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Water Treatment 15

BOX 1.2 (continued) HARVEY F. LUDWIG
As to the persona, Dr. Ludwig has been a mentor to
ENVIRONMENTAL ENGINEER CONSULTANT
countless engineers in practice. He is known by his
ES expanded rapidly with offices at key cities in the high standards in writing, in professional practice, and
United States including a research laboratory and office in getting a job done. To quote Professor Donald
in Oakland (c. 1956), and later in Washington, District Anderson, c. 1965, when he headed the Oakland office
of Columbia (c. 1966) headed by his long-time USPHS of ES, ‘‘When you work for Harvey Ludwig, . . . ,’’
associate, Gordon MacCallum, and then in Austin, meaning that much was expected. He was instrumental
Texas, started by Dr. Davis Ford (c. 1968). The firm in founding what is now the American Academy of
grew rapidly with important projects throughout the Environmental Engineers (a certifying organization),
United States and started to develop an international c. 1956, and sponsored the founding of the Association
clientele. Dr. Ludwig was at this time, in 1969, a of Environmental Engineering and Science Professors
‘‘legend’’ in the field. At the same time, the field was (AEESP), c. 1963. In 1966, his firm ES initiated the
experiencing a ‘‘golden age,’’ i.e., research was advan- sponsoring of a ‘‘best thesis’’ cash award within
cing knowledge, graduate programs were spreading, AEESP; his rationale was that the significant cash
practice was flourishing, and the public had adopted a ($1000 at that time) added prestige to the award. The
widespread environmental ethos that was being trans- award has continued under auspices of other firms with
lated by politicians into laws and policy. At that time, inclusion of both master’s and doctoral theses.
ES was arguably at the crest of this movement, i.e., one Dr. Ludwig is known for expressing his candid opin-
of the most visible of firms in the field and at the ion (on virtually any topic). Consequently, he has both
forefront of innovation. This was due not only to many admirers and a few detractors. He continues an
Dr. Ludwig individually, but to the way he had struc- active correspondence, by e-mail, with perhaps a circle
tured the firm with both depth and breadth of expertise of some 20–100 family members, friends, and col-
and leadership. In addition, Dr. Ludwig had extensive leagues. From Bangkok, Dr. Ludwig remains a pres-
involvement with professors from throughout the ence in the field of environmental engineering.
United States.
ES was actually, however, a part of a larger corporate
structure. One entity was a construction company that had
financial difficulty (due to a low bid on a dam). The
BOX 1.3 GLOBALIZATION OF THE WATER
‘‘way-out’’ was a buyout offer in 1968 by Zurn Industries
INDUSTRY AND CONSULTING ENGINEERING
of Erie, Pennsylvania. The new corporate structure did
not work out, and Dr. Ludwig left the firm in 1972, setting In 1974, the water industry in England and Wales was
up his own practice in Washington, District of Columbia reorganized with 10 regional water authorities with
(Ludwig 1985). ES was later purchased by its employees jurisdiction over all water functions, e.g., water supply,
and remained prominent in the field through 2004 when wastewater, flood control, and river management. The
its identity was assimilated fully by Parsons, an inter- regional authorities had taken over from some 1600
national construction company. separate local authorities (Okun, pv, 1977). In 1988,
In 1973, Dr. Ludwig’s private practice led to Bang- due to a change in political climate, let by the then
kok where he started a new firm, Seatec International, Prime Minister, Margaret Thatcher, the water industry
which has influenced environmental engineering in England and Wales was again ‘‘privatized,’’ with the
throughout South-East Asia. While there, he has cham- 10 water authorities remaining. The change had a global
pioned the case for adapting environmental standards significance. Using Thames Water as an example,
and designs to match the socioeconomic context of which was one of the 10 regional water authorities,
developing countries, i.e., as contrasted to imposing the organization was freed from the limitations of
the design approaches of industrialized countries. As being a public entity. Over the years following privat-
of 2008, Dr. Ludwig had some 358 publications ranging ization, Thames Water purchased major companies in
from research on coagulation, c. 1941, to strategies for the water industry and sold its services worldwide in
saving the forests in South-East Asia, c. 2005. Four of consulting engineering, management, construction, and
his papers won awards from organizations such as operation (see http:==www.thameswater.co.uk). They
ASCE, AWWA, WEF. Personal achievement awards joined Vivendi Universal of France in providing ‘‘one-
have included election to the National Academy of stop shopping’’ for water services. Vivendi Universal
Engineering, in 1969, shortly after its founding; the was formerly Compagnie Generale des Eaux created in
AEESP Founder’s Award; the AAEE Honorary Mem- 1853 by imperial decree to provide water to Lyons. The
ber award; the 1999 University of California College of company expanded and diversified from 1980 to 1996,
Engineering Alumnus of the Year; and various awards
in Bangkok.
(continued )