18990_Authority_Feb_2026

municipalauthorities.org │ 41 environment. At our plant, we recycle approximately 96 percent of the water that enters our system. In other words, 96 percent of the wastewater we receive is reused or safely returned to the natural water cycle. Historically, we disinfected treated water using chlorine gas, a method long accepted within the industry. However, chlorine presents potential risks, including harmful byproducts and safety concerns for plant staff. Recognizing the need to modernize, I worked closely with our elected officials to secure nearly $1 million in grant funding to replace chlorine disinfection with an ultraviolet (UV) treatment system. UV disinfection is safer for employees, more environmentally responsible, and aligns with our commitment to sustainable operations. This project is currently underway and is scheduled for completion before the end of 2026. In addition to treatment upgrades, I partnered with the Board to prioritize rehabilitation of the oldest portion of our collection system. Aging infrastructure had contributed to excessive inflow and infiltration, placing unnecessary strain on the system. We have invested more than $5 million into this rehabilitation effort, resulting in a significant reduction in inflow and infiltration. These improvements have lowered repair and maintenance costs, reduced the risk of system overflows, and further minimized our environmental footprint. This journey—from finance to wastewater treatment—has reinforced a fundamental lesson: effective leadership is not defined by where you start, but by your willingness to grow, adapt, and lead with purpose. Technical expertise and strong management are not competing strengths; together, they form the foundation of resilient, forward-thinking organizations. As we recognize Women’s History Month, I am proud to represent a nontraditional leader in a critical public service field. My hope is that my story encourages other women to embrace unconventional opportunities, trust in their transferable skills, and step confidently into leadership roles where they can drive meaningful, lasting change. S This year’s Women’s History Month theme, “Leading the Change: Women Shaping a Sustainable Future” recognizes women who are leading sustainability efforts in areas like environmental sustainability (such as green technologies) and community building. I believe sustainability is less about innovation alone and more about follow-through. Good ideas matter, but what endures are systems that are supported year after year—through changing priorities, tightening budgets, and leadership transitions. That belief shapes how I approach my work at Capital Region Water, where I serve as the Stormwater Utility Director, guiding infrastructure investments meant not only to function, but to belong. At Capital Region Water, I work across planning, design, implementation, and operations—roles that are often separated, but rarely should be. In this role, I oversee the City Beautiful H2O Program, a comprehensive, long-term effort to improve water quality, reduce combined sewer overflows, and strengthen an aging system while remaining rooted in fiscal responsibility. Green stormwater infrastructure is a visible and important part of that work, but it sits within a broader program that also includes sewer rehabilitation, storage, conveyance improvements, and operational upgrades essential to public health and system reliability. Within that work, Capital Region Water is using green stormwater infrastructure to advance sustainability and strengthen climate adaptation and resilience. I approach stormwater systems as living parts of the city. They do not end when construction wraps up. They move water through streets and parks, shape public space, and quietly influence daily routines. Their success depends on how well they are understood, maintained, and supported over time—not just how they perform on paper. Early planning work established a clear, repeatable way of moving projects forward: identifying opportunities with public input, testing feasibility, designing thoughtfully, securing funding, building carefully, and planning for what comes after. That framework still guides the Authority’s work today. Many of the projects first imagined through planning are now built and actively managed—a reminder that long-range thinking can, and should, translate into everyday improvements people can see and experience. Claire Maulhardt, Stormwater Utility Director, Capital Region Water