Create a Website Account - Manage notification subscriptions, save form progress and more.
Show All Answers
You can email the completed application to us or drop it at the office. You are encouraged to include a resume and or references, should you have them.
You can send a direct email.
Applications and resumes are screened for qualifications and sent to the Division Manager. Once the Division Manager and/or Human Resources has reviewed and selected candidates, Human Resources will reach out to schedule interviews. After interviews have concluded, a contingent offer of employment is extended to the applicant of choice, should GVSUD find the candidate an adequate fit. Applicants must pass a background check, criminal check, and drug test (for positions that require a CDL) before the offer is finalized. GVSUD has no set time to fill open positions and reserves the right to reopen positions at any time.
GVSUD offers a competitive package to all full-time employees. Benefits & Compensation are dependent on qualifications and experience.
Yes, a new application is required for every job opening/position.
Yes, all job openings will be posted to this page on the website.
SCADA (Supervisory Control and Data Acquisition) is a control system utilized to provide real-time remote monitoring of all functions and aspects of GVSUD's water and wastewater systems. The system is monitored 24 hours a day, seven days per week, 365 days per year by a minimum of one employee, and generally more. Many of the emergencies or system issues require immediate responses.
The treatment plant is a live biological process, which requires frequent monitoring and possible adjustments to ensure the plant's functionality. Supervisory Control and Data Acquisition (SCADA) Systems will be housed in this space to monitor, gather, and process real-time data. The area will also include a laboratory where required testing will take place, computer system access, and file storage.
Yes, the design will be consistent with the fencing for similar facilities. Gates and fencing designs at water and wastewater facilities are wide-ranging.
The minimum requirement set forth by the Texas Commission on Environmental Quality (TCEQ) is a chain-link fence topped with barbed wire. GVSUD did not feel that chain-link and barbed wire was an appropriate material on IH 10 frontage and wanted to be consistent with the planned operations center.
We believe the health of our employees and their production-levels go hand in hand. The new facility includes space for exercise to promote our employees' morale, physical well-being, and stamina. We expect the area to be used only by employees.
Meter Technicians work in the Meter Office as well as in the field. They will office in the warehouse, with ample space for daily reporting and proper storage of reading equipment. The Warehouse Operations Office will feature space for our Linemen, so they can readily complete their daily reports, checklists, orders, and scheduling.
The Linemen also need space for multiple files and computer access in Warehouse Operations Office. These employees occupy GVSUD's breakroom to complete these duties in our current facility configuration.
GVSUD currently has 43 employees. Based on our region's current growth rate, the new facility is designed to serve our needs for 40-50 years in the future, not just for today. As more and more employees join our team, we will need space for them to eat lunch.
Yes. We live in a teamwork environment. Currently, we cannot have productive and professional meetings. When the boardroom is in use, meetings occur in employee offices or the breakroom for meetings, resulting in interference with those other spaces' intended functions. Staff needs adequate space to layout large plans and collaborate with other team members, both internal and external, and engineers, customers, developers, and outside agencies.
Meeting attendees and visitors can use the "Public" areas of the facility but cannot access the rest of the building. The design for the new facility features proper security for all office spaces and buildings.
We incorporated covered parking and outdoor work areas to protect and prolong the life of GVSUD assets, including vehicles and equipment, and to provide shelter for employees as they perform their duties.
No, there is not adequate parking at our facility even when meetings are not in session. GVSUD employees are required to park in the unpaved areas near the current facility daily.
Newly paved spaces in the front of the building were intended to provide parking for customers. However, GVSUD board members, consulting engineers, developers, and others conducting business with GVSUD use these slots regularly.
GVSUD routinely schedules meetings regarding developments and CIP projects out of the office due to inadequate parking and meeting space. Traveling to and from meetings takes time and reduces employee productivity. The design of the new facility provides ample parking for customers and meeting attendees.
GVSUD allows our customers more than just a payment option at the drive-through lanes. Customers can set up and terminate water services, submit documentation, and get assistance with account questions and concerns. GVSUD does not handle customers' credit or debit card information for our customers' safety and security.
Customers must enter the office or leave the office to process the payment with a credit or debit card. One of the drive-through lanes will have a credit card payment kiosk available for our customers to use.
The project's final cost will be determined once GVSUD receives construction proposals and a contractor is selected. GVSUD is required to post the project for bids since it is a local governmental entity subject to state bidding requirements. TSG Architects has projected $16.5 million as the conceptual cost.
TWDB will establish the interest rate when the loan is secured. The TWDB provides local governmental entities such as GVSUD with interest rates far below those available on the open market.
There are multiple sources of funding available to GVSUD. GVSUD's excellent operational and financial history qualifies the organization for the lowest interest rate financing currently available. At present, interest rates are among the lowest seen in 50 years.
We anticipate funding this project through Texas Water Development Board (TWDB) financing.
The structures (administrative offices, warehouse, and inventory storage spaces) should accommodate GVSUD's business growth for many years. The Texas Water Development Board (TWDB) requires that the facility exceed the loan's 30-year repayment horizon.
TSG and the facility committee weighed all costs and benefits during the design process. Additional "value engineering" will be conducted when contractor bids are received. GVSUD can explore alternative solutions at that time to increase or maintain function and decrease cost.
We have not reached a final decision on whether to retain the existing facility at this time.
We will build the new facility on GVSUD-owned property adjacent to the current facility.
All employees had an opportunity to give feedback through a survey provided by TSG. Department heads were also interviewed to receive their input.
Yes. TSG's portfolio includes Electric Cooperatives, Public Utilities, and City Operations and Maintenance Centers.
We believe this facility parallels other similar utilities' structures in price, function, and form. Through a selective bidding process, the GVSUD Board hired TSG, a firm out of Gonzales, to design our facilities. TSG's work portfolio includes a large selection of work for other utilities in the region, including GVEC and Pedernales Electric Cooperative.
We focused our decision-making process on considerations of quality, cost durability, and ease of maintenance now and throughout the facility's life.
GVSUD researched several options: an addition to its existing structure similar to, but much larger than the facility addition done in 2003; purchase of "portable buildings," but there were little cost advantages to that; purchase or lease of an existing building in our area; or the purchase of land to construct a new facility.
Our existing facility's limited warehouse and storage space was a primary driver to expand GVSUD's footprint.
GVSUD had an addition built on to our current building in 2003 when we had 14 employees. During the past 17 years, we have grown to 43 employees and long outgrown the existing structures –administrative building and warehouse and inventory storage area.
The Board's research ultimately showed a new and larger facility to be the most efficient, cost-effective solution. GVSUD has both current and long-term needs for a facility with enough space to handle customers, house administrative and field employees, store inventory, and equipment.
The inquiry regarding a need for new facilities began in February 2017.
Yes, this facility affords us the ability to provide sustainable, well organized, and cost-efficient service to our customers, both current and future.
The new proposed facility is an immediate solution to providing better customer service, furnishing our current employees with a functional workspace, and provide us with the transport and storage capacity to maintain service to existing and future customers.
That is an excellent point. The current design should provide ample space for an estimated 20 years. Also, areas for expansion have been preplanned, adding another 20 (estimated) years to the facility's whole life. Thus the 40-year comment.
GVSUD provides employees with proper equipment, including uniforms and an annual boot allowance. Although we provide the equipment, the reality is that linemen work in wet and dirty conditions – it is the nature of the job.
TSG's agreement is a fixed fee.
GVSUD's current office spaces average 9.5 feet x 10 feet, and with desks and equipment needed for day-to-day duties, there is not adequate space. Moving forward, if the need to share office space occurs, the larger office spaces will allow us room to do so a bit more comfortably.
The company GVSUD uses for mail-outs is a direct partner with our Utility Billing software. Previously GVSUD utilized Utility Billing Software and a third-party mailer company that was not directly connected, creating other issues that caused delays.
The meeting room is designed for various functions, including training and compliance and certification meetings for Green Valley and other utility providers.
Multiple employees will also use it as they compile documents, review design and bid documents, etc. As GVSUD's customer count continues to grow, so will the number of employees increase to manage the workload?
It is designed for crews working in the general area to break here rather than traveling back to the main facility.
An attractive front fence and gate are to provide a positive look for the growing neighborhood. The facility is a large piece of property, therefore the high cost of fencing.
Many city municipalities have front gate areas that act as a security checkpoint to control access to the property—military installations and other entities that serve the public feature similar gate structures and fencing.
The nature of GVSUD's business is, by necessity, a dirty one. Employees are working in the dirt, mud, rain (last week, snow and ice). These appliances are not a perk but very much a necessity in the course of regular business. The washer and dryer will also be utilized to clean towels, utility rags, and other washable items used by custodians and personnel to clean the office.
EECO -Both Sexes should be provided similar facilities.
More than one employee will utilize this office.
Fire and police departments regularly have these types of facilities. Due to the nature of the kitchen facilities, no unique fire protection systems will be required.
This space will be utilized for meetings, plan reviews, safety meetings, operational meetings, presentations, and training as needed by operators, supervisors, contractors, consultants, vendors, etc. The number of employees manning or visiting the site could be as few as six but will be larger if additional employees attend training or meetings.
We also expect our engineers, consultants, and contractors to be on site for regular meetings.
The 23 x 8 break room is mostly counter space and appliances and only allows seating for two. What appliances and equipment are planned for this room and why is so much space needed that would only handle two employees to set down and use?
At this time, the breakroom will include a refrigerator, microwave, sink, and storage space for employee food. We will have as much seating as possible within the room.
What is the justification for the gate structure and Ornamental fencing ($266,460?)? Could you provide the locations of these "similar facilities" that have this type of expensive gate and ornamental fencing for my reference?
The current cost estimates state that the "chain-link property security fencing is owner-provided." Who is the "owner?" Will the rest of the property fencing be chain-link fence topped with barbed wire?
Green Valley is building and operating a wastewater treatment plant that will allow us to serve many constituents. Green Valley is "the owner." While fencing is listed as "ornamental," we do not intend to spend unnecessary sums for fencing.
We do, however, intend to install fencing that is appropriate, weather-resistant, and fitting with that of GVSUD buildings. The entrance structure to the facility will be the most visible portion of the facility. The entrance structure will project a professional, first-class wastewater treatment facility that will instill confidence that the plant is well designed and operated.
It will suffice for the next 40-50 years and be one of the main or only GVSUD structures that many people will see and remember.
Note, ornamental fencing will not enclose the entire perimeter of the plant.
What is the justification for the 13 x 22 exercise room? Would this building need to be left open after hours for staff to use the exercise room or would they be allowed to use the room during part of their workday? Did you take a staff survey on who might use this room and how often?
If so, what was the employee response? This staff benefit would be nice, but again just another employee perk that most organizations do not provide for employees
The exercise room has since been removed from our design plans. The space is now intended to serve as a storage space. We currently have a Conex building and office filled with development plans, maps, and materials.
Due to space constraints, it's difficult to find materials when needed. Green Valley decided this room would be better served as a storage space for our materials.
Men's locker room and three showers. The current plans do not show a "mud room" so with the new building are they going to wash off outside still and then go to the locker/shower room, or will they carry the mud and dirt into the building and then the restroom and locker room?
How many linemen at a time would need this locker/shower room to clean up? Do the employees not wear rubber boots to protect them from the mud and dirt?
Ladies' locker room and two showers.
What is the cost justification for a washer and dryer?
Our linemen, technicians, and operators are provided with proper working and safety attire, including rubber and field boots. The conditions vary day to day, from job to job, especially with the weather. Our linemen are in the field every day.
A team is expected to work on situations that involve water, sometimes lots of water under pressure, sometimes underground, and almost always in the dirt. Despite having all the proper clothing and equipment, mud is everywhere, on their boots, on their clothes, in their hair, on their skin, you get the picture, but it comes with the job.
Rain or shine. Hot or freezing cold. Day or night. Weekends and holidays.
Someone has to get down there and fix a leak in a pipe. When done, they are often not a pretty sight. Our lineman and operators are aware of this and proceed without complaint, but it is essential we provide a facility for them to wash off, get clean, and put on a dry, clean set of clothes so they can go work on the next job, arriving looking like the professionals that they are.
This may happen several times a day to one team. Note that not all of our lineman and operators are male. We have females on staff and need to provide them with the same facilities.
While they are working on that next job, their muddy clothes from the last job are in the washer or dryer.
Training room (58x43) seats 75. What is the frequency and number to attend per session that justifies the need for a room that seats 75? What is the cost-saving to hold this in-house as we still need to hire and pay for outside staff to come and train?
What is the cost difference, and again when would you ever have 75 people in one training session? Do you ever train all the employees at the same time?
Green Valley currently has no training space for its employees. Instead, training sessions have to be segmented into groups, and the current breakroom or small conference room is used. Of course, this means other employees not in training cannot access those rooms at the time.
Those training meetings are frequent, sometimes weekly. Green Valley is a state-regulated utility district, and as such many of the employees are required to hold specific state-mandated licenses. Most of these licenses have recurring training requirements.
Many of the employees are involved in periodic training to advance to a particular license's next competence level. Other employees are in training to attain multiple licenses.
All of the employees are rarely if ever, involved in one training session, although this could occur. It is anticipated that a meeting of all employees may happen regularly (this is impossible now).
The training space gives Green Valley the ability to broaden its training programs, provide for a larger audience, and allow for specific rooms to be used for their intended purpose, thus not affecting other employees not enrolled in training. The maximum "person occupancy" is one indicator, but the space available is often more critical.
In some cases, the training session involves maps, drawings, valves, diagrams, and other physical tools that take up additional space (when they can be brought inside). In some instances, training may be held by GVSUD and/or third parties and attended by personnel from other entities and GVSUD employees. These cross-organizational sessions are essential collaboration and team-building events as it is expected that these people interact with each other regularly.
At this time, the space does not have a designated use; however, we expect it to house several employees.
Kitchen (5x5 pantry, Dishwasher, stove, double oven, warming drawer). What is the justification for such a huge kitchen with a pantry and cooking appliances, including a double oven? Is this a breakroom for staff, or are there plans to cook and prepare large meals for meetings or gatherings?
Other than this being a genuinely nice to have item for the staff, what other taxpayer-funded organization did you find that provided this type of facility for staff? What additional items are required by the fire code to have these cooking appliances?
Break room – (22X22). There is a justification for a 22 x 22 break room, but why is there a need for a 22 x 19 kitchen with a full complement of appliances? Another nice to have item for the employees, but is it really necessary?
The kitchen is primarily a space for employees to prepare and cook meals, something many employees do daily. It's important to us that our employees can prepare healthy meals. Many of our employees bring meal materials and store them at our office throughout the week.
A pantry will provide them with the space to keep such food and cooking materials.
From time to time, we have company celebrations/meetings, which can include prepared, pot-luck meals or food deliveries. We find this type of event great for company morale and team building, something very important to us as a business.
The kitchen can also be used to service events in the board room. The kitchen appliances provide the options for a user to perform various food options to suit the particular event's size and needs.
While the kitchen and board room's primary purpose is, as stated above, Green Valley is a good community citizen and plans to allow other organizations to use the space if it is available. Terms, conditions, and fees associated with such use have not been established.
Green Valley is not a taxpayer-funded organization, and in fact, we are prohibited by state law from collecting taxes.
The entire facility, including the kitchen, will meet existing building and fire codes.
There is no designated GM meeting space, although we expect him/her to hold private meetings within his/her personal office. Should those groups be larger in number, he/she will be able to access one of the other conference spaces.
The bathroom within his/her office was designed as a quick facility option for him/her or guests when needed. It was implemented as a convenience standard in facilities of this type.
Conference/meeting rooms (one future, 1- 18x14, 1-12x11, one -32x24, Board room for 100). What is the justification for one huge Board room? Is this a GVSUD support building or a community gathering center? If your plans are to have others use the conference/Board Room, what is the supporting data (monthly usage, who would use it, and what fees would be collected) to justify this large amount of square footage that would remain empty or unused most of the time?
It should be noted that meeting room and public space requirements in the original facility design were done before social distancing became the apparent norm. How social distancing will prevail in the medium and long term is a guess. It does seem certain that providing additional spacing rather than less is prudent behavior.
The safety of all Green Valley's constituents is of prime importance.
Green Valley hosts an array of meetings throughout the week, month, and year. It is common to have multiple sessions co-occurring throughout the day. Teamwork within the company, teamwork with the many partners we work with, and teamwork with the customers we serve is a high priority.
At the same time, it is common to discuss items with these constituents that is best done in private. Meeting rooms are a great facilitation tool to foster this teamwork and at the same time provide privacy when needed.
The Boardroom is intended to accommodate large groups for various meetings, including monthly Board meetings, public forums, and our partners' meetings (water, electric, municipal, and others), etc. As the district grows, so does the participation in Green Valley meetings. At our first public forum, held this past January, we had 56 attendees (and valid comments were received that more would have attended if they had received notice earlier).
It would have been impossible to house a group of that magnitude at the current facility, especially given the current social distancing climate. As we move forward and begin to open facilities to the public for attendance, we expect these numbers to increase.
Note that with the current social distance guidelines, the room's maximum capacity is diminished from the initial estimates.
Public meetings with several "break out" areas scattered around a large room are currently not possible in Green Valley facilities but would be of great benefit. This room would facilitate this function for GV and others to use.
While the kitchen and board room's primary purpose is as stated above and below, Green Valley is a good community citizen and plans to allow other organizations to use the space if it is available. Terms, conditions, and fees associated with such use have not been established.
There are two conference rooms included in the design. The larger of the two is intended to house employees during weekly staff meetings, larger development meetings and provide a space for presentation preparation. The second, and smaller of the two, is for weekly, sometimes daily, meetings with developers, engineers, consultants, etc.
Again, it's important to note that we often have an overlap of group meetings and need adequate space to host those. It is also common when working with a series of large drawings and maps that these get spread out over a large area, sometimes using additional portable tables. Sometimes when dealing with complex situations, it is desirable to leave materials out and undisturbed in a meeting room for several days as discussions progress.
The smaller, "meet me" room is designed to give customers a private, quiet space to speak with customer service or billing employees regarding private or financial matters. Employees can also use these for small ad-hoc team meetings.
The SCADA has three consoles, a unisex restroom, and a food area (26x24). The SCADA room appears to have its own refrigerator and food counter space with a restroom. Is the SCADA operation and manning so critical they cannot walk down the building for a restroom or break room?
Is the SCADA room and equipment not configured to sound audible and visual critical alarms which would allow the staff to leave the room temporarily for using the break area or restrooms, thus eliminating the need for a restroom or break area within the SCADA?
The SCADA room is essential to our business and is manned 24-7. The SCADA system monitors and controls the complex systems of pipes, valves, pumps, water storage facilities, intake points, flow meters, temperatures, environment, fluid chemistry, and many more system-wide operational factors and controls. This control room is also the hub for real-time communications with GVSUD field personnel working on the system and interaction and collaboration with our partners that supply us with critical water, power, fuel, and other services.
The weather events of February 2021 indicate that the SCADA system will likely undergo significant expansion, which will be in addition to the expansion already anticipated to respond to rapid growth, and the addition of wastewater treatment facilities. The SCADA system does not take a break, and so it must be actively managed at all times.
Currently, the plan shows three consoles in the SCADA room, but future expansion is a certainty. In addition to the current three stations, it is anticipated that other critical functions such as our GIS analyst may reside in this room.
Our company and its employee base are growing at an incredible pace. Proactive planning, especially when it comes to systems vital to our business, allows us to serve our customers now properly and into the future.
Supplying our employees with adequate bathroom facilities is necessary. The layout of the new facility provides our employees, as well as customers, with those facilities. The refrigerator and sink within the SCADA room are not "break facilities," nor will they be used as such.
The refrigerator is used to house testing samples, and the sink is there for operators to wash their hands after testing and handling specimens. Storing these samples in the defined breakroom is not an option, nor would it be an acceptable practice. The SCADA restroom is there for the use of the employee or employees staffing the control room, so they are never far from the consoles.
Throughout the facility concept, planning and design, there has been consistent utilization of staff, management, board, customer, and architect input. Including but not limited to those derived from their experiences, observations, conversations, business logic, measurements, conclusions, and common sense. This may also include the same from other facilities that have both similar and, in some cases, different requirements.
In particular, the architect has designed several facilities in the area with many similar requirements and possesses a wealth of knowledge directly pertinent to this facility. All of this must be placed into the context of providing the infrastructure and capabilities for this facility to address the organization's needs and expansion for the next 40 years.
The plans are for four drive-thru lanes, one for a kiosk and two with pneumatic tubes. What is the daily average now of customers using the drive-thru lanes for payments (number) and other customer needs (number)? What was the daily average pre-COVID closing of the office of customers using the drive-through lanes for payments (number) and other customer needs (number)?
How many currently work the Drive-Thru teller area now, and how many are planned for the future to take care of three lanes and one kiosk? What is the daily average pre-COVID of customers coming in to pay by credit or debit card to justify an outside lane with a credit card kiosk?
What is the average time currently spent to help Customers in each of the following: set up and terminate water services, submit documentation, and get assistance with account questions and concerns?
In general, and especially since the outbreak of coronavirus, the number of customers utilizing our drive-through has continued to increase significantly. We expect this trend to continue. Even as state restrictions begin to ease, we still expect many customers to practice social distancing.
Our current drive-through only allows for one customer to be served at a time. This leaves customers waiting in lines during multiple periods of the day, sometimes stretching out to the street. To deal with this new way of life and planning ahead, given the district's unprecedented growth, the new facility is designed to serve multiple customers at once.
The number of employees working the drive-thru lanes will vary depending on a number of factors, but the drive-thrus will be operational at all times (M-F, 8 am-5 pm).
The drive-thru lanes will not only accept bill payment, but process new applications, terminate service, take customer service calls, address customer service requests, accept new development documents, plans, and applications, and answer customer questions.
The kiosk lane is for self-service, so customers can make credit/debit card payments without entering the facility and allowing customers to make payments after-hours. GVSUD does not directly handle credit card or debit card payments for our customer's safety and security. This kiosk gives them the option to safely and securely make payment via card if that is their preferred payment method.
Throughout the facility concept, planning and design, there has been consistent utilization of staff, management, board, customer, and architect input. Including but not limited to those derived from their experiences, observations, conversations, business logic, measurements, conclusions, and common sense. This may also include the same from other facilities that have similar and different requirements.
In particular, the architect has designed several facilities in the area with many similar requirements and possesses a wealth of knowledge directly pertinent to this facility. All of this must be placed into the context of providing the infrastructure and capabilities for this facility to address the organization's needs and expansion for the next 40 years.
Why is there a need for 20 covered parking spaces in the "employee parking" lot? What is the justification for 20 covered employee parking spaces? The 20 covered parking spaces in the employee parking lot are for GVSUD vehicles and equipment ONLY and not employee's personal vehicles?
The current design plan hosts two covered parking areas. The first, a large covered area toward the back of the facility, will be utilized for large company equipment such as backhoes, excavators, etc. The second, a covered area next to the facility, will be used for other company-owned vehicles.
Answer goes here...
Each household in the U.S. typically contributes an average of 250 gallons of wastewater daily.
Wastewater treatment plants:
The answer is a nightmare for wastewater equipment and maintenance personnel.
No matter what the packaging says, all types of wipes CLOG pipes!!! While flushable, they do not break down and cause terrible problems in all wastewater systems, whether a utility system or a home septic system.
These clogs restrict the flow of wastewaters from homes, businesses, and along wastewater lines, resulting in increased costs to residents and business owners and contamination to area creeks and rivers.
The well-documented issues have appeared in news, video, and newspaper coverage from across the United States. According to one clean water agency official, the public is being duped by manufacturers into believing that "flushable" wipes are safe for use in sewer and septic systems. Flushing wipes down the toilet has become a significant problem for wastewater facility operators, and the situation has only worsened in recent years.
The problem is both operational and financial.
Blockages often occur in residential and municipal sewer systems from an accumulation of disposable wipes in wastewater treatment and collection systems. The pipes, pumps, and other equipment that process flushable waste in wastewater treatment systems are often incapable of handling such waste.
Disposable wipes have a variety of different uses – from sanitary cleansing to make-up removal. The appeal of disposable wipes is easy to dispose of and often labeled as "flushable." Many lawsuits surround whether or not wipes branded as "flushable" can biodegrade quickly enough to run efficiently through sewerage systems.
Make sure your system is operating correctly. Keep sprinkler heads adjusted to spray appropriate landscape areas, and have your irrigation contractor check the system at least once every year. Next, review our advice on how much water to use with your hose or in-ground sprinkler system.
Apply enough water to fill the whole soil profile. However, for personalized landscape watering advice, you may want to sign up for Garden Style San Antonio e-newsletter. Every issue features advice from local horticulture experts on what to plant, when to fertilize and how to attract wildlife to your landscape.
It is more efficient to give your dry spots attention with hand-held hoses rather than running your whole system. Home irrigation systems use between 1,500-3,000 gallons (or more for larger properties) each time they run.
Established trees and shrubs, such as those recommended in South Texas can survive dry periods well.
In South Texas, water your lawn once per week to develop deep roots and grass capable of taking advantage of the rain when it comes.
To know how long to water, measure your sprinkler application rate. Put out several shallow, straight-sided containers (tuna cans, Tupperware, cake pans, etc.) before watering. Water for 20 minutes and then check the depth of the water in your containers. Estimate the average of the depth to see how much water you put down in 20 minutes. Every system is different, so it is important to measure.
Sprinklers that spray water parallel to the ground instead of up in the air are more efficient. You will lose less water to evaporation.
Both soaker hoses and drip irrigation are best for flower beds, vegetable gardens and newly planted trees and shrubs. Soakers like the black rubber model and the flat, green spray model work well in most situations. Drip irrigation has a pressurized thick plastic or rubber tube with evenly spaced emitters.
Water from the soaker hose will spread out to the side of the hose and seep deeply into the soil profile when it is applied slowly. If it is applied too quickly, it may run off and not penetrate to the roots that need it. To accomplish this effect, turn your hose faucet only a quarter turn and observe the hose to see that it is slowly seeping along its length. Soaker hoses should not exceed 100 feet in length. If many soaker hoses are connected in a series, the water will not be distributed to the end of the hose. Finally, never hook a soaker hose directly to the faucet but to another hose that is then connected to the faucet.
You can call 830-914-2330 and speak to the Customer Service Department or you can report water waste online.
We appreciate your help!
Green Valley Special Utility District will follow up with the location you have described by finding the responsible party and making certain that he or she is aware of teh rules. Most people correct the problem with this intervention.
You could possibly have a leaky toilet or faucet that’s difficult to detect. Just call the office at 830-914-2330 and we’ll work with you to solve the problem.
Check your meter and the surrounding area for possible leaks. Next, call our office at 830-914-2330 and report low pressure for your area.
A repair could have been completed recently allowing air to enter the line, causing the milky look.
Only chemicals that are approved by the National Safety Foundation for the treatment of drinking water.
All public water systems are required to maintain a minimum chlorine level of 0.2 milligrams per liter (mg/L) (tested at the end of each line) by state law. Systems that use chloramine as a disinfectant must maintain a level of 0.5 mg/L by state law. Our disinfectant levels are tested daily to ensure safety.
Most likely your water heater needs to be flushed. Caution: Most manufacturers recommend hiring a professional to flush your water heater. If you plan on doing this yourself, read the owner’s manual to keep from being hurt and or damaging the water heater.
We may have received it after the due date or we may not have received it at all. Call our office at 830-914-2330 and we will help you solve the problem.