DATE: September 12, 2017 REPORT NO. PW Chair and Members Committee of the Whole Operations and Administration

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1 DATE: September 12, 2017 REPORT NO. PW TO: FROM: Chair and Members Committee of the Whole Operations and Administration E. (Beth) Goodger, General Manager Public Works Commission 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ] 2.0 TOPIC Wastewater Treatment Plant Strategic Plan & Implementation [Financial Impact None] (PW ) 3.0 RECOMMENDATION A. THAT Report No. PW titled Wastewater Treatment Plant Strategic Plan & Implementation BE RECEIVED; and B. THAT Council APPROVE the Wastewater Treatment Plant Strategic Plan & Implementation outlined in Report No. PW ; and C. THAT funding required to implement the Wastewater Treatment Plant Strategic Plan BE REFERRED to the capital budget process. 4.0 PURPOSE The purpose of this report is to inform City Council about the findings of the Wastewater Treatment Plant (WWTP) Strategic Plan and obtain approval to refer the funding required to implement the recommendations to the capital budget process. 5.0 BACKGROUND The Brantford Wastewater Treatment Plant (WWTP) was originally constructed in 1957 with a second treatment train added and constructed in The plant has undergone several upgrades over the years however, significant portions of the original 1957 and 1977 infrastructure are still in use today (see Figure 1). The WWTP services approximately 94,000 people (projected 115,000 by 2020) and 6,800 hectares of land within the City of Brantford. The sanitary collection network

2 Date: September 12, 2017 Page 2 is comprised of approximately 430 kilometres of pipe, nine (9) sanitary sewage pumping stations and five (5) inverted siphons. The WWTP is a conventional activated sludge plant, owned and operated by the City. The plant has a rated capacity of 81,800m 3 /d with two parallel treatment trains, or Process Modules (PMs). PM1 and PM2 share a common influent pump station and preliminary treatment building, the flow is split between separate treatment trains and then combined again for the chlorination and de-chlorination process. The treated effluent is discharged to the Grand River. The plant is also equipped with anaerobic digestion, sludge loading facilities and biosolids storage. Figure 1: Facility Overview Identifying Approximate Age of Infrastructure In March 2016, the City retained CIMA Canada Inc. to complete the Wastewater Treatment Plant Strategic Plan. CIMA was required to review historical data, visit the site and perform a Condition Assessment on the assets, including discipline specific review of each building and treatment area. Following these findings, the WWTP Strategic Plan was completed and identified the ten (10) year projected needs to perform upgrades for all processes at the WWTP. The upgrades are required to allow the wastewater treatment plant to fulfill operational requirements and support increasingly stringent regulatory requirements.

3 Date: September 12, 2017 Page CORPORATE POLICY CONTEXT The WWTP Strategic Plan falls in line with goals of the City s Strategic Plan: Managed Growth and Environmental Leadership and Excellence in Governance and Municipal Management. The WWTP Strategic Plan supports the long-term desired outcome of Brantford will be supported by well-developed and maintained transportation and servicing infrastructure. It develops an organized framework for upgrades and improvements at the WWTP and supports the plants continuous operations. 7.0 INPUTS FROM OTHER SOURCES The development of the plan was coordinated by the Engineering Services Department and involved input from the Environmental Services Department and Facilities & Asset Management within the Public Works Commission. The Finance Department has reviewed the report and provided input in regards to financial implications and funding sources. 8.0 ANALYSIS 8.1 Development of the WWTP Strategic Plan The following steps were involved in the development of the WWTP Strategic Plan: 1. Information gathering and collection of the inventory and assessment of their current condition 2. Identification of current and future needs and setting goals 3. Develop and deliver six (6) Technical Memorandums focusing on each major process 4. Developing solutions and preparing the implementation plan Step 1- Information Gathering and Collection of the Inventory and Assessment of their Current Condition In May 2016 CIMA began the first step holding various site visits to gather all relevant data and information in regards to all assets within the WWTP. CIMA compiled the detailed inventory and assessed all current conditions. Step 2 Identification of Current and Future Need and Setting Goals In step 2, a series of internal stakeholder discussions were conducted. These allowed the internal stakeholders to discuss the City s needs and combine this knowledge together with CIMA s findings. This collaboration allowed CIMA to consolidate these needs into a facility-wide strategic plan for upgrades. The collaboration meetings were attended and completed with the assistance of staff from Facilities & Asset Management, Engineering Services and Environmental Services.

4 Date: September 12, 2017 Page 4 Step 3 Develop and Deliver Six (6) Technical Memorandums Focusing on Each Major Process Step 3 provided the City with the first set of deliverables from CIMA. Technical Memorandums supplied were as follows: The 1. Electrical, Instrumentation and Controls Condition Assessment 2. Process Mechanical Condition Assessment 3. Civil Condition Assessment 4. Structural and Architectural Condition Assessment 5. HVAC Condition Assessment 6. Treatment Alternatives Evaluation Step 4 Develop Solutions and Preparing the Implementation Plan The 2015 Master Servicing Plan identified that the projected population growth of the City to 2031 can be accommodated with the current Wastewater Treatment Plant s capacity. CIMA confirmed these findings with a general unit process capacity assessment before completing their recommendations. The repair and upgrade recommendations within the Strategic Plan were based on: Risk of Failure Expected Lifespan Estimated Remaining Life Treatment Optimization Opportunities Energy Efficiency Opportunities Operational Cost Saving Opportunities Multi-year Capital Forecast: Many deficiencies were identified during the initial condition assessment noting many sections within the processes were at the end of, or exceeded, their expected life cycle. After comprehensive analysis, solutions were identified and the ten (10) year strategic plan was developed. The identified projects in the strategic plan were grouped into short term (2 year), mid-term (5 years) and long term (10 year) work packages. The work packages take into consideration critical and non-critical equipment, as well as equipment lifecycles. Figure 2 below shows the capital funding required for each year from 2017 to The total requirement over the ten year period, in 2017 dollars, is $37,290,000. The capital projects recommended for 2017 were already approved by Council through 2017 budget process.

5 Date: September 12, 2017 Page 5 Figure 2: Multiple-Year Capital Forecast The majority of the existing infrastructure is required to be upgraded. The recommended upgrades will bring the WWTP to a State of Good Repair. Project selections were based on the following process findings in Figure 3: Figure 3: Results of the Process Evaluation Process Findings Electrical Supply Majority of original 1957 equipment remains and is well beyond its expected service life Significant risks exist should the electrical system fail Primary Clarifiers Majority of original equipment remains and is well beyond its expected service life Aeration System Process Module (PM) 1 aeration system was upgraded in 1995 and is now beyond its expected service life PM1 and PM2 centrifugal blowers have exceeded their expected service life and upgrades will provide substantial energy savings Secondary Clarifiers Majority of original equipment remains and is well beyond its expected service life Chlorine Contact Insufficient capacity for future wastewater flow Tank Digesters Implement inspections and retrofits

6 Date: September 12, 2017 Page 6 Process Findings Waste Activated Sludge (WAS) Thickening Providing a new WAS thickening facility is cost effective and will provide primary clarifier and digester tank capacity Biosolids Storage Current operational constraints and flexibility concerns should be addressed to improve storage capacity and reduce winter storage concerns Boilers All original equipment remains and is well beyond its expected service life Do not meet current code requirements Projects were reviewed and placed in a priority sequence as shown in Figure 4 along with the estimated capital cost for design and construction (in 2017 dollars). The costs exclude project management related expenses (eg. City staff time, permits, etc.) or contingency. Figure 4: Design & Construction Capital Cost Estimation (2017$) Benefits to be recognized from the forecasted upgrades include addressing the aging infrastructure, providing continuous uninterrupted wastewater treatment services to the community and ultimately avoiding increased maintenance costs.

7 Date: September 12, 2017 Page FINANCIAL IMPLICATIONS To implement the recommendations of the WWTP Strategic Plan, an estimated $37,290,000 (2017 dollars) in funding is required over the next 10 year period for the design and construction of the various required upgrades. Cost estimates will be updated annually as part of the capital budget process based on detailed design and to reflect current year costs. Upon Council approval of the WWTP Strategic Plan, the funding will be brought forward in the 10-year ( ) capital budget through the 2018 Budget process, to be funded from wastewater reserves. The 2018 capital budget currently includes clarifier refurbishment, biosolids storage lagoon cleanout, design of boiler replacement, design of digester inspection & cleanout and the design of biosolids storage tank upgrades. The budget for each project is prepared based on the design and construction 2017 cost estimates from the WWTP Strategic Plan, project management costs (staff time, permits, etc.) and adjusted to current year valuations. The proposed 2018 capital budget for the WWTP upgrades is $3,265,000. Future operational cost savings, related to the WWTP Strategic Plan, will be seen after the Aeration Blowers Upgrades project is complete, tentatively scheduled for 2022 completion. This project involves replacement of the existing centrifugal blowers with energy efficient turbo blowers. Based on a 2014 Detailed Engineering Study, the City should conservatively see a $47,000/year energy savings CONCLUSION The implementation of the recommended WWTP Strategic Plan and associated upgrades as the current system reaches the end of its useful lifecycle will enable the City to operate the wastewater facility more economically, efficiently and reliably. The City will continue to meet the regulatory requirements while providing high levels of service and protecting the health and safety of its residents.

8 Date: September 12, 2017 Page 8 S. Kongara, P.Eng., E. (Beth) Goodger Director, Environmental Services General Manager Public Works Commission Jennifer Spagnuolo, C.E.T. Senior Project Manager Environmental Services In adopting this report, is a by-law or agreement required? If so, it should be referenced in the recommendation section. By-law required [ ] yes [ x ] no Agreement(s) or other documents to be signed by Mayor and/or City Clerk [ ] yes [ x ] no Is the necessary by-law or agreement being sent concurrently to Council? [ ] yes [ x ] no