EPA Announces $10.8M to strengthen U.S. water sector workforce
The U.S. Environmental Protection Agency (EPA) has announced $10.8 million in grant funding to support workforce development and training for drinking water and wastewater professionals across the country.
The funding comes as utilities face a shortage of qualified workers driven by anticipated retirements, aging infrastructure and the need for new technical skills to address evolving technologies and emerging threats such as cyberattacks.
“Every time Americans turn on the tap or flush the toilet, they depend on qualified and dedicated professionals in the water sector to ensure that drinking water is safe and wastewater is properly managed,” said EPA Assistant Administrator for Water, Jess Kramer, in a statement.
The funding is available through the EPA’s Innovative Water Infrastructure Workforce Development Grant program, which is intended to expand the pool of skilled workers available to drinking water and wastewater utilities.
“The Trump EPA is using every tool in the toolbox, including over $10 million in new funding, to strengthen and fortify the nation’s water workforce,” Kramer added. “We are working collaboratively with states, the water sector, and local partners to advance practical, tangible, and demonstrated effective solutions.”
The program supports partnerships among federal, state and local governments, educational institutions, apprenticeship programs, labour organizations, high schools and community organizations to establish pathways into water-sector careers.
Funding will focus on four areas
- Targeted internships and apprenticeships for skilled water utility trades.
- Education programs for elementary, secondary and post-secondary students.
- Regional collaborations between industry and workforce development organizations to support the hiring of qualified workers.
- Education and training for decentralized wastewater workers, including those supporting communities that rely on private wells and septic systems.
The EPA said water utilities are facing workforce pressures while modernizing aging infrastructure. The agency also highlighted the growing need for technical and scientific expertise to strengthen water infrastructure against cyberattacks and other risks.
The funding announcement follows a recent EPA roundtable focused on recruiting and retaining water-sector workers and identifying opportunities to reduce workforce barriers and improve coordination among states.
The EPA said the latest funding also represents a near-term step toward revitalizing its 2020 Water Workforce Initiative, which was developed during the first Trump administration to support recruitment, training and retention across the sector.
The Innovative Water Infrastructure Workforce Development Grant program was established under the America’s Water Infrastructure Act of 2018.
Eligible applicants include nonprofit professional and service organizations, nonprofit labour organizations, nonprofit community colleges, higher education institutions, other nonprofit training and educational organizations, and public works departments.
In Canada, Metro Vancouver released a plan in April outlining a multi-pronged strategy to recruit, train and retain skilled workers, responding to growing concerns about labour shortages in specialized water operations roles.
Peel Region develops a Wastewater Integrated Management System
Since 2018, Peel Region has undertaken a progressive and internally driven journey to design, implement and maintain a Wastewater Integrated Management System (WWIMS) across its wastewater operations. Peel owns the wastewater collection and treatment system that serves its 1.6 million residents, as well as local businesses.
The WWIMS initiative marked a deliberate move toward formalizing environmental protection and quality assurance practices in a sector where such systems are not mandated in the same way as drinking water. By aligning with globally recognized frameworks, such as ISO 14001 and ISO 9001, Peel established a structured, risk-based management system that emphasizes consistency, accountability, and continuous improvement.
The WWIMS was developed entirely in-house by Peel staff, reflecting a high level of technical capability, operational knowledge, and organizational ownership. In response, program resources added two additional staff, who now form part of Peel’s water and wastewater regulatory compliance team.
From its early stages, the program has been supported at senior levels, with Regional Council informed of its implementation and ongoing operation. Importantly, the system has been formally endorsed by the public works commissioner, the general manager and directors and council, which reinforces its legitimacy and ensures alignment with broader organizational priorities. This leadership commitment has been essential in advancing a program that is not regulatory-driven, but instead rooted in best practice and due diligence.
A dedicated team of approximately seven staff currently manage both the WWIMS and the Drinking Water Quality Management System (DWQMS). Over time, these programs have become increasingly integrated, including the implementation of a single internal audit process that evaluates both systems simultaneously.
This integration has strengthened cross-functional collaboration, improved operational efficiency, as well as reduced cost and duplication. It also ensures consistent governance across water and wastewater services.
Peel Region has also laid the groundwork and expectations for the Ontario Clean Water Agency to adopt a similar WWIMS framework, as this agency operates the Region’s Clarkson and G.E. Booth Water Resource Recovery Facilities. This alignment ensures that contracted operations will uphold Peel’s standards for quality, environmental protection, and continuous improvement. Ultimately, this will create a more unified and consistent service delivery model across all wastewater assets.
A key strength of Peel’s WWIMS is its clearly defined commitment to environmental protection, operational excellence, and stakeholder engagement. At its core, the system reflects the commitment to protecting the environment by proactively managing risks associated with wastewater collection and treatment.
This includes identifying potential threats to receiving waters and implementing preventative controls to mitigate impacts before they occur. The program also emphasizes the importance of quickly addressing issues that pose a risk to environmental or public health. Through structured incident response processes and continuous monitoring, Peel ensures that emerging risks are identified early and managed effectively.
In addition, Peel maintains a strong commitment to regulatory compliance. While the WWIMS itself is not mandated, it supports and reinforces adherence to all applicable legislation, approvals, and environmental obligations. This ensures that operations consistently meet, or extend, beyond regulatory expectations. This commitment is complemented by a collaborative approach to stakeholder engagement, involving internal staff, contractors, regulators and the public. Engagement and communication are recognized as critical components of successful wastewater management, particularly in building trust and maintaining transparency.
Continuous improvement is a fundamental element of the WWIMS. Through regular audits, management reviews, and performance evaluations, Peel actively identifies opportunities to enhance processes, infrastructure, and service delivery. This commitment ensures that the system remains dynamic and adaptive to changing conditions, emerging risks, and evolving industry practices.
Challenges
Despite its successes, the development and implementation journey has not been without challenges. One of the primary obstacles was introducing a voluntary (non-mandated) management system into an operational environment already subject to extensive regulatory oversight. Building internal buy-in required demonstrating the value of WWIMS in terms of risk reduction, promoting operational consistency, and long-term sustainability.
Another significant challenge involved developing and maintaining comprehensive document control across all aspects of the system. This was needed to ensure that procedures, records, and operational documents were accurate, accessible, and consistently applied, which required effort and coordination.
Differing perspectives also emerged throughout the development process, particularly around system scope, implementation strategies, and the appropriate level of formality required. Additionally, Peel faced a strategic decision regarding whether to pursue third-party certification to ISO standards, or to self-declare conformity. This decision involved factors such as cost, administrative effort, and the level of external validation required.
Looking Forward
The introduction of CSA W217:25, Ontario wastewater management system, is not expected to significantly impact Peel’s WWIMS. The principles outlined in this standard closely align with the existing framework under ISO 14001 and ISO 9001. This puts Peel in a good position and will minimize the need for system adjustments.
The current scope of Peel’s WWIMS begins at the commissioning stage of wastewater assets and does not formally include capital planning and construction phases. This approach has enabled a strong focus on operational performance and system reliability.
Although this aligns well with the scope of the new CSA standard’s focus on wastewater operations, Peel is working toward expanding the range of the WWIMS to encompass system upgrades planning and construction. This evolution will support a more comprehensive lifecycle management approach, strengthen risk mitigation from project inception through to operations, and further enhance consistency across wastewater services.
In doing so, Peel’s framework may extend beyond the scope outlined in CSA W217:25, reflecting the Region’s commitment to continuous improvement and leadership in wastewater management.
Conclusion
Peel Region’s Wastewater Integrated Management System journey demonstrates leadership, innovation, and a strong commitment to environmental stewardship. By proactively implementing a structured management system, Peel has strengthened its ability to protect the environment, manage and respond to risks, comply with regulations, collaborate with stakeholders, and continuously improve wastewater service delivery.
Growing Community Canopies: FCM provides $67.8 million for urban forestry projects
Through a $64,166,393 investment, approximately 473,000 new trees will be planted as part of 165 tree-planting projects. In addition, $3,634,670 will fund 31 plans and studies focused on the sustainable expansion and resilience of community forests and trees, including urban forest management plans.
Projects are located across British Columbia, the Prairies, Ontario, Quebec and Atlantic Canada. New tree planting will help reduce flood risks by absorbing and slowing rainfall, protect buildings by acting as windbreaks, and create employment opportunities. Urban forestry plans and studies funding will increase the capacity of local governments to strategically manage canopies while enhancing community and forest resilience, ecological health and social equity.
Community canopies offer vital ecosystems to communities as they provide carbon sequestration, stormwater management, cooling and air filtration. For example, the annual value of ecosystem services by the Niagara Peninsula in Ontario is estimated at $331 million.
“Trees are among the most practical and cost-effective tools municipalities have to build healthier, more climate-resilient communities,” said Carole Saab, CEO of FCM. “Through Growing Canada’s Community Canopies, FCM and the Government of Canada are helping communities reduce flood and heat risks, improve air quality and biodiversity, and strengthen local capacity to plan and manage their urban forests for the long term. Just as importantly, this program is helping communities of all sizes build greener, more equitable neighbourhoods for generations to come.”
Projects across Canada
- The Town of Ingersoll, ON in partnership with the Upper Thames River Conservation Authority, will plant 4,315 native trees and shrubs across six park locations, covering more than 2.9 hectares of land. The Ingersoll Park Naturalization and Riparian Enhancement Project will expand tree canopy in underused park areas, increasing biodiversity and creating valuable wildlife habitat. Trees planted along local creeks will provide shade, enhance riparian ecosystems, and help reduce erosion. By converting sections of managed lawn into naturalized areas, the project will support carbon sequestration, improve air quality, and reduce maintenance requirements.
- The City of Thunder Bay, ON will plant 33,550 trees as part of a comprehensive strategy to strengthen urban and natural forest ecosystems. This initiative focuses on addressing critical canopy gaps and degraded habitats through targeted planting across city parkettes, waterfront lands, wetland areas, and urban infrastructure. Planting will be focused in low-canopy areas, particularly those impacted by emerald ash borer, using native, disease-resistant species adapted to the region’s growing conditions. The project is expected to deliver broad environmental, community and economic benefits, including improved air and water quality, enhanced biodiversity and climate resilience, stormwater management, urban beautification, and increased use and enjoyment of the Thunder Bay’s urban and greenspaces.
- Project Forest, in partnership with the City of Wetaskiwin, AB, will plant 8,660 trees on a former construction landfill as part of its rewilding initiative. Guided by the Louis Bull Tribe, the new forest will serve as a living testament to rewilding and Reconciliation. The site is being transformed into a place where residents of both Maskwacis and Wetaskiwin can connect with nature and with one another.
- The City of Vancouver, B.C., will plant 16,198 trees in Vanier Park Forest and Jericho Beach Park. Both sites were selected because work is needed to improve their ecological health by planting trees that more closely reflect native forest ecosystems.
- The Sky Trails Association and the Rural Municipality of Loreburn, SK will plant 2,000 seedlings along Lake Diefenbaker to help restore landscapes previously cleared for large‑scale agriculture. The project includes essential infrastructure such as wildlife‑protection fencing and irrigation to support seedling survival on a seven‑acre site, enable future planting, reduce shoreline erosion, and increase carbon capture.
- In Quebec, Soverdi is working with the City of Longueuil to increase urban canopy cover to 30 per cent by 2040, reduce heat islands through greening and demineralization, and strengthen ecological connectivity across the city. To achieve this target, Longueuil plans to plant 125,000 trees and shrubs between 2025 and 2040, including 50,000 on municipal land. This will increase the city’s canopy cover by seven percentage points.
- The City of Selkirk, MB, will develop an Urban Forest Strategy that will guide sustainable urban forest management. The strategy will increase tree canopy in low cover areas, enhance biodiversity, and strengthen climate resilience while preparing for threats such as Dutch elm disease and Emerald Ash Borer. As the city expands, the strategy will support equitable access to trees and green infrastructure.
- The Stewardship Association of Municipalities Inc., in partnership with the Town of Stephenville Crossing and the Newfoundland and Labrador Provincial Wildlife Division, will develop an Urban Tree Inventory and Community Engagement Plan. They will use field surveys and GIS analysis to identify priority tree planting locations. Drawing on this inventory, a tailored community engagement plan will be created.
Funding for these projects is delivered through GMF’s Growing Canada’s Community Canopies (GCCC), a $291M initiative, funded through the Government of Canada and ending in 2031.
From the Artic Circle to the West Coast, KBL is Transforming soil remediation across its facilities
The Inuvik Soil Treatment facility might just be the furthest north soil has ever been tracked.
On a site this far north, dispatching and receiving loads happens from inside a car or building as it’s commonly -40 degrees celsius. The road conditions for trucks are challenging at the best of times, but ultimately, it’s still the same job that gets done as you’d expect at any other facility.
KBL Environmental provides soil remediation and environmental waste management services at complex, remote, and heavily regulated sites, from mine sites to pipeline corridors to facilities north of the Arctic Circle. Soil remediation is central to that work, and KBL is strengthening how it manages that work using SoilFLO, a load tracking and material management system.
Translating Rigorous Environmental Standards Into a Scalable System of Record
“We were coming from two different systems, since some facilities were acquired at different times. One half was using legacy software, and the other half was a combination of multiple Excel spreadsheets. SoilFLO allowed us to unite them all into one system for tracking, instead of managing multiple systems.”
– Belinda Howes
At the core of KBL’s approach is a simple but critical principle: know exactly what material is on site, where it came from, and what happens to it at every stage. Managing this information across their sites was challenging as some sites managed it with spreadsheets and others with legacy systems like Microsoft Access Database. With this data spread across multiple systems, managing the entirety of their operations put an increased demand on specific individuals in the organization.
KBL integrated SoilFLO into its Richmond Bioremediation facility, Inuvik Soil Treatment Facility, Dawson City Soil Treatment Facility, Cambridge Bay Soil Treatment Facility and Yellowknife Soil Treatment Facility in order to standardize how these facilities are collecting their data. When soil arrives at any of these facilities, it’s recorded in SoilFLO and assigned to a specific windrow and the original waste profile documentation is linked to it. From there, the system tracks the material through post treatment testing, which determines when the soil is eligible for reclassification and repurposing . Once testing is complete and reclassification is confirmed, SoilFLO continues to track it, including copies of the approval documentation, as it moves off site to its final placement.
This end-to-end tracking means everyone across the organization has visibility into a continuous, documented record of every load of material, from intake, through testing, to disposal or reuse. This eliminates the need for tracking using laborious spreadsheets and minimizes the manual process of collecting the information from separate databases.
Tracking Movement Within the Site
Soil remediation isn’t always a linear process. Material classifications can change as testing results come in, and soil often needs to be relocated on site as a result. One of the more valuable capabilities that SoilFLO provides is the ability to track material as it moves internally, not just as it’s imported to and/or exported from each facility. If material is imported into one windrow and is later reclassified and moved to a different windrow, SoilFLO tracks that movement as part of the record. Being able to follow that movement, windrow to windrow, means the full history of a given batch of material is always accounted for, and that history feeds directly into the reports that the team generates.
From Raw Data to Reporting
“Being able to check at a glance, from whichever office we’re in, how much of a particular soil we have in inventory, especially when you’re managing multiple facilities, gives us visibility into what we have, as well as month-to-date activity, at various levels of the organization.”
– Belinda Howes
Once material has been tracked through intake, testing, classification, and movement, that information is used to generate custom reports tailored to KBL’s metrics. These reports provide a complete picture of what’s happening on site: what material arrived, how it was tested and classified, where it currently sits, and where it will ultimately end up. Because the reporting pulls directly from the tracked data, the reports reflect realtime status of the material on site.
With information stored in a single database, managers can easily generate summaries without waiting on the team to compile the data manually. The reporting is automatically built into the day-to-day use of the system.
The Environmental Payoff
“Our regulatory and permitting process differs from province to province… it’s adaptable to different regulatory bodies to provide the proper accounting for soils.”
– Jeff Flett
From an environmental standpoint, the biggest benefit is the real-time visibility that KBL now has over its operations. They know exactly what material is coming onto each site, confirm that it’s being tested, and verify that it’s classified faster at every stage, minimizing environmental risk and meeting regulatory compliance.
That matters everywhere KBL operates, and especially at facilities like Inuvik and Yellowknife, north of the 60th parallel, where remote conditions can cause delays in summarized reporting. By managing every step of intake, testing, classification, and movement through one system, KBL has leveled up their real-time material classification process. SoilFLO builds a clear audit trail showing each step for every load that comes through Richmond, Inuvik, or Yellowknife.
The Operational Payoff
“It makes it so much easier in the end, and it’s more accurate. There’s less room to question what’s getting charged out, and you need to have material backup for that. That’s where SoilFLO shines.”
– Jeff Flett
Operationally, KBL can bring any number of new facilities into the same workflow without adding any additional demand on the team, while all of their reporting is delivered automatically.
Looking Ahead
KBL is bringing more of its receiving facilities onto this same model to standardize its processes and operations across the business. As that expansion continues, KBL gains stronger assurance that material is tested, classified, and handled correctly at every site, backed by a single source of truth that provides real-time visibility to anyone who needs it across the organization.
