned by Simajhuleu for a supply line. The tank was adapted for use in our system for the number of outlets required. The structural calculations on the design are shown on the following page. Also, included in Appendix B-2 is the design check as performed by John R. Buzek, a professional engineer. Though both sets of calculations conclude that rebar is unnecessary, it will still be included for added durability. Rebar will be spaced horizontally and vertically in 12” spacing. Not noted in the drawing is that the concrete mixture to be used is 1:2:3. This mixture design is explained in its entirety in Appendix B-7.

Objective: Determine whether the provided architectural drawings are sufficient for a Pressure Break Tank (PBT) design.

Assumptions: PBT will be made of concrete Top of tank will be flush with grade Side panels are 1.1m x 1.1m Side panels are simply supported on 3 sides and free on the 4th side Bottom dimensions are 1.0m x 1.0m Bottom slab and lid are simply supported on all 4 sides Concrete Strength f’c = 3000psi Reinforcing Steel Strength Fy = 40 ksi Specific Gravity of Soil = 2.4 Soil Density: ρ = 2.4*62.4 lb/ft3 = 150 lb/ft3

Soil Lateral Pressure Coefficient = 1.0

Allowable tension in concrete (AASHTO recommended)

Plan View Elevation View

0.25m 1.0m 0.25m

0.25

m

1

.0m

0.2

5m

0.1m 0.25m 1.0m 0.25m 0.1m

0.15

m

1.1

m


Side Panel DesignFrom Roark, Formulas for Stress and Strain 4th Edition, Table X, Case 49 – One edge free, other three edges supported. Distributed load varies linearly along the length of the side panel.

The stress, s, on the side panel is significantly less than the allowable tensile stress, therefore no reinforcement is needed. Also, since the PBT will be placed below grade, there is a lack of large temperature differences, meaning no shrinkage and temperature steel is needed.

Bottom DesignFrom Roark, Formulas for Stress and Strain 4th Edition, Table X, Case 36 –all four edges supported. Distributed load is uniform over the entire bottom of the PBT.

The stress, s, on the bottom is significantly less than the allowable tensile stress, therefore no reinforcement is needed. Also, since the PBT will be placed below grade, there is a lack of large temperature differences, meaning no shrinkage and temperature steel is needed.


Free Edge

w

a = 1.1m

w

a = 1.0m

w

a = 1.0m a = 0.67m

Lid Design

Assumptions: Modeled as a beam equal to the middle 1/3 of the lid, b = 8in Simply supported on both ends λ = 1 for normal weight concrete tl = 0.06m = 0.06m*3.28ft/m*12in/ft =2.36in clear span = l = (0.6m + 0.07m) * 3.28ft/m*12in/ft =26.4in

self weight, wd

live load = 25 lb/ft2

wu = 1.4*wd = 1.4*29.5 lb/ft2 = 41.3 lb/ft2 wu = 1.2*wd + 1.6*wL=1.2*29.5 lb/ft2 + 1.6*25 lb/ft2 = 75.4 lb/ft2 = 0.52 psi (controlling case)

DeflectionsMinimum Thickness of Lid – ACI 318-08 Table 9.5(a) – simply supported, one-way slab

The designed lid thickness is sufficient for deflection requirements.

FlexureFrom Roark, Formulas for Stress and Strain 4th Edition, Table X, Case 36 –all four edges supported. Distributed load is uniform over the entire bottom of the PBT.

The stress, s, on the lid is significantly less than the allowable tensile stress, therefore no reinforcement is needed. However, since the lid will be placed above grade, shrinkage and temperature steel should be used

Shear

wu = 27.53lb/ft

26.4 lb

V M

wu = 50.3 lb/ft

55.3 lb


Shear capacity, ϕVn, is computed using equation 22-9 from ACI 318-08

FBD:

The maximum stress seen by the lid is 55.3lb, while the shear capacity is 1034.1 lb. This means that the lid design is more than sufficient for shear requirements.

Conclusion: The design checks shown above allow for the PBT to be constructed without the use of structural reinforcement. In addition, all design checks were satisfied by the design depicted in the architectural plans.

3.3 Drawings

3.3.A Piping NetworkDetail drawings of the piping network are presented in the appendix for brevity.

A-1a: Overview of SimajhuleuA-1b: Overview of SimajhuleuA-2: Sector 5 Topographical MapA-3: Main Tank at Top of SystemA-4: 1995m Pressure Break TankA-5: 1995m Pressure Break Tank New Route DetailA-6: Mainline to Southern 1955m TankA-7: Main Southern 1955m TankA-8: Southern 1955m Tank New Route DetailA-9: Mainline to 1940m Tank 1A-9: Mainline to 1940m Tank 1A-10: Mainline to 1940m Tank 2A-11: Main 1940m Tank


A-12: Distribution Line Below 1940m Tank 1A-13: Distribution Line Below 1940m Tank 2A-14: Distribution Line End Below 1940m TankA-15: Branch From Mainline to 1955m (Northern) TankA-16: 1955m Northern Branch Tank and Line EndA-17: Tank Back Fill CalculationsA-18: Dynamic Pressure calculating spread sheetA-19 System Schematic for dynamic calculations from EPANETA-20: Spread Sheet to calculate pipe sizingA-21: Thrust Block CalculationsA-22: Trench Diagram

3.3.B Concrete Pressure Break Tanks

Detail drawings of each tank are presented in the appendix for brevity.B-1: Guatemalan Engineer’s DesignB-2: Professional Engineer Design CheckB-3: Pressure Break Tank 1B-4: Pressure Break Tank 2B-5: Pressure Break Tank 3B-6: Pressure Break Tank 4B-7: Construction PlanB-8: Materials ListB-9: Concrete Mix Design and InstructionsB-10: Formwork DiagramB-11: Rebar DiagramB-12: Civil Site Plan Tank 1B-13: Civil Site Plan Tank 2B-14: Civil Site Plan Tank 3B-15: Civil Site Plan Tank 4B-16: Tank Lid FormworkB-17: Tank Top FormworkB-18: Pipe Connection Diagrams


4.0 PROJECT OWNERSHIP

The system will be owned by the town of Simajhuleu and will be maintained under the authority of the COCODE (water board). Daily operation of the system will be carried out by Don Lucas, the town plumber. The village has similarly taken ownership of the recent rainwater harvesting project and has been managing and maintaining it for the past year. (Daily operation of the rainwater system is being done by a group called Padres de la Comunidad, which is similar to our PTA.)

Encouraging the village to take ownership of the project has motivated their heavy involvement in the design process allowing them to have input on what sort of system they would most want to use and maintain. This was also our motivation in requiring the water board to provide 10% of the funding for materials. This demonstrates their ability to raise and provide funding for future operation and maintenance. It also puts a monetary resource value on the project making it something worthwhile to protect and preserve well into the future. Ownership will also be encouraged to maintain the system through a series of education, outreach, and training activities. Education will consist of demonstrating economically and culturally appropriate methods of water conservation and cleaning. Conducted as a part of smaller group meetings, these education events will also give us an opportunity to help the villagers understand what our project is about, how they will benefit from it and what they can do to help increase the effectiveness of the project. Knowledge will also be shared as the EWB members and villagers work side by side on the construction site. By demonstrating how each component works and fits into the entirety of the system we will be helping them understand the system’s operation.

These programs meant to foster continued ownership of the system will be supplemented by oversight from Long Way Home (LWH), our partnering nongovernmental organization. LWH has lived in the area since 2003 and conducted many large-scale construction projects. Their members will serve as the local “go to” for any questions the village might have that need immediate attention. They will also serve as a reliable point of contact for both EWB-UMN and Simajhuleu during times of cell phone and internet interruption.


5.0 CONSTRUCTION

5.1 Construction Plan

The construction plan for laying of the pipe will be broken into two sections: connections and mainline.

The 'connections' section involves everything within 20 meters (or 3 pieces of PVC) of the pressure break tanks. This will involve correctly placing and securing the pipes through the walls of the pressure break tanks. The pipe areas in contact with the cement will be knurled to ensure correct bonding, and the pipes will be held in place using x-looped wire hangers where backfilling is not ideal while the cement cures. Flow meters are to be installed just downstream of the tanks and will be tested for water-tightness before being installed. These areas will be directly overseen or conducted by EWB-UMN members, to ensure that the most vital parts of the system are completed to specification. Connections to the existing distribution will be completed by Don Lucas and performed on days when the sector is not receiving water.

The 'mainline' section involves the piping running between all the tanks of the system. This area is going to be installed almost entirely by the villagers, with a small group of EWB members helping and providing oversight. Care will be taken to make sure that the village understands that the pipe must be:

Buried to a depth of 18 inches from (or knee depth when stepping down the pipe) ASTM D2241 from http://www.northamericanpipe.com/tech/burialdepths.html

under traffic loads. Connected using only proper, manufactured connections Using primer and glue properly at every joint

Due to the extremely high cohesion and strength of the soil, it is feasible to dig the entire trench first, then lay-out and assemble the pipe above ground next to it. Once fully set, the pipe will be placed into the trench, and backfilled, with the backfill being tamped in two lifts, once with the trench halfway full using a simple dropping weight, and once while flush with the ground using either a dropping weight or vehicle where possible. We anticipate backfilling to take a considerable amount of time due to the soil characteristics mentioned earlier. If cave-ins in the trench do become an issue, although quite unlikely given the soil characteristics, a supported cantilever construction system would be used. This would greatly increase the amount of time needed to correctly connect and install the pipe.

As for scheduling, the pipe will be installed during the construction of the walls of the pressure break tanks, so that they can be encased in concrete. The village has signed a document that they will have the trench dug for the pipe mainline before our arrival, which will begin following EWB-USA approval. Pipe laying to our specifications will commence with our arrival on site, can continue concurrently with tank construction, and should be completed and backfilled within the first two weeks of our arrival. The laying of pipe is not on our critical path, and has approximately several days of float if necessary. We anticipate being able to lay and backfill approximately 200 meters of pipe each day.

http://www.northamericanpipe.com/tech/burialdepths.html


Each tank will require approximately 16 hours to construct and 10-14 days to cure.A detailed construction plan can be found in Appendix B-7. The general timeline per tank can be broken down as follows:Task TimeSite Prep 1 hoursDrains 1 hoursFloor, Roof, Lid 3 hoursWalls and Connections 2 hoursValve Box 1 hoursCuring 10-14 daysFinalizing and Piping 2 hoursTotal 18 hours + 10-14 days

Four tanks will be constructed in two weeks. The initial construction will be completed during the first 4 days of construction. The final connection time will depend on curing times. The COCODE has the necessary skills needed to finish the construction, if needed. The estimated construction timeline is shown below.

Construction TimelineDays of Construction

Tasks Time EWB Members

Community Members

1 1. Stake out all four tanks

2. Dig all four tanks3. Connect pipeline

1. 3 hours

2. 5 hours3. 8 hours

1. 10

2. 103. 5

1. 10

2. 103. 10

2 1. Construct rebar cage of tank 1

2. Construct forms of tank 1

3. Connect pipeline

1. 4 hours

2. 4 hours

3. 8 hours

1. 5

2. 5

3. 5

1. 5

2. 5

3. 10

3 1. Pour tank 12. Construct rebar

and forms of tank 23. Connect pipeline


3. 8 hours

1. 52. 5

3. 5

1. 52. 5

3. 10

4 1. Pour tank 22. Construct rebar

and forms of tank 33. Moisten concrete

of curing tanks4. Connect Pipeline


3. 0.5 hours

4. 8 hours

1. 52. 5

3. 1

4. 5

1. 52. 5

3. 1

4. 10


5 1. Pour Tank 32. Construct rebar

and forms for tank 4

3. Moisten concrete of curing tanks

4. Connect Pipeline


3. 1 hour

4. 8 hours

1. 52. 5

3. 1

4. 5

1. 52. 5

3. 1

4. 10

6 1. Pour Tank 42. Moisten concrete

of curing tanks 3. Connect pipeline

1. 8 hours 2. 1.5 hour

3. 8 hours

1. 52. 1

3. 5

1. 52. 1

3. 10

7 1. Moisten concrete of curing tanks

2. Connect pipeline

1. 2 hours

2. 8 hours

1. 1

2. 5

1. 1

2. 10

8 1. Remove formwork of pressure break tank 1


3. Connect pipeline

1. 3 hours

2. 2 hours

3. 8 hours

1. 2

2. 1

3. 5

1. 2

2. 1

3. 10



3. Connect pipeline

1. 3 hours

2. 2 hours

3. 8 hours

4. 2

5. 1

6. 5

7. 2

8. 1

9. 10



3. Connect pipeline

1. 3 hours

2. 2 hours

3. 8 hours

1. 2

2. 1

3. 5

1. 2

2. 1

3. 10

11 1. Remove formwork from pressure break tank 4

2. Inspect Pressure tanks for curing completion. If completed, then fi-nalize


4. Connect pipeline if

1. 3 hours

2. 3 hours

3. 2 hours

4. 8 hours

1. 2

2. 5

3. 1

4. 5

1. 2

2. 5

3. 1

4. 10


needed

12 1. Inspect Pressure break tanks for cur-ing completion. If complete, then fi-nalize


1. 3 hours

2. 2 hour

1. 5

2. 1

1. 5

2. 1

Contingency plan: If required, the COCODE along with assistance from The Long Way Home (Local NGO) can finalize each tank and the piping network.

The general materials list for the pressure break tanks are provided in Appendix B-8. The specific valves and floats are listed below in the “Operation and Maintenance Plan.”

5.2 Construction Safety Plan

The single safest thing we can do on this project is to simply use common sense. There are no high risk activities required in this implementation (e.g. no high structures, no heights, no electricity, no large excavations, no heavy equipment), but even simple, everyday construction activities can pose a risk if certain common sense precautions are not taken. As such, we will follow the following procedures at all times:

All Personal Protective Equipment (PPE) will be purchased and carried by EWB. 100% eye protection during any activity that could cause flying objects or eye

hazards. e.g. shovels, pickaxes, hammers, mattocks, rebar cutters, rebar benders, all saws, etc.

Minimum 6 foot clearance will be given to operator when an impact tool (e.g. Mattock, hammer) is being used.

100% ear protection during all activities that could cause ear damage. These include using all power tools, hammers, rebar cutters, etc.

All power tool operators will have previous experience with the tool being used. Proper lifting techniques will be used for all heavy lifting (particularly cement bags)

with a required warm up stretch first. High Visibility markers will be employed anytime any work is being done on or

within 10 feet of a street. Have present a safety supervisor who has the responsibility to stop any activity at any

time that is being done in a potentially unsafe manner. Comply at all times with applicable OSHA rules. A member of the travel team has

OSHA-10 certification.


6.0 OPERATION AND MAINTENANCE PLAN

6.0.A Piping network

Operation and maintenance of the piping system will be carried out by the water board and vil-lage plumber, Don Lucas. The water board will provide organization, funding and support, while the plumber carries out the maintenance procedures. A maintenance and repair guide will be de-veloped to provide the village with written documentation of proper procedures. This guide will be written in simple Spanish and include diagrams to ensure understanding as well as include lo-cation descriptions for various system components. These repair methods will replace current ones in order to improve long-term functionality of the system. Some maintenance activities are as follows.

Inlet pipes, outlet pipes, flow meters, and valves shall be visually inspected at least twice a year.

In the event of broken pipes, a minimum of 2 meters of pipe will be exposed in each di-rection to facilitate the repair section.

Broken pipes will always be repaired with two manufactured couplings and a 'patch' piece of pipe.

6.0.B Concrete tanks

Operation

The new tanks should not impose any new daily operation procedures but will require additional cleaning and facilities to supervise. In the event that a float valve should break, the inlet valve to the tank can be adjusted to control the flow rate into the tank.

Maintenance

Upon completion of this project Simajhuleu will assume responsibilities for any maintenance of the system that will be needed. Possible maintenance issues include, but are not limited to:

Cleaning of the tanks. Repair of broken pipeline.

Regular Cleaning and Maintenance (Frequency: At least annually) Tank should be checked regularly for signs of cracking, erosion, or other damage Inlet/outlet pipeline should be checked for signs of damage as well. Before cleaning, tank should be completely drained. Excess water should be swept to-

ward outlet valve. Any solids or substantial mineral deposits should be flushed out before cleaning. Using a 1-10 chlorine/water solution, lightly coat the walls of the tank. Take care to avoid

fumes and wear protective equipment.


With a long-handled brush or broom, scrub the walls, being mindful of areas that require additional attention (particularly dirty areas of the tank).

Replacement CostsPart Hardware Store Location CostValve ¾” FFACSA Chimaltenango Q 80Valve 1” FFACSA Chimaltenango Q 101.5Valve 2.5” FFACSA Chimaltenango Q 481Valve 3” FFACSA Chimaltenango Q 520Float 1” Amazon.com US $45Float 2.5” Amazon.com US $100Float 3” Grainger.com US $1161


7.0 SUSTAINABILITY

The project has been designed to sustainably provide sector 5 of the village with adequate, reli-able water for many years. To start, the village will pay 10% of the initial materials cost (1,400 US dollars). This payment also gives the village a degree of responsibility for the project and promotes village ownership. In addition, the village has a volunteer water board in place to orga-nize and execute maintenance of the system. This committee collects an equal amount of money from each villager in order to maintain the system. Finally, there is a community plumber, Don Lucas, who will perform any repairs necessary in the event of a leak, break or similar problem.

The piping system itself is simple and easy to fix, with measures in place to reduce leaks and breaks. First, the system will be constructed with schedule 40 PVC pipes, which are designed to withstand the expected pressure. The piping will be placed 18 inches underground to prevent in-advertent breakage due to activity in the area. This depth was chosen to ensure that all substantial aboveground activity, such as car and truck movement, will not affect the system given the soil conditions. In addition, the village plumber, Don Lucas, and others will be trained in proper re-pair techniques designed to replace the current, insufficient methods used. A written maintenance and repair guide will be created to illustrate these techniques using pictures and simple Spanish. This manual will ensure villager understanding and serve as a reference guide for future use.

The people of Simajhuleu are familiar with concrete tank construction and operation. These tanks will be considerably smaller than the tank we constructed at the school. The plumber, Don Lucas, is able to repair any leaks or replace any broken pipes as necessary. He, with the water board’s permission, can call on people to aid him in cleaning the pressure breaks. With that in mind, the people of Simajhuleu already have the needed capacity to maintain these tanks.

One issue on sustainability is the cost of the 3” float valve. Such a high cost would make it difficult for the community to replace the valve should it fail. Another option Simajhuleu can use is to adjust the inlet valve in order to prevent overflow. Another option for the village would be to reduce the pipe size to tank to a 2 ½” pipe. This small choke would restrict the flow slightly while making the compatible float a more realistic price

Lastly when considering population growth the officials in the village claim the population is actually shrinking in the village as more people move to the cities. Therefore, the sizes of the new pipes provide extra capacity in case any one region of the village was to expand disproportionatly.


8.0 COST ESTIMATE

8.0.A Piping Network

Cost Summary: Piping between each Pressure Break Tank and between the Tanks and the Ex-isting Distribution System

Tube length (m) 6

Pipe Diameter Length Unit Cost Tubes Needed Cost Cost in m Q/tube # Q USD

Ferreteria la Nueva Chimaltenango1 380 22.13 64 1416 182

1 ¼ 200 36.3 34 1234 1582 320 57 54 3078 395

Ferreteria Nueva Comalapa3 1005 157.2 168 26410 3,3864 140 258 24 6192 794

Piping Subtotal 38330 4914Estimated Delivery Cost from Comalapa 150 20Estimated Delivery Cost from Chimaltenango 550 75Subtotal 39030 500310% Contingency 3903 500Total 42933 $5504Conversion rate of approximately 7.8Qt to 1USDNote: We don't have a cost for 1 ¼ inch pipe. We use the price for 1 ½ inch pipe to err on the side of higher cost.

8.0.B Concrete Tanks

Parts Cost Q Cost USDTank Construction Material X4 23,400 $ 3000Valves 1661 $ 213Floats 19242 $2467Flow Meters 15600 $2000Fittings 3900 $500Total 63,804 $8180


9.0 MENTOR ASSESSMENT

9.1 Derrick Passe

EWB Minnesota and UM Chapters have been working with Simajhuleu since 2006. Previous assessment trips have surveyed the needs of the Village, measured water flow in the Village, prepared a topographical survey of the Village and discussed proposed system improvements with the Water Council and the village as a whole. In 2009 EWB constructed a rainwater harvesting system at the elementary school to provide a stable water source for 500 students. Subsequent trips have included the completion of the topographical survey of the Village in May. A return trip in September was required due to a tropical storm that prevented the EWB group to meet with the Village during the second half of the May trip. The September trip was focused on walking the alignment of the proposed watermain with the villagers and handheld GPS’s. EWB had reached the conclusion that Sector 5 of the village was most in need of improvements. Measurements of water flow in this sector indicated that more than 50% of the water supply is lost between the central storage tank and users. This information was provided to the village and, although they expressed doubt as to the quantity lost, they agreed with the approach of installing larger pipe and reduced pressure to increase the water supply to Sector 5. The proposed watermain improvements have been designed by the student chapter with integral involvement by professional engineers. Separate committees have been encharged with design of the different components of the system. These committees are: tank design, hydraulic modeling, plan preparation, education, fundraising and health & safety. Each of these committees has met at the weekly project meeting as well again as a committee. A professional engineer has worked with these groups, including experts in hydraulic modeling (John Chlebeck, Suresh Hettiarachdir), Water Treatment (Mark Arneson), Cad drafting (Ann Johnson, Pete Glashagel, Tony Rochel), Structures (John Buezk) and Fundraising (Mark Ryan, Kris Langlie). The proposed design will improve water delivery to sector 5 of the village. Reducing the pressure will reduce the leakage in the system, and larger pipes will eliminate existing pipe constriction which account for 10% losses due to the overflows from the central storage tanks. The scope of improvements is unknown due to the uncertainty as to where leakage is occurring in the system. The proposed system alteration will increase the number of points in the system where water use/loss can be monitored.


Index of Appendices

Appendix A: Piping Network

A-1a: Overview of SimajhuleuA-1b: Overview of SimajhuleuA-2: Sector 5 Topographical MapA-3: Main Tank at Top of SystemA-4: 1995m Pressure Break TankA-5: 1995m Pressure Break Tank New Route DetailA-6: Mainline to Southern 1955m TankA-7: Main Southern 1955m TankA-8: Southern 1955m Tank New Route DetailA-9: Mainline to 1940m Tank 1A-9: Mainline to 1940m Tank 1A-10: Mainline to 1940m Tank 2A-11: Main 1940m TankA-12: Distribution Line Below 1940m Tank 1A-13: Distribution Line Below 1940m Tank 2A-14: Distribution Line End Below 1940m TankA-15: Branch From Mainline to 1955m (Northern) TankA-16: 1955m Northern Branch Tank and Line EndA-17: Tank Back Fill CalculationsA-18: Dynamic Pressure calculating spread sheetA-19 System Schematic for dynamic calculations from EPANETA-20: Spread Sheet to calculate pipe sizingA-21: Thrust Block CalculationsA-22: Trench Diagram

Appendix B: Concrete Pressure Break Tanks

B-1: Guatemalan Engineer’s DesignB-2: Professional Engineer Design CheckB-3: Pressure Break Tank 1B-4: Pressure Break Tank 2B-5: Pressure Break Tank 3B-6: Pressure Break Tank 4B-7: Construction PlanB-8: Materials ListB-9: Concrete Mix Design and InstructionsB-10: Formwork DiagramB-11: Rebar DiagramB-12: Civil Site Plan Tank 1


B-13: Civil Site Plan Tank 2B-14: Civil Site Plan Tank 3B-15: Civil Site Plan Tank 4B-16: Tank Lid FormworkB-17: Tank Top FormworkB-18: Pipe Connection Diagrams

Appendix C: Memorandum of Understanding

C-1: English VersionC-2: Spanish Version

Appendix D: World Health Organization Guidelines

Appendix E: Water Supply, Point of Use and Flow Data

Attached with accompanying email as Appendix E. Appendix E is a compilation of data collected on previous assessment trips regarding point of use flow measurments. It also uses this informatin to interpret the current LPCD recived throughout the village as well as what percentage of the water is used by each sector and what percentage is lost to leakage or otherwise wasted.

Appendix F: Gantt Chart of Construction Timeline

Appendix G: Risk Register and Mitigation Plan

Appendix H: Schematic Drawings

H-1: Tank Inlet, Outlet, and Float SchematicH-2: Tank Outlet and Connection to Distribution SchematicH-3: Daily Operation SchematicH-4: Implementation OverviewH-5: Tank 1 Operation Schematic

Appendix I: Hydraulic Grade Lines

Appendix J: General Trip Schedule


Appendix A: Piping Network

Appendix A-1a: Overview of Simajhuleu


Appendix A-1b: Overview of SimajhuleuPlease See attached document A-1bOverviewofSimajhuleu.pdf for greater detail and clarity


Appendix A-2: Sector 5 Topographical Map


Dashed purple lines represent the water areas from appendix A-1, The blue lines represent the existing distribution lines, Dashed green lines represent the proposed mainline, The solid turquoise squares represent the pressure break tanks, The hollow turquoise represents the main storage tank, red circles represent the location were the line out of the tank will reconnect with the distribution system, the turquoise lines represent significant rout deviations from the existing line for the proposed line to avoid hazards, each contour represents an elevation change of 5 meters. This is true for all subsequent topographical maps and profiles. All elevations are in meters.


Appendix A-3: Main Tank at Top of System


Appendix A-4: 1995m Pressure Break Tank


Appendix A-5: 1995m Pressure Break Tank New Route Detail


Appendix A-6: Mainline to Southern 1955m Tank


Appendix A-7: Main Southern 1955m Tank


Appendix A-8: Southern 1955m Tank New Route Detail


Appendix A-9: Mainline to 1940m Tank 1


Appendix A-10: Mainline to 1940m Tank 2


Appendix A-11: Main 1940m Tank


Appendix A-12: Distribution Line Below 1940m Tank 1


Appendix A-13: Distribution Line Below 1940m Tank 2


Appendix A-14: Distribution Line End Below 1940m Tank


Appendix A-15: Branch From Mainline to 1955m (Northern) Tank


Appendix A-16: 1955m Northern Branch Tank and Line End

Appendix A-17: Tank Back Fill Calculation

The total time to fill the system was determined to be 15 minutes 37 seconds. This was calculated assuming the the demand on the system is equal to the average daily demand. The numbers are as follows:

Reservoir Volume (L) Inflow (L/S) Use (L/S) Time to fill (Sec)Tank 4 1000 8.05 0.69 135.87Tank 4 feedline 1912.6 8.05 0 237.59Tank 3 1000 10.75 0.53 97.89Tank 3 feedline 2420.8 10.75 0 225.19Tank 2 1000 0.88 0.06 -Tank 2 feedline 126.27 0.88 0 143.49Tank 1 1000 10.75 0.42 96.81

Total Seconds 936.83Minutes 15.61

If we instead assume the peak diurnal demands on the system, the time to fill the system jumps to 22 minutes 56 seconds.

Reservoir Volume (L) Inflow (L/S) Use (L/S) Time to fill (Sec)Tank 4 1000 8.05 5.91 468.01Tank 4 feedline 1912.6 8.05 0 237.59Tank 3 1000 10.75 4.58 162.09Tank 3 feedline 2420.8 10.75 0 225.19Tank 2 1000 0.88 .48 -Tank 2 feedline 126.27 0.88 0 143.49Tank 1 1000 10.75 3.6 139.85

Total Seconds 1376.22Minutes 22.94

NOTE: The time to fill Tank 2 was discarded, as it takes a very long time to fill the large 1 cubic meter reservoir from a 1” line. Since the four houses being serviced by Tank 2 will be served be-fore the 15 minutes is up, we discarded the filling time for Tank 2.

Appendix A-21: Thrust Block Calculations

Thrust Block Calculations:3 y

x

4135

2

In order to determine whether or not a thrust block is needed at the y-connection, we used the momentum equation for fluid flow to calculate a reactionary force. We assumed the weight of water to be negligible compared to the forces generated by the pressure and momentum. To find the reactionary force we first calculated the pressures just before and after the junction using the energy equation. The equations and values for these pressures are shown below:

Next we used the component form of the momentum equation to calculate the magnitude and direction of the reactionary force needed to hold the piping in place. The force summation equations are given below.

Finally, we combined these two forces to create a resultant reactionary force and find an angle at which this force is applied. The angle theta is



Appendix A-22: Trench Diagram


Appendix B: Concrete Pressure Break Tanks

Appendix B-1: Guatemalan Engineer’s Design


Appendix B-2: Professional Engineer Design Check



Appendix B-3: Pressure Break Tank 1* Tank will use rebar #4 in the walls placed in a 12” grid.* Tank uses a cement mixture of 1:2:3 detailed in appendix B-9.








Appendix B-7: Construction PlanSite Prep

Gather materials and tools o Have supply of water for mixing concrete

Stake out hole location. Dig hole 1.25 meter deep with a 1.2 by 1.2 meter base. Smooth and compact tank area. Grade the floor.

Drains

Dig a trench for the cleaning drain. Dig a run off that will lead overflow away from water away from the tank.

Floor Mix concrete - 1 part concrete, 2 parts sand, 3 parts gravel Construct form for floor. Insure boards are held firmly in place.

Add rebar for support. Should be laid in grid pattern, and should be tied together with wire at intersections.

Insert cleaning drain. Cover trench immediately below the tank. lay 15cm of rocks with a 10cm clearance from the form walls.

The above process should take approximately 0.5 hours to complete. Pour concrete - 10mm reinforcing bars laid in grid pattern separated by 150mm

Immediately after pouring the floor, rebar for the walls should be placed with a bent end in the concrete.

Foundation sections should be poured in same day to ensure even drying

Tamp floor to remove air pockets. Smooth base with long boards.

Pouring and smoothing of concrete will take approximately 2 hours to complete.

Walls Place formwork for walls. Cut holes where outlets will be placed. Begin pouring concrete. Place pipes once concrete reaches the level of the hole in the formwork. vibrate walls to remove air pockets. Provide a 2% grade towards the drain. Once the structure is poured it will take 10-14 days to cure. During that time the structure

should be kept moist. If the structure dries too quickly it can crack. Also, to ensure that it is water tight the sides of the

structure should be roughened and coated with mortar.

Roof Lay formwork for tank top. Pour concrete Vibrate to remove air bubbles.


Valve Box Create formwork to cover inlet pipe. Fill with concrete.

Finalizing Begin mixing mortar 1 part concrete 4 parts sand Remove formwork for base and walls Roughen walls and apply mortar Lay roof onto place


Appendix B-8: Materials List

Materials for Concrete Tank 6 boards, .305m by 1m 6 boards, .305 by 1.5m 4 plywood strips, .30m by 1.22m 4 plywood strips, two of .15m by .75m and one .15m by .9m 6 boards, four of .2m by .75m and two of .2m by .9m 8 boards, each .2m x .6m plywood strips, .31m by .61m 150 nails 16 pieces 8mm rebar, each 1m long (vertical) 12 pieces 8mm rebar, each 1.3m long (horizontal) 25 pieces 8mm rebar, each 1.7m long (base) 12 pieces 8mm rebar, each .84m long 10 pieces 8mm rebar, each .45m 8 pieces 8mm rebar, each 1.5m long 3 pieces 8mm rebar, each .75m long (valve box lid) 2-3 pieces 8mm rebar, each .9mm long (valve box lid) Cooking oil, ½ liter at least 2 or more brushes or rags for applying oil Wire grid, measuring 1.22m by 1.22m. Bend the outside edges of the grid so that when on

the ground, the grid will rest 5-7cm off the ground. Wire grid, measuring .8m by.8m. Bend the outside edges of the grid so that when on the

ground, the grid will rest 5-7cm off the ground. 56 wire form double-loop ties 200 lengths of small wire, 30cm long Float valve Candle wax for sealing pipe threads 12.75 bags of cement (50kg) .8316 m3 of sand 1.260 m3 of gravel

Equipment: 60 Stakes Flagging tape Teflon tape Tarp to cover tank Adjustable wrench 3 flat-edge shovels 5 hammers Duct tape 2 pointed trowels 2 flat trowels 5 equal sized buckets for measuring 5 metal buckets for hauling concrete


level screed board, approx. 3 feet long Plywood for concrete mixing platform, approx. 6 feet by 8 feet Available water for mixing and cleaning Wire brush 2 tape measures wire cutters


Appendix B-9: Concrete Mix Design and Instructions


Appendix B-10: Tank Formwork

See attached file, B10 TankFormwork.pdf for image


Appendix B-11 Rebar Diagram

See attached file, B11 RebarDiagram.pdf for image


Appendix B-12: Tank 1 Site Plan

See attached file, PBT_1_Site_Plan.pdf for image











Appendix B-16: Tank Lid Formwork


Appendix B-17: Top Formwork

See attached file, PBT_FORMWORK_TOP.pdf for image


B-18: Pipe Connection Diagrams


Appendix C: Memorandum of Understanding

Appendix C-1: English Version


Appendix C-2: Spanish Version


Appendix D: World Health Organization Guidelines





Appendix F: Gantt Chart

Appendix F-1: Gantt Chartt Showing Relationship of Tasks


Appendix G: Risk Register and Risk Management Plans

Appendix G-1: Risk Register

No. Description Likelihood Severity Categories1 Lack of engagment by community H H Community2 Time Over Run M L Project3 Late Material Delivery H H Project4 Worker Availability L M Community5 Weather L H Project6 Cost Over Run M M Project7 Lack of Technical Understanding M M Community8 Cultural Acceptance L H Community9 Cultural Barriers L H Community

10 Community Politics L H Community11 Unable to Financially Buy in H M Community

No. Priority Owner Date Status1 H EWB Oct-10 Planning for2 L EWB Oct-10 Planning for3 M EWB, Long Way Home Oct-10 Planning for4 M Water Board Oct-10 Planning for5 L EWB Oct-10 Planning for6 L EWB Oct-10 Planning for7 M EWB Oct-10 Planning for8 H EWB Oct-10 Planning for9 M EWB Oct-10 Planning for

11 L EWB Oct-10 Planning for12 L Water Board Oct-10 Planning for


Appendix G-2: Risk Management Strategies

No.1 Lack of Engagment by CommunityCausesPoor education campaign. Lack of buy in. The "Americans" effect.

SymptomsLack of community voulenteers. Lack of finacial buy in by the community. System falling into disrepair. Unable to reap all benfits of system and is under performing

Counter MeasuresWell planned and executed education and outreach campaign explaining potential impact of project and what must be done to reap these benefits. Working closely with community throughout design and implementation process they are in agreement with the decisions being made and why they were made.

No. 2 Time Over RunCausesPoor estimation of time required to complete tasks. Materials arriving late. A sufficient number and skilled community volunteers are not available. Weather.

SymptomsChaotic work days where additional help is need. Work days are longer than expected and the schedule cannot be kept up with.

Counter MeasuresTimeline has been planed with community and NGO. By utilizing of expertise within EWB, NGO, and community we should be able to keep the schedule being set.

No. 3 Late Material DeliveryCausesIf we are ordering late because of a lack of preparation the materials may not arrive on time. The supplier may not understand the urgency or just be generally be incompetent. Weather may also become a factor.

SymptomsSuppliers may sound indecisive on their ability to deliver on time. We will be unable to start work on time if materials are not available.

Counter MeasuresThis can be avoided by planning with Long Way Home so they can order supplies with a sufficient amount of time to prepare. Communication with suppliers established ahead of time.

No.4 Worker AvailabilityCauses


Disinterest in the project would result in a lack of motivation to show up. Able bodied men are the family bread winners and will have their own duties or jobs to attend.

SymptomsLess than needed number of community volunteers showing up each day. Tasks are left unfinished at the end of each day due to needing additional people.

Counter MeasuresHaving a long standing partnership with community and water board helps us understand what they are able to provide. It also means that they understand that when we say we need a certain number of people they need to be there. They also understand the need for their presence because the construction schedule planning with conducted with the community.

No. 5 WeatherCausesTropical Storm, Volcano

SymptomsTropical Storm, Volcano

Counter MeasuresBring rain gear.

No. 6 Cost Over RunCausesPoor material quantity estimation during design and assessment would lead to planning to purchase the wrong quantity of materials. Price Changes.

SymptomsBudget over runs.

Counter MeasuresPrices gather over multiple trips to see variance and lowest available price. Accurate mapping.

No. 7 Lack of Technical UnderstandingCausesThe villagers and water board may be unable to understand the reasoning behind designs and design choices.

SymptomsThe community would not conduct system repairs when needed. When system repairs have been conducted they may not meet the requirements of the system. The community would be unable to overcome obstacles to the longevity of the project.


Counter MeasuresBy partnership with water board through alternatives analysis, design and implementation they have had input into the maintenance of the system and what they are and are not capable of or willing to do. The village currently has a plumber and several trained skilled masons and construction managers who work with concrete and PVC on a regular basis.

No.8 Cultural AcceptanceCausesUnwilling to use new system and the additional repairs, cleaning and work that comes with it. Poor education campaign.

SymptomsIf the village has not bought in they may become lazy and use the system improperly or fail to spend the additional time necessary. The village is unwilling to change behavior and follow through with concepts such as water conservation and water treatment.

Counter MeasuresWorking closely with community throughout design and implementation process they are in agreement with the decisions being made and why they were made. Well planned and executed education and outreach campaign explaining potential impact of project and what must be done to reap these benefits.

No. 9 Cultural an Communication BarriersCausesIt can always be difficult to communicate through language and cultural separation. This can often result in work group segregation which will keep the village and EWB groups from fully integrating.

SymptomsThe working groups will display an inability to work efficiently, make decision and work cohesively.

Counter MeasuresThrough working side by side over the course of several trips an understanding of each other can be leaned upon and previous friendships used successfully. Working closely with community throughout design and implementation process they are in agreement with the decisions being made and why they were made.

No. 10 Community PoliticsCausesThe election of unfriendly water board by the community in the February elections would hamper the sustainability of the project.

Symptoms


The water board is our main point of contact in the village and if we are unable to access them or they are uncooperative we will no longer have access to the village and its resources.

Counter MeasuresBy developing good relations with the entire community not just the current water board our friends in the village our many and their appreciation of our ability to impact the village is present.

No.11 Community Unable to Financially Buy InCausesThe water board or the village governance may be unable to secure 10% funding from private sources or community.

SymptomsUnable to fund 10% of project.

Counter MeasuresThe ability of the village to supply labor as a last resort alternative to a monetary contribution would still make us comfortable with the about of community buy in. The presence of Rotary International, the Japanese Embassy and other institutions specifically intended for this type of project make us optimistic that they will b able to secure funding.


Appendix H: Schematic Drawings

Appendix H-1: Tank Inlet, Outlet and Float Schematic


Appendix H-2: Tank Outlet and Connection to Distribution Schematic



Appendix H-3: Daily Operation Schematic


Appendix H-4:Implementaion Overview


Appendix H-5:Tank 1 Operation Operation schematic


Appendix I: Hydrolic Grade LinesIn these images the purple lines represent the hydrolic grade, the black lines represent the ground and the green lines represent the required head









Appendix J: General Trip Schedule

Total trip daysDay 1: 1) Travel from US to Guatemala City to Comalapa

2) Gather equipment and supplies2) Ensure delivery

Day 2: 1) Get bearings in Simajhuelu look over rainwater harvesting system.2) Gather equipment and supplies3) Ensure delivery

Day 3: Construction Day 1Day 4: Construction Day 2Day 5: Construction Day 3Day 6: Construction Day 4Day 7: Construction Day 5Day 8: Construction Day 6Day 9: Team Transition

1) Travelers for the second week only arrive in Guatemala City2) Travelers for the first week only return to Guatemala City3) Travelers for both weeks rest, help Long Way Home and enjoy Guatemala

Day 9: 1) Construction Day 72) Education and Outreach

4 person education and outreach team 8 hours a day1 person 7 hours education 1 hour Moisten


3 person 5 hours rainwater harvesting, 3 hours education and outreach1 person 3 hours form work removal, 2 hours rainwater harvesting, 3 hours

education and outreach1 person 3 hours form work removal, 2 hours moisten 3 hour education











Day 14: 1) Float Day2) Construction Day 123) Education and Outreach



Day 15: Float Day1) Continue inspection of facilities and curing2) Meet with Rotary in Guatemala City

Day 16: Travel from Guatemala to US


Documents

EWB PROJECT:wiki.ewb-umn.org/images/9/98/Guate525Pre-Implementation... · Web viewAn almost 40 year old PVC pipeline originally designed and left incomplete by a Canadian engineering